JOINT BASE SAN ANTONIO-FORT SAM HOUSTON, TX –
Since the start of this calendar year, noncommissioned
officers across the Army have fallen under a new rating system that’s unlike
anything they’ve seen for a generation but will help ensure NCOs exemplify the
Army Profession.
This is one of the greatest changes that have been
implemented with our rating system as it now holds leaders accountable for who
we are and how we set the example for our Soldiers.
The Noncommissioned Evaluation Report now stratifies
promotion potential by holding NCOs, their raters and senior raters accountable
for taking necessary actions to capture performance and potential. It’s
critical that each individual in this process understands his or her respective
role for which they are now responsible.
NCOs and senior NCOs are the backbone of support
capabilities who allow combatant commanders to conduct day-to-day deterrence
and theater shaping operations. As supervisors and leaders in the evaluation
process, we owe it to those commanders to provide our best Soldiers and finest
operational contracting support.
I’ve learned quickly upon arriving at the Mission and
Installation Contracting Command that NCOs in the “51
Charlie” military occupational specialty are already a cut
above the rest. The requirements necessary to even compete and remain qualified
as a contracting NCO are some of the most stringent in the service.
However, it is my intent to make sure they are in the best
possible position to continue serving our Army in the fullest capacity
possible.
I am adamant about ensuring all personnel understand the
importance of the new Department of the Army Form 2166-9 NCOER series, which is
the new evaluation form.
It’s all NCO-oriented, which makes it imperative that the
rated NCO goes into the Evaluation Entry System, or EES, to build the initial
2166-9-1 counseling form. I can’t emphasize enough the importance of getting
the appropriate information and input populated in EES and making sure the
rating chains are correct.
All NCOs should have already completed their professional
development on the NCOER by now. Also, the Human Resources Command has provided
additional training packages so that those involved in this process can gain a
grasp of how to assess a leader’s overall talent.
There are three forms as part of the 2166-9 series, each
capturing the performance and potential for promotion. The developmental NCOER,
2166-9-1, is for sergeants; an organizational level form, 2166-9-2, evaluates
staff sergeants, sergeants first class and master sergeants; and the strategic
level NCOER, 2166-9-3, is for command sergeants major and sergeants major.
Formal evaluation of NCOs is not about checking the blocks
any longer. You really have to step up to the plate to earn your rating.
Leaders must understand and assess NCOs through critical thinking.
NCOs are now rated in six categories. You must have a clear
understanding of character, presence, intellect, leads, develops and achieves.
All leaders, uniformed and civilian, need to be familiar with Army Doctrine
Publication 6-22, Army Leadership, and clearly understand the Leadership
Requirements Model. It is those attributes and competencies outlined in that
model on which we are weighing and basing our leader qualities and ensuring we
maintain the best NCOs through talent management.
For sergeants, the NCOER now delineates simply between
whether or not you meet the standard. Senior raters then determine whether you
are either most qualified, highly qualified, qualified or not qualified.
At the organization level, staff sergeants through master
sergeant are rated in one of four categories, far exceeded the standard,
exceeded standard, met the standard or did not meet the standard. Moreover,
sergeants major and command sergeants major are rated at the strategic level
through a narrative assessment instead of standardized bullets.
The new EES system builds a profile for every rater and
senior rater. It mandates face-to-face contact between the rater, a senior
rater when available and the Soldier during specific windows of counseling that
must be accomplished, which eliminates an unfairly rushed, last-minute effort
on behalf of our rated NCOs. This ensures a deliberate method of managing our
most talented NCOs for the next level of responsibility.
This directed interaction is the most critical part of the
new system and demands honest counseling so that no one is surprised. That
honest feedback should include an understanding that raters and senior raters
cannot categorically rate everybody as far exceeds standards any more. It was
similar inflation of evaluations under the previous rating system that prompted
this new reporting system.
The new NCOER is the best way ahead in order to support the
Army’s Select-Train-Educate-Promote policy for enlisted Soldiers by forcing
leaders to be accountable and make the hard choices.
At this time, it is no secret to anyone where and how we’re
supposed to be instituting and implementing the NCOER this year. I’ve had the
opportunity to visit a few of our geographically dispersed offices and have met
with NCOs and our leaders to ensure we’re on track with the NCOER. I’ve also
relayed critical information as I’ve received it through our leaders at the
brigade and field directorate level.
As leaders, we have to stay abreast of the changes in our
Army so that we can continue to further develop our NCOs as they strive for
promotion. It’s been a work in progress, but we’ll continue to answer all of
your questions through all means possible. And again, I can’t say enough how
important it is for command leadership and leaders at all levels to do the
right thing. Be accountable for your Soldiers.