...The inaccurate and irrelevant NCOER MSG William Armstrong United States Sergeants Major Academy Class 62 Mr. Victor Pedraza November 20, 2011 Abstract The purpose of this paper is to acquaint the readers with an ethical issue with NCOERs that I came across while serving as a First Sergeant. I was appalled to learn that leaders and raters are writing inaccurate and irrelevant NCOERs and making them less effective, because NCOs are not applying themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that...
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...o versatile; always accepts assignments that support the entire mission o exhibited the skill, temperament, and reliability of a true professional o insists on loyalty to supervisors and peers o shows genuine concern for subordinates o displays sincerity in ambitions and objectives o stellar NCO; possesses the highest level of integrity and moral conviction o dedicated team player; totally commited to the Army, mission accomplishment, unit and subordinates o personal and professional conduct is impeccable o received the Army Achievement Medal from the PA Commandant for outstanding performance as NCOIC of the Color Guard o he embodies the "always watchful" motto, displaying constant vigilance in the face of a technologically diverse enemy o committed team player willing to provide assistance on any occasion o consistently places mission accomplishment and Soldiers' welfare ahead of self o volunteered off-duty time for weapon and mask draw to ensure effective range and AWT training o accepts all responsibility and tackles all missions successfully o dedicated and committed to the unit, its mission and Army values o possesses the ability to lead, motivate and instill pride in his subordinates o maintains impeccable moral and ethical standards setting the example for subordinates, peers, and seniors Soldiers alike o committed NCO that lives by "Mission first, Soldiers always" o consistently displayed a sense of...
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...Tracy E Fulford Certified Security Project Manager Table of Contents Summary Resume Career Objective Evaluations Qualifications Project Management Security Specialist Defense Tactical Training and Selection Focus areas Concept of Security Security Projects Security Programs and Training Security Placements Summary Resume TRACY E FULFORD 2414 County Road 90 Pearland TX (832)498-8757 tracy.fulford68@gmail.com Career objective; highly experienced Military Security Senior Non-Commissioned Officer seeking to transition into the private sector security industry. Certified by the Security Industry Association as a Certified Security Project Manager in May 2015. Very knowledgeable in both architectural and operational elements of security policies, training, and systems. PROFESSIONAL ACHIEVEMENTS PROJECT MANAGEMENT Certified Security Project Manager TRAINING First Army Academy Observer Trainer/Coach SECURITY SPECIALIST Defense Security Services Security Specialist Defense Security Services Security Ad-junctions SKILLS WORK HISTORY RETENTION AND CAREER COUNSELING US Army Reserve Career Counselor 79V Security Programs and Design Defense Tactical Training Law Enforcement/Military/Security Personnel Programs Planning and Operations Law Enforcement/Military/Security Personnel Personnel assessment for Law Enforcement/Military/Security projects Objective Focus Training BN SS OPERATIONS NCO, US ARMY RESERVE AGR, HOUSTON TX 08/01/2012...
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...INFORMATION PAPER AHRC-PDV-E 21 June 2012 SUBJECT: Milper Message Number 12-188 UPDATES TO AR 623-3 AND DA PAM 623-3 Issued: 21 June 2012 1. Purpose: To provide Updates in reference to AR 623-3 and DA PAM 623-3 2. Facts: a. There are now new submission methods for all evaluation reports (OERS, NCOERS, and AERS). Now all forms are to be submitted using the “forms application” of the forms content management program in Army Knowledge Online (AKO). b. Reference policies are now crossed and consolidated to relate to Active Army, U.S. Army Reserve (USAR), and Army National Guard (ARNG) Evaluation Reports Throughout all forces. By doing this all entities will be using the same format of evaluation reports. c. DA form 67-9 (Officer Evaluation Report...
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...1. What is the purpose of the NCOERS? a. Strengthen the ability of the NCO Corps to meet the professional challenges b. Ensure the selection of the best qualified noncommissioned officers c. Contribute to Army-wide improved performance and professional development d. All of the above 2. True or False: A single NCOER should decide an NCOs career performance? 3. What is the minimum evaluation period for a mandatory NCOER? a. 30 Days b. 60 Days c. 90 Days d. There is no specific time period. 4. Performance evaluations are assessments on how well the rated NCO met duty requirements and adhered to the professional standards of the NCO Corps. What are the areas that need to be considered to make this evaluation? a. Experience, Age, Time in service b. Reasonable expectation, age, intelligence c. Age, Experience, Motivation d. Experience, Reasonable expectation, Effort 5. Can a junior NCO serve as rater for a senior NCO? a. Yes b. No c. Only with approval of the commander d. Only during wartime 6. How many individuals make up a rating chain? a. 4 b. 3 c. 5 d. There is no set number 7. Can you serve as a rater for a NCO that you do not supervise? a. Yes b. No c. Only with approval of the commander d. Only during wartime 8. What forms are used for rating an NCOs performance? a. DA Form 3975 and DA Form 1805 b. Memorandum for Record and DA Form 2166-8 c. DA Form 2166-8-1 and DA Form 2166-8 d. DA Form 2166-8 and DA Form 2823 9...
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...The Profession of Arms: Why do we need a campaign to understand the Profession of Arms and the Professional Soldier? By definition a Profession is “a calling requiring specialized knowledge and often long and intensive academic preparation.” The Army has evolved into a profession that is endlessly changing and through time getting more advanced. Being in the Army requires balance, professionalism, trust and respect for operations to run efficiently and effectively while upholding and protecting all standards. Every profession consists of a specific culture and climate related with and ingrained within. Service members and occupations within the Army all have a specific purpose and role in order for the Army to be effective and successful...
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...Date of Counseling: 17 October 2011 Subject: Initial counseling For: SGT Pereyra, Francisco J. 6. You are overall responsible for the accountability of your soldiers. I believe that soldiers should work smart and hard during the normal duty day so that we can maximize time off and maintain normal work hours. However, mission will at times dictate weekends or late nights upon approval from the Battalion Commander. We can avoid self-inflicted problems by keeping track of appointments, breaks, and other situations that interfere with the mission. Remember soldiers take the initiative when the example is set. All appointments will be brought to my attention at least 2 days prior, emergencies are understood but they should be the exception rather than the rule. If you believe a soldier should receive time off, bring it to my attention. Keep me informed! Open communication is the key to success. 7. Maintenance of your equipment is essential to success of the mission. You will ensure that your vehicles are properly maintained and service (if any). Your soldiers will be licensed on all platoon equipment. You will strictly enforce SAFETY at all times by word of mouth and example. 8. As Noncommissioned Officers we have the authority to discipline our soldiers. Discipline takes many forms including: on the spot corrections, verbal counseling, formal counseling, corrective training and the commander/1SG can support us with other useful methods including revocation...
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...The Army's Equal Opportunity/Sexual Harassment Policies PE 1) SFC Jackson displayed both verbal and non-verbal types of sexual harassment. 2) SFC Casey committed the senior/subordinate form of sexual harassment by mentioning his NCOER coming up and then suggesting he come to her house for a night cap. A reasonable person would interpret mentioning his annual evaluation as a suggestion of blackmail or quid pro quo, if he goes she’ll give him a good evaluation, if he doesn’t it will negatively affect him on the NCOER. 3) 1SG Dice’s pat’s and pinches can be seen as sexual harassment. Even if both women do not complain or object openly, it will have a negative effect on unit cohesiveness causing a hostile environment from his unsolicited contact. His position as their 1SG might make them feel like that cannot object without reprisal this is a form of Senior/Subordinate sexual harassment as well. 4) 1LT Fonda is committing verbal sexual harassment. Even though her current subordinates encourage her and do not object to her comments or stories. All that is necessary is someone to overhear these verbal harassments and report it or if a new member joined the team and was not okay with such comments, but felt like it was a hostile work environment because she/he were the only one who seemed to object. 5) SSG Sears committed sexual harassment with his quid pro quo request and coercion. Using his position and by explicitly suggestion she have sex with him as...
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...Obtain a study guide. The purpose of a study guide is to make you aware of the type of questions that board members may ask and to put the material in a "user friendly" format for study. The questions in any study guide should not be considered to be the only questions a board will ask. Some units provide a basic study guide for their soldiers. Study guides can also be purchased at the PX. One excellent study resource is the U.S Army Board Study Guide (www.armystudyguide.com). This is a free and very comprehensive online study guide. Seek counsel; other soldiers in your unit who have previously been to "the board" can provide you with a wealth of valuable information. They will be able to tell you about the process, the types of questions asked and their views on what the board members are looking for. Additionally, they can participate in a mock board to help you prepare yourself (see mock boards). Knowing what to expect can help to ease your nerves and prevent you from being surprised by unexpected questions and situations. Know your unit's history, meaning of the unit crest and the unit's current mission. If being considered for promotion, know the MOS and skill level that you are being recommended for. Be familiar with the Soldier's Manual and be proficient in the duties required of that skill level. Be prepared to express yourself on current events (world and national and local level). Pay close attention to news programs and read the daily newspaper at least a week prior...
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...|NAME |RANK |LAST 4 |DOB | |BARTH,CARRIE |315-286-0240 |2548 B. COASTAL CT APG, 21005 |CARRIE_V@YAHOO.COM | |MADORE,NICOLE |860-841-0008 |3821 PEACE CT. APG, 21005 |N/A | |PYAK, KRISTINA |303-547-7871 |3928 F. LOYALTY CT. APG, 21005 |N/A | |PHILLIPS, VERONICA |843-465-1383 |8352 HUNINGTON CT. CONWAY. SC, 29527 |N/A | | | | | | | | | | | | | | | | | | | | | | ...
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...Quality Management Dan Laughlin MGT 330 Timothy Lucas 26 September 2010 Abstract Quality Management in the Army Reserves can be considered the set of procedures for determining and implementing the intentions of an organization as regards to quality. In the following paper, the intent is to explain and give examples from previous experience as well as implications for future application on how well or not this organization known as Army Reserves controls it quality management as means for constant improvement. In this synthesis what has been learned becomes a reflection throughout this context to motivate the program’s outcomes. It also serves as a review of the mentioned outcomes. This paper intends to discuss planning for achievement of outcomes and how controlling systems and quality management are directly related to motivation in the organization. Quality Management Even though opportunities and threats are responded to, the Army Reserves use several control systems throughout its organization. From its own decision making process (MDMP or, the Military Decision Making Process) to AAR’s (After Action Reviews), which follow any mission or task accomplishment, these AAR’s feed directly into the decision making process and many of these processes and controls are used by the ‘upper management’ and down in the trenches as well. The effectiveness and efficiency of an organization is determined by how well a manager performs the four essential managerial...
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...Management Theory as it Pertains to a Soldier. Throughout business management history there have been several theories that have been founded and set into motion. These procedures have impacted the business world dramatically since the 1800’s. Some have changed with the times and some have remained constant. Without these business management foundations having been established the Army may not exist as we know and understand it today. Leaders must not only understand these theories but know themselves, their responsibility and their soldiers to fully incorporate these theories while evolving with the times and changes in the working environment. Our reading material states that in the late 1800”s “Henri Foyal was one on the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling” (Carpenter, Bauer & Erdogan, 2013, p. 68). This is also relative to the P-O-L-C framework which has survived the test of time and is used in business 125 years later. This basis is the foundation for running a successful profitable business. With that being said, managers must take this model and use it with innovation and creativity. The P-O-L-C does not only have success in the civilian business world but also in the military. I have now served for a total of 25 years and have been promoted to the rank of Master Sergeant/1st Sergeant...
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...Management Functions Edward Thompson Jr. MGT 330: Management for Organizations Professor Chad Blando October 6, 2013 Management Functions Introduction In management, there are different functions an effective manager can utilize to assist them in meeting an organizations future goals and objectives. In order for Managers and employees to be successful, each of the individual concepts has to be addressed in detail. In the text, it states, “The management functions include planning, organizing, staffing, leading, and controlling human and other resources to achieve organizational goals. All organizations, regardless of their levels of performance or profit motives, have a management structure and management staff” (Reilly, Minnick, Baack, 2011 p. 1.3). A Manager has to identify any possible weaknesses an organization may have and work toward fixing the problem and improving productivity in the company. Strategic planning is a company’s decision about what it wants to accomplish, and how it wants to go about accomplishing it. Planning also helps the company form its mission statement As the text states “Planning consists of the following steps: (a) examining the company's internal and external environments, (b) setting goals, (c) choosing strategies, tactics, and operational plans, and (d) allocating organizational resources to pursue the company's goals” (Reilly, Minnick, Baack, 2011 p. 2.6). Strategic planning is an essential element in the military. The government...
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...Leveraging Current Technology for Human Capital Talent Management WOILE 15-06, CW4 James Arnold Army senior leaders all agree that talent management is an integral piece to human capital distribution; however, the means and current business practices do not meet the current demands. The current manning conferences held at the Army Human Resources Command (AHRC) are highly technicial and provide a modicum of the true talent pool available for the officers identified to move based upon time, information resources, and the Mission Essential Requirements (MER) list provided by the field. The future of talent management distribution hinges upon the Army leveraging current technology for data mining which will enhance talent management distribution in a regionally aligned global force. Observation: Legacy Human Resources systems lack data elements specifically designed to highlight talent management coupled with the fact that the Officer Record Brief (ORB) does not always reflect an accurate picture. Discussion: The Office of Economic and Manpower Analysis (OEMA) conducted a pilot program call the “Green Pages” on talent management that included input from organizations on positions and officer input identifying skill sets. The pilot provided evidence that officers felt more in control of the assignment process and identified officers with more specialized skills that are not captured using current HR systems. Units had more input in whom they selected based upon certain...
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...Class 14-001 December 9, 2013 YEARLY TRAINING PLAN 2 Yearly Training Plan ONE MORE! The motto that’s frequently heard in Washington when an applicant has enlisted in the WAARNG or a Soldier has interstate transferred into the WAARNG. The WAARNG continues to strive to meet yearly mission goals with recruiting qualified personnel, retaining their veterans, and maintaining end strength. As the ARNG moves into a new fiscal year, the WAARNG begins another successful year in accomplishing their Yearly Training Plan. Officer Professional Development / Non-Commissioned Officer Professional Development training, Monthly/Quarterly counseling, Mandatory Training programs (Comprehensive Soldier Training, SAEDA, SHARP, etc.), and OER/NCOER evaluations are just a few items planned for the Washington Army National Guard FY14 Yearly Training Plan. For the recruiting and retention force, accessions for FY14 mission have decreased for WAARNG which will allow the RRNCOs to attain their goal of making mission. Regardless of new accession numbers, RRNCOs will continue recruiting beyond was has been established. Within the WAARNG Reserve Sustainment Program (RSP), new warriors continue to progress through different phases of Soldier Training Readiness Modules (STRM). RSP units within WAARNG highlight common task training, academics, and physical readiness throughout different phases of RSP IDT. RSP personnel will train, teach, and mentor warriors IOT familiarize themselves prior...
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