Achieved course standards
When all course requirements have been met and the student has achieved the overall acceptable course standards as identified in the course grading plan.
Appeal
The procedure taken by the rated Soldier or another interested party to correct administrative or substantive type errors for evaluation reports accepted for inclusion in the rated officer’s or NCO’s AMHRR.
Appointed duties
Additional responsibilities not normally associated with the duty description.
Army competitive category
Regular Army officers in the basic branches. This category does not include the specialty branches of the Chaplain’s Corps, JAGC, or the AMEDD.
Attributes
Describes the leaders that the Army wants and how an individual behaves and learns within an environment. The leader attributes are character, presence, and intellect. These attributes represent the values and identity of the leader (character) with how the leader is perceived by followers and others (presence), and with the mental and social facul- ties the leader applies in the act of leading (intellect). Character—a person’s moral and ethical qualities—helps a leader determine what is right and gives a leader motivation to do what is appropriate, regardless of the circumstances or consequences. Actions, words, and the manner in which leaders carry themselves convey presence. Presence is not just a matter of showing up; it involves the example that the leader projects to inspire others to do their best and follow their lead. An Army leader’s intelligence draws from conceptual abilities and is applied to one’s duties and responsi- bilities. Conceptual abilities enable effective problem solving and sound judgment. See also ADP/ADRP 6–22.
Broadening
A purposeful expansion of a leader’s capabilities and understanding provided through opportunities internal and ex- ternal to the Army. Broadening is accomplished across a Soldier’s full career through experiences and/or education in different organizational cultures and environments.
Bullet comments
Short, concise, to-the-point comments starting with action words (verbs) or possessive pronoun (their). Bullet com- ments will not be longer than two lines, preferably one, and no more than one bullet to a line.
Calendar year
A period that is 365 days, or 366 days if the leap year date, 29 February, is included.
Capable
Meets requirements of position and additional duties. Capable of demonstrating Soldier attributes and competencies and frequently applies them; actively learning to apply them at a higher level or in more situations. Aptitude, commit- ment, competence meets expectations. Actions have a positive impact on unit or mission but may be limited in scope of impact or duration.
Chain of command
The succession of military commanders, superior to subordinate, through which command is exercised. Normally, commanders evaluate commanders.
Chain of supervision
The individuals (military and/or civilian) involved in providing operational, functional, and/or technical supervision of a rated Soldier.
Character
The essence of who a person is, what a person believes, and how a person acts and consists of the internalization of Army Values, empathy, warrior/Service ethos, and discipline attributes. Empathy is identifying and understanding what others think, feel, and believe. Integrity is a key mark of a leader’s character. It means doing what is right, legally and morally. Unwaveringly adherence to applicable laws, regulations, and unit standards build credibility with subor- dinates and enhance trust. Leaders of integrity adhere to the values that are part of their personal identity and set a standard for their followers to emulate.
Class standing
Where a student is ranked on how well they performed against the course standards when compared to other students in the class.
Commandant’s list
When all course requirements have been met and the student has demonstrated skill and abilities that scores them in the top 20 percent of all students in the class.
Commander’s or Commandant’s Inquiry
Investigation into a Soldier’s evaluation report made by an official in the chain of command or supervisory chain above the designated rating officials involved in the allegations to determine if an illegality, injustice, or regulatory violation has occurred. The appointing official for a Commander’s or Commandant’s Inquiry into an OER will nor- mally be the commander, commandant, or civilian supervisor who rates the senior rater. The appointing official for an NCOER will normally be the commander, commandant, or civilian supervisor who rates the senior rater.
Complete the record
An optional evaluation report intended to update a Soldier’s file with performance and potential information that has not previously been documented in the Soldier’s evaluation history since the time of the most recent evaluation report. MILPER messages clearly specify the criteria for “Complete the Record” reports (“Thru” date and required receipt date at HQDA).
Core leader competencies
Leader competence develops from a balanced combination of institutional schooling, self-development, realistic train- ing, and professional experience. Competencies provide a clear and consistent way of conveying expectations for Army leaders. Current and future leaders want to know how to be successful leaders. The core leader competencies apply across all levels of leader positions and throughout careers, providing a good basis for evaluation. A spectrum of leaders and followers (superiors, subordinates, peers, and mentors) can observe and assess competencies demon- strated through behaviors. See also ADP/ADRP 6–22.
Credible profile
A properly managed assessment profile able to maintain a rating officials original box check selection as annotated on a completed evaluation report due to compliance with established HQDA governed assessment profile limitations.
Distinguished graduate
When all course requirements have been met and the rated student has demonstrated skills and abilities that ranks them in the top 10 percent of all students in the class.
Distinguished performance
Students who demonstrate skills extraordinarily above the standards of course.
Dual supervision
A situation in which an officer or warrant officer who, during the entire period of evaluation, is assigned separate responsibilities and receives supervision from two different chains of command or supervision. This provision does not apply to NCO rating schemes, NCOERs, or AERs.
Energy–informed actions
Actions which improve energy performance through techniques, behaviors, and organizational culture by integrating operational energy considerations into planning, requirements development, acquisition, construction, operations, re- search, development, technology and evaluation, reporting, and management programs.
Enrolled student
A student meeting all course entry requirements, officially registered in ATRRS with an enrolled code and begins the execution of a course syllabus or POI.
Evaluation report timeliness
A resulting equation (percentage of reports submitted on time) that is correlated to individual senior raters on those reports and reflects submission to HQDA within regulatory guidelines.
Excels box check selection (OER)
Results far surpass expectations. The officer readily (fluently/naturally/effortlessly) demonstrates a high level of all attributes and competencies. Recognizes and exploits new resources; creates opportunities. Demonstrates initiative and adaptability even in highly unusual or difficult situations. Emulated; sought after as expert with influence beyond unit. Actions have significant, enduring, and positive impact on mission, the unit and beyond. Innovative approaches to problems produce significant gains in quality and efficiency.
Failed to achieve course standards
Students that fail to meet course requirements as identified in the course grading plan.
From date
The beginning date of the period covered; the day following the “Thru” (ending) date of the previous evaluation report period.
Graduate box check selection (AER)
When all course requirements have been met and the rated student has achieved the overall acceptable course standards as identified in the course grading plan.
Headquarters, Department of the Army electronically generated label
A label placed over the rater’s overall performance box and senior rater’s potential box check on an OER and NCOER. This label is used for OERs for officers (2LT through COL), warrant officers (WO1 through CW4), and NCOERs (SSG through CSM). It shows a comparison of the block check on the OER and NCOER to all box checks for a given grade in a rater and senior rater’s profile and rater tendency on NCOERs. For DA Form 1059 and 1059–2, a label will be placed over the reviewing officials “Overall Academic Achievement” box check on DA Form 1059 and “Overall Academic Achievement” and “Potential” box check on DA Form 1059–2. The label displays the reviewing official’s box check assessment and service school class standing, as applicable, at the time the DA Form 1059 or DA Form 1059–2 is received at HQDA for processing. It also verifies that DA Form 1059 or DA Form 1059–2 received has been reviewed officially by HQDA prior to becoming a matter of official record in a Soldiers AMHRR. This does not apply to DA Form 1059–1.
Intermediate rater
A supervisor in a rated officer’s chain of command or supervision between the rater and senior rater. This level of supervision may be in the rated officer’s organization or in a separate organization if under dual supervision.
Leadership
Influencing others to accomplish the mission. It consists of applying leadership attributes (beliefs, values, ethics, char- acter, knowledge, and skills). It includes setting tough but achievable standards and demanding that they be met, caring deeply and sincerely for subordinate Soldiers and Civilian employees and their Families and welcoming the oppor- tunity to serve them, conducting counseling, setting the example by word and act or deed, can be summarized by attributes and competencies as exhibited on the OER and NCOER, able to instill the spirit to achieve and win, and inspiring and developing excellence. A Soldier who is cared for today is a Soldier who leads tomorrow.
Misfire
When the percentage of “Most Qualified,” “Multi-Star Potential,” and/or “Promote to BG” assessments in a senior rater’s profile meets or exceeds the authorized percent established of the total number of OERs or NCOERs for a particular grade. This does not apply to AERs.
Non–Graduate
When the student fails to meet course requirements as identified in the course grading plan.
Nonrated time
Time periods when the rated Soldier cannot be evaluated by the rating officials. Such time periods include but are not limited to school attendance, in-transit travel, hospitalization or patient status, convalescent leave, leave periods of 30 days or more, and periods when the rater has not met minimum qualifications. Periods such as breaks in service or time spent in an IRR, Ready Reserve, or ING status are not ratable periods; therefore, these periods will appear as gaps in a rated Soldier’s evaluation report history.
Performance counseling
Planned method to inform Soldiers about their duties and expected performance standards and provide feedback on actual performance. Soldiers’ performance includes appearance, conduct, mission accomplishment, and the manner in which duties are carried out. Honest feedback lets Soldiers know how well they are performing compared to the expected standards.
Performance evaluation
Assessments of how well the rated Soldier met their duty requirements and adhered to Army professional leadership standards. Performance is evaluated by observing a rated Soldier’s actions, demonstrated behavior, and results in terms of adherence to the Army Leadership Requirements Model and their responsibilities (see ADP/ADRP 6–22). Due regard is given to the experience level of the rated Soldier, efforts made, and results achieved.
Performed to standards
Student who achieved the overall acceptable course standards as identified in the course grading plan.
Period of report
Time period covered by an evaluation report, which includes rated and nonrated time. The period begins the day following the “Thru” (ending) date of the most recent evaluation report and ends on the day of the event causing the current report to be rendered or the last day of supervision or duty day before a Soldier’s departure.
Physical fitness
Physical fitness is the physical and mental ability to accomplish the mission; that is, combat readiness. Total fitness includes weight control, diet and nutrition, smoking cessation, control of substance abuse, stress management, and
physical training. It covers strength, endurance, stamina, flexibility, speed, agility, coordination, and balance. Soldiers are responsible for their own physical fitness and that of their subordinates.
Pooling
Elevating the rating chain beyond the senior rater’s ability to have adequate knowledge of each Soldier’s performance and potential, in order to provide an elevated assessment protection for a specific group, runs counter to the intent of the evaluation system. This may include improper rating chain structure and/or improper use of an intermediate rater when one is not required.
Potential evaluation
An assessment of the rated Soldier’s ability, compared with that of other Soldiers of the same grade, to perform in positions of greater responsibility and/or higher grades.
Proficient
Consistently produces quality results with measurable improvement in unit performance. Consistently demonstrates a high level of performance for each attribute and competency. Proactive in challenging situations. Habitually makes effective use of time and resources; improves position procedures and products. Positive impact extends beyond po- sition expectations.
Rated Soldier
A rated officer, warrant officer, or NCO.
Rated time
Time when a rated Soldier has been assigned under a valid rating chain for the purposes of counseling, guidance, and evaluation of performance and potential.
Rater
First-line supervisor of the rated Soldier who is designated as the rater on the rating scheme. Primary role is that of evaluating, focusing on performance, and performance counseling. Conducts face-to-face performance counseling with the rated Soldier on duty performance and professional development within the first 30 days of each rating period and, for a majority of Soldiers, at least quarterly thereafter; for others, periodically as needed.
Rater profile report
For OERs only, a documented rating history compiled at HQDA; it displays the rater’s rating history by grade.
Rater profile restart
For OERs only, the deletion of an established rating history for all grades or a specific grade or grade grouping, if the rater meets all requirements for a restart. When accomplished, a new rating history (profile) is structured based on OERs rendered following the restart.
Rater tendency report
For raters of NCOs only, a documented rating history compiled at HQDA; it displays the rater’s rating assessment history, by grade, of previous NCOs rated.
Rater tendency restart
For NCOERs only, the deletion of an established rating history for all grades, or a specific grade, or grade grouping, if the rater meets all requirements for a restart. When accomplished, a new rating history (tendency) is structured based on NCOERs rendered following the restart.
Rating chain
The rated Soldier’s rating officials (rater, senior rater, and supplementary reviewer) as published on the rating scheme. For officer evaluations only, for specialty branches and dual supervisory situations, an intermediate rater may be placed on a published rating scheme.
Rating officials
Designated individuals (rater, intermediate rater, and senior rater) as published on the rating scheme who render an evaluation on the rated Soldier.
Rating scheme
Written, published document showing rated Soldiers, their rating officials, and the effective date on which the rating officials assumed their role.
Redress
Procedures by which rated Soldiers can address errors, bias, or injustices during and after the preparation of an eval- uation report and have them corrected.
Referral
The process of formally providing a completed evaluation report to a rated Soldier for review and acknowledgment. Referral is accomplished by the senior rater. This procedure ensures the rated Soldier is advised they are permitted to comment on adverse information contained in the evaluation or addenda before it becomes a matter of permanent record. The referral may be accomplished face-to-face, but a written referral method is recommended when the Soldier is not present to accomplish the process in person. This provision does not apply to NCOERs, however it is applicable to NCOER addenda processes.
Relief
The removal of a rated Soldier from an assigned position based on a decision by a member of the Soldier’s chain of command/supervisory chain that their personal or professional characteristics, conduct, behavior, or performance of duty warrant their removal from the position in the best interests of the U.S. Army. Relief actions require the comple- tion of a “Relief for Cause” OER or NCOER. A relieved officer or NCO cannot prepare or submit an evaluation report on their subordinates during the suspension period leading up to the relief or after the relief is final.
Senior rater
Normally, the second-line rating official who is in the direct line of supervision of the rated Soldier and senior to the rater by either pay grade or date of rank. Primary role is evaluating and focusing on the potential of the rated Soldier; responsible for providing a performance/potential assessment (as applicable) of the rated Soldier. Obtains the rated Soldier’s signature on the evaluation report or enters appropriate statement if rated Soldier refuses, is unable, or una- vailable to sign. For OERs, performs the referral of reports with negative or derogatory comments to rated officers; the third-line supervisor when an intermediate rater exists in the chain of command or supervision.
Senior rater profile report
For OERs and NCOERs, a documented rating history compiled at HQDA; it displays the senior rater’s rating history by grade. Also known as the Dash-2 report and accompanied by the Senior Rater Evaluation Timeliness report.
Senior rater profile restart
For OERs and NCOERs, the deletion of an established rating history for all grades or a specific grade or grade group- ing, if the senior rater meets all requirements for a restart. When accomplished, a new rating history (profile) is struc- tured based on evaluation reports rendered following the restart.
Superior academic achievement
When all course requirements have been met and the student has demonstrated skills and abilities that scores them in the top 21 to 40 percent of all students in class.
Superior graduate
When all course requirements have been met and the student has demonstrated skills and abilities that scores them in the top 11 to 30 percent of all Soldiers in the class.
Superior performance
Students whose overall course achievement is above standards of the course.
Supplementary reviewer
- For OERs, the senior rater typically conducts the final review of the evaluation report and the reporting process. However, when there is no uniformed Army designated rating official for the rated officer, “Relief for Cause” evalu- ation reports when the senior rater is the individual directing the relief, or if the relief has been directed by an individual other than the rating officials, an additional review is required by a uniformed Army advisor within the organization above the rating chain.
- For NCOERs, in instances when a rated NCOs senior rater is a SGM/CSM, CW3 through CW5, or an Army officer in the rank of CPT or above, the senior rater will conduct the final rating chain review. However, NCOERs including a senior rater in the rank of SFC through 1SG/MSG, WO1 through CW2, and 2LT and 1LT require a mandatory supplementary review by a uniformed Army advisor, senior to the senior rater, in the rank of SGM/CSM, CW3 through CW5, or an Army officer in the rank of CPT or above. Additionally, mandatory supplementary reviews are required when there is no uniformed Army designated rating official for the rated NCO, for “Relief for Cause” evaluation report when the senior rater is the individual directing the relief, or for when the relief has been directed by an indi- vidual other than the rating officials.
Suspension
The temporary removal of the rated Soldier from their duty position pending a final decision on an adjudicated issue. The period of suspension will be shown as nonrated time on the evaluation report. The suspended Soldier cannot prepare or submit an evaluation report on their subordinates during the time they are suspended.
Thru date
The ending date of the period covered on an evaluation report, the due date for an annual evaluation report, the date on which an event warranting a report to be rendered occurs, or the last day of supervision or last duty day before a Soldier’s or a rating official’s departure.
Training
Preparing Soldiers, units, and combined arms teams to perform assigned duties; also teaching Soldiers skills and knowledge. Army leaders contribute to team training and are often responsible for unit training (squads, crews, and sections), but individual Soldier training is the most important. Quality training bonds units, leads directly to good discipline, concentrates on wartime missions, is tough and demanding without being reckless, is performance oriented, and sticks to Army doctrine to standardize what is taught to fight, survive, and win as small units. Good training means learning from mistakes and allowing plenty of room for professional growth. Sharing knowledge and experience is the greatest legacy one can leave subordinates.
Uniformed Army advisor
- For OERs, an Army officer, senior to the rated officer within a unit or organization, normally senior to the designated senior rater, who provides assistance and advice to rating officials (as required) pertaining to U.S. Army evaluations. This includes, but is not limited to, ensuring non-uniformed Army rating officials provide clear, concise, and effective written communication, focused on the rated officer’s career and professional development, which allows effective decision making by HQDA. Uniformed Army advisors perform supplementary reviews (as required).
- For NCOERs, a SGM/CSM, CW3 through CW5, or an Army officer in the rank of CPT or above, senior to the designated senior rater within the rated NCO’s organization, designated in the NCOs rating chain. This includes, but is not limited to, ensuring non-uniformed Army rating officials provide clear, concise, and effective written commu- nication, focused on the rated NCO’s career and professional development, which allows effective decision making by HQDA. Uniformed Army advisors perform supplementary reviews (as required).
Unit
The actual military unit, organization, or agency to which the rated Soldier was assigned and performed duty during the rating period.
Values or Army Values
Army Values consist of the principles, standards, and qualities considered essential for successful Army leaders. They are fundamental to helping Soldiers and Army Civilians make the right decision in any situation. Teaching values is an important leader responsibility by creating a common understanding of the Army Values and expected standards. The Army recognizes seven values that all Army members must develop (loyalty, duty, respect, selfless service, honor, integrity, personal courage).