The rater has immediate responsibility for counseling a rated Soldier and directing their performance.
The rater will provide a copy of their support form to the rated Soldier at the beginning of the rating period.
For DA Form 67–10 series.
(1) Beginning of the rating period.
Shortly after the rated officer assumes their duties, the rater will provide the rated officer copies of the rater’s and senior rater’s DA Form 67–10–1A, mission, and/or objectives.
This action ensures the rated officer knows their rating chain and has the necessary input to properly determine and prioritize responsibilities and performance objectives.
(a)
The rater will conduct a face-to-face counseling session with the rated officer within the first 30 days of the rating period.
This initial discussion will focus on duties, responsibilities, and performance objectives of the rated officer.
The rater will discuss and establish goals that promote and support a healthy workplace environment conducive to the growth and development of the rated officer.
The rater will also discuss and establish goals for supporting the EO and EEO programs, fostering a climate of dignity and respect, adhering to the SHARP Program, preventing and eliminating sexual harassment and sexual assault.
While correspondence and telephone conversations may be used as an alternative because of geographic separation, these will be followed by a face-to-face discussion between the rated officer and rater at the earliest opportunity.
Simply requiring the rated officer to submit written performance objectives on DA Form 67–10–1A at the beginning of the rating period without a follow-up face-to-face meeting is an unacceptable shortcut of this provision.
(b)
For a rated officer serving under dual supervision, the rater will ensure that a rated officer is notified of the additional chain of supervision.
An officer acting as the additional rating official in a dual supervision situation will also assume the appropriate responsibilities of the rater in providing a copy of their DA Form 67–10–1A and developing the separate DA Form 67–10–1A (see para 2–21).
(c)
For DA Form 67–10–1A, see DA Pam 623–3 for procedural guidance.
(2) During the rating period.
Throughout the rating period, the rater will conduct periodic individual, follow-up face-to-face counseling with the rated officer.
These counseling sessions differ from the first counseling session in that the primary focus is on the rater informing the rated officer how well they are performing and how they can perform better and to update the duty description, as necessary.
(a)
Quarterly counseling is mandatory for Regular Army, AGR, and USAR on active duty tours for CPTs, LTs, CW2s, and WO1s.
Field grade follow-up counseling is on an as-needed basis.
As a rated officer’s duty description, objectives, or focus areas change throughout the rating period, the rater will counsel the rated officer and update the DA Form 67–10–1A appropriately.
Follow-up counseling for ARNG officers in these grades will occur at least semiannually.
(b)
Raters will conduct follow-up counseling sessions quarterly for Regular Army and AGR officers and at least semiannually for USAR TPU, DIMA, and drilling IRR officers, including IMA general officers, and ARNG officers (in accordance with apps G and H).
(c)
Raters are required to articulate their developmental counseling responsibilities, as major performance objectives, on their DA Form 67–10–1A, part IV, block c.
(3) End of the rating period.
The rater will review the final DA Form 67–10–1A when preparing OERs.
Afterwards, they will initial and date the form to acknowledge the review.
The rater will include the duty description from the rated officer’s final DA Form 67–10–1A and may include performance-related information.
However, the choice of what to enter on the OER is ultimately up to the rater.
(a)
The rater is responsible for completing parts I, II, III, and IV of the OER, including the APFT performance entry and date and the height and weight entry including verification of compliance with AR 600 –9 in part IV, block a (or an explanation of missing APFT and/or height and weight entries).
Raters of field grade plate officers may identify and list up to three broadening and three operational assignments, by job title.
Raters of strategic grade plate officers may identify strategic assignments (see DA Pam 623–3 for procedural guidance).
(b)
Part IV will be an assessment of a rated officer’s professionalism, performance, and adherence to the attributes and core leader competencies of the Army Leadership Requirements Model (including the APFT, height and weight entries, and entry of compliance/noncompliance with AR 600–9), focusing on what a leader is (attributes) and what a leader does (competencies) during the rating period (see ADP/ADRP 6–22).
Part IV contains the dimensions of the Army’s leadership doctrine that define professionalism for the Army officer.
Attributes are characteristics that are an inherent part of an individual’s total core, physical, and intellectual aspects.
Attributes shape how an individual behaves in their environment and are aligned to identity, presence, and intellectual capacity.
Core leader competencies emphasize the roles, functions, and activities of what leaders do.
Core leader competencies are complemented by attributes that distinguish high performing leaders of character.
Core leader competencies apply across all levels of the organization, across leader positions, and throughout careers.
The Army Values of empathy, warrior ethos, and discipline are critical attributes that define a leader’s character and apply across all grades, positions, branches, and specialties.
These attributes are critical to maintain public trust and confidence in the Army and the qualities of leadership and management needed to maintain an effective Officer Corps.
The OER incorporates the Army Leadership Requirements Model to emphasize and reinforce professionalism (see ADP/ADRP 6–22).
1.
Performance evaluations are assessments of how well the rated officer met duty requirements and adhered to the professional standards of the Officer Corps.
Performance is evaluated by considering the results achieved, how they were achieved, and how well the officer complied with professional standards.
2.
Raters will comment on how well the rated officer promoted a climate of dignity and respect and adhered to the requirements of the SHARP Program.
a)
This assessment should identify, as appropriate, any significant actions or contributions the rated officer made toward promoting the personal and professional development of subordinates; ensuring the fair, respectful treatment of unit personnel; and establishing a workplace and overall command climate that fosters dignity and respect for all members of the unit.
b)
This assessment should also identify any failures by the rated officer to foster a climate of dignity and respect and adhere to the SHARP Program.
c)
Raters will comment on any substantiated finding, in a finalized Army or DoD investigation or inquiry, that the rated officer committed an act of sexual harassment or sexual assault, failed to report a sexual harassment or sexual assault, failed to respond to a complaint or report of sexual harassment or sexual assault, or retaliated against a person making a complaint or report of sexual harassment or sexual assault.
(c)
Raters on DA Form 67–10–1 and DA Form 67–10–2 are limited to performance-based assessments.
DA Form 67–10–1, part IV, block b. and DA Form 67–10–2, part IV, block e. will be an overall performance assessment of the rated officer during the rating period.
This overall performance assessment is evaluated in terms of the rated officer compared against the total population of officers, in the same rank, the rater previously rated or currently rates in their population.
If the performance assessment is consistent with the majority of officers in that rank, the rater will place an “X” in the “Proficient” box.
If the rated officer’s performance exceeds that of the majority of officers in the rater’s population, the rater will place an “X” in the “Excels” box.
The intent is for the rater to use this box to identify the upper third of officers for each rank.
1.
In order to maintain a credible profile, the rater must have less than 50 percent of the ratings of each rank in the “Excels” box.
OERs with an “Excels” rating that causes a rater’s profile to have 50 percent or more “Excels” ratings will be processed with a “Proficient” HQDA electronically generated label (see DA Pam 623–3); however, it will be charged against the rater’s profile as an “Excels,” and a documented rater profile misfire will occur.
To ensure maximum rating flexibility when rating populations change, or to preclude an “Excels” box check from profiling as a “Proficient” rating, raters need to maintain a “cushion” in the number of “Excels” ratings given.
Raters may consider limiting the use of the “Excels” rating box check to roughly one-third of all ratings for officers of a given rank, but this is not a requirement.
2.
Promotable officers with a “P” after their current rated rank and serving in an authorized position of the next higher rank, are considered as officers of the next higher rank in making comparative assessments with contemporaries.
On Rater Profile reports, they will be profiled against the next higher rank.
See paragraph 4–7g for important information concerning administrative corrections.
3.
If the rated officer’s performance is below the majority of officers in the rater’s population for that rank, and the rater believes the rated officer should be further developed, the rater will place an “X” in the “Capable” box.
If the rated officer’s performance is below the majority of officers in the rater’s population for that rank, and the rater believes the rated officer’s performance does not met standards required of an Army officer, the rater will place an “X” in the “Unsatisfactory” box.
4.
Comments are mandatory and should compare the performance of the rated officer with their contemporaries during the evaluation period.
The focus is on the results achieved and the manner by which they were achieved.
5.
To provide raters flexibility when initially establishing a rater profile, the rater will be given a one-time profile credit of three “Proficient” box checks, for each rated rank, the first time they rate a specific rank.
This provides flexibility and enables raters first establishing a profile (separated by rank) the ability to use the “Excels” box immediately and eliminates some issues associated with immature profiles (small populations).
(d)
Raters on DA Form 67–10–3 provide performance and potential assessments.
DA Form 67–10–3, part IV, block c2, will be an assessment of the rated officer’s performance and an assessment of the rated officer’s potential during the rating period.
The rater must capture the rated officer’s performance during the evaluation period as it relates to the Leadership Requirements Model using concise narrative format (see ADP/ADRP 6–22).
Potential evaluations are performance-based assessments of the rated officer’s ability compared to that of their contemporaries.
Assessments of potential apply regardless of their opportunity to be selected for higher positions or grades.
It does not take into account such factors as impending release from active duty or retirement; this assessment is continually changing and is reserved for HQDA.
Potential comments should primarily focus on the rated officer’s potential for promotion, command, schooling (military and civilian), broadening/strategic assignments, successive duty assignments and level of assignments, and/or retention, when applicable.
(e)
OERs are processed and profiled and the HQDA electronically generated labels are applied daily as OERs are received, regardless of the “Thru” date of the OER and the rater’s signature date.
(f)
A rater’s overall performance assessment counts toward the rater’s profile when the rater selects the LOCK feature associated to the rater’s overall performance assessment when completing the OER using EES.
OERs prepared outside of EES and submitted to HQDA for processing using an alternate method will count towards the rater’s profile upon receipt of the OER at HQDA.
Proper sequence management of an overall performance assessment LOCK selection is linked directly to profile management and is the responsibility of the rater to maintain compliance.
OERs impacts Soldiers’ personnel actions, especially those concerning HQDA selection boards.
An OER failing to process in the sequence desired by the rater causing a profile misfire due to improper profile management is not a basis for appealing the OER.
(g)
The rater will forward to the senior rater (or intermediate rater, if applicable) the DA Form 67–10–1A and OER with their portions completed.