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NCOER PERFORMANCE MEASURES SUPPLEMENT

TO THE

U.S. ARMY PERFORMANCE EVALUATIONS GUIDE

30 November 2015

ii

How to Use this Supplement

The Army must provide leaders with the best available resources to assist non-commissioned officer development. This includes the opportunity to provide evaluations nested in doctrine emphasizing leadership and leader development.

This supplement assists NCOER preparation by provoking and stimulating thought for specific thoughts and comments. Use this in conjunction with AR 623-3, DA PAM 623-3, and DA PAM 600-25 which provide additional information and guidance on appropriate comments.

This supplement has two primary sections addressing the direct level (sergeants) and organizational level (staff sergeants to master sergeants/first sergeants) with subsections covering the attribute and competency categories (character, presence, intellect, leads, develops, and achieves) for each level.

PERFORMANCE MEASURE DEFINITIONS

Performance measure definitions from AR 623-3 are provided to assist in understanding what DID NOT MEET STANDARD, MET STANDARD, EXCEEDED STANDARD, and FAR EXCEEDED STANDARD mean.

Did Not Meet Standard Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes; does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army.

Met Standard Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes; effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and the Army; this level of performance is considered normal and typically demonstrated by a majority of NCOs of the same grade.

Exceeded Standard Rated NCO performs above the required Army standards and organizational goals of leader competencies and attributes; this NCO and his/her Soldiers often take disciplined initiative in applying leader competencies and attributes; results have an immediate impact on the mission, their Soldiers, the unit, and the Army; this level of performance is not common, typically demonstrated by the upper third of NCOs of the same grade.

Far Exceeded Standard Rated NCO performs extraordinarily above the required Army standards and organizational goals of leader competencies and attributes; leadership enables Soldiers and unit to far surpass required organizational and Army standards; demonstrated performance epitomizes excellence in all aspects; this NCO and his/her Soldiers consistently take disciplined initiative in applying leader competencies and attributes; results have an immediate impact and enduring effect on the mission, their Soldiers, the unit, and the Army; often demonstrated by the best of the upper third of the NCOs of the same grade.

Direct Level Comments

CHARACTER

DID NOT MEET STANDARD

 failed to enforce Army policies, unit morale declined; poor work environment/negative conduct resulted in a substantiated EO complaint  failed to fulfill his leadership’s intent for positive and appropriate EO practices and integrity; exhibits poor judgment without consideration of results  failed to support EO; encouraged a work environment of gender discrimination  exhibited poor leadership; retaliated against a Soldier making an EO complaint  failed to support SHARP initiatives; committed an act of sexual harassment/sexual assault; severely lacks moral judgment  received x substantiated IG complaints for his handling of Soldiers during postpartum PT  inconsistently demonstrated duty and selfless service, often failed to complete tasks on time or to standard  ignored policies, rules, regulations or SOPs on a consistent basis; section floundered toward mission goals; fell short on assigned tasks  failed to maintain accountability of Soldiers under his supervision; fabricated status reports  falsified the duty log skipping required checks to play video games  frequent unwillingness to cooperate in working toward unit goals affected readiness  repeatedly unwilling to assist Soldiers with resolving problems or personal issues  possesses the highest rate of unresolved or poorly resolved Soldier issues and concerns among his peers due to a direct lack of effort  fails to address subordinates’ requests for help with personal issues  engaged in inappropriate personal relationships demonstrating behavior inconsistent with good order and discipline  undisciplined NCO; lacks the mindset and desire to enforce orderly practices and care for Soldiers; affected unit’s ability to sustain performance to standard  failed to ensure the Army’s history, customs, and traditions were known/observed  failed to establish appropriate personal and professional relationships with former peers  difficulty transitioning into the role of NCO; allowed subordinates to refer to him by first name  lack of maturity contributed to the perception of a lack of empathy; seen as unapproachable by his Soldiers  demonstrated poor judgment on duty; reported to staff duty intoxicated  incapable of deciding the right actions to take, both morally and ethically  rated NCO fails to meet or maintain the required Army standards and organizational goals  actions often have a negative effect on the mission, their Soldiers, the unit, and the Army

MET STANDARD

 extremely devoted NCO who accomplished all tasks with superb results  maintained high moral and ethical standards on and off duty  set the example by taking initiative and accepting responsibility

Direct Level Comments

 consistently hesitates to implement directed actions from superiors; fears confrontations with subordinates  lacked the ability to adapt to stress and adversity; his/her actions affected the unit’s capability to perform in an era of high operational tempo  compromised the unit’s mental and emotional fitness; allowed personal and professional standards to lapse in personal appearance, demeanor and actions  failed to utilize chain of command while dealing with personal issues; Soldier was found financially irresponsible for dependents resulting in no pay due  fails to display military bearing with subordinates; does not respond to coaching or counseling  fails to maintain military bearing while in discussion with senior leaders; does not understand the importance of addressing seniors by rank  utilizes social media to publish dislikes about the unit and chain of command  lacked confidence in the presence of Soldiers; could not instill the will to complete the mission

MET STANDARD

 earned the Army Physical Fitness Badge by scoring 270-300 on most recent APFT; squad averaged xxx  showed improvement in all three APFT events, raising his score by xx; constantly pursued new ways to achieve personal goal of a 300 on APFT  impressive competence, mission-focused attitude, and physical appearance invoke the highest levels of respect  committed to a fit and healthy lifestyle; recruits others through personal example to live a healthy lifestyle  selected for the Sergeant Audie Murphy Club/Sergeant Morales Club board(s)  demonstrated resiliency when faced with difficult situations allowing him to learn from mistakes and make correct decisions  dedicated and committed to the goals and missions of the Army and Nation  selected as the Company/Battalion/Brigade/Division/Installation/Army Non-Commissioned Officer of the Quarter/Year  leads with strong intellect, physical presence, professional competence, high moral character, and serves as a role model  completed combatives levels 1 and 2 this rating period; a highly motivated NCO setting the example for others  exemplary military bearing and appearance; an adaptive and experienced leader  maintained her stamina to go the distance despite the rigorous 18-hour days during FTX  accepted minor setbacks and immediately bounced back to accomplish the tasks at hand  completed required on-line training by established suspense date  exhibited an appearance above reproach and displayed an image for others to emulate  operated extremely well under pressure and mitigated stressful situations  maintained composure and exhibited confidence while briefing senior commanders

Direct Level Comments

INTELLECT

DID NOT MEET STANDARD

 displayed a lack of sound judgment during off duty hours; resulted in an inappropriate personal relationship with a subordinate/Soldier’s arrest  failed to actively participate in a several platoon AARs by refusing to acknowledge the need to improve performance after several training event  failed to understand the actions required to ensure proper accountability of assigned equipment after multiple training and counseling sessions  makes unnecessary hasty decisions without consideration of effects; frequently changes original decisions due to lack of foresight and application of proven methods  demonstrated no concern for security and accountability of sensitive items by abandoning and leaving them unsecured for several days  failed the promotion board due to an inability to interpret situational questions presented by the board panel  lacked critical thinking affecting unit’s shaping operations; contributed to organization’s inability to fully complete assigned tasks and missions  failed to meet required training requirements to attend Warrior Leader Course/Senior Leader Course/Advanced Leader Course  failed to follow orders which led to loss of security clearance; resulted in an undermanned section unable to meet its mission  unable to adapt to the dynamic scenarios during NTC Rotation xx-xx, consistently leading to the destruction of his vehicle during force-on-force engagements

MET STANDARD

 consistently demonstrates complete understanding by injecting the right amount of problem solving abilities  technical knowledge of the BFV led to his crew firing “Distinguished” during Table VI  demonstrated understanding of his assigned crew-served weapon by teaching the correct application of fires to his gun team  trusted to operate independently with minimal supervision due to demonstrated ability to use sound judgment and adaptive solutions to facilitate task completion  presents sound, logical recommendations on improvements to doctrine and tactics to evaluators and peers in a positive, constructive manner  promotes a proactive approach to education; all Solders in the section have completed SSD and are actively attaining civilian education and technical credentialing  completed xx semester hours of college maintaining a GPA of 3.x or above  coordinated afternoon college courses; resulted in Soldiers earning xx hours of college credit  selected as the brigade Soldier of the Year over xx other candidates  extraordinarily proficient Operations NCO; provided mission command support to BDE S3 shop in first field training exercise  led a PMI-1 team averaging 20 days per phase, 10 days less than the Army standard  recognized opportunities and took decisive action within the commander’s intent to ensure mission accomplishment during Operation Marne Thunder

Direct Level Comments

 failed to take responsibility for the actions of Soldiers under his charge; allowed Soldiers to sleep during guard duty  betrayed the trust and loyalty of peers and subordinates alike by fabricating maintenance records

MET STANDARD

 mentored a substandard Soldier to pass APFT by increasing his score by xx  scored 300 on most recent APFT earning the Army Physical Fitness Badge  performed all squad missions and tasks while assuming duties as the squad leader for more than x months of rated period  built squad confidence through counseling, demonstration, and practical exercises  motivated his Soldiers to endure by leading from the front during a 20 km foot-march in harsh weather; his entire team finished within time standards without incident  competed for NCO of the Quarter to demonstrate initiative and self-improvement; motivated the entire team to compete for Soldier of the Quarter  takes necessary actions to ensure Soldiers’ concerns and needs are addressed and resolved allowing for increased trust, confidence, and commitment to the unit  constantly assessed risk during night tactical movement and implemented mitigation measures to ensure crew safety while accomplishing the mission  displayed the ability to relate to peers and subordinates developing a sense of respect and mutual trust among his team  supervised the installation and testing of an antenna system at a remote site; saved the organization $xxK in installation fees  leads by example in the pursuit of excellence; worked extended hours on numerous occasions to ensure on-time task completion  recognized with the Military Outstanding Volunteer Service Medal for volunteering more than xxx hours of his personal time to the local community  was instrumental in the successful completion of range density week by instructing PMI on the M4/M16 range achieving a xx% qualifying rate  deployed x Soldiers in her squad to NTC to assist in successful draw and turn in of xx items of equipment  demeanor and leadership influenced the tribal council to accept coalition assistance; defeated the insurgent stronghold  coached and mentored Soldiers; allowed them opportunities to serve in and learn from positions of greater responsibility  instilled a ‘team first’ mentality within the section; led by example  a master of weapons training able to transform gun crews into Top Guns  hand-selected to serve as team/squad leader over xx other highly qualified junior NCOs based on dedication and commitment  led his squad to achieve the highest score during battalion competitions

DEVELOPS

DID NOT MEET STANDARD

 continually fails to attend required NCOES schooling; questionable reasons for non-attendance are ill-timed in notification

Direct Level Comments

 failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness  fails to coach or mentor Soldiers to participate in any Soldier of the Month or promotion boards  rated NCO did not foster an environment of fair treatment or awareness of others which allowed turmoil and low morale to breed among the junior enlisted  failed to effectively develop subordinates by not allowing Soldiers to learn from their mistakes  did not accurately track mandatory training resulting in expired weapons qualification and APFT results for Soldiers in his team/crew  inappropriate conduct adversely affected morale and discipline among peers and subordinates  demonstrated a lack of knowledge in most assigned duties, does not follow instructions resulting in mission failure, and is a threat to the safety of the company  mismanaged time and effort during maintenance days; failed battalion-level inspections on multiple checklist items; single-handedly lowered OR rate by xx%  displayed indifference toward suggestions for correcting substandard performance; missed numerous opportunities for improvement and career progression  failed to attend scheduled new equipment training, resulting in section non-mission capable equipment due to improper maintenance practices  created a hostile work environment by accepting zero responsibility for PCCs and PCIs; resulted in numerous missed missions and non-operational equipment

MET STANDARD

 effectively monitored subordinates’ Structured Self Development progress to ensure career development  encouraged Soldiers to pursue education and professional development opportunities; resulted in xx% of section enrolling in technical courses to improve proficiency  willingly devoted many hours of personal time to assist x Soldiers through the college application process and the navigation of online college classes  enrolled in bachelor’s degree program during off-duty time; completed xx college semester hours in _____ with a x.x GPA  mentored and trained Soldiers who won Soldier of Month/Quarter/Year or recommended for promotion to higher grade  requested, attended, and completed the Total Army Instructor Course to improve teaching abilities and instructional presentation of training for the unit  utilized AARs to develop a trends analysis that was incorporated into tactical operations lessons learned for updates to unit SOPs  demonstrated positive attitude toward training events; seized every opportunity to incorporate hip pocket training to ensure his Soldiers were always learning  constantly instilled a positive work environment resulting in a high state of section morale, readiness, and teamwork  inspires Soldiers at all levels with his work ethic, dedication to his section, and his personal drive and energy to do things perfectly  analyzed and developed training to further embody the warrior spirit; taught basic combatives, resulting in xx Soldiers earning level 1 qualification  spearheaded a meticulous round-robin training event enabling xx Soldiers to earn first-time GOs in all Army Warrior Tasks

Direct Level Comments

 achieved all tasks in a satisfactory manner; supported the commander’s safety and SHARP programs; accounted for all assigned equipment

 enforced the unit safety program during ranges, motor pool operations, and training events leading to zero injuries

 developed a strong prioritized work plan and anticipated change; completed all missions then assisted others to meet theirs

 supervised an effective maintenance program in the platoon; maintained readiness at xx% with no past due services

ORGANIZATIONAL LEVEL COMMENTS

 demonstrated unquestionable loyalty and integrity as a valued advisor to the NCOA Commandant on all NCOES matters  embodied selfless service; ensured duty obligations were fulfilled before giving consideration to personal needs; enabled organization to build trust and credibility  promotes a climate in which people are treated with dignity and respect regardless of their race, gender, creed, sexual orientation, or religious beliefs; unparalleled integrity

EXCEEDED STANDARD

 goes above and beyond to identify and resolve Soldier and Family issues; invests enormous effort to establish relationships with Soldier support agencies

FAR EXCEEDED STANDARD

 made the SHARP program a top priority for his unit; facilitated numerous forums focused on changing the culture, thus eliminating SHARP incidents in the organization  unmatched focus on discipline and the profession of arms; leads the most disciplined unit in the command

PRESENCE

DID NOT MEET STANDARD

 displayed substandard appearance and military bearing for NCO of his maturity; portrayed a negative image for the Army  cannot project confidence or maintain composure commensurate with rank when placed in difficult situations; lost the trust of the chain of command  had difficulty accomplishing duties when faced with adversity; placed the mission in jeopardy  relieved of first sergeant duties and responsibilities for both failing to report a SHARP incident and actively attempting to cover the incident up to prevent an investigation  failed to render the proper respect to company XO on x occasions  complained openly about time spent in the field and during OEF deployment; adversely affected morale and discipline of junior Soldiers  was relieved of his duties as squad leader; counseled by the 1SG on numerous occasions for failure to maintain his military bearing  lacked confidence in the presence of Soldiers; failed to project military bearing which reduced Soldier morale and esprit de corps  operated poorly in high op-tempo environments and stressful situations; unable to complete critical missions on time  engaged in an inappropriate relationship with subordinate

MET STANDARD

 maintained impeccable military bearing and appearance even when placed in high-stress situations and working long hours  maintains the appropriate level of fitness to accomplish the mission and demands the same of his Soldiers  completed assigned tasks on time and put forth adequate effort toward ensuring his/her duties and responsibilities met leader expectations

Organizational Level Comments

 displays self-confidence, composure, and mission focus while under duress; inspired squad/crew/platoon/company through his actions, judgment, and bearing  developed and implemented a rigorous physical training plan resulting in his squad continually exceeding the company standard  maintained mission focus despite harsh environmental conditions and high OPTEMPO; demonstrated endurance during prolonged combat operations  loyal and honorable NCO with impeccable moral and ethical values; the personification of “Be, Know, Do”  set the example for his peers and subordinates to follow displaying the highest level of mental and physical toughness  lead from the front of his company, constantly sought physically challenging events on his own time to increase his overall fitness level and inspire subordinates  ensured no security violations occurred while sanitizing hundreds of classified documents for dissemination  displayed the ability to adapt to changing situations; relied on intuition, experience, knowledge and input from subordinates; accomplished assigned missions  demonstrated ability to meet established standards; achieved mission success, displayed confidence and focus under stress; improved unit confidence  presented impeccable military bearing regardless of the situation; exemplifies the meaning of pride and professionalism  projected self-confidence, authority, and enthusiasm in every assigned mission; tactful in dealing with leaders and Soldiers  accepted many adverse situations and overcame them with the drive and determination, compelling others to do the same

EXCEEDED STANDARD

 displayed a high level of physical fitness by consistently scoring 250+ on the APFT with 80+ in each event  improved the platoon physical fitness program which led to a xxx APFT average, an increase of x  raised the company APFT average by xx after implementing an aggressive approach for supervising and conducting daily physical training  rigid enforcement of AR 600-9 standards led to x Soldiers being removed from the Army Body Composition Program; platoon APFT average rose by xx to xxx  resilient leader who fostered organizational focus; exemplified adherence to standards through appearance, demeanor, and actions  conducted a rigorous physical training regimen; resulted in xx NCOs scoring in the top 10% of the company; increased unit’s strength and endurance  supervised a rigorous PRT program; resulted in a 100% APFT pass rate for all unit Soldiers during rated period  managed stress and inspired Soldiers to provide mission essential intelligence and threat warnings to elements of four Battalions operating at seven locations  a confident leader who makes decisions based on the best interests of the organization; one of the most trusted leaders in the unit  impeccable bearing, confidence, and appearance serve as a role model for all noncommissioned officers

Organizational Level Comments

 lacked the expertise to execute his duties; his indifference in seeking out knowledge led to a lack of trust from subordinate leaders  section failed the evaluation due to an outdated and ineffective training program; failed to keep current on equipment software modifications  relieved as PSG for inability to follow commander’s intent/anticipate enemy movement; failure to reposition his platoon allowed enemy to flank and destroy the company  consistently failed to adapt to dynamic scenarios during NTC Rotation xx-xx; made poor tactical decisions during force-on-force engagements  continually struggles to take appropriate actions when faced with new ideas or in unfamiliar situations; unable to integrate enablers to support mission  failed to discern the intentions or motives of coalition/host nation allies while participating in negotiations during Operation _____  lacked interpersonal tact; displayed a combative attitude; degraded the camaraderie and esprit de corps of the organization through his actions  displayed poor leadership ability; failed to set the example for peers and subordinates through unlawful use of alcohol in a deployed environment  made poor personal choices which set the conditions for a catastrophic event affecting his personal life, duty performance, and unit readiness  demonstrated a lack of self-awareness while using profanity in public places; lack of knowledge hinders ability to make decisions  exhibited inferior proficiency levels and technical aspects of his/her position; induced unit’s inability to achieve desired results  lack of technical proficiency degraded maintenance support capabilities within the section  displayed a lack of sound judgment during off duty hours; which resulted in a conviction for driving under the influence of alcohol

MET STANDARD

 completed xx college semester hours toward a(n) associate’s/bachelor’s/master’s degree in _____ with a x.x GPA  recognized opportunities and maneuvered his platoon within the commander’s intent to ensure destruction of six OPFOR vehicles during movement to contact  displayed ability to analyze available information and operate within the commander’s intent during platoon STX  recognized changing conditions and created opportunities to accomplish reconnaissance missions during NTC rotation; demonstrated keen sense of awareness  while deployed supporting Operation _____, exhibited ability to relate to local nationals ensuring their needs were met  maintains awareness of changes in course material, incorporates changes in lesson plans  utilized his combat experience when teaching the course material resulting in students having a better understanding of what is expected in the field  mission-focused preliminary marksmanship instruction resulted in 100% qualification of his squad on all assigned weapons  displayed strong belief in the preservation of military customs by leading and supporting NCODPs, as well as a myriad of ceremonies honoring Soldiers and leaders

Organizational Level Comments

 improved efficiency of company operations with his knowledge, increasing timely submission of awards and NCOERs  ensured every student and staff member under his charge was treated with dignity and respect while being held to the highest standard  displayed the ability to adapt to changing situations; relied on intuition, experience, knowledge and input from subordinates; accomplished assigned missions  challenged and inspired Soldiers through tactical and technical proficiency; persuaded Soldiers to think outside the box and generate appropriate solutions to unit predicaments  recognized changing mission dynamics; used all available tools to enhance organizational success; created a work place that shared lessons learned  maintained more than $xM worth of equipment with 100% accountability  dedicated long hours to training Soldiers resulting in full comprehension of unit missions by subordinates  displayed high technical and tactical proficiency; maintained 90% equipment readiness rate for 12 consecutive months  exhibited excellent interpersonal tact when dealing with others; properly identified problems and formed solutions to resolve issues and concerns

EXCEEDED STANDARD

 examined standards and educated the unit through demonstrations to ensure correct interpretations  constantly pursues educational goals; seeks self-improvement by completing x credit hours with an overall x.xx GPA toward a(n) associate’s/bachelor’s/master’s degree in _____  led the revision of the unit’s TACSOP, contributing to a successful CTC rotation  all sections completed advanced credentialing requirements resulting in the award of technical MOS certifications  took the initiative to institute a promotion board study group resulting in x of x Soldiers ultimately being promoted to SGT  created training products and classes to certify xx Soldiers on the company’s new equipment (AGPU, power supply, TAIS system, CPOF, BFT)  clearly understands the complexity of the Army Operating Concept; led the division-level IPB synchronization meeting  rapidly absorbed information, assessed situations, and developed logical courses of action incorporated during mission planning sessions; model of sound judgment  sought new ideas from multiple sources to creatively approach problems and develop solutions; integrated theater enablers to ensure mission success  demonstrated a keen understanding of cultural environment when interacting with higher echelons; easily dismantled perceived barriers and enhanced communication  created a brigade file-sharing database for internal training; enabled the unit to share information across x military bases along the east coast  meticulous attention to detail and flawless execution of military funeral honors led the BDE CSM to select him to train and validate the brigade color guard team  selected over x other senior MSGs to assume the role of company 1SG  implemented programs increasing the brigade's overall operational readiness rate from xx% to xx% in x months