MSG Name

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NCOER
AR 623-3 / DA PAM 623-3
MSG Name
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• WHY DO WE DO A NCOER?
• Purpose
• The DA 2166-8 provides evaluation information to
  ensure that sound personnel management decisions
  can be made and that an NCOs' potential can be
  fully developed.

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NEW REG, NEW RULE, SAME SOLDIERS

• REVISED FORM 2166-8 has changed The format was
  enhanced to ease the complete process
• RATING PERIOD The rating period for all NCOs is
  now by YYYYMMDD not just month and year as it was
  in the past
• NO MILITARY FLIP The policy has changed to make
  the front and back of the 2166-8 the same.no
  more flip
• COMMENTS ARE MANDATORY Must have comments on
  all blocks.
• Various other changes are listed in both the
  Regulation and the DA PAM (see AR 623-3 and DA
  Pam 623-3)

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• NCO RATING CHAINS
• These will consist of the rated NCO, the rater,
  the senior rater, and the reviewer.
• Rater
• The rater will be the person (immediate
  supervisor) in the rating chain that directs and
  is most responsible for the rated Soldiers
  performance.
• The rater will be the immediate supervisor that
  monitors/observes the day to day performance of
  the rated individual and directly guides the
  rated Soldiers participation in the
  organizations mission.
• A rater will be an officer or NCO of the U.S.
  Armed Forces or an employee of a DOD or U.S.
  Government agency (including non-appropriated
  fund rating officials). Members of Allied Forces
  will not be not authorized to serve as raters.
• The rater will normally be the immediate
  supervisor, SGT or above, and senior to the rated
  NCO by grade or date of rank (see AR 60020), for
  a minimum period of 90 consecutive days.

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• NCO RATING CHAINS (cont)
• Senior Rater
• A senior rater will be an officer or NCO of the
  U.S. Armed Forces or an employee of DOD
  (including non-appropriated fund employees) who
  is senior to the rater by either pay grade or
  date of rank. Members of allied forces are not
  authorized to be senior raters.
• A senior rater will be a supervisor over all
  other rating officials in the rated Soldiers
  chain of command or supervisory chain. The senior
  rater will be the immediate supervisor of the
  rater and designated as the rated Soldiers
  senior rater for a minimum period of 60
  consecutive days (see paras 344, 44c(2), and
  511 for exceptions).
• Senior raters will be senior to the rater by
  either pay grade or date of rank. If an NCO is on
  a recommended list for promotion or frocked to
  one of the top three NCO grades (1SG, SGM, or
  CSM) and is serving in an authorized position for
  the new grade, then they may senior rate any NCO
  they supervise, if after the raters promotion
  they will be senior in pay grade or date of rank
  to the rated NCO.
• Commanders may appoint civilian employees of DOD,
  GS09 and above (or equivalent), as senior raters
  when a military supervisor is not available and
  when the civilian supervisor is in the best
  position to accurately evaluate the NCOs
  performance. The uniqueness of the other civilian
  pay scales precludes the establishment of a
  general Armywide policy. Therefore, the minimum
  grade for civilian senior raters holding other
  than GS pay grades is determined by local
  commanders. The civilian senior rater will be
  officially designated on the published rating
  scheme established by the local commander.

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• NCO RATING CHAINS
• Reviewer
• These will include a reviewer who is in the U.S.
  Army. The reviewer will be an officer, CSM, or
  SGM in the direct line of supervision and senior
  in pay grade or date of rank to the senior rater.
  Promotable master sergeants may serve as
  reviewers, provided they are working in an
  authorized CSM or SGM position.
• No minimum time period is required for reviewer
  qualification.
• Commanders may appoint officers of other U.S.
  military services or civilian employees of DOD,
  GS12 and above, or other equivalent civilian pay
  scales, as reviewers when
• (a) The grade and line-of-supervision
  requirements are met.
• (b) Either the rater or senior rater is a
  uniformed Army official.
• In cases where both the rater and senior rater
  are other than uniformed Army rating officials
  and no uniformed Army reviewer is available,
  either
• (a) The report will be reviewed by a uniformed
  Army officer in the rated NCOs unit
  administrative office. As an exception, this
  officer is not required to be senior to the
  rater or senior rater.
• (b) General/flag rank officers and SES civilians
  serving with any branch of the U.S. Armed Forces
  may be appointed as reviewers.
• In cases where superseded in above requirements,
  when the rater or senior rater is a general
  officer, officer of flag rank, or civilian with
  SES, Defense Intelligence Senior Level, or
  equivalent DOD senior civil service rank and
  precedence, that official will also act as
  reviewer.

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NCOER Support Form
The support form communication process is
characterized by initial and follow-up
face-to-face counseling between the rater and
rated Soldier throughout the rating period. This
process is used to achieve the purpose of the DA
2166-8

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NCOER BULLET COMMENTS

• IAW AR 623-3, Chapter
• Be short, concise, to the point. Bullets will not
  be longer than two lines, preferably one and no
  more than one bullet to a line.
• Start with action words (verbs) or possessive
  pronouns (his or her) Personal pronouns he or
  she may be used should use 'past' tense when
  addressing NCO's performance and/or
  contributions.
• Be double-spaced between bullets
• Be preceded by a small letter 'o' to designate
  the start of the comment. Each bullet comment
  must start with a small letter unless it's a
  proper noun that is usually capitalized.
• A specific example can be used only once
  therefore, the rater must decide under which
  responsibility the bullet fits best (or is most
  applicable).

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BULLET EXPLANATION

• Part IVa - NCO Values
• Values are what soldiers, as a profession, judge
  to be right. They are the moral, ethical and
  professional attributes of character. Values are
  the heart and soul of a great Army.
• The rater will answer each question by placing an
  "X" in either the 'yes' or 'no' box. Bullets
  comments are used to explain any area where the
  rated NCO is particularly strong or needs
  improvement. Bullet comments are mandatory for a
  'no' rating and must be specific.
• Parts IVb-f - NCO Responsibilities
• Excellence rating means the NCO clearly exceeds
  standards and is better than most others.
  Excellence is demonstrated by specific examples
  and measurable results it is special and unusual
  and achieved by only a few.
• Success rating indicates the NCO meets all
  standards. The majority of ratings will fall into
  this category. It indicates that the NCO is fully
  competitive for schooling and promotion. The goal
  of NCO counseling is to bring all NCOs to this
  level.
• Needs Improvement rating is used to indicate some
  weakness. It means the NCO has missed meeting
  some standards.
• Part Va - Potential (Rater's Portion)
• Among the Best rating represents the NCO who
  meets or exceeds all standards. It means the NCO
  is strongly recommended for promotion.
• Fully Capable indicates the NCO meets all
  standards and is recommended for promotion.
• Marginal represents the NCO who has demonstrated
  poor performance, failed to meet one of more
  standards and should not be promoted at this
  time.
• Special Note NCOs who received one or more
  'needs improvement' rating in parts IVb-f cannot
  receive a rating of 'among the best' however,
  NCOs receiving all 'success' ratings may receive
  a rating of 'among the best' or 'fully capable.'

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BULLET EXPLANATION

• Part Vb - Positions in which rated NCO could best
  serve the Army at his/her current or next grade
• The rater lists up to three (at least two)
  different duty position in which the rated NCO
  could best serve the Army at the current or next
  grade. Past selection boards have identified this
  area as a useful tool in evaluating the
  capability of the NCO to perform in positions of
  progressive responsibility.
• The requirement is for the current or next grade
  therefore, do not recommend a SSG to serve as a
  1SG or a SGT to serve in a position normally
  identified for junior enlisted soldiers.
• The recommended positions should coincide with
  the NCOs overall rating. For example, a SSG who
  receives a 'marginal' rating based on poor
  leadership skills should not be recommended to
  serve in a higher leadership position such as
  platoon sergeant or section chief.
• Parts Vc and d - Overall Performance/Potential
  (Senior Rater)
• Success/Superior - a "1" or "2" rating represents
  a very good, solid performance and is a strong
  recommendation for promotion. As a general rule,
  the 1-3 ratings are interpreted as this  
• "1" cream of the crop promote immediately  
• "2" a solid citizen strong recommendation for
  promotion
• "3" a good performance promote if allocations
  allow
• Fair - a "4" rating represents NCOs who may
  require additional training/observation and
  should not be promoted at this time.
• Poor - a "5" rating represents NCOs who are weak
  or deficient and, in the opinion of the senior
  rater, need significant improvement or training
  in one or more areas. These NCO should not be
  considered for promotion and may be considered
  for denial of continued service under the
  Qualitative Management Program.

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The PMOS is O, Not a zero, ex31B3O
Verify dates are Correct
Brackets are ONLY for FROCKED NCOs
If Soldier is not Available for signature,
Leave it blank.
Counseling Dates are Mandatory
Completed by the rater. Typewritten or
handwritten Mandatory
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Enter PASS, FAIL, PROFILE and the date
(YYYYMMDD). Within 12 month period. If no APFT
within 12 months. Leave blank Same with HT/WT
--Lead off with your strongest excellence
bullet
Mandatory Bullet Comments For All Ratings
NCOs receiving one or more excellence cannot
receive a marginal Or NCOs receiving needs
improvement Cannot receive among the best
List at least 2 Future Duty Positions
--S/R focus on promotion, schools, assignments
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SAMPLE BULLETS

• COMPETENCE
• responsible for the operational readiness rate
  average of 96 per cent for ten consecutive months
  (success)
• received a 100 per cent rating from the command
  inspection program. (excellence)
• awarded the region commanders coin for winning
  the resource and cadet management award
  (excellence)
• totally committed to quality control of awards,
  NCO-ERs OERs, none late or returned utilizing
  expertise (success)
• successfully completed 25 semester hours of
  college with a GPA of 3.75 (success)
• selected to train unit commanders and 1SGs on
  personnel procedures and policies (success)
• improved PSB processing rate from 75 per cent
  to 96 per cent by conducting SIDPERS related
  training for PSB personnel (excellence)
• responsible for seven out of nine mechanics
  receiving their mechanics' badge (excellence)
• improved the processing rate of pay actions
  from 65 per cent to 94 per cent in less than
  three months (excellence)
• completed the battalion's monthly Unit Status
  Report (USR) requirement for the past six months
  with zero defects (excellence)
• received commendable rating during division
  command inspection only company in battalion to
  receive all 'GOs' and praise from ADC-S
  (excellence)
• PHYSICAL FITNESS MILITARY BEARING
• achieved the highest score in the company in
  the most recent APFT, scoring 357 on the extended
  scale (excellence)
• awarded the Physical Fitness Badge (excellence)
• improved APFT score by 40 points (excellence)
• leads by example during tough, vigorous
  physical training (success)
• developed the units physical training program
  resulting in the units average being raised by
  25 points (success)

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SAMPLE BULLETS

• LEADERSHIP
• selected over 13 staff sergeants for deployment
  to Bosnia as Operations NCOIC (success)
• selected over 12 SFCs and 2 MSGs to be first
  sergeant (excellence)
• mentored one soldier to win division soldier of
  the year and two to win battalion soldier of the
  year (excellence)
• took charge and led log pack convoys throughout
  Task Force Eagles AOR servicing seven remote
  sites (success)
• provided sound counsel and mentoring,
  encouraging team members to exceed standards
  (success)
• routinely assumes leadership role as NCOIC
  during absence of incumbent (success)
• always leads from the front with limited
  guidance and supervision (success)
• achieved three honor platoon awards during
  rating period (excellence)
• in the absence of an officer, commanded the
  detachment on two separate missions at JRTC
  (success)
• expertise and experience were sought daily by
  officers, noncommissioned officers and soldiers
  throughout the Corps (success)
• leads by example and enforces high standards of
  excellence in all areas (success)
• TRAINING
• ensured soldiers were proficient and trained in
  CTT, weapons qualification and MOS related skills
  (success)
• trained the company in MOUT training in
  preparation for JRTC (success)
• superb trainer - his platoon averaged 98 per
  cent first time 'GO on armor crewman test II
  (excellence)
• trained team to score 85 per cent during NBC
  testing (successful)
• trained section to score 97 per cent during .50
  cal avenger gunnery evaluation (excellence)
• extraordinary NCOPD and Sergeant's Time program
  ensured young soldiers were prepared to support
  the total Army (success)

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SAMPLE BULLETS

• Strong Senior Rater Performance and Potential
  Bullets
• promote to SFC immediately
• most definitely in top five percent of all SSGs
  I have worked with in 11 years of service
• a caring and gifted leader whose performance
  marks him as the quintessential professional
• trusted by commanders, leaders, and soldiers a
  superb role model
• absolutely outstanding NCO whose performance
  and abilities clearly outdistance that of his
  peers
• capitalize on his leadership abilities and
  select for drill sergeant school
• clearly capable of serving with distinction in
  the most demanding and critical assignments
• unlimited potential and versatility deserves
  accelerated promotion to master sergeant
• promote first time eligible in the secondary
  zone
• outstanding steward of battalion resources S1
  audits conducted recouped 100K in unauthorized
  Bank of America credit card entitlements
• outperforms 99 percent of his peers clearly
  the best NCO in the battalion
• already selected for promotion to SFC, this NCO
  will advance rapidly through the ranks to
  Sergeant Major
• an exceptionally talented and gifted NCO who
  consistently produces superb results a must
  select for promotion
• select now for appointment to command sergeant
  major soldiers deserve his leadership

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Codes and Reasons for Submission

• 1 First enter First
• See AR 623-3, para 5-20a
• 2 Annual Report enter Annual
• See AR 623-3 para 3-45
• 3 Change of Rater enter Change of Rater
• See AR 623-3 para 3-44
• 5 Relief for Cause enter Relief for Cause
• See AR 623-3 para 3-59
• 6 Depart Temporary Duty, PCS, Special Duty
  enter Depart TDY
• See AR 623-3 para 3-48
• 7 60 day Option report enter 60 day opt
• See AR 623-3 para 3-62
• 8 Senior rater option enter SR-Option
• See AR 623-3 para 3-61
• 9 Complete the record enter Complete Rec
• See AR 623-3 para 3-60
• 10 Extended Annual enter Ext Annual
• See AR 623-3 para 3-46
• 12 Relief from ADT, ADSW, AT, TTAD, or CO-TTAD
  enter REFRAD

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Non-rated time Codes

• CODE REASON
• A AWOL/Desertion/
  Unsatisfactory participant
• C Confinement in military or
  civilian detention facility
• D Temporary disability
  retirement list
• E Leave in excess of 30 days
• F Under arrest
• I In transit between duty stations, leave,
  PTDY, and TDY
• M Missing in Action
• P Patient
• Q Lack of rater qualification
• R New recruiter program
• S Student at military or civilian school
• T On TDY/Special Duty/ TCS less than 90
  calendar days
• W Prisoner of War
• X Inactive National Guard or Standby Reserve
• Z None of the above

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