Quantify and qualify performance. Thanks! Contributions are moderated and will not show up until reviewed. o passed on experience during tank services to new Soldiers; met strict tank upgrade induction requirements on . must be short, concise, and to the point. Thanks! We need more examples. Email: usarmy.knox.hrc.mbx.it-help-desk@army.mil. Identifies with others' feelings and emotions. NCOER Bullets Examples New NCOER - How To 20160315 - Copy.doc. Words and actions communicate lack of understanding or indifference. o exceeded Delayed Entry Program functions by 9 events! Excellence bullets should clearly describe performance above the ordinary and should be quantifiable. Met Standard. Focus on specific, quantifiable performance -. 88H Cargo Specialist. To contribute examples, enter them below. To contribute bullet comments, e-mail them to editor@armywriter.com or use the form at the bottom of this page. Medical Service. Norwich University. American Military University. Back to CMF 88 NCOER Bullets. Senior Raters comment on potential. Is technically and tactically proficient. Click the appropriate link for MOS-specific examples. Contributions are moderated and will not show up until reviewed. Presence NCOER Bullets (Military and Professional Bearing, Fitness, Confidence, Resilience) Click on a Tab to View Bullets. They cannot be longer than two lines, preferably one, and no more than one bullet to a line. NCOER bullets for Met Standard and Did Not Meet Standard. Failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO. Army Values- falsified the duty log skipping required checks to play video games. Like breathing, hypnosis is an. Phone: 502-613-7777. 88L Watercraft Engineer. qualified entire squad as expert with M-16 and M-60, awarded the expert Infantryman Badge (EIB), shares experiences readily, constantly teaching soldiers, constantly seeking to improve, completed three subcourses during rating period, coached and played on company softball team, established a comprehensive cross training program for his section, his platoon had only one tank on deadline report (for 10 days) during last 11 months, was often unaware of whereabouts of subordinates, had the highest deadline rate in the company due to apathy, lacks the endurance/stamina to complete company runs, unprepared to conduct formal training on three occasions, failed to meet APFT standards for the two mile run and sit-ups with a total score of 148, selected to compete at DA level in the Phillip A. Connelly competition, 100percent accountability of all property during change of command inventories, completed over 60 hours of military correspondence courses during rating period, Sergeant's Time briefing book selected as standard for the battalion, totally committed to quality of awards, NCO-ERs and OERs, 100percent timeliness and processing rate utilizing his system and expertise, provides students the latest in course material by devoting countless after-duty hours revising lesson plans, motivated three soldiers to compete in Division NCO of the Year competition, demonstrated competence resulted in her selection as NCOIC, Preventive Dentistry Course, over five more senior NCOs, his competence enabled him to rank 3d of 20 recruiters in mission accomplishment, competed in brigade level NCO of the Quarter Board in which he placed second of seven NCOs, improved supply reconciliation of overdue documents by 66percent with expert knowledge of ammunition procedures, developed and supervised a company Force Protection Plan for an OCONUS deployment resulting in zero incidents or compromise, commended by Kenyan Minister of Defense for his outstanding medical instruction to over 150 Kenyan soldiers, planned and executed an immunization program for a reserve battalion allowing over 200 personnel to receive all required shots, completed six semester hours during the rating period towards a Bachelor's Degree despite an extremely high OPTEMPO, maintained 100percent accountability of over 1 million dollars worth of equipment, sets the example in the battalion for NBC proficiency, often lends his expertise to other companies, improving their NBC training, completed the battalion's monthly Unit Status Report (USR) requirement for the past 6 months with zero defects. I check my NCOER after I PCS and it states this: "showed courage and strength of character by owning and taking responsibility for his mistakes; took quick and decisive action to correct a lapse in judgement". Invited to meet with Department of Defense senior leaders on . STRONG SENIOR RATER PERFORMANCE AND POTENTIAL BULLETS. Far Exceeded Standard. Did Not Meet Standard. Excellence bullets should clearly describe performance above the ordinary and should be quantifiable. Meets challenges head on; displays courage, conviction and professionalism daily. Motivates others to achieve or exceed unit goals. The APFT must be within 12 months of the "THRU" date, but DOES NOT have to be within the dates covered by the NCOER. Failed to conduct proper risk assessments or react when risk factors increased; resulted in x Soldiers injured during the rating period. Gets Results. o is a motivated troop but needs further guidance in o has unlimited potential but requires more experience before o must realize the importance of finishing assigned tasks without supervision, o failed to use time wisely, consistently failed to complete duty assignments, o frequent unwillingness to cooperate in working toward unit goals affected readiness, o failed to fulfill his leadership's intent for positive and appropriate EO practices, o needed to be consistent with leadership style and maintain formality when in presence of Soldiers, o an excellent technician but needs to work on tact and communication skills, o understood his role as a senior leader but failed to contribute to the mission, o failed to keep track of the Soldiers under his supervision, o sometimes requires supervision on how to talk to Soldiers, o demonstrated poor judgement without consideration of results, o has good potential but requires more experience applying daily soldier leadership skills, o good Soldier, but fails to self improve by applying sound personal management skills, o demonstrated a serious lack of integrity and poor judgment without consideration of results, o compromised integrity by submitting altered documents; poor example to subordinates, o encouraged soldiers to advance by cheating for each other, poor example. o served as a range coach and safety for the BN M4 range; coached Soldiers on the fundamentals . This page lists examples of NCOER bullets that are appropriate for the categories on the NCOER. Required maximum supervision to produce marginal results. The Rater is the first individual to assess and write comments. NCOER Bullets Examples New NCOER - How To 20160315 - Copy.doc. FAIL bullets go in CHARACTER, c. To contribute examples, enter them below. Trained soldiers to perform as a cohesive team. BULLET EXAMPLES: NOTE: MAKE SURE BULLETS REFLECT YOUR NCO. (Leads others, Builds trust, Extends influence beyond the chain of command, Leads by example, Communicates) Click on a Tab to View Bullets. Below are examples of senior rater bullets that selection boards like to see. Resilience- 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. Instead, these examples are intended to get you, the Rater, to break your writer's block and create unique bullets for your NCO. Thanks! If you got 'em, they can be contributed by using the form below. Met Standard. Below are examples of comments describing these decreasing levels of performance. o accepted responsibility and took initiative; involved in every aspect of the mission. This list provides a sample of Excellence, Success, and Needs Improvement NCO-ER Bullets highlighted in recent Quarterly NCO-ER Updates as being those bullets that justified the marked rating. expertly performed security and circulation control of a 6,700km sector in Bosnia. ncoer. 88M Duty Descriptions. Epitomizes what every NCO should be; aggressive, intelligent, professional. Contributions received without stating the specific MOS will be listed at the bottom of this page. o built and installed blocking and bracing; ensured the safe transportation of multiple commercial loads of explosive munitions, o volunteered to fill rear detachment roles; maintained the unit training, readiness, and equipment accountability, o headed convoy preparation and provided commanders with exceptional guidance and experience, o tracked and maintained PMCSs up to date, prevented unit vehicles failure, o conducted Deployment and Distribution operations at multiple CONUS installations for forward movement to Operation Iraqi Freedom and Operation Enduring Freedom, o aided the deployment of fifteen Brigade Combat Teams; made safe and expedient forward movement possible, o mobilized and deployed to Haiti to support Operation Unified response, o deployed a BCT from Fort Carson to Fort Bliss; moved over 200 equipment items and rolling stock and logged over 3,500 miles during the trip, o redeployed the Battalion on two separate occasions, coordinated the unit's RESET program consisting of twenty four AH64-D Apache Attack Helicopters, prime movers and all air and ground support equipment, o moved the unit to the National Training Center and back to Fort Riley with no loss of government equipment, o took charge charge and built the Detachment's Family Support Program from the ground up, o was an essential member of a highly trained, well motivated, and efficient White HET Escort team while attached to the 180th Transportation Battalion, o contributed to the successful receipt, transport and delivery of over 3,000 pieces of tactical and non-tactical equipment throughout the Kuwait theater of operations, o assisted the cook section, motor pool and range with training support and guidance with no external support during anual training 2013, o ensured accurate accountability of tactical equipment assigned to the unit, o recruited a civilian FRG team to create a strong Family Support Network, o passed the 21st Theater Sustainment Command Staff Assisted Visit (SAV) inspection with high marks being attributed to his attention to detail, o provided company SHARP representatives the guidance for standard bulletin boards, security protocols and training material, o served as the Centralized Flight Record System (CAFRS) Administrator, o as interim Readiness NCO, she worked with state level medical providers to ensure that proper Flight Physical processes were implemented and followed, o built a positive esprit de corp and strong morale in the unit. Did Not Meet Standard. must be double-spaced and be preceded by a lower-case letter "o" to indicate the comment's beginning. FAIL bullets go in CHARACTER, c. Bullets/Comments for outstanding APFT score or other positive fitness bullets will go in PRESENCE, d. If PROFILE, make a comment . improved the company physical fitness program which led to a xxx APFT average; xx% of Soldiers scored 270 or above, a x% increase, the second best average in BDE; o increased production efficiency by 11% in the absence of the Station Commander three times in 2nd and 3rd QTR FY22. Unapproachable and disinterested in personally caring for Soldiers. Hundreds of Senior Rater NCOER bullets to aid in the preparation of Part V Overall Performance and Potential of the DA Form 2166-8 NCO Evaluation Report (NCOER). o gained the respect of others through honesty and integrity. Loheide NCOER.pdf. o maximized limited resources to build top notch imagery products in support of OEF/OIF, o implemented a proactive program to reduce tool shortages; over 400 man hours saved in six month period, o improved an inherited substandard Maintenance Control program; changes raised morale and exceeded Brigade standards, o maintained 100% SIDPERS rate despite personnel shortages and austere conditions, o achieved exceptional results in regards to mission accomplishment 100% of the time, o recognized by Post Commander for professionalism of his soldiers Squad Live Fire exercise, o contributed to success of convoys from Home station to training areas even when not the CC, o created the squad connex layout; improved squad efficiency and accountability, o used all available resources to accomplish the mission; coordinated with outside units to obtain support for personnel; eliminated admin delays, o trained Soldiers on all critical tasks; reduced errors on monthly AMSS reports to zero, o analyzed recruiting process, identified shortfalls, renewed focus; ROTC Detachment exceeded recruitment mission by ten percent, o established a training program within the squad that increased technician skills and decreased NMC vehicles by 40%, o delivered over 2M gallons of JP-8 aviation fuel to 110K aircraft annually; maintained impressive 15-minute average response time, o cleared over 2,000 miles during route clearance missions; detected two IEDs and safed, prevented casualties, o failed to complete multiple CBRN tasks issued by the battery commander; counseled numerous times to complete his duties within the suspense provided, o required supervision to work effectively, needs to develop self-discipline and learn to work efficiently when independent, o worked well under supervision but needs to develop self-discipline and learn to work independently, o ignored daily taskings; lack of records led to multiple write ups during QA inspection, o was consistently late on all training milestones; 30 days behind on SSD-2; threatens Section readiness, o overestimated Sections' capabilities; failed to deliver during CAPEX; caused revision of training standards and evaluation, o turned down opportunities for new experience and professional growth; not progressing or advancing in responsibility, o was uncooperative when corrected and displayed a consistent lack of interest in Section goals, o did not support organizational morale events; weakened camaraderie and unit cohesion, o cannot be depended on and is frequently late for shift; recommended for reclassification, o reported to work under the influence of alcohol; unable to execute his duties and breached safety protocols, o couldn't be relied upon to maintain production rate in the absence of supervision, o was and is negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, o failed to understand the importance of his duties, took advantage of every opportunity to avoid responsibility, o failed to identify critical mistakes which reduced productivity and wasted valuable time and unit funds, o struggled to meet the general expectations and internal suspenses directed by the commander, o accomplished all tasks to the minimum standard. 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