Army Evaluation Resources

Army Evaluations Guide

The resources below, along with practical steps and best practices, aim to supplement that doctrine, helping each participant in the evaluation chain understand their responsibilities, leverage available tools, and appreciate the broader purpose of performance and potential assessments. Anyone in the community can update this and port this up to intellipedia.

Core References and Tools

HQDA Evals Page: https://www.hrc.army.mil/

• File:AR 623–3 Evaluation Reporting System (ERS).pdf and File:DA PAM 623–3 Evaluation Reporting System (ERS).pdf – Primary regulations guiding evaluations.

Officer Evaluation Reports (OER):

• • File:COMPANY GRADE PLATE (O1 - O3; WO1 - CW2) OFFICER EVALUATION REPORT.pdf
  • File:FIELD GRADE PLATE (O4 - O5; CW3 - CW5) OFFICER EVALUATION REPORT.pdf
  • File:STRATEGIC GRADE PLATE (O6) OFFICER EVALUATION REPORT.pdf
  • File:STRATEGIC GRADE PLATE GENERAL OFFICER EVALUATION REPORT.pdf Direct Link
  • File:OFFICER EVALUATION REPORT SUPPORT FORM.pdf

Noncommissioned Officer Evaluation Reports (NCOER):

• • File:NCO Evaluation Report (SGT).pdf Direct Link
  • NCOER (SSG-1SG/MSG)
  • NCOER (CSM-SGM)
  • File:NCO EVALUATION REPORT SUPPORT FORM.pdf
  • File:DA Form 2166-9 Series Guide.pptx

Academic Evaluation Reports (AER): DA Form 1059 Series – Used for academic performance evaluations.

Counseling Tools:

• • File:DEVELOPMENTAL COUNSELING FORM.pdf Direct Link
  • File:NCO COUNSELING CHECKLIST RECORD.pdf

AI Enabled Online Resources:

• • Armified – A free (beta) platform offering templates and sample approaches.
  • RapidEPR – A long-standing resource for multi-branch evaluations.
  • Evaluation AI Prompt – Template to structure prompts for Large Language Models, assisting in drafting initial bullet comments or narratives.

Rater

The Rater sets the tone for objective, honest performance assessments. Through regular counseling, effective communication, and using support forms, the Rater identifies strengths, weaknesses, and developmental needs of the rated Soldier.

Key Responsibilities:

• Conduct initial and periodic performance counseling sessions using the DEVELOPMENTAL COUNSELING FORM and NCO Counseling Checklist/Record for NCOs.
• Accurately document performance, aligning narrative comments and bullets with observed achievements and adherence to Army Values.
• For OERs and NCOERs, ensure rated Soldiers receive timely guidance on improving their performance and expanding their professional potential.

Most Qualified (MQ) Ratings: The Rater’s profile limits how often they can award MQ ratings. The MQ label signifies exceptional performance and potential among peers. To maintain credibility and keep MQ meaningful, the Rater must be strategic:

1. Consistency and Fairness: Reward truly standout performers. Avoid rating inflation.
2. Developmental Focus: Use counseling and mentorship to build stronger Soldiers, ensuring top achievers emerge naturally.
3. Long-Term Profile Management: Resist the urge to give everyone top marks; reserving MQ for the few who merit it enhances the Rater’s credibility.
4. Army Values and Leadership Attributes: Consider ethics, leadership, technical skill, and potential for advancement, not just immediate results.

By managing the profile judiciously and communicating standards clearly, the Rater ensures the evaluation process remains fair, credible, and aligned with Army standards.

Senior Rater

The Senior Rater provides a broader perspective, focusing on the rated Soldier’s long-term potential for increased responsibility. While the Rater assesses day-to-day performance, the Senior Rater looks ahead, evaluating how well the Soldier might serve at higher levels.

Key Responsibilities:

• Offer a big-picture assessment, integrating the Rater’s input with an understanding of Army needs.
• Distinguish among strong, average, and weaker performers by highlighting those most ready for advancement.
• Help maintain the integrity of MQ assignments by reviewing the Rater’s profile and ensuring MQ ratings align with a Soldier’s true long-term potential.

Strategic Guidance:

• Consider how each rated Soldier fits into future operational and leadership roles.
• Use the support forms and counseling input provided by the Rater to inform your evaluation, ensuring consistency across the rating chain.
• Reinforce the importance of honest, direct language, and accurate assessments.

By focusing on potential and providing an overarching viewpoint, the Senior Rater ensures Soldiers are correctly identified for advancement, professional opportunities, and further development.

Supplementary Reviewer

The Supplementary Reviewer adds an extra layer of oversight in scenarios that require additional scrutiny to preserve fairness and objectivity.

When Required:

• If no uniformed Army rating officials are on the rating chain, ensuring compliance with Army standards.
• In "Relief for Cause" cases, when directed by the senior rater or an external official.
• For certain Academic Evaluation Reports (AERs) with “Failed to Achieve Course Standards” or “Did Not Graduate” entries.

Key Responsibilities:

• Verify the accuracy and fairness of the report without adding new evaluative comments.
• Maintain the integrity of the evaluation system by confirming that rating officials adhered to regulatory guidance.
• For OERs (67-10 series), enter supplementary review data in Part II (f-blocks); for NCOERs (2166-9 series), enter in Part II (c-blocks); for 67-10-4 OERs, prepare a separate memorandum.

The Supplementary Reviewer acts as a safeguard, ensuring evaluations reflect the Soldier’s performance and potential free from conflict of interest or undue influence.

Rated Soldier

The Rated Soldier is the individual whose performance and potential are being documented. Understanding the evaluation process, forms, and criteria can empower the Rated Soldier to take charge of their development.

Key Responsibilities:

• Engage fully in counseling sessions. Ask for clarity, seek feedback, and act on guidance provided by the Rater.
• Use support forms to highlight accomplishments, special projects, training, and achievements. This input helps your rating chain produce an accurate, comprehensive evaluation.
• Understand how MQ ratings work. Recognize that not everyone can receive MQ and that sustained excellence, adherence to Army Values, and continual self-improvement bolster your chances.
• Review your final evaluation thoroughly. If discrepancies arise, know that you can pursue an appeals process with documented evidence.

Frequently Asked Questions (FAQ)

The following FAQs provide a snapshot of common concerns and clarifications drawn from the doctrine and references uploaded. While these answers serve as an accessible guide, always consult the most current versions of AR 623–3 Evaluation Reporting System (ERS) and DA PAM 623–3 Evaluation Reporting System (ERS) for definitive policy and procedural guidance.

• HQDA NCOER FAQ
• HQDA OER FAQ

1. What are the primary types of evaluation reports used in the Army?

• Officer Evaluation Reports (OERs): DA Form 67-10 series, tailored for company-grade, field-grade, strategic-grade, and general officers.
• Noncommissioned Officer Evaluation Reports (NCOERs): DA Form 2166-9 series, assessing NCO performance and potential at various ranks (SGT, SSG-1SG/MSG, CSM/SGM).
• Academic Evaluation Reports (AERs): DA Form 1059 series, documenting academic performance at Army schools or civilian institutions.

2. When are evaluation reports typically completed? Evaluation reports are generated for multiple reasons, including:

• Regular Reports: At scheduled intervals based on rank and component.
• Change of Rater: When a rated Soldier’s immediate supervisor changes.
• Change of Duty: When the rated Soldier’s principal duty or position changes.
• Relief for Cause: To document removal from a duty position under unfavorable circumstances.
• Annual Reports: Required at set periods for certain categories of Soldiers.

3. How does the rated Soldier participate in the evaluation process? The rated Soldier should:

• Attend and engage in counseling sessions with the Rater, using tools like the DEVELOPMENTAL COUNSELING FORM and NCO Counseling Checklist to track performance goals.
• Contribute input through support forms (e.g., OER and NCOER support forms), highlighting achievements, specific duties, and noteworthy accomplishments throughout the rating period.
• Review the completed evaluation report for accuracy and appeal the report if discrepancies or perceived injustices arise.

4. What are the responsibilities of the Rater and Senior Rater?

• Rater: Conducts regular performance counseling, observes and records the Soldier’s day-to-day performance, and prepares objective assessments with clear, consistent standards.
• Senior Rater: Evaluates the Soldier’s long-term potential for positions of increased responsibility, considering not just immediate performance but suitability for future leadership roles.

5. What is the significance of “Most Qualified (MQ)” ratings and how are they determined? MQ ratings indicate truly standout performance and potential. Both raters and senior raters manage their profiles, limiting how many MQ assessments they can grant. This ensures MQ remains meaningful and signals a Soldier’s exceptional distinction among peers. By understanding these constraints, Soldiers recognize that MQ is earned through consistent excellence, strong leadership qualities, adherence to Army Values, and demonstrated capacity for future responsibility.

6. When is a supplementary review required? A supplementary review is necessary when:

• No uniformed Army rating officials are present in the chain.
• A “Relief for Cause” evaluation is directed by the senior rater or someone outside the rating chain.
• Certain conditions in AERs (e.g., “Failed to Achieve Course Standards” or “Did Not Graduate”) trigger additional oversight to ensure fairness and objectivity.

7. Can evaluation reports be modified after submission? Yes. Factual errors or new, relevant information may warrant an amendment or addendum to the original report. Procedures for requesting and processing amendments are outlined in the applicable regulations, ensuring accuracy and completeness of the Soldier’s record.

8. What should a Soldier do if they disagree with their evaluation report? If the Soldier believes the report is inaccurate or unfair, they may initiate the appeals process. This involves submitting a written appeal and supporting evidence. The appropriate authority reviews the appeal, which may uphold, modify, or invalidate the contested report.

9. How do these evaluations support the Soldier’s career progression? Evaluations guide developmental counseling, inform promotion boards, influence future assignments, and shape professional development opportunities. A strong evaluation history, supported by substantiated accomplishments and leadership potential, assists Soldiers in advancing their careers and contributing more effectively to the Army’s mission.

Terms

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

RA officers in the basic branches. This category does not include the specialty branches of the Chaplain’s Corps, Judge Advocate General’s Corps, or the AMEDD.

Attributes

Shape how an individual behaves and learns in his or her environment. The leader attributes are character, presence, and intellect. These attributes capture the values and identity of the leader (character); the leader’s outward appearance, demeanor, actions, and words (presence); and the mental and social faculties the leader applies in the act of leading (intellect). Attributes affect the actions that leaders perform. Good character, solid presence, and keen intellect enable the core leader competencies to be performed with greater effect.

Broadening

The purposeful expansion of a Leader’s capabilities and understanding provided through opportunities internal and external to the Army throughout their career, gained through experiences and/or education in different organizational cultures and environments resulting in a Leader who can operate up to and including the strategic level in multiple environments.

Bullet comments

Short, concise, to-the-point comments starting with action words (verbs) or possessive pronouns (his or her). Bullet comments 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.

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.

Competence

The knowledge, skills, and abilities necessary to be an expert in the current duty assignment and to perform adequately in other assignments within the MOS, when required. Competence is both technical and tactical and includes reading, writing, speaking, and basic mathematics. It also includes sound judgment, ability to weigh alternatives, form objective options, and make good decisions. Closely allied with competence is the constant desire to better, to listen and learn more, and to do each task completely to the best of one’s ability. Competence is exemplified through learning, growing, setting standards and achieving them, creating and innovating, taking prudent risks, and never settling for less than the best. The demonstration of a commitment to excellence.

Commander’s or Commandant’s Inquiry

Investigation into a Soldier’s evaluation report made by an official in the chain of command/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 normally 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 reviewer.

Complete the record

An optional type of 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).

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.

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.

FROM date

The beginning date of the period covered; the day following the “THRU” (ending) date of the most recent evaluation report period.

HQDA electronically generated label

A label placed over the rater’s and senior rater’s box check portion on a DA Form 67–10 series. Used only for OERs for officers (2LT through COL) and warrant officers (WO1 through CW4). It shows a comparison of the block check on the OER to all box checks for a given grade in a rater’s and senior rater’s profile. This does not apply to NCOERs or AERs.

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

Characterized by a complex mix of organizational, situational, and mission demands on a leader who applies personal qualities, abilities, and experiences to exert influence on the organization, its people, the situation, and the unfolding mission. Difficult and complex situations are the proving ground for leaders expected to make consistent, timely, effective, and just decisions. An Army leader is anyone who, by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.

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 his or her 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 Values and his or her responsibilities. Due regard is given to the experience level of the rated Soldier, efforts made, and results achieved.

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/duty day before a Soldier’s departure.

Physical fitness and military bearing

Consists of two components with various subcomponents. 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. Military bearing consists of posture, dress, overall appearance, and manner of physical movement. Bearing also includes an outward display of inner feelings, fears, and overall confidence and enthusiasm. An inherent responsibility of all leaders is concern with Soldiers’ military bearing and making on-the-spot corrections, as needed.

Pooling

Elevating the rating chain beyond the senior rater’s ability to know the Soldier, in an attempt to provide an elevated assessment protection for a specific group runs counter to the intent of the evaluation system.

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.

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.

Rater’s comments

Comments provided by the rater. They are brief, concise, and reflect the rater’s observation of the rated Soldier’s performance in the areas described in the evaluation report.

Rating chain

The chain of command/supervision that provides counseling and evaluation of a Soldier. It includes the rater, senior rater, and reviewer.

Senior rater

The second-level supervisor or designated official in the rating chain responsible for assessing potential and overall performance. Provides a broad perspective on the rated Soldier’s capability to perform duties beyond the current assignment and recommends future development and/or promotion potential.

Senior rater’s comments

Comments provided by the senior rater. They should address potential and overall performance, giving a broader perspective than the rater’s comments and focus on the rated Soldier’s ability to assume increased responsibility.

Total Army School System (TASS)

The organizational structure within the Army that provides training and education for the Total Army.

Unobserved period

A time period when the rater or senior rater did not directly observe the rated Soldier’s performance or conduct, including absences due to leave, hospitalization, or other reasons.

Unit evaluation report

A report prepared for a Soldier by the unit’s chain of command, typically issued at the end of a specified period, evaluating the Soldier’s performance and potential.

Validity period

The period during which an evaluation report is considered to be accurate and reliable. Typically includes a specific timeframe during which the report was prepared and evaluated.

Work-related competencies

Skills, knowledge, and abilities related to the tasks and responsibilities of a specific job or duty assignment.

Work-related values

The ethical standards, beliefs, and principles that guide behavior and decision-making in a work environment.