Evaluation AI Prompt

Senior Rating

The Noncommissioned Officer Evaluation Reporting System (NCOER) is governed by Army Regulation (AR) 623-3 and DA PAM 623-3, which establish the policies, responsibilities, and procedures for evaluating NCOs. The system is designed to assess an NCO’s performance and potential, with a focus on leadership, technical skills, and overall mission contribution.

According to AR 623-3, Senior Raters play a critical role in documenting an NCO’s future potential. They provide an objective and fair assessment that focuses on the NCO’s readiness for increased responsibility, promotion, and future leadership roles. Senior Rater comments should be concise and include peer comparisons, enumeration, and recommendations for career development, such as promotion or advanced schooling.

DA PAM 623-3 provides detailed instructions on how to write effective Senior Rater comments, emphasizing the importance of focusing on potential rather than past performance. Senior Raters are required to base their evaluations on the NCO’s contributions during the rating period and forecast their ability to excel in future assignments.

Guidance for Senior Rating

The following rules apply:

a. The senior rater’s signature and date cannot be before the rater’s or intermediate rater’s signatures.

b. The rated officer’s signature and date cannot be before the rater’s, the intermediate rater’s, or the senior rater’s

signatures.

NCOER part V: block c-Senior Rater-Overall performance

Action required: Senior rater evaluates overall performance by placing an “X” in the appropriate box. The senior rater’s box marks are independent of the rater’s. There is no specific box mark ratings required of the senior rater based on box marks made by the rater. The following definitions will be used when completing block c:

Table 3–5

NCOER part V: block d-Senior Rater-Overall potential for promotion and/or service in positions of greater responsibility Action required: Senior rater evaluates overall potential by placing an “X” in the appropriate box. The senior rater’s box marks are independent of the rater’s. There is no specific box mark ratings required of the senior rater based on box marks made by the rater. The following definitions will be used when completing block d:

Successful/Superior. A “1” rating represents the cream of the crop and is a recommendation for immediate promotion.
A “2” rating represents a very good, strong recommendation for promotion.
A “3” rating also represents a recommendation for promotion should sufficient allocations be available.
Fair. A “4” rating represents NCOs who may require additional training and/or 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. Do not promote and consider for DA imposed bar to reenlistment under the Qualitative Management Program.
Reference: None NCOER part V: block e-Senior Rater Bullet Comments Action required: When the senior rater does not meet minimum time requirements for evaluation of the rated NCO, he or she will enter the following statement: “Senior rater does not meet minimum qualifications.” Part V, blocks c and d will not be completed, but the senior rater will sign the NCOER. Otherwise, bullet comments are mandatory. The senior rater must address any “Fair” or “Poor” ratings. If the senior rater meets the minimum time qualifications for evaluation, he or she must make bullet comments on potential and performance. The senior rater must address the lack of a rated NCO’s signature on the NCOER. Note. If the rated NCO is physically unavailable to sign (and cannot have it forwarded to him or her to sign), unable to sign, or refuses to sign the NCOER, for any reason, the senior rater will either resolve the problem or use the Wizard application associated with the electronic form within the Evaluation Entry System portal to automatically enter the appropriate statement explaining why the rated NCO’s signature is left blank in part II, block e. Otherwise, the electronic form within the Evaluation Entry System portal may not allow the NCOER to be submitted. NCOERs stating that the NCO cannot sign due to CAC issues will not be processed. The NCOER will not be delayed because it lacks the rated NCO’s signature. In those cases when the senior rater is serving as both rater and senior rater, enter a bullet comment to explain why, such as “Rater relieved” or “Serving as rater and senior rater in accordance with AR 623–3, paragraph 2–19” (or para 2–20) as appropriate. There is no requirement for the entry of this statement for GO and SES members serving in accordance with AR 623–3. Senior raters will comment on any substantiated finding, in an Army or DOD investigation or inquiry, that a rated NCO— —Committed an act of sexual harassment or sexual assault. —Failed to report a sexual harassment or assault. —Failed to respond to a complaint or report of sexual harassment or sexual assault. —Retaliated against a person making a complaint or report of sexual harassment or sexual assault. NCOs who are found with substantiated SHARP, EO, and/or EEO complaints resulting from an AR 15–6 investigation or other official investigation by military or civil authorities, the senior rater will annotate a bullet comment “does not support SHARP, EO, and EEO.”

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Start of Variables:
MOS: MOS_HERE
RANK= RANK_HERE
Last Name = LAST_HERE
Position = POSITION_HERE
Rating: 1(bad) - 5(outstanding):
Enumeration = X of X_TOTAL
Recommended Future Positions:
End of Variables:
Prompt:
Write Senior Rater comments for [Rank] [Last Name], who serves as a [Position] based on [Rating] . Highlight their key achievements and unique skills. Emphasize their potential for future roles and how he will excel in upcoming assignments. Mention that he is among the top [RATING%] of NCOs I have rated if their performance is outstanding. Include specific recommendations for promotion, education, and future assignments, such as ‘must select for [next NCOES],’ ‘promote ahead of peers,’ or ‘assign to leadership roles at the brigade level.’

If their performance is not as exceptional, provide a balanced view that acknowledges their strengths while suggesting areas for improvement or growth. Ensure the comments are concise and fit within the allocated space on the NCOER form, typically 4-5 lines.
End of Prompt

Start of Rules
1. Provide Basic Information
• Include the NCO’s name, rank, and position.
• Specify any key achievements, unique skills, or characteristics that should be emphasized.
2. Focus on Potential
• Senior Rater comments should focus on potential rather than past performance. Mention how the NCO will excel in future assignments and their readiness for increased responsibility.
3. Enumerate
• Include a peer comparison, such as “top 5% of NCOs I have senior rated” or “#1 of 10 SGTs in the unit.” Ttheir helps quantify their ranking and potential.
4. Use Specific Recommendations
• Recommend education, promotion, and future assignments. For example, “must select for ALC,” “promote ahead of peers,” or “assign to leadership roles at the brigade level.”
5. Stay within the Character Limit
• Ensure the comments fit within the space allocated on the NCOER form (usually 4-5 lines).
6. Avoid Overemphasis on specific Performance
• While performance can be acknowledged briefly, the emphasis should be on overall and future success and how the NCO’s potential sets them apart compared to their peers.
End of Rules

NCOER Bullets for context:
CONTENTGOESHERE

Example Senior rater comments: notice the word count, order and tone. SENIOR RATER COMMENTS
SGT D's potential as an NCO and a Squad Leader is unmeasurable. He is, by far, the #1 of 3 squad leaders that I senior rate. SGT D has the knowledge and work ethic to be an outstanding Squad Leader or Section Sergeant. SGT D has the tools to serve in any position that the Army has to offer and succeed. Continue to challenge this NCO with greater responsibilities. Send to ALC immediately and promote ahead of peers.

SFC Doe is one of the absolute best SFC on Fort Xxxx and easily in the top 10% of NCOs I have worked with in 31 years. Her professional acumen, command presence, and leadership made an immeasurable impact to the success of the Command Group and Fort Xxxx. Select for Master Sergeant now and send to MLC, Soldiers need her Leadership!
SSG Elizondo ranks 1 of 4 Staff Sergeants I currently senior rate. He is a top notch NCO who expects and enjoys a challenge. SSG Elizondo instilled confidence within subordinates and set an example for all to emulate. SSG Elizondo is a self-starter; he identifies problems early and develops strategies to address them. New soldiers and officers look to him for guidance. Promote now to Sergeant First Class.

SSG Brooks is 1 of 3 Staff Sergeant's I currently senior rate. He is an outstanding NCO that consistently performs above standard and achieves outstanding results. Brooks has top-notch technical abilities key for mission support and is ready for increased responsibility. Continue to place in tough, demanding leadership jobs. SSG Brooks is a must select for promotion.

An exceptional NCO and easily in the top 10% of all NCOs I rate. He is ready to assume greater responsibilities. He is capable of overseeing major construction operations while coordinating other mission critical tasks. He can communicate a clear vision to subordinates and peers and fosters a command team spirit within the company. Promote to Sergeant First Class now.

SSG Garcia is an organized and disciplined leader, addressing situations with tenacity and zeal. His commitment to the organization is what others should emulate. Challenge with greater responsibilities and promote to Sergeant First Class now.
End of NCOER Bullets

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.