OFFICER PERSONNEL MANAGEMENT SYSTEM OPMS

1. OFFICER PERSONNEL MANAGEMENT SYSTEM(OPMS)

2. AS A COMMANDER� �You will be responsible for ensuring that your Lieutenants understand the OPMS.� �You control our future!�

3. AS A LEADER� �You are the Leader Developer (LD) of your subordinates. Part of LD is understanding OPMS, and teaching it well. You must know how to write an OER, and what right like.�

4. Our Training Objectives Understand OPMS Understand how to write an OER, how to evaluate an OER, and what right (and not right looks like). Discuss topical issues involving OPMS and the OER system.

5. OUTLINE OPMS OVERVIEW OPMS TRENDS AND STATS THE OER OVERVIEW THE DETAILS SUMMARY EVALUATION

6. OFFICER PERSONNEL MANAGEMENT SYSTEM(OPMS)

7. Officer Personnel Management System �The Right officer, for the right job, at the right time!� Designed to Procure, Train, Evaluate, Promote and Separate Army Officers Implemented in 1975-as a result of officer skill imbalance post Vietnam. Ever evolving. Needs of the Army� vs. all others�

8. The MP BRANCH MISSION Assign the right officer, with the right skills, to the right job, at the right time (with the right backfill) Apprise the MP Corps Regiment, and its officers, of personnel management requirements and trends Advise and guide MP Officers in their individual professional development #1 priority: GWOT and other expeditionary rqmts Consistent with Army requirements through career counseling and management?Consistent with Army requirements through career counseling and management?

9. GWOT and Other Expeditionary Requirements--#1 Priority

10. OPMS Diagram 3 Primary Functions: - Strength Management - Professional Development - Evaluation This is done using the ODP- (Officer Distribution Plan); what we have filling what we need (requirements).

11. How Does the Army Professionally Prepare You? Development in your designated Branch/CF thru operation experience Branch Qualification Branch Others Officer Professional Education (PME) Institutional Self Planned and progressive rotation of duties/assignments What training or jobs must you have What training or jobs do you want to have Counseling

12. CAREER FIELDS There are 4 Career Fields: - Operations (OPCF) - Information Operations - Operational Support - Institutional All officers will remain in OPCF until company level BQ and selection for promotion to MAJ

13. CAREER FIELDS� what are they? Operations CF: - All 16 Branches - Multi Functional Logistics - PSYOP/CA Information Operations CF: - Strategic Intel - Space - PAO - Systems Automation Management

14. CAREER FIELDS�.. Operational Support CF: - Army Acquisition Corps - Foreign Area Officer - Contracting and Industrial Management Institutional Support CF: - Personnel Management - Operations Plans and Training - Human Resource - Comptroller - Nuclear Weapons - USMA Associate Professor - Operations Research and Systems Analyst - Force Development - Army Scientist

15. Officer Education System (OES) OBC Special Skills Training (SSI etc.) CCC Advanced Civil Schooling Advanced Degree Program Fully Funded Legal Education Program (FLEP) Training With Industry (TWI) Degree Completion Program Cooperative Degree Programs Fellowships (offered by corporations, funds, or educational institutions) CGSC SSC Self Development

16. OPMS TRENDS

17. CAREER MANAGEMENT Who should manage you career? How can you manage your career? ORB Fiche (OMPF) Photo Working with MP Branch Make your preferences known

22. INTERMEDIATE LEVEL EDUCATION(ILE) Replaces the C&GSOC as the Army�s intermediate level education Full implementation starts August 2005 w/ a goal of all officers in YG94 and subsequent YGs to complete NLT their 12th year of commissioned service Four ways to complete: In residence at Lvnworth (primarily to OPCF) 12-week common core (+) Advanced Operations Warfighting Course (AOWC) At one of four course location sites (other-than ops career fields) Correspondence Course ( for limited ACC YG94 and subsequent YGs; continue to be available for ACC officers in earlier than YG94) RC Institutional Training Distributed Classroom (RC and some special branch officers) Officers in YG 94 and subsequent YGs should complete ILE w/in a 4-yr window

23. CPT CHALLENGES 650 CPT MP officers in inventory 414 CPT MP officer posns authorized (140 MP Command rqts, 35 are TDA) - minus 110 other (IG,USMA, USAREC, ACS) - minus 60 MPCCC Large inventory, limited command rqts result in a command queue averaging 18-24 months, once�

24. THE OFFICER EVALUATION REPORT(OER)

25. BLUF:OERs for officers in the grade of CPT, 1LT, 2LT, CW2 and WO1 with ending dates 01 OCT 2004 and later will no longer include a Senior Rater �Box Check� in Part VIIB.DA Label will state �NOT EVALUATED�ALL officers in the above grades will be counseled with the Developmental Support Form (former JODSF)Objective:Focus on mission accomplishment vs. peer standingFurther substantiates our Army does not operate under �zero defects� mentalityCommitted to developing warriors with �purple� mindset 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board. 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board.

26. Field Reaction:Increasing confidence in system; still some angstGreatest fear: COM report will hinder selectionBoard Feedback:Greater tendency to read the wordsPopulation entries highlight small populationsBoard Results:Boards have selected MOST officers to all grades, commands, and schools with COM reportsAdvice to Raters/SRs:Submit on timeCounsel, get ratee signatureRecommend career field and future jobs (3-5 years out) 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board. 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board.

27. Senior Rater will not make any reference in their narrative comments to the box check or how the rated officer would be profiled. - CPT Smith is an Above Center of Mass officer.Senior Rater must develop a clear �WORD PICTURE� of the officer relating to promotion, potential and schooling to broadcast feedback for promotion and school selection boards. 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board. 10s of thousands of OERs looked at: SOURCE: DA Secretariat/File Scrub Numbers. Example: Over 5,000 files looked at this year�s MAJs board.

28. U.S. TOTAL ARMYHUMAN RESOURCES COMMAND OFFICER EVALUATION REPORTING SYSTEM (OERS) Vu-graph-1 (PERSCOM logo--Greeting) I am (rank, name) from the evaluation systems office. The purpose of this briefing is twofold: first, to provide you with OER system information designed to assist you in your review of files and your deliberations as board members; and second, to give you OER system information which, when coupled with your experience on the board, you can take back to the field with you to pass on to the officers in your units, your installations, and local areas. My remarks are strictly informational and contain no guidance. Guidance concerning the OER system is contained in the board MOI. Most of the briefing will cover the the previous and current OERs, the 67-8 and 67-9, because those are the evaluation forms that you�ll be reviewing in the files. But first we'll begin with a historical perspective. Vu-graph-1 (PERSCOM logo--Greeting) I am (rank, name) from the evaluation systems office. The purpose of this briefing is twofold: first, to provide you with OER system information designed to assist you in your review of files and your deliberations as board members; and second, to give you OER system information which, when coupled with your experience on the board, you can take back to the field with you to pass on to the officers in your units, your installations, and local areas. My remarks are strictly informational and contain no guidance. Guidance concerning the OER system is contained in the board MOI. Most of the briefing will cover the the previous and current OERs, the 67-8 and 67-9, because those are the evaluation forms that you�ll be reviewing in the files. But first we'll begin with a historical perspective.

30. Work online��. -- HRC has a web site with a ton of good info�.OPMF, pref statement, photo mgmt, SR PROFILE, ORB, branch notes, OER management, etc�. www.hrc.army.mil -- If you don�t have an AKO account and your email is not forwarded to your work email, then consider yourself a major NO GO!!! SLIDE 16 - MICROFICHE ADDRESS AND EMAIL ADDRESSSLIDE 16 - MICROFICHE ADDRESS AND EMAIL ADDRESS

32. MP BRANCHMAILING ADDRESS ADDRESS: U.S. ARMY HUMAN RESOURCES COMMAND ATTN: AHRC-OPB-MP 200 STOVALL STREET, ROOM 4N25 ALEXANDRIA, VA 22332-0415 PHONE NUMBERS: DSN: 221-5691 COMM: (703) 325-5691 FAX: 5668

33. 67-9 OERKEY COMPONENTS OF THE SYSTEM DA FORM 67-9-1 SUPPORT FORM DA FORM 67-9-1A DEVELOPMENTAL SUPPORT FORM (DSF) DA FORM 67-9 OER EVALUATION SENIOR RATER PORTION OF DA FORM 67-9

37. This is the front side of the Junior Officer Developmental Support Form(JODSF). Part I simply provides the basic instructions for use of the JODSF(point to top of form). On the left side(point), the instructions cover the process for the initial counseling session that occurs within the first 30 days. On the right side(point), the instructions cover requirements for the quarterly follow-up counseling sessions. Part II depicts the doctrinal values, attributes and skills that describe the Army leader. These are covered extensively in FM 22-100, Army Leadership,. The rater and rated officer should discuss these, particularly as they relate to the rated officer�s duties and the rater�s performance expectations. This is the front side of the Junior Officer Developmental Support Form(JODSF). Part I simply provides the basic instructions for use of the JODSF(point to top of form). On the left side(point), the instructions cover the process for the initial counseling session that occurs within the first 30 days. On the right side(point), the instructions cover requirements for the quarterly follow-up counseling sessions. Part II depicts the doctrinal values, attributes and skills that describe the Army leader. These are covered extensively in FM 22-100, Army Leadership,. The rater and rated officer should discuss these, particularly as they relate to the rated officer�s duties and the rater�s performance expectations.

39. Part IV is where the rated officer and rater date and initial after the first counseling session(point to on form). The rater then gives the form to the senior rater for approval and revisions, if any. The senior rater�s initials validate the developmental plan(point to on form). The senior rater does not review this form again after this initial approval. He/she will be able to monitor follow-up counselings via the Support Form. As you recall, the quarterly counselings are logged by date and rater/rated officer initials on the Support Form. PART V(point) is where the rater records key points from the follow-up counselings. The intent is that the comments be geared to development, not evaluation. Therefore, only the rater and rated officer initial this part of the form, and it is not forwarded to the senior rater. The rater and rated officer will also date and initial the Support Form after each quarterly follow-up session. The rater then forwards a copy of the updated Support Form to the Senior Rater so he/she can monitor rater compliance with the follow-up quarterly counseling requirements. Remember, the senior rater eventually will indicate compliance or noncompliance with the JODSF requirements on the rater�s OER. Part IV is where the rated officer and rater date and initial after the first counseling session(point to on form). The rater then gives the form to the senior rater for approval and revisions, if any. The senior rater�s initials validate the developmental plan(point to on form). The senior rater does not review this form again after this initial approval. He/she will be able to monitor follow-up counselings via the Support Form. As you recall, the quarterly counselings are logged by date and rater/rated officer initials on the Support Form. PART V(point) is where the rater records key points from the follow-up counselings. The intent is that the comments be geared to development, not evaluation. Therefore, only the rater and rated officer initial this part of the form, and it is not forwarded to the senior rater. The rater and rated officer will also date and initial the Support Form after each quarterly follow-up session. The rater then forwards a copy of the updated Support Form to the Senior Rater so he/she can monitor rater compliance with the follow-up quarterly counseling requirements. Remember, the senior rater eventually will indicate compliance or noncompliance with the JODSF requirements on the rater�s OER.

40. The second new junior officer leader development initiative is the restricting of access to, or �masking�, 2LT reports, after promotion to CPT. Officers enter the Army with varying levels of experience with military life. Their assignments and learning curves vary significantly. In our profession, however, there are no free rides. Selection boards must be able to look at an officers time as a LT, and ensure he/she is qualified to advance to CPT-- it�s not automatic. BUT... Once that gate is passed, 2LT reports that may reflect an initial �learning curve� are no longer needed. Removing them from the performance file(masking) may preclude an officer being disadvantaged later in his/her career.. The second new junior officer leader development initiative is the restricting of access to, or �masking�, 2LT reports, after promotion to CPT. Officers enter the Army with varying levels of experience with military life. Their assignments and learning curves vary significantly. In our profession, however, there are no free rides. Selection boards must be able to look at an officers time as a LT, and ensure he/she is qualified to advance to CPT-- it�s not automatic. BUT... Once that gate is passed, 2LT reports that may reflect an initial �learning curve� are no longer needed. Removing them from the performance file(masking) may preclude an officer being disadvantaged later in his/her career..

41. CHANGE OF DUTY CHANGE OF RATER ANNUAL COMPLETE THE RECORD RELIEF FOR CAUSE OTHER � SPECIAL SITUATIONS TYPES OF EVALUATION

44. Part II - Invalid Rater/Senior Rater * When CPTs get promoted to MAJ minimum grade for SR Changes Part II - Referred OER not referred Part IIc. - Incorrect SSN & branch for Senior Rater Part IVb. - Block checks missing Part IVd. - HT/WT Yes/No missing Part IVd. - DSF evaluation incorrectly annotated (New for CPT & CW2s, effective 1 Oct 04) Part Vb. - No potential comments (mandatory) Part Vc. - Potential comments in this block should only be for unique skills - No recommended Career Field

45. Part Vc. � Career Fields for Special Branches (not required) Part VIIa. � Number of �currently senior rated officers� incorrect/blank Part VIIb. - No Part VIIb box check for MG/CPT/LT & CW5/CW2/WO1s (expansion effective 1 Oct 04) Part VIId. � Missing recommended Career Field/Future Assignments Required Enclosures missing with OER

50. Line 1 Lines 2-3 Lines 4-5 ANATOMY OF A GOOD OER NARRATIVE

51. E-P-C-S ENUMERATION POTENTIAL FOR: PROMOTION COMMAND SCHOOL

59. Vu-graph-28, New Senior Rater Profile Report- DA Form 67-9-2 The 67-9-2 is the Senior Rater Profile Report. This form is generated at HQDA and provides both the current (point) and historical(point) profile data for each senior rater. This report will be provided to each senior rater once a year, and upon request, to help the senior rater manage his/her profile. It is also placed in every senior rater�s official military personnel file(OMPF). These are the two boxes you should focus on: Number of 1st box �center of mass� ratings (point); and the percentage total of 1st block (Point)- should be less than 50%. These entries are particularly important because a senior rater�s responsibility to provide credible ratings on his or her subordinates is a legitimate criterion to use in evaluating that officer�s potential for future Army leadership positions. As a reminder, each senior rater can have 3 separate profiles: one for active army officers, one for USAR officers, and one for National Guard officers. They are managed separately. Vu-graph-28, New Senior Rater Profile Report- DA Form 67-9-2 The 67-9-2 is the Senior Rater Profile Report. This form is generated at HQDA and provides both the current (point) and historical(point) profile data for each senior rater. This report will be provided to each senior rater once a year, and upon request, to help the senior rater manage his/her profile. It is also placed in every senior rater�s official military personnel file(OMPF). These are the two boxes you should focus on: Number of 1st box �center of mass� ratings (point); and the percentage total of 1st block (Point)- should be less than 50%. These entries are particularly important because a senior rater�s responsibility to provide credible ratings on his or her subordinates is a legitimate criterion to use in evaluating that officer�s potential for future Army leadership positions. As a reminder, each senior rater can have 3 separate profiles: one for active army officers, one for USAR officers, and one for National Guard officers. They are managed separately.

60. SUMMARY OPMS OVERVIEW OPMS TRENDS AND STATS THE OER OVERVIEW THE DETAILS EVALUATION

61. OFFICER PERSONNEL MANAGEMENT SYSTEM(OPMS)