071F1395 Personnel Management System

Personn el
Man age ment

Syst em s
Combined Arms Leadership Division

1
Te rm in al Le arni ng
Ob je ct iv e
ACTION: Describe the US Army Personnel Management

System
CONDITION: Given a classroom environment, a block of

instruction, hand outs, and practical exercises
STANDARD: The student will identify the key elements

of the Army Personnel Management System IAW DA
PAM 623-105 and 623-205.

2
Enab li ng Le arni ng
Ob je ct iv e
ACTION: Describe the Enlisted Personnel Management

System


of the Enlisted Personnel Management System IAW
DA PAM 623-205.

3
Why is P er sonne l
Man age ment
im por ta nt ?
• Identify administrative and personnel
actions that impact soldiers careers
• Integrated part of Leadership – Taking

care of soldiers
• Part of being a competent leader

4
Car ee r Pla nnin g
Re sp onsib il it ie s
• Individual Soldier
• Unit Commander
• Supervisor
• Command Sergeant Major
• Department of the Army

5
En lis te d Per sonne l
Man age ment S yst em
• Procurement
• Classification
• Assignment
• Promotion
• Training
• Evaluation

6
Classif ic at ion
• New Soldier
Aptitude Test Scores
Needs of the Army
Soldier Preference
• Re-enlisting Soldier
Performance Record
Needs of the Army

7
As signm ent
• Satisfy Personnel Requirements of the

Army
• Equalize Desirable and Undesirable
assignments
• Equalize Hardship Tours
• Provide opportunities for professional
development and promotion
• Meet desires of soldiers
8
Prom oti on Aut hor it y
Dece nt rali zed Pr omo tion
Syst em
• SPC or CPL and below

• Company, Troop, Battery and separate
detachment commanders-promotion
authorities
• Waivers for TIG and TIS available

9
Semi -Ce nt rali ze d Pr omo tion
Syst em
• SGT and SSG

• Field Grade Commanders-promotion
authority
• Promotion board appearance
• Waivers for TIG and TIS available

10
Cent rali zed Promot ion Syst em
• SFC and above

• Department of the Army- promotion
authority
• Eligibility criteria for zones of
consideration is announced by HQDA
prior to each board

11
Ob je ct iv e
ACTION: Describe the NCO Evaluation Reporting

System


of the NCO Evaluation Reporting System IAW DA
PAM 623-205.

12
Ev alua ti on
NONCOMMISSIONED
OFFICER EVALUATION
REPORTING SYSTEMS
(NCOER)

13
Counse ling
• Face-to-Face– Mandatory
• Goal- Get all NCOs to be successful and
meet standards
• Period– Initial within 30 days and
quarterly thereafter

14
NCOE R Funct ion s
• Leader Development
– Identify and rate NCO Values and
Responsibilities
– Allows the NCO to develop with constructive
comments
• Selection Boards
• Performance Counseling

15
Tips f or R at ers
• Counseling
– Use NCOER Checklist
– Clear guidance on Success and Excellence
– Focus on the future improvements/sustainments
– Subordinate-Centered – Get NCOs
involved/Feedback
• NCOER
– Use throughout counseling, let it write itself
– A “No” in part IVa is serious. Not an attention-
getter
– All “Success” can rate part V “among the best”

16
Ob je ct iv e
ACTION: Describe the Officer Personnel Management

System and the Evaluation Reporting System


of the Officer Personnel Management and Evaluation
Reporting System IAW DA PAM 623-105.

17
Of fice r P ersonn el
Man age ment S yst em
• Develop officers in right numbers with right skills

• Develop professional capacity through schooling
and assignments
• Manage assignments to meet the Needs of the
Army
• Separate Officers to meet individual and Army
Needs

18
Of fic er P rom ot ions
• Based on potential, not reward for past

performance
• Promotion to 1LT by BN CDR
• Promotion to CPT – COL: DA Selection Boards

19
Of fic er Ed uc at ion
Syste m
• Basic Course (2LT)

• Captain Career Course (1LT – CPT)
• Combined Arms and Services Staff School (CPT)
• Command and General Staff College (CPT – MAJ)
• War College (LTC – COL)

20
Futu re OES
Officer Basic Course (OBC)
Basic Officer Leader Course (BOLC)
Officer Advanced Course (OAC)
Combined Arms Battle Command

Course (CABCC)
Combined Arms and Services
Staff School (CAS3)
Combined Arms Staff Course (CASC)

Command and General Staff Intermediate Level Education (ILE)
College (CGSC) PLUS Advanced Operations
Warfighter Course (AOWC) 21
Phase I
BOLC Propo sal
Commissioning Phase III First Unit
7000 Officers per year Phase II IN AR FA AV Assigned
USMA 1000 AD EN MP CM
ROTC 3000 LDR SC MI TC MS Functional
OCS 1400 Lab Training
QM OD FI AG
NG OCS 900
6 Weeks 8 to 13.4 Weeks Assignment
Direct 200
(35 days) Branch specific oriented
IMS 500
As required for first unit
(for example):
• 84% Field Training • Technical Branch skills
• Airborne
• 16% Classroom Training • Digital Training
• Ranger
• 36 Physical fitness sessions • Branch Platoon Leader Skills
• Bradley Fighting
• Leader Reaction Course • Tactical Branch Training in a
Vehicle
• Water Confidence Course field environment
• Mortar Leader
• Leadership STX • Briefing/Writing Skills
• Scout Leader
• Patrolling; Land Navigation • Historical awareness
• SERE
• Confidence/Obstacle Course • Maintenance
• MLRS
• MOUT • Unit Supply
• Postal Operations
• 360o Feedback /270o Assessment • Prepare for Unit Movement
• Petroleum Officer
• Combatives; U.S. Weapons • Aerial Delivery &
Material Officer
 BOLC scheduling model improves on OBC throughput

 LTs will arrive at their first duty assignment earlier than today

22
OER
Officer Evaluation
Reporting System

23
OE R Funct ions
• Obtain Information for:

• DA Selection, Assignment Decisions
• Professional Development through:
• Performance Counseling
• Career Coaching
• Emphasis on Professional Values

24
Ra te d O ff ic er
 Perform each assigned or implied duty

 Discuss duty description and performance
objectives with rater within 30 days
 Revise and update objectives and duty
description
 Accurately describe duties, objectives and
significant contributions on DA Form
67-9-1 and 67-9-1a at the end of the rating period

25
Ra te r
• Provide his/her and the senior rater’s support forms to the
rated officer
• Discuss scope of rated officer’s duties, responsibilities,
and performance objectives within 30 days
• Counsel rated officer throughout the rating period
utilizing the DA Form 67-9-1
• Review DA Form 67-9-1 at end of rating period
• Verify and enter the rated officer’s APFT and height and
weight data on DA Form 67-9
• Assess and evaluate performance of officer on DA Form
67-9

26
Ra te r
FOR LTs and WO1s
• Ensure Junior Officer Development Support Form

is initiated
• Counsel rated officer throughout the rating period
utilizing the DA Form 67-9-1a
• Review DA Form 67-9-1a at end of rating period

27
Sen ior R at er
• 60 day minimum
• Ensures support form is provided
• Become familiar with rated officer’s
performance
• Assess rated officer, considering DA Form 67-9-
1 and potential relative to his/her
contemporaries
• Has rated officer sign the DA Form 67-9

28
Sen ior R at er
FOR LTs and WO1s
• Approve all DA Form 67-9-1a developmental

plans and initial form
• Ensure compliance with the requirements of the
DA Form 67-9-1

29
OER Su ppor t Form
• DA Form 67-9-1
• Reference Army Regulation 623-105
• Not forwarded to HQDA with OER
• Purpose: Promote a top down emphasis on leadership
communication, integrating rated officer participation in
objective setting, performance counseling, and
evaluation.
30
Junior Of fic er
Deve lop menta l
Supp or t Form
(JODS F)
• DA Form 67-9-1a

Purpose:
• Institutionalize Army values and leadership doctrine as
the common framework for junior officer development.
• Assist junior officer transition into Army leadership
culture.
• Standardize junior officer development counseling

31
Of fic er Eva luat ion
Re port (OER )
• DA Form 67-9
• Purpose: Provides evaluation information for use by
successive members of the rating chain, emphasizes
and reinforces professionalism, and supports the
specialty focus of Officer Professional Management
System (OPMS).
32
Typ es of Re por ts
• Mandatory
– Change-of Rater
– Change of Duty
– Annual
– Relief for Cause (No Minimum)
• Optional
– Complete the Record (No Minimum)

33
Of fic er Re cor d Bri ef
(ORB )
• Reference DA Pamphlet 640-1

• Purpose: summarize qualifications and
career history used to manage officers
• Consists of ten sections plus the heading

34
OR B
• Heading
Type of ORB
Brief date
Date of Audit- normally blank
Basic/Control Branch
Component
AD Grade and Date of Rank
SSN and Name

35
OR B
• SECTION I – Assignment Information

Overseas Duty
Career Field Information
Branch/Functional Area/Skills
Career Track
Previous Branch/Functional Area
Career Management Field
Geographic Orientation

36
OR B
• SECTION II – Security Data

Type of Investigation
Date security investigation completed
Security Clearance

37
OR B
• SECTION III – Service Data

Basic Active Service Date (BASD)
Current Program Procurement Number
Entry on Active Duty
Basic Date of Appointment
Basic Year Group/Source of Appointment

38
OR B
• SECTION III – Service Data (continued)

Active Federal Commissioned Service
Type of Original Appointment
Current Service Agreement/Expiration Date
Projected /Mandatory Retirement
Date of Rank

39
OR B
• SECTION IV – Personal Family Data

Date of Birth/Birthplace
Country of Citizenship
Sex/Race Category
Number of Dependents
Religion/Marital Status
Spouse Birthplace
Physical categories/date/Height/Weight
Mailing Address

40
OR B
• SECTION V – Foreign Language

Language
Reading Comprehension
Listening Comprehension
Defense Language Aptitude Test

41
OR B
• SECTION VI – Military Education

Military Education Level
Course/Year

42
OR B
• SECTION VII – Civilian Education

Civil Education Level
Institution
Discipline
Source of Degree

43
OR B
• SECTION VIII – Awards and Decorations

Awards
Decorations
Tabs
Badges

44
OR B
• SECTION IX – Assignment History

Date of Availability
Date Last Permanent Change of Duty Station
Date of last OER
Organization Zip Code
Assignment/From Date/Unit/Organization
Station/Location/Major Command/Duty Title
Duty MOS

45
OR B
• SECTION X – Remarks
Date of last photo
Professional qualifications
Assignment preferences
Date of last preference statement
Regimental Affiliation
Months of prior enlisted/warrant officer
service

46
Ob je ct iv e
ACTION: Describe the functions of Army Support

Agencies

STANDARD: The student will identify the key functions

of Army Support Agencies

47
Arm y S up port
Age nc ie s
• Army Community Services (ACS)
• Judge Advocate General (JAG)
• Army Emergency Relief (AER)
• Alcohol and Substance Abuse Program (ASAP)
• American Red Cross (Red Cross)

48
Arm y Co mmuni ty
Ser vi ce s
• Assistance to families (especially if service member is
deployed)
• Info on installations
• Welcome Packets, Newcomers Orientation
• Lending Closet
• Food Locker
• Clothes Closet
• Budget Counselors
• Social Work Services

49
Judg e Ad voc at e
Gen era l
• Advice on Legal Affairs
• UCMJ, Art 15, Admin Actions
• Tax Problems
• Citizenship, Naturalization
• Repossessions, Bankruptcy, Debt
• Divorce, Child Custody
• Adoption
• POA, Wills

50
Arm y Em erge nc y
Re lief
• Emergency Loans / Grants to Military
Personnel
• Medical Expenses not covered by Tricare
• Emergency travel expenses
• Emergency living expenses due to PCS (rent,
food, utilities)
• Emergency Expenses not due to negligence (car
damage, house fire, family death)

51
Al cohol a nd
Sub st ance Ab use
• Provide alcohol and substance abuse
prevention and treatment programs
• Abuse prevention classes
• Evaluation of command referred soldiers for
separation or hospitalization
• Group and Individual counseling

52
Re d Cross
• Supports, supplements activities affecting health,

welfare, and morale
• Communication and reporting services between
soldier and family
• Family Emergency notification
• Travel Assistance Loans

53
Sum ma ry
• Enlisted Personnel Management System

• NCO Evaluation Reporting System
• Officer Personnel Management System
• OER Evaluation Reporting System
• Army Support Agencies

54
Of fice r Ti mel ine

55
Ar my Le ad er sh ip
What sort of PL do you want to be?

56
JODS F
NAME OF RATED OFFICER (Last, First, MI) SSN GRADE ORGANIZATION
PART I - INSTRUCTIONS.
Use of this form is mandatory for Lieutenants and WO1s; optional for all other ranks.
Initial face-to-face (Part II and III) Quarterly Follow-up Counselings (Part V- Reverse)
Discuss
- duty description/major performance objectives from DA Form 67-9-1. Discuss
- major performance objectives and progress made. Adjust as
Discuss Army leader values, attributes and skills as related to future duty needed.
performance
- and professional development (Part II: Leader Character) Discuss
- progress made on developmental tasks; update/modify tasks as needed to continue
Complete Developmental Action Plan (Part III)- Record at least one developmental process.
developmental
- task for each leadership action that targets major performance objectives listedRateron
- DA summarize key points in appropriate block of Part V.
Form 67-9-1. Rater
- and rated officer initial, date, and keep a file copy for use during later
Upon completion of the initial face-to-face counseling, date and initial Part IV (verification). Obtaincounselings.
senior
rater's
- initials. Rated officer and rater retain file copy for use during later follow-up counselings.
NOTE: Reference for Army Leadership Doctrine is FM 22-100.
PART I (Instructions)
• Initial face to face
• Quarterly Follow-up counseling
57
JODS F
PART II CHARACTER.
Disposition of the leader: combination of values, attributes, and skills affecting leader actions. (See FM 22-100)
ARMY VALUES
1. HONOR: Adherence to the Army's publicly declared code of values 5. RESPECT: Promotes dignity, consideration, fairness, & EO
2. INTEGRITY: Possesses high personal moral standards; honest in word and deed 6. SELFLESS-SERVICE: Places Army priorities before self
3. COURAGE: Manifests physical and moral bravery 7. DUTY: Fulfills professional, legal, and moral obligations
4. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the unit, and the soldier
ATTRIBUTES MENTAL PHYSICAL EMOTIONAL
Fundamental qualities and Possesses desire, will, initiative, and Maintains appropriate level of physical Displays self-control; calm under pressure
characteristics discipline fitness and military bearing
SKILLS (Competence) CONCEPTUAL INTERPERSONAL TECHNICAL

Demonstrates sound judgment, critical / creative thinking,
Skill development is part of self- Shows skill with people: coaching, teaching, Possesses the necessary expertise to
moral reasoning
development; prerequisite to action counseling, motivating and empowering accomplish all tasks and functions
TACTICAL Demonstrates proficiency in required professional knowledge, judgment, and warfighting
PART II (Character)
• Army Values
• Attributes
• Skills
58
JODS F
PART III (Developmental Action Plan)

• Influencing
– Communicating
– Decision Making
– Motivating
INFLUENCING: Communicating, Decision Making, Motivating
COMMUNICATING.
Articulates written and oral ideas/concepts clearly and concisely. Message received equals message sent. Displays effective listening skills.
DECISION MAKING.
Reaches sound, logical decisions based on analysis/synthesis of information, and uses sound judgment to allocate resources and select
appropriate course(s) of action.
MOTIVATING.
Inspires, motivates, and guides others towards mission accomplishment. Sets the example by being in excellent physical / mental condition and
consistently displaying proper military bearing.

59
JODS F

• Operating
– Planning
– Executing
– Assessing
OPERATING: Planning, Executing, Assessing
PLANNING.
Uses critical and creative thinking to develop executable plans that are suitable, acceptable, and feasible.
EXECUTING.
Shows tactical and technical proficiency;
meets mission standards; takes care of people/resources. Maximizes the use of available systems and
technology. Performs well under physical and mental stress.
ASSESSING.
Uses after-action and evaluation tools to facilitate consistent improvement.

60
JODS F

• Improving
– Developing
– Building
– Learning
IMPROVING:
Developing, Building, Learning
DEVELOPING.
Teaches, trains, coaches and counsels subordinates increasing their knowledge, skills and confidence.
BUILDING.
Develops effective, disciplined, cohesive, team built on bonds of mutual trust, respect, and confidence. Fosters ethical climate.
LEARNING.
Actively seeks self-improvement (individual study, professional reading, etc.), and fosters a learning environment in the unit (IPRs, AARs, NCOPD, etc.)

61
JODS F
PART IV - VERIFICATION: Rater initials Rated officer initials Date Senior rater initials
PART IV (Verification)
• Rater initials
• Rated officer initials
• Date
• Senior rater initials
62
JODS F
PART V - DEVELOPMENTAL Summary

ASSESSMENT
of key points
RECORD.
made during follow-up counselings. Highlight progress a
strengths observed as well as developmental needs across values, attributes, skills and actions.
1st Assessment Key Points
PART V
(Developmental Rated officer initials Rater initials Date
2nd Assessment Key Points
Assessment Record)
• Assessment
• Key Points
Rated officer initials Rater initials Date
3rd Assessment Key Points
Rated officer initials Rater initials Date

63
OER Su ppor t Form
Read Privacy Act Statement on Reverse before Completing this form
PART I - RATED OFFICER IDENTIFICATION
NAME OF RATED OFFICER (Last, First, MI) RANK ORGANIZATION
PART I (Rated Officer Identification)

• Name
• Rank
• Organization
64
OER Su ppor t Form
PART II - RATING CHAIN - YOUR RATING CHAIN FOR THE EVALUATION PERIOD IS:
NAME RANK POSITION
RATER
INTERMEDIATE NAME RANK POSITION

RATER
NAME RANK POSITION

SENIOR RATER
PART II (Rating Chain)

Rater
Intermediate Rater
Senior Rater
65
OER Su ppor t Form
PART III - VERIFICATION OF FACE-TO-FACE DISCUSSION
MANDATORY RATER / RATED OFFICER INITIAL FACE-TO-FACE COUNSELING ON DUTIES, RESPONSIBILITIES AND PERFORMANCE OBJECTIVES FOR THE
CURRENT RATING PERIOD TOOK PLACE ON (Date) Rated Officer Initials Rater Initials Senior Rater Initials
(Review)
PERIODIC RATER / RATED OFFICER FOLLOW-UP FACE-TO-FACE COUNSELINGS:
Dates Rated Officer Initials Rater Initials Senior Rater Initials

(Review)
PART III (Verification of Discussion)

• Initial Counseling Date
• Rated Officer, Rater, and Senior Rater
Initials
• Periodic Counseling Dates and Initials
66
OER Su ppor t Form
PART IV - RATED (Complete
OFFICER a, b, and c below for this rating period)
PRINCIPAL DUTY TITLE POSITION AOC / BR
a. STATE YOUR SIGNIFICANT DUTIES AND RESPONSIBILITIES
PART IV (Rated
Officer)
b. INDICATE YOUR MAJOR PERFORMANCE OBJECTIVES
• Duty Title
• Position Code
• Significant Duties and
Responsibilities
• Major Performance
Objectives

67
OER Su ppor t Form
c. LIST YOUR SIGNIFICANT CONTRIBUTIONS
PART IV (Rated
Officer)
• Significant
Contributions
• Signature and Date
SIGNATURE AND DATE

68
OER Su ppor t Form
PART V (Rater and/or

Intermediate Rater)
• Optional
• Comments
• Signatures and date
PART V - RATER AND/OR INTERMEDIATE RATER (Review and comment on Part IVa, b, and c above).
Insure remarks are consistent with your performance and potential evaluation on DA Form 67-9
a. RATER COMMENTS (Optional)
SIGNATURE AND DATE (Mandatory)

b. INTERMEDIATE RATER COMMENTS (Optional)
SIGNATURE AND DATE (Mandatory)

69
OER
Part I: (Administrative Data)

• Name-SSN-Rank-DOR-Branch-Specialties
• Unit-Organization-Station
• Reason for Submission
• Period Covered-Rated Months
• Rated Officer and PSB data & codes

70
OER
Part II: (Authentication)

• Name-SSN-Rank-Position-Signature-Date
for Rater, Intermediate Rater, and Senior
Rater
• Senior Rater’s Organization, Branch,
Telephone Number, E-Mail Address
• Referred Report
• Rated Officer Signature and Date

71
OER
Part III: (Duty Description)

• Principal Duty Title
• Position Code
• Significant Duties and Responsibilities
(refer to DA Form 67-9-1)

72
OER
Part IV: (Performance Evaluation)

• Character
– Army Values
– Leader Attributes/Skills/Actions
– APFT-Date-Height-Weight
– Junior Officer Development

73
OER
Part V: (Performance and Potential

Evaluation)
• Evaluate Rated Officer’s Performance
• Comments on Specific Aspects of
Performance and Potential
• Identify unique professional skills or areas

74
OER
Part VI: (Intermediate Rater Comments)

• Narrative comments are mandatory

75
OER
Part VII: (Senior Rater Comments)

• Evaluate Rated Officer’s Promotion
Potential to the next higher grade
• Potential Compared with other officers
“the blocks”
• Comments on Performance/Potential
• List 3 future assignments

76

071F1395 Personnel Management System

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Personn el

Man age ment

Combined Arms Leadership Division

ACTION: Describe the US Army Personnel Management

CONDITION: Given a classroom environment, a block of

STANDARD: The student will identify the key elements

Combined Arms Leadership Division

ACTION: Describe the Enlisted Personnel Management

CONDITION: Given a classroom environment, a block of

STANDARD: The student will identify the key elements

Combined Arms Leadership Division

• Integrated part of Leadership – Taking

• Part of being a competent leader

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

• Satisfy Personnel Requirements of the

• SPC or CPL and below

Combined Arms Leadership Division

• SGT and SSG

Combined Arms Leadership Division

• SFC and above

Combined Arms Leadership Division

ACTION: Describe the NCO Evaluation Reporting

CONDITION: Given a classroom environment, a block of

STANDARD: The student will identify the key elements

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

Combined Arms Leadership Division

ACTION: Describe the Officer Personnel Management

CONDITION: Given a classroom environment, a block of

STANDARD: The student will identify the key elements

Combined Arms Leadership Division

• Develop officers in right numbers with right skills

Combined Arms Leadership Division

• Based on potential, not reward for past

Combined Arms Leadership Division

• Basic Course (2LT)

Combined Arms Leadership Division

Officer Advanced Course (OAC)

Combined Arms Battle Command

Combined Arms Staff Course (CASC)

 BOLC scheduling model improves on OBC throughput

Combined Arms Leadership Division

Combined Arms Leadership Division

• Obtain Information for:

Combined Arms Leadership Division

 Perform each assigned or implied duty

Combined Arms Leadership Division

Combined Arms Leadership Division

• Ensure Junior Officer Development Support Form

Combined Arms Leadership Division

Combined Arms Leadership Division

FOR LTs and WO1s

• Approve all DA Form 67-9-1a developmental

Combined Arms Leadership Division

• Reference Army Regulation 623-105

• Not forwarded to HQDA with OER

• Purpose: Promote a top down emphasis on leadership

communication, integrating rated officer participation in