Fillable Printable Officer Evaluation Report - U.S. Department of Homeland Security
Fillable Printable Officer Evaluation Report - U.S. Department of Homeland Security
Officer Evaluation Report - U.S. Department of Homeland Security
3. PERFORMANCE OF DUTIES: Measures an officer's ability to manage and to get things done.
ATTACHMENTS:
b. USING RESOURCES:
Ability to manage time, materials,
information, money, and people (i.e.
all CG components as well as
external publics).
c. RESULTS/EFFECTIVENESS:
Quality, quantity, timeliness and
impact of work.
Routine tasks accomplished with difficulty.
Results often late or of poor quality. Work
had a negative impact on department or unit.
Maintained the status quo despite
opportunities to improve.
13 5 7N/O
Effectively managed a variety of activities with
available resources. Delegated, empowered,
and followed up. Skilled time manager,
budgeted own and subordinates' time
productively. Ensured subordinates had
adequate tools, materials, time and direction.
Cost conscious, sought ways to cut waste.
Rapidly assessed and adjusted to changing
conditions, political realities, new information
and technology. Very skilled at using and
responding to measurement indicators.
Championed organizational improvements.
Effectively dealt with extremely complex
situations. Turned pressure and ambiguity into
constructive forces for change.
Receptive to change, new information, and
technology. Effectively used benchmarks to
improve performance and service. Monitored
progress and changed course as required.
Effectively dealt with pressure and ambiguity.
Facilitated smooth transitions. Adjusted
direction to accommodate societal trends or
political realities.
Unable to gauge effectiveness of work,
recognize political realities, or make
adjustments when needed. Overlooked or
screened out new information. Overreacted or
responded slowly to change in direction or
environment. Ineffective in ambiguous,
complex, or pressured situations.
Unusually skilled at bringing scarce resources
to bear on the most critical of competing
demands. Optimized productivity through
effective delegation, empowerment, and
follow-up control. Found ways to
systematically reduce cost, eliminate waste,
and improve efficiency.
Maintained optimal balance among quality,
quantity, and timeliness of work. Quality of own
and subordinates' work surpassed expectations.
Results had a significant positive impact on unit
or Coast Guard. Established clearly effective
systems of continuous improvement.
Questionable competence and credibility.
Operational or specialty expertise inadequate
or lacking in key areas. Made little effort to
grow professionally. Used knowledge as
power against others or bluffed rather than
acknowledging ignorance. Effectiveness
reduced due to limited knowledge of own
organizational role and customer needs.
Concentrated on unproductive activities or
often overlooked critical demands. Failed to
use people productively. Did not follow up.
Mismanaged information, money or time.
Used ineffective tools or left subordinates
without means to accomplish tasks.
Employed wasteful methods.
Competent and credible authority on specialty
or operational issues. Acquired and applied
excellent operational or specialty expertise for
assigned duties. Showed professional growth
through education, training and professional
reading. Shared knowledge and information
with others clearly and simply. Understood
own organizational role and customer needs.
Superior expertise; advice and actions showed
great breadth and depth of knowledge.
Remarkable grasp of complex issues, concepts,
and situations. Rapidly developed professional
growth beyond expectations. Vigorously
conveyed knowledge, directly resulting in
increased workplace productivity. Insightful
knowledge of own role, customer needs, and
value of work.
Ability to anticipate, determine goals,
identify relevant information, set
priorities and deadlines, and create a
shared vision of the unit's and Coast
Guard's future.
a. PLANNING
AND PREPAREDNESS:
Got the job done in all routine situations and in
many unusual ones. Work was timely and of
high quality; required same of subordinates.
Results had a positive impact on department or
unit. Continuously improved services and
organizational effectiveness.
d. ADAPTABILITY
:
Ability to modify work methods and
priorities in response to new
information, changing conditions,
political realities, or unexpected
obstacles.
e. PROFESSIONAL
COMPETENCE:
Ability to acquire, apply and share
technical and administrative
knowledge and skills associated with
description of duties. (Includes
operational aspects such as marine
safety, seamanship, airmanship,
SAR, etc., as appropriate.)
Got caught by the unexpected; appeared to be
controlled by events. Set vague or unrealistic
goals. Used unreasonable criteria to set
priorities and deadlines. Rarely had plan of
action. Failed to focus on relevant information.
Consistently prepared. Set high but realistic
goals. Used sound criteria to set priorities and
deadlines. Used quality tools and processes to
develop action plans. Identified key
information. Kept supervisors and stake-
holders informed.
Exceptional preparation. Always looked beyond
immediate events or problems. Skillfully
balanced competing demands. Developed
strategies with contingency plans. Assessed all
aspects of problems, including underlying issues
and impact.
COMMENTS:
OFFICER EVALUATION REPORT (OER)
U.S. DEPARTMENT OF
HOMELAND SECURITY
U.S. COAST GUARD
C G -5310A (R ev . 02-09)
1. ADMINISTRATIVE DATA
Validation:
j. PERIOD OF REPORT (YYYY/MM/DD)
TO
Detachment/Change of
Reporting Officer
b. Reported-on Officer Signature:
Annual/
Semiannual
(YYYY/MM/DD)
a. NAME (Last) (Initials)
e. UNIT
k. OCCASION FOR REPORT (Mark only one)
/
..
// /
Detachment of
Officer
c. DATE OF RANK
d. DATE REPORTED
//
//
m. DATE SUBMITTED
//
l. EXCEPTION REPORT
Concurrent
Special
I understand my signature below does not constitute agreement or disagreement.
I acknowledge I have reviewed this report.
i. DAYS NOT OBSERVED
LV OTHER
-
h. ATU - OPFAC
PRIMARY DUTY:
Previous Edition Obsolete
2. DESCRIPTION OF DUTIES: List primary duty and summarize all duties and responsibilities (provide Reserve time if applicable).
Promotion
(YYYY/MM/DD)
f. EMPLID g. GRADE
P age 2 of CG- 5310A ( Rev . 02-09)
/
4. COMMUNICATION SKILLS: Measures an officer's ability to communicate in a positive, clear, and convincing manner.
Ability to speak effectively and listen
to understand.
a. SPEAKING AND LISTENING:
1
Unable to effectively articulate ideas and facts;
lacked preparation, confidence, or logic. Used
inappropriate language or rambled. Nervous or
distracting mannerisms detracted from
message. Failed to listen carefully or was too
argumentative.
3
Effectively expressed ideas and facts in
individual and group situations; non-verbal
actions consistent with spoken message.
Communicated to people at all levels to ensure
understanding. Listened carefully for intended
message as well as spoken words.
5
Clearly articulated and promoted ideas before a
wide range of audiences; accomplished speaker
in both formal and extemporaneous situations.
Adept at presenting complex or sensitive issues.
Active listener; remarkable ability to listen with
open mind and identify key issues.
7 N/O
b. WRITING:
Ability to express facts and ideas
clearly and convincingly.
Written
material frequently unclear, verbose, or
poorly organized. Seldom proofread. Often
submitted correspondence which was
grammatically incorrect, tailored to wrong
audience, or delivered by an inappropriate
medium.
Written
material clear, concise, and logically
organized. Proofread conscientiously.
Correspondence grammatically correct, tailored
to audience, and delivered by an appropriate
medium. Subordinates' material reflected same
high standards.
Clearly
and persuasively expressed complex or
controversial material, directly contributing to
stated objectives. Written or published material
brought credit to the Coast Guard. Actively
educated subordinates in effective writing.
COMMENTS:
5. LEADERSHIP SKILLS: Measures an officer's ability to support, develop, direct, and influence others in performing work.
Ability to consider and respond to
others personal needs, capabilities,
and achievements; support for and
application of work-life concepts and
skills.
a. LOOKING OUT FOR OTHERS:
1
Seldom recognized or responded to needs of
people; left outside resources untapped despite
apparent need. Ignorance of individuals'
capabilities increased chance of failure. Seldom
recognized or rewarded deserving subordinates.
3
Cared for people. Recognized and responded to
their needs; referred to outside resources as
appropriate. Considered individuals' capabilities
to maximize opportunities for success.
Consistently recognized and rewarded deserving
subordinates.
5
Always accessible. Enhanced overall quality of
life. Actively contributed to achieving balance
among unit requirements, professional and
personal responsibilities. Strong advocate for
subordinates; ensured appropriate and timely
recognition, both formal and informal.
7 N/O
b. DEVELOPING OTHERS:
Ability to use mentoring, counseling,
and training to provide opportunities for
others' professional development.
Unreasonably
restricted opportunities for
professional growth; kept others in narrow
roles and discouraged the level of risk-taking
necessary for learning. Lack of timely
feedback left subordinates guessing.
Supported
and provided opportunities for
professional growth. Encouraged others to
expand their roles, handle important tasks and
learn by doing. Allowed the appropriate level of
risk-taking necessary for learning and mission
accomplishment. Provided timely praise and
constructive feedback.
Created
challenging situations which optimized
professional development and maximized
opportunity for success. Guided, mentored, and
encouraged others to reach new levels of
performance. Adeptly counseled others; identified
professional potential, strengths and areas for
improvement.
c.
DIRECTING OTHERS:
Ability to influence or direct others in
accomplishing tasks or missions.
Showed
difficulty in directing or influencing
others. Low or unclear work standards reduced
productivity. Failed to hold subordinates
accountable for shoddy work or irresponsible
actions. Unwilling to delegate authority to
increase efficiency of task accomplishment.
A leader
who earned others' support and
commitment. Set high work standards; clearly
articulated job requirements, expectations and
measurement criteria; held subordinates
accountable. When appropriate, delegated
authority to those directly responsible for the
task.
An
inspirational leader who motivated others to
achieve results not normally attainable. Won
people over rather than imposing will. Clearly
articulated vision; empowered subordinates to
set goals and objectives to accomplish tasks.
Modified leadership styles to best meet
challenging situations.
d.
TEAMWORK:
Ability to manage, lead and participate
in teams, encourage cooperation, and
develop esprit de corps.
Used
teams ineffectively or at wrong times.
Conflicts mismanaged or often left unresolved,
resulting in decreased team effectiveness.
Excluded team members from vital information.
Stifled group discussions or did not contribute
productively. Inhibited cross functional
cooperation to the detriment of unit or service
goals.
Skillfully
used teams to increase unit
effectiveness, quality, and service. Resolved or
managed group conflict, enhanced cooperation,
and involved team members in decision process.
Valued team participant. Effectively negotiated
work across functional boundaries to enhance
support of broader mutual goals.
Insightful
use of teams raised unit productivity
beyond expectations. Inspired high level of esprit
de corps, even in difficult situations. Major
contributor to team effort. Established
relationships and networks across a broad range
of people and groups, raising accomplishments of
mutual goals to a remarkable level.
e.
WORKPLACE CLIMATE:
Ability to value individual differences
and promote an environment of
involvement, innovation, open
communication and respect.
Intolerant
of individual differences, exhibited
discriminatory tendencies toward others.
Tolerated or contributed to an uncomfortable or
degrading environment. Failed to take
responsibility for own words and actions and
their impact on others. Failed to support or
enforce Coast Guard human resources policies.
Sensitive
to individual differences. Encouraged
open communication and respect. Promoted an
environment which values fairness, dignity,
creativity, and diverse perspectives. Took
responsibility for own words and actions and their
impact on others. Fully supported and enforced
Coast Guard human resources policies.
Excelled
at creating an environment of fairness,
candor, and respect among individuals of diverse
backgrounds and positions. Optimized use of
different perspectives and opinions. Quickly took
action against behavior inconsistent with Coast
Guard human resources policies, or which
detracted from mission accomplishment.
Theextent
towhichanofficer, as
Reported-on Officer and rater,
conducted or required others to
conduct accurate, timely evaluations
for enlisted, civilian and officer
personnel.
f. EVALUATIONS: Reports
were frequently late. Narratives
inaccurate or of poor quality. Failed to uphold
service performance standards by assigning
accurate marks. Reports required revision or
intervention by others. Failed to meet own
OES responsibilities as Reported-on Officer.
Reports
consistently submitted on time.
Narratives were fair, concise, and contained
specific observations of action and impact.
Assigned marks against standards. Few
reports, if any, returned for revision. Met own
OES responsibilities as Reported-on Officer.
No
reports submitted late. Narratives were
insightful, of the highest quality, and always
supported assigned marks. Subordinates'
material reflected same high standards. No
reports returned for revision. Returned reports to
subordinates when appropriate.
COMMENTS:
6. SUPERVISOR AUTHENTICATION
(YYYY/MM/DD)
a.
NAME AND SIGNATURE b. GRADE c. EMPLID d. TITLE OF POSITION
e. DATE
/ /
c. EMPLID d. TITLE OF POSITION
e. TITLE OF POSITION
d. EMPLID
(YYYY/MM/DD)
b. GRADE
c. GRADE
A DISTINGUISHED
OFFICER
a.
UNSATISFACTORY
a. NAME AND SIGNATURE
b. NAME AND SIGNATURE
10. POTENTIAL: Describe ability to assume greater leadership roles and responsibilities (e.g. command, special assignment, promotion, and special skills).
9. COMPARISON SCALE (FOR GRADES W2 TO O2): Compare this officer with others of the same grade whom you have known in your career.
11. REPORTING OFFICER AUTHENTICATION
AQUALIFIED
OFFICER
12. REVIEWER AUTHENTICATION
P age 3 of C G - 5310A ( R ev . 02-09) /
7. REPORTING OFFICER COMMENTS: C onc ur D o not c onc ur R O i s S uperv i s or
8. PERSONAL AND PROFESSIONAL QUALITIES: Measures selected qualities which illustrate the individual's character.
b. JUDGMENT:
Ability to make sound decisions and
provide valid recommendations by
using facts, experience, political
acumen, common sense, risk
assessment, and analytical thought.
c. RESPONSIBILITY:
Ability to act ethically, courageously,
and dependably and inspire the same in
others; accountability for own and
subordinates' actions.
Actions demonstrated questionable ethics or lack
of commitment. Tolerated indifference or failed
to hold subordinates accountable. Allowed
organization to absorb personnel problems rath-
er than confronting them as required. Tended
not to speak up or get involved. Provided min-
imal support for decisions counter to own ideas.
13 5 7N/O
Demonstrated analytical thought and common
sense in making decisions. Used facts, data,
and experience, and considered the impact of
alternatives and political realities. Weighed risk,
cost and time considerations. Made sound
decisions promptly with the best available
information.
Always self-assured, projected ideal CG image.
Poised in response to others' provocative actions.
Contributed leadership role in civilian/military com-
munity. Exemplified and held others accountable
for the core values and finest traditions of military
customs and protocol. Meticulous uniform appear-
ance and grooming; inspired similar standards in
others.
Knowledgeable in how CG objectives serve the
public; cooperative and fair in all interactions.
Composed in difficult situations. Conveyed posi-
tive image of self and CG. Well versed in military
etiquette; precise in rendering and upholding mili-
tary courtesies. Great care in uniform appear-
ance and grooming. Abided by the core values of
honor, respect, and devotion to duty.
Unaware of general CG objectives; uncooper-
ative or biased in interactions. Lost composure
in difficult situations. Conveyed poor image of
self and CG. Ignorant of or sloppy with com-
mon military courtesies. Uniform appearance
and grooming below standard. Failed to display
the core values of honor, respect, and devotion
to duty.
Combined keen analytical thought, an understand-
ing of political processes, and insight to make
appropriate decisions. Focused on the key issues
and the most relevant information. Did the right
thing at the right time. Actions indicated awareness
of impact of decisions on others. Not afraid to
take reasonable risks to achieve positive results.
Integrity and ethics beyond reproach. Always held
self and subordinates to highest standards of per-
sonal and professional accountability. Did the right
thing even when it was difficult. Succeeded in
making even unpopular policies or decisions work.
Actions demonstrated unwavering commitment to
achievement of organizational goals.
Did not adhere to the Coast Guard Fitness Pro-
gram. Failed to meet minimum standards of
weight control or sobriety. Tolerated or con-
doned others' alcohol abuse. Seldom consider-
ed subordinates' health and well-being. Unwill-
ing or unable to recognize and manage stress
despite apparent need. Failed to adequately
identify and protect personnel from safety
hazards.
Decisions often displayed poor analysis. Failed
to make necessary decisions, or jumped to
conclusions without considering facts,
alternatives, and impact. Did not effectively
weigh risk, cost, and time considerations. Un-
concerned with political drivers on organization.
Maintained weight standards and adhered to the
Coast Guard Fitness Program. Committed to
health and well-being of self and subordinates.
Enhanced personal performance through activities
supporting physical and emotional well-being.
Recognized and managed stress effectively.
Ensured that safe operating procedures were
followed.
Remarkable vitality, enthusiasm, alertness and
energy. Consistently contributed at high levels
and actively followed a comprehensive fitness
program. Optimized personal performance
through involvement in activities which supported
physical and emotional well-being. Monitored and
helped others deal with stress, enhance health
and well-being. Demonstrated a significant
commitment towards safety of personnel.
Ability to originate and act on new
ideas, pursue opportunities to learn and
develop, and seek responsibility
without guidance and supervision.
a. INITIATIVE:
Held self and subordinates personally and
professionally accountable. Spoke up when
necessary, even when expressing unpopular
positions. Supported organizational policies and
decisions which may have been counter to own
ideas. Committed to the successful achievement
of organizational goals.
d. PROFESSIONAL
PRESENCE:
Ability to bring credit to the Coast
Guard through one's actions, compe-
tence, demeanor, and appearance.
Extent to which an officer displayed the
Coast Guard's core values of honor,
respect, and devotion to duty.
e. HEALTH
AND WELL-BEING:
Ability to invest in the Coast Guard's
future by caring for the physical health,
safety, and emotional well-being of self
and others.
Postponed needed action. Implemented or
supported improvements only when directed to
do so. Showed little interest in career
development. Feasible improvements in
methods, services, or products went
unexplored.
Championed improvement through new ideas,
methods, and practices; self-starter. Anticipated
problems and took prompt action to avoid or
resolve them. Sought opportunities for own ca-
reer development. Pursued productivity gains and
enhanced mission performance by applying new
ideas and methods.
Aggressively sought out additional responsibility.
A self-learner. Made worthwhile ideas and
practices work when others might have given up.
Extremely innovative. Optimized use of new ideas
and methods to improve work processes,
decision-making, and service delivery.
AN EXCEPTIONAL
OFFICER
//
//
COMMENTS:
Supplement or amplify Supervisor's evaluation.
ONE OF THE MANY COMPETENT
PROFESSIONALS WHO FORM THE
MAJORITY OF THIS GRADE
COMMENTS ATTACHED: (Required when the Reporting Officer is not a CG Officer or CG SES or when Reported-on Officer is unable to review OER.)
e. DATE
f. DATE
P age 4 of C G - 5310A ( R ev . 02-09)
INSTRUCTIONS
Notes:
(1) An OER period may be extended for up to 92 days (semiannual) or 182
days (annual) under certain conditions. Consult PERSMAN for further
guidance.
(2) OERs for IDPL grades of CAPT, LTJG, and ENS are annual. All other
IDPL OERs are biennial.
(3) Officers assigned to DUINS follow an annual/semiannual schedule
according to school terms.
TIMELINE:
21
days
10 days
30 days
45 days
before end of period:
Reported-on Officer submits to Supervisor a list of significant
accomplishments during the period, supporting documents (as
required), administrative data required for OER Section 1, and a
completed OER page 4.
after the period:
Supervisor sections of OER due to Reporting Officer (RO).
after the period:
Supervisor and Reporting Officer sections due to the Reviewer.
After Reviewer signs the OER, Reported-on Officer reviews the
OER and signs in Section 1.b.
after the period:
OER due to CGPC for review and entry into the official record.
RESTRICTIONS:
Raters shall not mention a Reported-on Officer's: (1) First name; (2)
Non-selection for promotion, including allusions thereto; (3) Record appeals; (4)
Psychological or medical conditions; (5) marital or family status (including
pregnancy); or (6) Performance observed outside the reporting period. Raters
also shall not: (1) Expressly evaluate or place emphasis on gender, religion,
c ol or, rac e, or et hni c bac k ground (appl i es t o bot h m em ber and t hi rd part i es ); or
(2) I nc l ude i nf orm at i on w hi c h i s s ubj ec t t o a security classification.
S ee P E R S M A N f or addi t i onal res t ri c t i ons t hat appl y t o disciplinary proceedings.
a. Initials:
14. OER ADMINISTRATOR REVIEW:
b. Date:
PRIVACY ACT STATEMENT
This information is requested under the authority of 14
U.S.C. 833 to determine an officer's suitability for
promotion or job assignment. Submitting this
information is mandatory. Failure to provide it could
adversely affect promotion opportunities and job
assignments or lead to disciplinary action.
GUIDING INSTRUCTION: Chapter 10-A of the CG Personnel Manual,
COMDTINST M1000.6 (series), contains all official guidance on OES
requirements.
RESPONSIBILITIES: All Coast Guard officers and raters of CG officers
should be aware of their OES responsibilities as outlined in the CG
Personnel Manual.
PURPOSE: The Officer Evaluation Report (OER) primarily provides
information for officer corps promotion, selection, and assignment
determinations. Secondary purposes include: (1) prescribing common
standards of expected performance; (2) reinforcing Coast Guard values;
and (3) acting as one means of performance feedback for the Reported-on
Officer.
PREPARATION CHECKLIST (OPTIONAL):
Administrative
Data and Description of Duties (Sections 1 and 2):
___ All fields completed (enter dates in YYYY/MM/DD format and enter
only one occasion for report).
___ Primary duty will be capitalized (no other text enhancements,
such as underlining, bolding, or all capital letters, are allowed throughout
the OER).
___ Attachments listed (only personal award citations, punitive letters, or
letter reports for senior service school allowed).
Performance
Evaluation (Sections 3-5 and 7-8)
___ Marks assigned according to standards which most closely describe
Reported-on Officer's performance during the period.
___ Specific examples cited for each mark which deviated from "4".
When applicable, comments on seamanship or airmanship ability are
distinct.
Comparison
or Rating Scale and Potential (Sections 9 and 10):
___ Section 9 mark assigned according to the instructive clause
on the form.
___ Comments describe Reported-on Officer's overall potential for greater
responsibility (include, as appropriate, recommendations for promotion,
special assignment, and command).
TIPS FOR EFFECTIVE COMMENTS:
1. Be specific.
Concisely describe the performance by relating the action observed
and its impact; quantify the action whenever possible and explain why it was
important; avoid empty superlatives. Do not repeat the dimensions.
2. Save space.
Use information bullets; reduce the use of pronouns; use member's
name sparingly, if at all; use action verbs and semicolons; and avoid excess
words. Acronyms and abbreviations are effective only if they are common to
all Coast Guard communities or are initially defined in the comments.
3. Be clear.
Don't lose the meaning; watch for cryptic comments.
SUBMISSION SCHEDULE:
Grade
Active Duty IDPL
Captain Apr Apr
Commander Mar Mar
Lieutenant Commander Apr Apr
Lieutenant May May
Lieutenant (Junior Grade) Jan and Jul Jul
Li eut enant (J uni or Grade) i n z one f or LT J un Jun
Ensign Mar and Sep Mar
Chief Warrant Officer (W4) Apr Apr
Chief Warrant Officer (W3) Jul Jul
Chief Warrant Officer (W2) Jun Jun
13. RETURN ADDRESS. (Name and address to which a copy is sent after filing the original in the officer's record.)
