Officer Evaluation Categories
Step 1: Submit the top five (5) traits you believe would allow us to evaluate an officer effectively.
Sep 2: Assign a percentage weight to each one of these traits. The total weighted percentage of all five (5) categories should equal 100%.
Make sure to ask the following questions:
- What actually matters when evaluating an officer?
- Can these traits be applied equally across all functional areas?
- Why does this trait matter to me?
- Why should this trait matter to the Air Force?
Comments should follow the format below:
1. [Trait 1] / [%]
2. [Trait 2] / [%]
3. [Trait 3] / [%]
4. [Trait 4] / [%]
5. [Trait 5] / [%]
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If you would like to follow this up with a justification, please reply to your own comment.
Job performance (30%) – In the rating system a person should be held to whether or not they are performing described duties effectively. Do they strive to improve?
ReplyDeleteLeadership skills (30%) – Promotes a healthy work climate. They work with others while fostering teamwork. They motivate and support subordinates or peers. They provide feedback when it is needed. They are consistent with their leadership? They would do well in a larger leadership role?
Judgement (20%) – They meeting suspense’s and are using logic when making decisions. They are composed in times of high stress. They adhere to regulations and require little correction? They utilize their time wisely and require little re-vectoring?
Professionalism (10%) – They are within Air Force Regulations. They are known to be loyal to the organization and adhere to the core values. Has there been any discipline needed during the year? Are they up to date with training?
Communication (10%) – They are effective listeners. They write and speak effectively and are able to convey their ideas effectively.
I believe that there should be some consistency between the 6-month feedback and the OPR based off of various character traits that can be used based off of job performance in the point system. Job performance should be a major consideration in the characteristic. As well as Leadership skills, a persons ability to use sound judgement, their overall professionalism, and their ability to communicate efficiently.
DeleteIn my AFSC, I primarily work with civilians. These traits should be designed so that if you have a civilian rater, they are able to understand easily how they should rate their subordinate.
These traits need to be able to show not only that the person is able to do the assigned job, but they are effective in the organization that they work in.
Job performance - 25% = tactical effectiveness. How do we compare to our peers I. Reference to how we do our job.
DeleteLeadership - 25% = suffix planetary. What are big-ticket items either in the community or in our workstations. How do we make sure our subordinates and do well.
Standards - 20% = meet or does not meet
Development - 20% = personal and professional. Going above and beyond what is required in order to better ourselves
Future potential - 10% = be careful with this one could become subjective. But it's like our current push line
Job Performance (40%) - Let's face it, so many want the OES to be more about our primary job, whether it is finance, Pilot, CCT, Cop, etc... that is what matters most. Can you do the Job the tax payers are paying you for.
ReplyDeleteLeadership - (20%) - Everyone is a leader, a 2nd Lt. is a leader as soon as they raise their right hand, this needs to be addressed. Plenty of Officer's but not all are leaders that even goes to the FGO ranks.
Communication - (20%) - How well do you communicate? Are you an effective listener and communicator? Do you listen effectively, whether in the debrief, or from someone in the squadron airing out grievances? Do you communicate your plans with both e's and O's effectively with proper solutions?
Judgement - (10%) - If you had bad judgement, this would be a referral OPR. So Judgement should reflect job performance. Did you appropriate calls? If you did not, and feedback was giving appropriately during the rating period, did you correct those?
Standards - (10%) - Did you maintain all standards? PT Test's, AFI-36-2903? Do you look like a slob in your uniform? If you are requried annual, or semi annual testing, do you maintain it? I.e. Rated positions no failures on Checkrides or testing, Missiles no Fails on Nuke testing, Cop's no failure on the gun, intel no failures on classification procedures etc...
I think it is interesting how several individuals have mentioned "job performance" as a trait... I don't really see it as a trait, but as an action--something you do, not an inherent trait.
DeleteIt is also interesting how people reference their "primary job." I don't know about you, but my primary job is to be an officer in the USAF, and my AFSC is secondary. We must be good officers first before we can become great at our specific jobs. Just my perspective.
Leadership (20%) - Measures an officer's ability to interact with subordinates as well as their ability to mentor and instruct members of the same AFSC
ReplyDeleteTeamwork (15%) - Measures an officer's ability to effectively work with members of similar and differing AFSCs as well as cohesively mitigate workplace issues
Job Mastery (30%) - Measures an officer's job skills specifically related to their AFSC compared to others in the rater's chain of command. Specifically compares a ratee's level of knowledge and capabilities to Squadron Standards. Also incorporates scores from yearly checkrides.
Professionalism (15%) - Measure's an officer's adherence to Squadron Standards of discipline and uniform wear in addition to an officer's ability to maintain a professional atmosphere within an environment of diverse ranks and AFSCs.
Task Management (10%) - Measures an officer's ability to effectively handle multiple jobs and responsiblities both inside the Squadron and out. Includes an officer's willingness to volunteer for extra duties and opportunities within the community.
Athleticism (10%)- Takes into account a ratee's annual/bi-annual PT scores in comparison to members with the same AFSC within a rater's chain of command
Job Performance (30%) - has the technical capability and knowledge to perform duties as assigned. Attains the appropriate training standards commensurate to job (IQT/MQT/technical certifications). Has the ability/potential to perform higher responsibilities.
ReplyDeleteLeadership (20%) - makes decisions that positively effect the mission and the unit. Enforces standards across all unit members. Uses critical thinking skills for strategic solutions. Instills team work mentality with task completion.
Management (20%) - uses resources and time effectively. Performs supervisory tasks as needed. Meets suspenses with exemplary quality work. Foresees, understands and remediates negative trends and impacts in the work center.
Professionalism (15%) - meets AF standards and core values at all times. Uses tact in appropriate situations. Promotes wellness and health amongst individuals and team members within the organization.
Communication (15%) - can write and speak effectively up and down the chain of command. Uses effective listening skills when following orders and follows up with updates and taskers accordingly.
I believe the trait allocations should be the same across all line of the Air Force AFSCs because in the end they will all meet the same Major's and Lt Col's boards
ReplyDeletePerformance in Primary Duty (40%): This is the highest percentage and will help level the field whether the 2LT is a student in upt or an flt/cc of 200 troops
Leadership/Followership (20%): We’ll include leadership and followership because of the different roles of officers throughout their careers, rated officer may not lead straight out of training while non rated may find themselves in large leadership roles quickly after commissioning
Professionalism/Adherence to standards (15%): This includes the member’s appearance as a leader and an officer; this will also include PT standards and their communication skills etc.
Personal/Professional Development (15%): This is the lowest ranked item, it is important to continually improve both in the workplace and outside however we keep this percentage low to keep it from overshadowing job performance. This includes PME, AFSC related training, postgraduate studies etc.
Performance in Primary Duty (40%): How well you do your primary job. I think it is important to include "primary" in this portion. Without it, you could be a good snacko and get credit for doing your "job"
ReplyDeleteLeadership (20%): This will include how well you lead your subordinates, but for those that aren't supervisors (and even for those who are) it will include how well you lead your peers.
Communication (20%): This will include verbal and written communication as well as briefing ability. Additionally, it will encompass communicating up and down the chain effectively and efficiently.
Work Ethic (10%): Does the individual strive for excellence in everything they do? Do they put forth max effort to accomplish the mission.
Future Potential (10%): Does the officer have what it takes to succeed at the next level or in the next job.
Respect (20%) - Treat everyone with respect and as human beings, not as objects to be won.
ReplyDeleteListening (10%) - listen to all ideas and explains why a new idea can or cannot be adopted. Will always be receptive of bad news, and will not "shoot the messanger"
Communication (10%) - communicate the vision and mission, more so in person than via any form of written text. Communicate clearly and effectively.
Empowerment (10%) - leaders give everyone what is called "a piece of rope."
Sincere (20%) - have a deep concern for their people, seek to help meet their needs above their own (Servant Leadership)
Integrity (5%) - If something is worth doing, it must be done to the best of their ability. They are not service-before-self zealots.
Courage (5%) - Always do the right thing regardless of the consequences
Attitude (5%) - eternal optimists with positive attitudes
Accountable (5%) - Take accountability for one's actions and for the actions of their personnel
Credit (5%) - They do not care who gets the credit. Do not seek glory and honor for themselves
Reward (1%) - Reward top performers
Discipline (2%) - Motivates people to meet the standards, establishing and upholding standards of conduct
Mission (2%) - they focus on accomplishing the mission.
Respect (20%) - Treat everyone with respect and as human beings, not as objects to be won.
ReplyDeleteListening (10%) - listen to all ideas and explains why a new idea can or cannot be adopted. Will always be receptive of bad news, and will not "shoot the messanger"
Communication (10%) - communicate the vision and mission, more so in person than via any form of written text. Communicate clearly and effectively.
Empowerment (10%) - leaders give everyone what is called "a piece of rope."
Sincere (20%) - have a deep concern for their people, seek to help meet their needs above their own (Servant Leadership)
Integrity (5%) - If something is worth doing, it must be done to the best of their ability. They are not service-before-self zealots.
Courage (5%) - Always do the right thing regardless of the consequences
Attitude (5%) - eternal optimists with positive attitudes
Accountable (5%) - Take accountability for one's actions and for the actions of their personnel
Credit (5%) - They do not care who gets the credit. Do not seek glory and honor for themselves
Reward (1%) - Reward top performers
Discipline (2%) - Motivates people to meet the standards, establishing and upholding standards of conduct
Mission (2%) - they focus on accomplishing the mission.
Respect (20%) - Treat everyone with respect and as human beings, not as objects to be won.
ReplyDeleteListening (10%) - listen to all ideas and explains why a new idea can or cannot be adopted. Will always be receptive of bad news, and will not "shoot the messanger"
Communication (10%) - communicate the vision and mission, more so in person than via any form of written text. Communicate clearly and effectively.
Empowerment (10%) - leaders give everyone what is called "a piece of rope."
Sincere (20%) - have a deep concern for their people, seek to help meet their needs above their own (Servant Leadership)
Integrity (5%) - If something is worth doing, it must be done to the best of their ability. They are not service-before-self zealots.
Courage (5%) - Always do the right thing regardless of the consequences
Attitude (5%) - eternal optimists with positive attitudes
Accountable (5%) - Take accountability for one's actions and for the actions of their personnel
Credit (5%) - They do not care who gets the credit. Do not seek glory and honor for themselves
Reward (1%) - Reward top performers
Discipline (2%) - Motivates people to meet the standards, establishing and upholding standards of conduct
Mission (2%) - they focus on accomplishing the mission.
Character [30%]
ReplyDeleteLeadership [20%]
Professionalism [20%]
Decisiveness [10%]
Communication [10%]
Self-Motivation [10%]
1. Without character nothing else really matters...and character encompasses several of the other traits previously listed (i.e. integrity, courage, sincerity, etc.).
Delete2. Assessment of leadership traits/abilities is essential no matter what AFSC you are in.
3. Professionalism is key in the "profession of arms" and also includes those traits of respect, accountability, discipline, etc.
4. Decisiveness is a significant part of leading people -- we must be able to make decisions! Some of the most frustrating commanders I've worked for haven't been the ones that made a bad decision, but the ones that didn't make ANY decision at all.
5. Communication is key to make sure that you are getting your message across, but also so that you are understanding what others are communicating to you. This trait would include both written and verbal aspects.
6. Self-Motivation is incredibly important for an officer, and will include characteristics of: attitude, work ethic, task management, personal/professional development, etc.
Leadership (30%)- Makes effective decisions, clearly sets and enforces expectations. Leads by example, effectively engages commanders intent.
ReplyDeleteJob Performance (20%)-Knowledgeable and capable of duties. effectively executes and improves processes, dispalys core values
Communication (20%)- communcates effectively, facillitates cohevisness and teamwork
Management (20%)- Delegates effectively, uses resources and people to achieve the mission
Unit Standing (10%)- Where do you stand in the unit, subordinate feedback, peer feedback
Leadership [20%] How well does the individual lead, set expectations, goals, standards (whether formally or informally)
ReplyDeleteProfessional Competence [30%] How well does the individual know their job, can they execute their mission and uphold values
Communication [15%] Can the individual communicate commander’s intent, mission, build cohesiveness and team work. Proof of an active role over laissez-faire
Performance [20%] How well did the individual perform. Part of this also takes into account personal and team awards and recognition
Fitness [15%] Are you fit to fight and execute the AF mission. The fitness percentage will compute for the individuals annual OPR. This will motivate not just to pass but to also achieve an excellent score. A 1 for failing, 3 for pass, and 5 for excellent. Two OPR scores will occur, one with the fitness weighed in and one to be averaged with the rest of the OPRs for the future. This way a failing PT test four years prior will not fail an individual on a board, but it will be seen an individual failed their test.
Effect-With the concept of abolishing bullets, how is a PRF constructed?
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteUnlike many people, I have not included a specific "leadership" category. Instead, I have included two traits I believe are the most reflective of good leadership -- critical thinking and ability to motivate peers/subordinates to to perform at maximum effort.
ReplyDeleteAFSC Technical Competence and Performance: 30%
Critical Thinking: 15%
Ability to motivate Peers/Subordinates to perform at maximum effort: 10%
Followership: 25% (specifically, the value the ratee adds to the execution of leadership’s vision)
Fitness: 10% (as measured by PRT)
Self-Improvement: 10% (specifically, how a ratee has improved themselves in relation to feedback, and/or how well a ratee is progressing in relation to personal goals, especially those established through feedback)
Performance in primary duty (25%) how well does the officer perform their primary duties, and do they show readiness for increased responsibility?
ReplyDeleteProfessionalism (20%) does the officer maintain professional standards between themselves, their peers, and their subordinates?
Mentorship (20%) does the officer display an appropriate level of leadership developing their subordinates, and potential for increased Mentorship roles?
Personal accountability (15%) does the officer regularly meet performance standards other than their primary duty (E. G. Physical fitness)
Personal development (20%) does the officer show interest in personal improvements, education within primary duties, and potential for future leadership opportunities?
Performance in primary duty (25%) how well does the officer perform their primary duties, and do they show readiness for increased responsibility?
ReplyDeleteProfessionalism (20%) does the officer maintain professional standards between themselves, their peers, and their subordinates?
Mentorship (20%) does the officer display an appropriate level of leadership developing their subordinates, and potential for increased Mentorship roles?
Personal accountability (15%) does the officer regularly meet performance standards other than their primary duty (E. G. Physical fitness)
Personal development (20%) does the officer show interest in personal improvements, education within primary duties, and potential for future leadership opportunities?
Leadership (30%) - How well does the individual lead the people below him/her and how do they perform as a follower?
ReplyDeleteSkill Knowledge (30%) - How well can the individual perform their duties
Professional Judgment (20%) - Ethics, decision making, professionalism, adhering to standards
Organizational Skill (10%) - time management, handle work at the next level
Communication Skill (10%) - ability to communicate effectively and intelligently on all levels
Leadership/Job Performance - 25% : I lumped these two together because usually you're doing on of the two. Some folks are in leadership positions others are in a position where their job knowledge and performance are critical
ReplyDeleteProblem Solving/Critical Thinking - 25% How well does the individual handle tasks, big and small, especially in unfamiliar situations
Time Management - 20% Do they meet deadlines? Can they manage themself and their subordinates in a time effective manner
Communication Skills - 15%: How well do they communicate up and down the chain, both written and verbally
Adherence to Core Values - 15%: Do they set the example? Is this someone that we're likely to here about getting fired in the news because of questionable decisions/morality