Midterm Counseling 6g5638

Making the Most of Mid-Term Counseling Think back to your last mid-term counseling. Do you your last mid-term counseling? How much time did your supervisor take with you to help identify exactly where you are in your career and what you stil need to accomplish before you can advance to the next pay grade? Did individuals walk away from the counseling knowing that the chain of command cared about their career? Mid-term counseling is a mandatory part of our performance appraisal system, but is it being done effectively(?) Mid-term counseling can only help if all involved put the time and effort into making sure the counseling is meaningful, factual and accurate. Considering individuals work for the Navy 365 days of

the year, it's not too much to ask that supervisors put forth the sincere effort to

ensure the personal growth and performance of their Sailors is discussed in a manner that yields progress.

Mid-term's five counseling objectives are clear. But achieving them isn't as easy as you may think. The five objectives are: - Identify important strengths and shortcomings. A fair, accurate, and realistic assessment of

performance is crucial to the process.

- Address specific performance problems, concentrating on ways to develop growth in these areas. Also include the individual's that criticism

strengths and encourage their future development. Point out ways to improve, but don't dwell on unimportant faults in the belief

is essential to counseling. appropriate. Be sure that goals are challenging but realistic and attainable for the Sailor.

- Present a performance growth plan, if

- Ensure the Sailor has a clear understanding and acknowledges her/her performance during the review period. - Review what

is expected of

the Sailor before the next counseling session or evaluation report. Ensure the Sailor understands each

supervisor's expectations. The counseling objectives are clear, but somewhat difficult to perform effectively. Each of

the objectives calls for all to communicate

in an open and meaningful manner. Mid-term counseling is not a paperwork drilL. It's not a time to tell your better Sailors, "You're doing

everything right.. .just don't change a thing and your evaluation wil be fine." All of our Sailors are entitled to constructive on a semiannual basis. For counseling to be trly productive, there are things that must be done by the counselor and the counselee.

Counselors should schedule time in their schedule so they are not rushed or interrpted. Additionally, they should gather as much information on the Sailor as possible so they have what he or she needs to highlight both strong points and weaknesses. It's probably also a good idea to think about what you plan to say at the opening of

the counseling session and how you plan to close it. Each Sailor is different

and wil iikely respond to counseling in a different manner. If

you truly know your people, you'll know how to alter your approach to ensure

they feel comfortble talking to you.

An excellent idea is to have the counselee complete a self-appraisal (see attched format below). The counselee should also do his or her best to write down what they have done since the last evaluation. The more specific, the better the .

Finally, counseling is not one-way conversation. Counseling is not a lecture from the supervisors. Effective counseling focuses on the Sailor's accomplishments and/or weaknesses, not the counselor's. Too many counselors tend to inject themselves too often. Unless the counselor is the counselee's mentor, one should not assume that for a Sailor to be successful he or she must do as you have done. There are

many right paths to take in the Navy. If a counselor implies that the only road to success is to do as they did, the counseling is probably not very constructive.

Why focus on counseling? Cleary every one matters. As we navigate through our careers, we all need . Without , we might come to believe we have reached our peak performance. Honestly, have you ever met a Sailor who couldn't do a little more, ifhe or she was provided constrctive (?)

Leadership is about doing the right thing. It's also about managing your Sailors' careers. The trth is... no one in the Navy cares more

about an individual's career than the individuaL. The challenge is that each individual should ensure their mid-term counseling is meaningful

by being prepared and engage in the conversation with your supervisors, in order to help shed light on what each might be able to do in

of improvement. Additionally, supervisors who conduct mid-term counseling, must make a concerted effort to provide their Sailors with quality time and really listen to them. Experience shows that when you let a Sailor tell you about what he or she likes about his or her job and the Navy, the answers often are surprising, and lead to constrctive and meaningful counseling. Written by FLTCM(AW/SW) J.R. Thompson

RCS BUPERS 1610-I(Modified) 4. SSN

I. Name (Last. First MI Suffx)

PRI: COLL: WATCH:

PLATFORM: For Mid-term Counseling Usc. (When completing EVAL, cnler 30 and 3 i from counseling record, sign 32.)

30. Date Counseled

3 i. Counselor

2IJUN08

AMCS(A W) SKINNER

32. Signature of Individual Counseled

3.0 standards; 3.0 - Meets all 3.0 the specific standards for 5.0. Standards are not all inclusive.

PERFORMANCE TRAITS: 1.0 - Below standards/not progressing or UNSAT in anyone standard; 2.0 - Does not meet all standards; 4.0 - Exceeds most 3.0 standards; 5.0 - Meets overall criteria and most of

PERFORMANCE 1.0'Pro2.0' 3.0' 4.0' TRAITS Below Standards Meets Standards Above res

33.

rating, specialty or job. -Unable to apply knowledge to solve routine problems. -Fails to meet advancement/PQS requirements.

sin Standards

-Marginal knowledge of

PROFESSIONAL KNOWLEDGE: Technical know-

Ledge & practical Application.

NOB D -Needs excessive supervision.

34.

OF

QUALITY

D

D

work; end

Standard of

-Recognized expert, sought out by all

specialty and job. -Reliably applies knowledge to accomplish tasks.

for technical knowledge.

-Meets advancement/QS requirements on time.

-Meets advancement/PQS require-

-Produces quality work. Few

-Wasteful of resources.

and resulting rework. -Uses resources effciently.

-Uses knowledge to solve complex

technical problems.

ments early/with distinction.

D

-Needs little supervision.

-Product frequently needs rework.

WORK: Value of

rating,

-Strong working knowledge of

5.0' Greatly Exceeds Standards

D

-Needs no supervision.

D

-Always produces exceptional work. No rework required. -Maximizes resources.

errors

product.

D

NOB D 35. OR ORGANIZATIONAL CLIMATE/EQUAL OPPORTl.NITY: COMMAND

Contributing to growth

and development, human worth, community.

-Actions counter to Navy's retention! reenlistment goals. -Uninvolved with mentoring or professional development of subordinates. -Actions counter to good order and discipline and negatively affect Command/Organizational climate. -Demonstrates exclusionary behavior.

Fails to value differences from cultural diversity.

D

NOB D 36.

-Consistently unsat appearace.

MILITARY BEARING/ CHARACTER: Appearance,

-Unsatisfactory demeanor/conduct. -Unable to meet one or more

Conduct, physical

Navy Core Values: HONOR,

Fitness, adherence to Navy Core

COURAGE, COMMITMENT.

physical readiness standards.

-Fails to live up to one or more

Values. NOBD 37.

-Needs prodding to attain

PERSONAL JOB ACCOMPLISHMENT/

qualification or finish job.

IN ITA TIVE: Responsibility, Quantity of work.

NOB D NA VPERS i 61 0/2 (7-95)

D

D

D

-Positive leadership s Navy's increased retention goals. Active in decreasing attrition. -Actions adequately encourage/ subordinates' personal &

D

Proactive leader/exemplary mentor. Involved

in subordinates' personal development leading to professional growth/sustained commitment. -Initiates programs for military, civilian, and familes to achieve

professional growth. -Demonstrtes appreciation for contrbutions of navy personnel. Positive influence on Command

D D D D D D

climate. -Values differences as strengths. Fosters atmosphere of acceptance/inclusion

exceptional Command and Organizational

climate. -The model of achievement. Develops unit cohesion by valuing differences as strengths.

per EO/EEO policy.

D HONOR, COURAGE, COMMITMENT.

D

time. -Plans/prioritizes effectively.

-Prioritizes poorly.

-Reliable, dependable, willingly accepts responsibility.

-Avoids responsibility.

D

D

-Exemplary personal appearance. -Exemplary representative of Navy. -Excellent or outstanding PRT. A leader in physical readiness. -Exemplifies Navy Core Values:

-Excellent personal appearance. -Excellent demeanor or conduct. -Complies with physical readiness progrm, within all standards. -Always lives up to Navy Core Values: HONOR, COURAGE, COMMITMENT.

-Productive and motivated. Completes tasks and qualifications fully and on

D

-Measurbly contributes to Navy's increased retention and reduced attrition objectives. -

D

D

-Energetic self-starter. Completes tasks or qualifications early, far better than expected. -Plans/prioritizes with exceptional skill and foresight. -Seeks extra responsibility and takes on the hardest jobs.

D

MID-TERM COUNSELING RECORD (EI-E6) (cont'd)

RCS BUPERS 1610-I(Moditied)

i. Name (Last, First MI Suffx) 12. Rate 13. Desig

14. SSN PERFORMANCE TRAITS

2.0'

1.0'

Pro-

Below Standads

team building and team results.

-Does not take direction welL.

Contributions to

D

NOB D 39.

LEADERSHIP: (Optional for EI-E3)

Organizing, motivating and developing others to accomplish goals.

NOB D

-Fails to motivate, train or develop subordinates. -Fails to organize, creates problems for subordinates. -Does not set or achieve goals

Above Standards

Meets Stadards

iressine

-Creates conflict, unwilling to work with others, puts self above team. -Fails to understand team goals or teamwork techniques.

38.

TEAMWORK:

4.0'

3.0'

-Team builder, inspires cooperation

-Reinforces others' efforts, meets commitment to team. -Understands goals, employs good teamwork techniques. -Accepts and offers team direction.

D

relevant to command mission.

-Lacks ability to cope with or tolerate stress. -Inadequate communicator. -Tolerates hazards or unsafe practices. -Does not attend to welfare of subordinates.

D

-Effectively motivates, trins and develops subordinates. -Organizes successfully, solves problems as they occur. -Sets/achieves useful, realistic goals which command mission. -Performs and leads effectively in

5.0' Greatly Exceeds Standards and progress.

-Focuses goals/techniques for teams. -The best at accepting and offering team di recti on.

D

D

- Inspiring motivator and trainer,

consistently builds winners. -Superb organizer, great foresight,

problems. -Leadership achievements significantly furthers command mission. gets ahead of

- Perserveres

stressful situations.

-Clear, timely communicator. -Ensures safety of personnel and

equipment. -Routinely considers subordinates'

personal and professional welfare.

D

D

D

D

D

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· Identify Important Strengths: · Identify Important Shortcomings:

· Address specific performce problems & discuss ways to imrove in these areas:

· Present a performce growh plan (if needed):

· Discuss what's expected of the Sailor prior to next counseling session/ eval report: · Ensure Sailor has a clear understanding & acknowledges their performnce during this

review period: · Memer to identify 3 items accomlished within the past 6 months and 3 things intended to be accomplished within the next 6 months:

NAVPERS 1610/2 (7-95)

Revised (16 Nov 06)

Date:

MID-TERM COUNSELING INPUT FROM: (put your name above here)

Specific Accomplishments (i.e. SOPs Written/Signifcant Tasks/Initiatives Completed):

Directed/Orchestrated/Reviewed the development of the following:

Command Items involved with:

Other Initiatives (i.e. training, dept.div. , etc):

Collateral Duties (those that you have been pro-active in and their results):

Command InvolvementIolunteer :

Correspondence Courses and/or Outside Education Completed:

AwardslRecognition: (Example: Global War On Terrorism Service Medal (lSI AWARD) March 05)

Operational/Deployed Involvement: (Example: Deployed aborad USNS COMFORT March 05)

(For O(fcers. Os. & LPOs) Comments on Efforts & Ouality of Results in Fostering a CommandlWorkolace Environment Conducive to the Improvement of "PERSONNEL RETENTION", Contribution to "PERSONNEL ADVANCEMENT", Increased RETENTION EXCELLENCE "EDUCATIONAL OPPORTUNITIES", Overall "CAREER DEVELOPMENT", & Results of A WARD PROGRAMS":

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