Employee Petty Form PDF Details

There are times when an employee feels that they have not been treated fairly by their employer. In these cases, the employee may want to file a petty form. This form is used to document any incidents or complaints that the employee has with their employer. It is important to note that a petty form should only be filed as a last resort, after all other attempts at resolution have failed. By filing a petty form, the employee is essentially putting their job in jeopardy. Therefore, it is important to weigh all of the risks and benefits before taking this step.

QuestionAnswer
Form NameEmployee Petty Form
Form Length5 pages
Fillable?No
Fillable fields0
Avg. time to fill out1 min 15 sec
Other namescg 3788b, uscg petty, uscg 3788b, review worksheet petty

Form Preview Example

DEPARTMENT OF HOMELAND SECURITY

zy

U.S. Coast Guard

ENLISTED EVALUATION REPORT

THIRD CLASS PETTY OFFICER

INSTRUCTIONS

•Use a pen or pencil.

• Darken the oval completely.

CORRECT MARK

INCORRECT MARKS

• Do not make any stray marks on this form.

 

●

Reference: (a) Enlistments, Evaluations, and Advancements, COMDTINST M1000.2 (series)

(b) Enlisted Evaluation System Procedures Manual, PSCINST 1611.2 (series)

MEMBER: Submit a copy of current Rating Performance Qualifications (RPQ); billet assigned competencies, watch quarter station bill assignments; collateral duties; and significant achievements that are objective, accurate, and timely. Please note significant accomplishments or aspects of performance that occurred during this marking period.

RATING CHAIN: Review reference (a), reference (b), and other pertinent directives that establish policies and procedures for completing enlisted evaluation reports and assigning marks against written performance standards. All competencies within each performance factor must be evaluated.

COMMENTS: Written comments are required to support each mark of 1, 2, 3, 7, unsatisfactory conduct, and not ready or not recommended for advancement. Supporting comments for a 1, 2, 3, or 7 should be in the space provided after each factor, are limited to two lines of text for each competency and should be concise and provide specific examples of performance or behavior. Written comments for unsatisfactory conduct must be provided on a separate page and must be specific and sufficient enough to fully describe the conduct that led to an unsatisfactory mark. Written comments for not ready or not recommended for advancement must be provided on a separate page, and must be specific and sufficient enough to describe why the member is not ready or not recommended for advancement.

FUTURE POTENTIAL: Required. Provide written, succinct comments describing potential for future leadership responsibilities, including potential to successfully serve in future special, independent, or command cadre assignments, for all personnel. This block is not a substitute for a command endorsement for such assignments; commands should seek to limit comments to the extent necessary to describe the member's future leadership potential.

SUPERVISOR: After observing and gathering input on member's performance and behavior, evaluate member's performance against the written performance standards and recommend marks by darkening the appropriate ovals. Provide the completed report with recommended marks and written comments to the Marking Official.

MARKING OFFICIAL: Review the marks recommended by the Supervisor and, considering other information on the member's performance and behavior, recommend marks by darkening the appropriate ovals and entering the numerical equivalent in the “Mark” column. Provide the completed report with recommended marks and written comments to the Approving Official.

APPROVING OFFICIAL: Review the marks recommended by the Marking Official. Marks not concurred with must be discussed with the Marking Official. To change a mark, assign the new mark, and change the "Mark" column. Confirm that required written comments are provided when required. Ensure that the member is counseled on the marks and the member signs the worksheet. Verify that the marks are entered into the Coast Guard Direct Access System and that the evaluation is marked final within the timeframe specified in reference (a).

1.

RATE, FIRST NAME, LAST NAME

2.

EMPLOYEE ID #

 

 

 

 

3.

UNIT NAME

4.

PERIOD ENDING (MM/DD/YYYY) 5. PAY GRADE

E4

6.REASON (CHOOSE ONLY ONE REASON)

REGULAR:

SEMI ANNUAL

UNSCHEDULED (review references to determine when required):

DISCIPLINE

CHANGE OF COMMANDING OFFICER'S RECOMMENDATION TRANSFER

REDUCTION (OTHER THAN DISCIPLINARY)

SERVICEWIDE EXAM (SWE)

CHANGE IN RATE

PERMANENT RELIEF FOR CAUSE

PROBATION

ADVANCEMENT (DAY PRIOR TO ADVANCEMENT)

CHANGE IN APPROVING OFFICIAL

RESERVE ADOS

CG­3788B (02/19)

Page 1 of 5

MILITARY: Measures a member's ability to bring credit to the Coast Guard through personal demeanor and professional actions.

MILITARY BEARING: The degree to which the member adhered to uniform and grooming standards, and projected a professional image that brought credit to the Coast Guard.

1

Failed to consistently adhere to uniform or grooming standards. Actions brought discredit to the Coast Guard.

3

Complied with uniform and grooming standards. Projected a professional image that brought credit to the Coast Guard.

5

Consistently exceeded standards for uniform and grooming. Inspired similar standards in others. Performance of subordinates, if assigned, was exceptional.

7

MARK

CUSTOMS, COURTESIES, AND TRADITIONS: The extent to which the member conformed to military customs, courtesies, and traditions and set standards for others.

1

Failed to conform to military customs, courtesies, or traditions. Failed to address substandard performance of subordinates, if assigned.

3

Consistently conformed to military customs, courtesies and traditions. Demonstrated respect to rank and privilege, and expected the same of others.

5

Exemplified military customs, courtesies, traditions and protocols in all situations. Inspired similar standards in others. Performance of subordinates, if assigned, was exceptional.

7

MARK

Comments (Limited to a maximum of two lines of text per competency):

PERFORMANCE: Measures a member's willingness to acquire knowledge and the ability to use knowledge, skill, and direction to accomplish work.

QUALITY OF WORK: The degree to which the member utilized knowledge, skills, and expertise to effectively organize and prioritize tasks. Completed quality work and met customer needs.

1

Needed help in prioritizing routine tasks. Work frequently failed to meet expectations. Failed to stand proper watches, if assigned. Repeatedly failed to meet customer needs.

3

Used training, experience, and proper procedures to produce finished work of good quality. Worked efficiently. Stood responsible watches, if assigned. Met customer needs.

5

Consistently produced expert­quality work that exceeded expectations and standards. Successfully resolved challenging situations while on duty. Effectively set priorities for new or complex tasks. Anticipated and continually met customer needs.

7

MARK

TECHNICAL PROFICIENCY: The degree to which the member demonstrated technical competency and proficiency for rating or current assignment.

1

Knowledge and skill of rate or current assignment was below standard. Failed to acquire or maintain required qualifications.

3

Demonstrated solid grasp of the knowledge, skills, and expertise for rate or current assignment. Met or maintained required qualifications.

5

Demonstrated excellent knowledge, skills, and expertise for current assignment. Achieved or maintained advanced qualifications. Technical expertise significantly contributed to unit's mission success.

7

MARK

INITIATIVE: The degree to which the member was a self starter, acted on new ideas to make improvements, pursued opportunities to learn, and sought additional responsibility.

1

Avoided additional responsibility. Required constant supervision to complete tasks. Implemented and supported improvements only when directed to do so.

3

Took action without waiting for someone to tell them what to do. Acted on opportunities and volunteered for additional tasking.

5

Proactively sought additional responsibility from supervisors or others. Identified and acted upon opportunities to make improvements. Enthusiastically took on additional tasks or collateral duties.

7

MARK

Comments (Limited to a maximum of two lines of text per competency):

CG­3788B (02/19)

Page 2 of 5

PROFESSIONAL QUALITIES: Measures those qualities the Coast Guard values in its people.

DECISION MAKING AND

1

Failed to make necessary decisions or

3

Solved issues promptly within own

PROBLEM SOLVING: The

 

did not consider facts, alternatives, or

 

authority and referred others to

degree to which the member

 

impact. Did not weigh risk, cost, or

 

supervisor; provided

made sound decisions and

 

time. Problem solving often displayed

 

recommendations based on all

provided valid recommendations

 

poor analysis. Did not reflect on or

 

pertinent information. Asked

by using facts, experience, risk

 

learn from mistakes.

 

clarifying questions when needed to

assessment, and analytical

 

 

 

make decisions. Used facts and

thought.

 

 

 

experience to solve problems while

 

 

 

 

considering risk, cost, and time.

 

 

 

 

 

MILITARY READINESS: The

1

Lacked effort to comply with readiness

3

Managed stress to prevent negative

degree to which the member

 

standards. Performance suffered due

 

impact on job performance and

effectively identified and

 

to lack of compliance with health,

 

emotional well­being. Maintained

managed stress and engaged in

 

well­being, or readiness standards.

 

compliance with medical and

activities that promoted physical

 

 

 

readiness standards, mandated

fitness and emotional well­being.

 

 

 

training, and qualifications.

Maintained compliance with

 

 

 

Complied with weight standards

personal readiness standards.

 

 

 

throughout the entire period.

 

 

 

 

Demonstrated financial

 

 

 

 

responsibility. Used alcohol

 

 

 

 

responsibly, if at all. Participated in

 

 

 

 

physical fitness activities.

 

 

 

 

 

5

Combined keen analytical thought

7

MARK

 

and insight to make appropriate

 

 

 

decisions with little or no guidance.

 

 

 

Critical thinker who consistently

 

 

 

focused on key issues and the most

 

 

 

relevant information to solve complex

 

 

 

problems. Actions indicated

 

 

 

awareness of impact of decisions on

 

 

 

others.

 

 

 

 

 

 

5

Supported a healthy workplace

7

MARK

 

culture by promoting physical and

 

 

 

emotional well­being. Actively

 

 

 

assisted others with readiness

 

 

 

standards.Demonstrated a significant

 

 

 

commitment to the physical and

 

 

 

emotional well­being of self and

 

 

 

others.

 

 

 

 

 

 

SELF­AWARENESS AND LEARNING: The degree to which the member continued to assess self, develop professionally, improve current skills and knowledge, and acquire new skills.

1

Failed to assess personal strengths or weaknesses. Lacked motivation or desire to further knowledge or self improvement.

3

Routinely assessed self and prepared for greater responsibilities. Used available opportunities to increase professional knowledge and develop skills. Showed personal growth through education or training.

5

Proactively sought opportunities on or off duty for personal and professional development. Used training to develop others. Encouraged others toward self improvement.

7

MARK

TEAM BUILDING: The degree to which the member contributed to a group process, and worked cooperatively in a collaborative, inclusive, and outcome­oriented manner.

1

Unwilling to consider the ideas of others. Not a team player. Failed to maintain partnerships.

3

Worked cooperatively in group environments; collaborated to achieve goals. Teamwork resulted in the successful completion of assigned tasks.

5

Strong team player who achieved results through collaboration, fostering cooperation among subordinates and peers. Recognized team member efforts. Skillfully used knowledge of group dynamics to achieve maximum performance.

7

MARK

Comments (Limited to a maximum of two lines of text per competency):

CG­3788B (02/19)

Page 3 of 5

LEADERSHIP: Measures a member's ability to direct, guide, develop, influence, and support others in performing work.

RESPECT FOR OTHERS: The degree to which the member contributed to an environment that supported diversity, fairness, dignity, compassion, and creativity.

1

Showed apathy to the importance of diversity, fairness, dignity, compassion, and creativity. Treated others unfairly or with bias.

3

Supported an environment of diversity, fairness, dignity, compassion, and creativity. Showed respect for cultural differences. Supported a workplace climate that promoted inclusion, equity, and respect.

5

Demonstrated, through leadership, a strong personal commitment to fair and equal treatment of others in all situations. Actively campaigned against prejudicial actions or behavior by others.

7

MARK

ACCOUNTABILITY AND RESPONSIBILITY: The degree to which the member took responsibility of assigned duties and work area. Held self and others accountable to Coast Guard standards.

1

Did not support policies or displayed a poor attitude towards assigned work. Personal behavior was detrimental to job or workgroup performance. Failed to enforce or adhere to standards through personal conduct.

3

Applied Coast Guard policies and regulations and took accountability for performance, including completion of assigned work. Supported policies and decisions of senior personnel.

5

Demonstrated strong ethical principles and convictions by personal actions. Self­motivated, results­oriented performer who demonstrated accountability for self and others. Outstanding leader who ensured that standards were uniformly enforced.

7

MARK

INFLUENCING OTHERS: The

1

Had difficulty influencing others

3

Positively influenced and earned

effectiveness of the member to

 

effectively. Did not instill confidence in

 

respect of others. Kept self and

persuade and motivate others to

 

others. Unable to achieve desired

 

others motivated toward completion

achieve a desired outcome.

 

outcomes.

 

of work and achieved desired

 

 

 

 

outcomes.

 

 

 

 

 

EFFECTIVE COMMUNICATION:

1 Used inappropriate communication.

3 Effectively utilized clear, concise,

The degree to which the member

Written correspondence often needed

and appropriate communication in

effectively utilized all forms of

correction. Unwilling to accept

formal and informal settings to

communication in formal and

feedback; failed to listen. Disorganized

accomplish tasks. Listened

informal settings.

in verbal or written communications.

attentively and accepted feedback

 

 

from others.

5

Adapted leadership style to

7

MARK

 

maximize effectiveness. Level of

 

 

 

individual motivation served as a role

 

 

 

model for others. Actively

 

 

 

participated in mentoring.

 

 

 

 

 

 

5 Wrote succinctly and produced

7 MARK

written materials that were clear and

 

articulate. Spoke in a concise,

 

effective, organized manner tailored

 

to the audience and situation.

 

Effectively presented complex

 

issues; communicated comfortably

 

with all levels of command.

 

Comments (Limited to a maximum of two lines of text per competency):

CG­3788B (02/19)

Page 4 of 5
I CERTIFY THAT I HAVE EVALUATED THIS MEMBER AGAINST THE WRITTEN PERFORMANCE STANDARDS AND I HAVE PROVIDED WRITTEN DOCUMENTATION FOR SUPPORT OF EACH MARK OF 1, 2, 3, 7, OR UNSATISFACTORY CONDUCT AND TERMINATION OF GOOD CONDUCT ELIGIBILITY.
Assign this mark if, in the view of the rating official, at the time of this evaluation the individual has the capability and capacity to carry out the duties and responsibilities of the next higher grade, and has satisfied all eligibility and qualification requirements for the next higher grade. Required time in grade shall not be considered when determining overall eligibility for advancement.
Assign this mark if, in the view of the rating official, at the time of this evaluation the individual is satisfactorily performing their required duties but is not yet ready to carry out the duties and responsibilities of the next higher grade, or has not satisfied all eligibility and qualification requirements for the next higher grade. Required time in grade shall not be considered when determining overall eligibility for advancement.
Assign this mark if, in the view of the rating official, the individual should not be advanced to the next higher grade, regardless of qualification or eligibility, due to negative conduct or poor performance, including an unsatisfactory conduct mark, or good order and discipline issues.

CONDUCT

The degree to which this member, through personal behavior, conformed to the rules, regulations, military standards, and Coast Guard Core Values, both on and off duty.

UNSATISFACTORY

(Comments must be provided on a separate page. Comments should be specific and sufficient to describe the conduct that led to an “Unsatisfactory” mark.)

Failed to meet minimum standards as evidenced by NJP, CM, or civil conviction; or brought discredit to the Coast Guard as evidenced by adverse CG­3307 entries, including financial irresponsibility, non­support to dependents, or alcohol incidents; or failed to conform to civilian and military rules, regulations, and standards.

SATISFACTORY

No NJP, CM, or civil conviction; promoted and supported respect for rules, regulations, and civilian and military standards.

FUTURE POTENTIAL: Provide succinct, written comments describing the member's potential for future leadership responsibilities including their potential to successfully serve in future special, independent, or command cadre assignments.

Comments (Limited to a maximum of five lines of text; comments are required, however all lines are not required to be used):

ADVANCEMENT POTENTIAL (Comments must be provided on a separate page for not ready and not recommended):

READY:

NOT READY:

NOT RECOMMENDED:

 

Ready

SUPERVISOR:

Not Ready

 

 

Not Recommended

SUPERVISOR'S NAME

RATE/RANK

DATE

 

Ready

MARKING

Not Ready

OFFICIAL:

 

 

Not Recommended

 

Ready

APPROVING

Not Ready

OFFICIAL:

 

 

Not Recommended

I CERTIFY THAT I HAVE EVALUATED THIS MEMBER AGAINST THE WRITTEN PERFORMANCE STANDARDS AND I HAVE PROVIDED WRITTEN DOCUMENTATION FOR SUPPORT OF EACH MARK OF 1, 2, 3, 7, OR UNSATISFACTORY CONDUCT AND TERMINATION OF GOOD CONDUCT ELIGIBILITY.

MARKING OFFICIAL'S NAME

 

RATE/RANK

DATE

 

 

 

 

Concur

Do Not Concur, changes made

Required comments for unsatisfactory conduct, not ready, or not recommended for advancement attached on separate page.

APPROVING OFFICIAL'S NAME

 

RATE/RANK

DATE

 

 

 

 

MEMBER: I ACKNOWLEDGE HAVING BEEN COUNSELED ON AND REVIEWED MY ENLISTED EVALUATION REPORT FOR THIS PERIOD. I HAVE BEEN BRIEFED ON AND FULLY UNDERSTAND THE SIGNIFICANCE THAT THE ASSIGNED MARKS HAVE ON MY GOOD CONDUCT ELIGIBILITY. I UNDERSTAND THAT I HAVE 15 CALENDAR DAYS IN WHICH TO SUBMIT A MARKS APPEAL. I HAVE BEEN BRIEFED ON AND FULLY UNDERSTAND THE ACTION TAKEN ON MY ADVANCEMENT RECOMMENDATION AND LEADERSHIP POTENTIAL.

SIGNATURE

DATE

PRIVACY ACT STATEMENT

Authority: 14 USC 633 and COMDTINST M1000.2 (series).

Purpose: To provide feedback on enlisted member's performance and to assist in determining suitability for advancement, selection and assignments.

Routine Uses: Same.

Disclosure: Mandatory. Failure to disclose required information may adversely affect advancement, selection and assignment decisions.

CG­3788B (02/19)

Page 5 of 5

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Filling out section 1 of uscg eer

2. Once your current task is complete, take the next step – fill out all of these fields - MILITARY BEARING The degree to, CUSTOMS COURTESIES AND TRADITIONS, Failed to conform to military, courtesies or traditions Failed to, Consistently conformed to, Exemplified military customs, MARK, courtesies traditions and, Comments Limited to a maximum of, PERFORMANCE Measures a members, QUALITY OF WORK The degree to, TECHNICAL PROFICIENCY The degree, Needed help in prioritizing, tasks Work frequently failed to, and Used training experience and with their corresponding information. Make sure to double check that everything has been entered correctly before continuing!

TECHNICAL PROFICIENCY The degree, courtesies traditions and, and CUSTOMS COURTESIES AND TRADITIONS inside uscg eer

3. This 3rd section is considered rather simple, INITIATIVE The degree to which the, Avoided additional responsibility, Took action without waiting for, Proactively sought additional, MARK, responsibility from supervisors or, and Comments Limited to a maximum of - each one of these empty fields will have to be filled out here.

uscg eer conclusion process detailed (part 3)

Always be extremely attentive while filling in Proactively sought additional and Comments Limited to a maximum of, as this is where most people make errors.

4. It is time to fill out the next portion! In this case you have all these DECISION MAKING AND PROBLEM, authority and referred others to, and insight to make appropriate, MILITARY READINESS The degree to, Lacked effort to comply with, Managed stress to prevent negative, Supported a healthy workplace, MARK, impact on job performance and, culture by promoting physical and, SELFAWARENESS AND LEARNING The, Failed to assess personal, Routinely assessed self and, Proactively sought opportunities, and MARK form blanks to fill in.

Filling in part 4 of uscg eer

5. Because you get close to the completion of this form, there are several more requirements that need to be met. In particular, Comments Limited to a maximum of must be filled out.

How you can prepare uscg eer portion 5

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