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UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

HUMAN RESOURCESWARRANT OFFICER BASIC COURSE

Manage Officer Distribution and Assignments CDA42127

LP LESSON PLAN LP

March 2020

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U.S. ARMY SOLDIER SUPPORT INSTITUTEUS ARMY ADJUTANT GENERAL SCHOOL

Human Resources Warrant Officer Advanced Course Manage Officer Distribution and Assignments Lesson Plan

Lesson Number: 805C-CDA42127Lesson Title: Manage Officer Distribution and AssignmentsSupported Task(s): 805C-42B-6026 Lesson Version: 7 Total Lesson Hours: 6.7 HoursLesson Creator: OTED Staff Date: October 2019Update Author: Mr. Drew Phillips Last Update: March 2020

Classification: UnclassifiedForeign Disclosure: FD1 - This training product has been reviewed by the training developers in coordination with the USASSI/Fort Jackson foreign disclosure officer. This training product can be used to instruct international military students from all approved countries without restrictions.Distribution Restrictions: None

1. SCOPE: Manage Officer Distribution and Assignments is essential to the effective development of multidimensional, adaptive and innovative leaders. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for managing officer distribution and assignments. At the conclusion of this block of instruction, students will be able to understand the officer classification system and the assignment process.

This lesson supports multiple desired educational outcomes, preparing students to be confident leaders who are able to effectively apply doctrinal concepts and sound judgment.

The expected outcome of this lesson is to introduce PIM tactics, techniques, and procedures (TTPs) at the foundational battalion level, while building a general understanding of higher echelon PIM. This lesson focuses on developing HR officers who can plan, prepare, execute, and assess PIM at battalion and correlate PIM functions and responsibilities at division/corps, and Human Resources Command (HRC) level.

2. Army Learning Areas and General Learning Outcomes: Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes.

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General Learning Outcomes (GLO) are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.

This lesson covers the following ALAs and associated GLOs:

Human Dimension: embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.

ALA: Army Profession and Leadership GLOsGLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This GLO includes Applied

Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making. .

Professional Competence: is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA.

ALA: Professional Competence GLOsGLO 12: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes.GLO 14: Soldiers and Army Civilians are technically and tactically competent.

3. LEARNING OBJECTIVE(S):

Terminal Learning Objective: Manage Officer Distribution and Assignments

Action: Manage Officer Distribution and Assignments

Condition: In a classroom environment, given access to FM 1-0, AR 611-1, AR 614-100, AR 614-185, student reading assignment material and awareness of Operational Environment (OE).

Standard: The student will meet the standard when they accurately:

(1) Explain the goal of the Officer Distribution and Assignment System to unit leaders.

(2) Define the Officer and Warrant Officer Classification System

(3) Interpret Officer Assignment Policies

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(4) Manage the Army Talent Alignment Process using AIM 2.0

4. LEARNING DOMAIN: Cognitive

5. LEVEL OF LEARNING: Comprehension

6. ASSESSMENT METHOD: Students will be given a graded end of module examination which will include Managing Officer Distribution and Assignments. Students must pass with a score of 80% or higher.

7. INSTRUCTOR MATERIALS AND RESOURCES(1) Doctrinal and Administrative References (a) FM 1-0 Human Resource Support (1 April 2014) (b) AR 611-1 Military Occupational Classification Structure Development and Implementation (15 July 2019) (c) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019) (e) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)

(2) Websites: (a) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx (b) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21

(3) Training aids and resources: (a) Lesson Plan(b) Laser Printer: 1815DN(c) Computer, Micro Lap-Top P(d) Portable AC/DC with Battery Pack: HP Elitebook 8540P(e) Projector, LCD/DLP: Panasonic PT-F300U(f) Power Strip, Electrical Outlet(g) Indoor Speakers: DI5 Tannoy(h) Microphone Wireless, W/Dynamic High: EW112E Sennheiser(i) Flip Chart, Paper and stand(j) Chartpak/colored markers(k) Interactive Pen Display: ID422W Smart(l) Whiteboard, Wall display Digital Interactive: Sharp PNL702B(m) General Instruction Building, 1080 SF, 25 PN

8. STUDENT MATERIALS AND STUDY ASSIGNMENTS:

(1) Study Requirements: (a) Read:

(1) FM 1-0 Human Resource Support (1 April 2014)

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https://aim.hrc.army.mil/portal/usr_services.aspx

(2) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)

(b) Scan(1) AR 611-1 Military Occupational Classification Structure Development and Implementation (15 July 2019)(2) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)

(c) Review Websites: (1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx

(2) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21 (2) Bring to Class: None(3) Be prepared to discuss the following: (a) Officer Classification. (b) Personnel Utilization. (c) Talent Management

9. INSTRUCTION TIME(1) Learning Step/Activity 1: Introduction Time of Instruction: 10 mins(2) Learning Step/Activity 2. Recognize the Goals and Challenges of the Officer Distribution and Assignment System

Time of Instruction: 40 mins(3) Learning Step/Activity 3. Define the Officer Classification System

Time of Instruction: 50 min(4) Learning Step/Activity 4. Define Roles and Responsibilities of DA G1, HRC and S1s

Time of Instruction: 50 mins(5) Learning Step/Activity 5. Interpret Officer Assignment Policies

Time of Instruction: 30 mins(6) Learning Step/Activity 6. Manage the Army Talent Alignment Process using AIM 2.0

Time of Instruction: 1hr(7)Learning Step/Activity 7. Practical Exercise

Time of Instruction: 1 hrs (8) Learning Step/Activity 8. Practical Exercise Review

Time of Instruction: 20 mins (9)Learning Step/Activity 9. Test/Quiz

Time of Instruction: 1 hrs(10)Learning Step/Activity 10.Review

Time of Instruction: 10 minsSUMMARY Time of Instruction: 5 mins

10. CONDUCT OF LESSON:

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https://www.milsuite.mil/book/groups/smartbookdapam611-21

https://aim.hrc.army.mil/portal/usr_services.aspx

INTRODUCTIONIntroduction to the course and begin with a concrete experience for discussion

SHOW SLIDE: INTRODUCTION

Learning Step/Activity 1: Introduction Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 10 minsINSTRUCTIONAL GUIDANCE. Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and the identified reference materials. Throughout this lesson, solicit from students the challenges they have experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least one of the eight critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time.CONCRETE EXPERIENCE: (1) Lead-in: Properly managing officer personnel assignments is the cornerstone of the Officer Distribution and Assignment System. Placing the right people in the right jobs at the right time affects promotions, schooling opportunities, and more importantly, the success of various Army organizations. As HR professionals, you will serve in positions that will expose you to the Army Officer Personnel Assignment Program. You will be expected to be a subject matter expert on officer personnel assignment actions. Commanders will expect you to advise them on officer personnel assignment actions and to take care of their officers. (2) Activity: Select approximately half of the class to stand in four or five groups. Label each group as officers located at different posts and assignments. Start moving officers like a career manager does. Discuss with the students the nature of each move and some of the variables involved. The intent of the exercise is to give a visual of how complex officer distribution becomes when real people are involved. (3) Instructor Notes: There is no wrong answer - but responses should capture something about the complexity of officer distribution and their responses should lead to publish.

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PUBLISH AND PROCESS: This step involves finding out what happened with individuals while the activity was progressing. Additionally, get the students talking about the question, comparing answers, and thinking about why their answers differed from the ones given What has been your experience with assignments (For WOBC, the experience will probably be enlisted assignments but the general experience is sought)?What impact do you think officer assignment management has on unit personnel readiness? How about the Army’s readiness?What are your thoughts on how the Army’s new talent management initiative?

LEAD INTO GNI ***Summarize group responses and transition to the GNI

SLIDE 2-4:TERMINAL LEARNING OBJECTIVEIntroduce the Terminal Learning Objective(s) of the course covering action, condition, and standard

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SHOW SLIDE(S): TERMINAL LEARNING OBJECTIVE

NOTE: FOR THE INSTRUCTOR TO COVER THE FOLLOWING:

PURPOSE: Manage Officer Distribution and Assignments course is a 6.7 hour block of facilitation and assessment, providing an overview of officer and warrant officer assignment management and distribution analysis. The block of instruction explains the logic behind ODAS, and will help you work HRC to balance unit personnel readiness with individual officer development.








SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM 385-30, Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 350-29. Everyone is responsible for safety. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning.

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Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION. Students will be given a graded end of module examination which will include Managing Officer Distribution and Assignments. Students must pass with a score of 80% or higher.

STUDENT MATERIALS AND STUDY ASSIGNMENTS

(1) Study Requirements: (a) Read:

(1) FM 1-0 Human Resource Support (1 April 2014)(2) DA PAM 600-3 Officer Professional Development and Career Management (3

April 2019) (b) Scan

(1) AR 611-1 Military Occupational Classification Structure Development and Implementation (15 July 2019)

(2) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019) (c) Review Websites:

(1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx (2) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21

(2) Bring to Class: None

(3) Be prepared to discuss the following:

(a) Officer Classification. (b) Personnel Utilization. (c) Talent Management

BEGIN GENERALIZE NEW INFORMATION (GNI)

INSTRUCTOR LEAD-IN. Ask the students – If you could control one aspect of your Army career, what would it be? Briefly discuss their answers, and then explain that most officers would like to have more control over their present and future assignments.

SLIDE 5: FM 3-0 LSCO

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Discuss the relationship of Officer Distribution with LSCO

SHOW SLIDE: FM 3-0 LSCO

INSTRUCTOR DISCUSSION: Discuss briefly LSCO and how officer distribution and assignments will impact future deployments. Key point below. LSCO as a whole is covered in other lessons.

Refer Students to FM 3-0, Operations, paragraph 1-4

NEW INFORMATION (GNI)

(1) Under LSCO, HR professionals are required to conduct a more in-depth analysis of their officer population to identify officers who may leave the units under Schooling/Training, Separations, Retirements, PCS, and Resignations.

(2) The analysis will help the commander decide if personnel are required to be STOP LOSS (not currently policy but may be reintroduce under LSCO operations), STOP MOVE to prevent PCS, especially if no backfill have been identified or they will not arrive in a timely manner to support the deployment mission. Additionally, can the officers with approved resignations and retirements be a candidate for an extension on active duty to support the deployment

(3) During LSCO, correct, effective and efficient officer manning assists commanders in making vital personnel decisions. This is a continuous process tailored to the mission during the SHAPE role and continues throughout all strategic roles.

(4) The SHAPE (paragraph 1-62) role sets the stage during LSCO. Personnel actions driven by successful HR metric tracking during SHAPE role ensures the successful execution of the other LSCO roles by providing the maximum amount of human capital available.

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GOAL OF OFFICER DISTRIBUTION AND ASSIGNMENTSDiscuss Officer Distribution process

SHOW SLIDE: GOAL OF OFFICER DISTRIBUTION AND ASSIGNMENTS

Learning Step / Activity 2. Recognize the Goals and Challenges of the Officer Distribution and Assignment System

Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:32Time of Instruction: 20 minsMedia: Large Group Instruction

INSTRUCTOR DISCUSSION: Discuss why do we need an officer distribution and assignment system? What are the reasons behind moving officers to different assignments?

(1) Answers include; Soldier availability, personnel strengths, critical AOC shortages, and professional development.


(1) The Officer Professional Management System (OPMS) was instituted in 1972, as a result of the U.S. Army War College Study on Military Professionalism and a follow-on analysis directed by the Deputy Chief of Staff (DCS), G–1. Numerous changes in personnel management policy have been incorporated into OPMS between its implementation in 1975 and now. OPMS continues to evolve as new requirements and distribution methods develop. (2) The purpose of OPMS is to enhance the effectiveness and professionalism of the officer corps. The OPMS encompasses all policies and procedures by which Army field grade, company grade, and warrant officers are trained, educated, developed, assigned, evaluated, promoted, and separated from active duty. The OPMS consists of personnel management policies and procedures that assure a deployable, professional officer corps capable of meeting the challenges of the future as embodied in Joint Operations Concepts.(3) The current Army Warrant Officer Program was announced on 12 April 1960 and outlined utilization policies, criteria for selection of warrant officer positions, and

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instructions for conversion to the current warrant officer MOS system. In 1966, a study group was formed at the Department of the Army (DA) level to develop a Warrant Officer Career Program, which would address Army requirements while providing career opportunities to attract high-quality personnel. Like the officers, the warrant officer program has seen numerous changes in personnel management policy since its implementation.(4) The purpose of the warrant officer component of OPMS is to provide a deployable, professional, and ready warrant officer cohort capable of meeting the challenges of the Army. The OPMS encompasses all policies and procedures by which Army warrant officers are procured, trained, educated, developed, assigned, evaluated, promoted, and separated from active duty.(5) The officer personnel assignment system is a functional subsystem of the Officer Personnel Management System (OPMS). The goal of this subsystem is to place the right officer in the right job at the right time.

SLIDE 7: FACTORS INFLUENCING THE DISTRIBUTION PROCESSDiscuss Officer Distribution process

SHOW SLIDE: FACTORS INFLUENCING THE DISTRIBUTION PROCESS

INSTRUCTOR DISCUSSION: Discuss why do we need an officer distribution and assignment system? What are the reasons behind moving officers to different assignments?

(1) Answers include; Soldier availability, personnel strengths, critical AOC shortages, and professional development.


(1) The primary factors influencing an officer’s assignment are Army requirements and the Officer Distribution Plan (ODP). Development of the ODP is based on numerous factors including documented and resourced authorizations, DA priorities, professional development needs, and disposition of the force. The ODP then becomes the officer distribution–planning document to assign officers to fill Army requirements worldwide.

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(2) Under the DCPC Policy, female officers will be assigned to positions that are coded female only or interchangeable. (3)Other assignment considerations include the following:

(a) The officer’s grade, career fields, education, and experience.(b) The professional development needs of the officer.(c) Availability.(d) Policy considerations, such as PCS costs, stabilization, and tour equity.(e) Officer’s potential for advancement.(f) Personal preferences of the officer or family considerations, for example, exceptional family member program (EFMP), and concurrent assignment of family members to the same military unit.(g) Regimental affiliation.(h) Location and date of projected command selection list (CSL) command as Project/Systems Manager.

SLIDE 8: FACTORS INFLUENCING THE DISTRIBUTION PROCESSDiscuss Officer Distribution process

SHOW SLIDE: CHALLENGES OF OFFICER DISTRIBUTION AND ASSIGNMENTS

INSTRUCTOR DISCUSSION: Discuss some of the challenges in officer distribution and assignments. The dialogue questions are to generate thoughts

(1) What are we trying to balance? (Army vs Officer)(2) What are the hazards of not balancing these needs?(3) What impact does G1/S1 officer distribution have on a unit?Good advice: DA PAM 600-3, Para 3-15a - The individual. In many respects, officers are ultimately their own career managers.

NEW INFORMATION (GNI)(1) Officer distribution and assignments are governed by certain developmental tenets or rules that focus more on the quality and range of experience, rather than the specific gates or assignments required to progress. These basic tenets are:

(a) Branch technical and tactical skills for initial entry officers to develop a warrior ethos and gain important leadership experience in company grade assignments. (b) Windows of opportunity to gain broadening experience or exposure.

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(c) Voluntary transfer opportunities (via the Voluntary Transfer Incentive Program (VTIP)) between branches and FAs and branch transfer between branches to develop both specific and broad functional competencies. (d) Lifelong learning, supported by both civilian and military education, bolsters the development of joint and expeditionary competencies. (e) Flexible timelines to enable officers to serve longer in developmental assignments, ensuring officers have adequate time to gain skills and experience and also to support unit readiness and cohesion. (f) Management by categories and groups with similar functions to facilitate the development of officer functional competencies required on the future battlefield.

SLIDE 9: CHECK ON LEARNINGCheck on Learning

SHOW SLIDE: CHECK ON LEARNING

QUESTIONS: (1) What is the goal of the officer personnel assignment subsystem?

(a) Answer: To place the right officer in the right job at the right time.(2) The purpose of the warrant officer component of OPMS is?

(a) Answer: To provide a deployable, professional, and ready warrant officer cohort capable of meeting the challenges of the Army(3) The primary factors influencing an officer’s assignment are?

(a) Answer: Army requirements and the Officer Distribution Plan (ODP)SLIDE 10: DEFINE THE OFFICER AND WARRANT OFFICER CLASSIFICATION SYSTEM KEY TERMS SLIDE 1

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Discuss the relationship of Officer Distribution and Branches

SHOW SLIDE: DEFINE THE OFFICER AND WARRANT OFFICER CLASSIFICATION SYSTEM KEY TERMS SLIDE 1

Learning Step / Activity 3. Define the Officer Classification SystemMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 50 minMedia: Large Group Instruction

REFERENCE(S): (1) AR 611-1 Military Occupational Classification Structure Development and Implementation (15 July 2019) (2) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21

INSTRUCTOR DISCUSSION: Refer to information below


(1) Army branches are categorized as arms and services based on normal functions and roles performed by the personnel assigned to them. Certain branches are both an arm and a service. The arms are those branches whose Soldiers are primarily concerned with combat and combat support.

(2) Combat services are those branches whose Soldiers are concerned with providing combat service support and/or administrative support to the Army.

(3) Accession (Basic) Branches are Adjutant General Corps (42), Air Defense Artillery (14), Armor (19), Aviation (15), Chemical Corps (74), Corps of Engineers (21), Field Artillery (13), Finance Corps (44), Infantry (11), Military Intelligence (35), Military Police Corps (31), Ordnance Corps (91), Quartermaster Corps (92), Signal Corps (25), and Transportation Corps (88).

(4) Non-Accession branches are Special Forces (18), Psychological Operations (37) and Civil Affairs (38)

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(5) Army special branches are the Army Medical Department (60-73), Chaplains Corps (56) and The Judge Advocate General's Corps (27).

(6) The basic elements of the officer classification system are numerically coded. Branch codes are the first two characters (numeric), which are used to identify the principal or secondary position requirements and the officer’s designated branch. Please note that the two-digit code is also the first two characters of the Area of Concentration codes.

(7) Areas of concentration (AOC) codes are the three characters (two numeric and one alpha), which are used to identify the specific requirement(s) of a position in requirements and authorizations documents and requisite qualifications for officers to fill them. AOC should apply to at least 40 authorized duty positions with such close occupational or functional relationship that an optimal degree of interchangeability among officers so classified will exist at any given level of skill or grade

SLIDE 11: BRANCH DETAIL PROGRAMDiscuss the relationship of Officer Distribution and Branch Details

SHOW SLIDE: BRANCH DETAIL PROGRAM

REFERENCE(S): (1) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)(2) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)



(1) A portion of each cohort year group’s population will participate in branch details while serving as LTs. Branch details are necessary to compensate for select branches with a large disparity between their LT and captain (CPT) and above requirements. If the LT authorizations dictated long term branch designation beyond promotion to CPT, the branches with large volumes of LT requirements would have an excessive number of CPTs. Similarly, the branches with a very low number of LT requirements would not

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fill their CPT and above requirements if LT authorizations dictated long term branch designation. The branches with the most significant disparities between their LT and CPT and above authorizations serve either as donors (low LT authorizations and high CPT authorizations) or recipients (high LT authorizations and low CPT authorizations) for branch details.

(2) DA PAM 600-3, para 4-7b states upon commissioning, selected lieutenants branched Signal, Quartermaster, Ordnance, Transportation, and Finance may be detailed to a combat arms branch for a minimum of 2 years or longer if assigned to a life cycle unit. Selected Military Intelligence and Adjutant General Officers are detailed for 4 years.

(3) This is doctrinal. Obviously implementation depends on real world. AG – PSDR caused a reduction in AG officers being detailed to other branches. Once the population rises with new accessions, branch details will return to normal

SLIDE 12: OFFICER CLASSIFICATION SYSTEM KEY TERMS SLIDE 2Discuss Officer Classification terms and other programs

SHOW SLIDE: OFFICER CLASSIFICATION SYSTEM KEY TERMS SLIDE 2




(1) Per DA PAM 600-3, para 3-4c (1) (b), Some officers also receive a functional area designation later during their company grade years. Officers given a functional area receive specialized training for that FA, and now may be eligible for assignments that are geared towards an FA grouping rather than branch. Some officers have a branch/FA combination that allow them to move back and forth between assignments.

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Some officers may never return to their basic branch. Some officers may get a functional area designation, but never actually leave their basic branch.

(2) Functional Area (FA) codes are like branch codes in that they are also two characters (numeric) which are used to identify the principal or secondary position requirements and the officer’s designated functional area.

(3) Functional area codes are designated from 20-99. The functional areas are: Network/System Engineering (26), Electronic Warfare (29), Information Operations (30), Strategic Intelligence (34) (Rescind 202110), Space Operations (40), Public Affairs (46), Academy Professor, U.S. Military Academy (47), Foreign Area Officer (48), Operations Research/Systems Analysis (49), Force Management (50),Army Acquisition Corps (51), Nuclear Research and Operations (52), Simulations Operations (57)Strategic Plans and Policy (59) and Ammunition (89).

SLIDE 13: DEFINE THE OFFICER AND WARRANT OFFICER CLASSIFICATION SYSTEM KEY TERMS SLIDE 3Discuss Officer Classification terms and other programs





(1) Officers will be managed by categories and groups with similar functions to facilitate the development of officer functional competencies requires on the future battlefield. The design is not intended to reflect where officers serve on the battlefield, but to align the functions and skills requires. These categories are:

(a) Maneuver, fires, and effects. This functional category gathers maneuver branches and functional areas that have similar battlefield application or complementary

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roles. This grouping is comprised of the following functional groups, with the branches and functional areas listed:(1) Maneuver: Armor (19), Infantry (11), and Aviation (15).(2) Fires: Field Artillery (13) and Air Defense Artillery (14).(3) Maneuver Support: Engineer (21), Chemical (74) and Military Police (31).(4) Special Operations Forces (SOF): Special Forces (18), Psychological Operations (37) and Civil Affairs (38).(5) Effects: Public Affairs (46) and Information Operations (30).

(b)Operations Support (OS). This functional category gathers two currently existing branches, Military Intelligence and Signal, with functional areas that have similar battlefield applications or complementary roles. Also included in this functional category are the functions associated with Force Training, Development and Education that design, build, and train the force. The category is comprised of the following:

(1) Network & Space Operations: Signal Corps (25), plus Information Systems Management (53), Telecommunication Systems Engineer (24), and Space Operations (40).(2) Intelligence, Surveillance, & Reconnaissance (ISR) & Area Expertise: Military Intelligence (35), Strategic Intelligence (34), and Foreign Area Officer (FAO) (48).(3) Plans Development: Strategic Plans and Policy (59) and Nuclear and Counter proliferation (52).(4) Forces Development: Force Management (50), Operations Research/Systems Analysis (ORSA) (49) and Simulation Operations (57).(5) Education and Training: Permanent Academy Professor (47)

(c) Force Sustainment. This functional category, also known as the Logistics Corps comprises all branches and functional areas associated with logistics, resource and Soldier support functions:(1) Integrated Logistics Corps: Transportation Corps (88), Ordnance (91), and Quartermaster (92), plus Multifunctional Logisticians (90).(2) Soldier Support: Adjutant General Corps (42) and Human Resources (43), and Finance Corps (36) which combines Finance (44) and Comptroller 45) branches.(3) Acquisition Corps (51): as currently organized.

(d) Health Services (HS). The U.S. Army Medical Department Corps sustains a healthy and medically protected force with six specialty corps: medical, dental, veterinary, nurse, medical specialist, and medical services.

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(e) Special branches. Per AR 600–3, there are two special branches that will exercise personnel management authority due to the unique accessions and educational and certification/endorsement requirements. The Chaplain Corps and JAG Corps are designed to advise commanders while caring for unique Soldier’s needs, including spiritual and legal needs, respectively.




INSTRUCTOR DISCUSSION: Discuss the use of branch immaterial positions. Does it really matter what branch we pull from to command a recruiting company?


(1) Officer immaterial codes have been established to identify officer positions where the job description does not correlate directly with a specific branch or FA. These codes permit more flexibility with force structure and inventory changes, allowing more accurate coding to fulfill requirements

(2) “Immaterial” has been changed to “Generalist” in new doctrine.

(3) Branch immaterial positions are distributed among the HRC branch managers for fill. The practice allows most branches to evenly contribute to these positions.

SLIDE 15: DA PAM 211-21 MOS SMARTBOOK

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Discuss Officer Classification terms and other programs

SHOW SLDE: DA PAM 211-21 MOS SMARTBOOK

REFERENCE(S): (1) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21

INSTRUCTOR DISCUSSION: As a class, Students will log into Smartbook DA Pam 611-21 for the group activity. (1) Discuss the table of contents on what each chapter provides. Allow students to peruse the contents for a few minutes before going into the directed portion of this block of instruction. (2) Have Students click on Chapter 2 Officer Classification System. Briefly discuss the table found under this chapter. (3) Have students click on Table 2-5, Discuss the spreadsheet and the data that can be pulled from it.

(a) Checking on Learning: What year did AG branch adopt the 42H AOC? A: April 2008.(4) Have student return to Chapter 2 then click on “Active Component Officer Structure Grade Cap Distribution Matrix”. See GNI note below.

(a) Checking on Learning: What is the Army grade cap for Chemical branch Captains? A: 32.90%.(5) Have Students click on Chapter 6 Warrant Officer Classification System. Briefly discuss the table found under this chapter. (6) Have students click on Table 6-3, Discuss the spreadsheet and the data that can be pulled from it.

(a) Checking on Learning: What year was the 420D AOC eliminated? A: April 1993.(7) Have student return to Chapter 6 then click on Table 6-1 and 6-2. See GNI note below(8) Return students to main page and move to next slide.NEW INFORMATION (GNI)

(1) The officer structure Grade Cap Distribution Matrix (GCDM) prescribes the distribution of grades for each BR/FA based on current personnel policies and senior

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leader guidance. It is used to inform/influence force structure decisions to ensure the officer force remains viable and sustainable.

(2) The warrant officer structure Technical and Aviator Grade Distribution Matrixes prescribes the distribution of grades for warrant officers based on current personnel policies and senior leader guidance. It is used to inform/influence force structure decisions to ensure the officer force remains viable and sustainable)

SLIDE 16-20: CHECK ON LEARNINGCheck on Learning

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DIRECTIONS: (1) SLIDE 17-18: Utilizing the MOS Smart Book…. Have students answer fill in the blanks

(2) SLIDE 18-19: Using the MTOE, identify the branch immaterial positions.

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HRC OPMDDiscuss Officer Classification terms and other programs

SHOW SLIDE: HUMAN RESOURCES COMMAND (HRC) OFFICER CAREER MANAGEMENT DIRECTORATE


INSTRUCTOR DISCUSSION: Discuss the use of branch management in officer distribution and assignments. How well is the Army system set up? What has been your experience with branch managers?


None



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REFERENCE(S): (1) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)(2) Smartbook DA PAM 611-21 https://www.milsuite.mil/book/groups/smartbookdapam611-21(3) AR 11-6 Army Foreign Language Program (18 February 2016)

INSTRUCTOR DISCUSSION: Have Students enter Smartbook and look at Chpater 4; Table 4-3. Discuss the format of this table highlighting the code, tittle, Proponent, Description, Qualifications and Restrictions. Does any have experience with officer skill identifiers?


(1) Skill identifiers identify specialized occupational areas which are not normally related to any one particular branch, FA or AOC but are required to perform the duties of a special position. Skill identifiers may require significant education, training or experience; however, SIs do not require repetitive tours and do not provide progressive career developmental assignments.

(2) Skill Identifier are identify by two characters, in either numeric- alpha or alpha-numeric combinations, which are used, in combination with an AOC, to identify the skills required of a position in requirements and authorizations documents as well as the skills in which officers may be classified.

(3) SIs are authorized for use with any AOC unless expressly limited by the classification guidance contained in table 4-3. SIs include aircraft qualification, specialized maintenance, medical and veterinary duties and other required skills that are too restricted in scope to comprise an AOC. More than one SI may be used to denote the requirements of a position or to identify the qualifications of an officer.

(4) Language identification codes (LIC) are used to identify the designated foreign language requirements of a position and an officer’s qualification in a designated foreign language (see AR 611–6). LIC is identified by two characters (alpha). The degree of language proficiency cannot be determined by the LIC alone. The officer needs to continue to maintain proficiency to keep the LIC per requirements set forth by AR 11-6.

SLIDE 23: VOLUNTARY TRANSFER INCENTIVE PROGRAM (VTIP)

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Discuss the relationship of Officer Distribution with VTIP

SHOW SLIDE: VOLUNTARY TRANSFER INCENTIVE PROGRAM (VTIP)

REFERENCE(S): (1) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)(2) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)(3) MILPER Number: 20-049 3rd QTR, FY20 Voluntary Transfer Incentive Program (VTIP) dated 11 February 2020

INSTRUCTOR DISCUSSION: Review data below


(1) The Voluntary Transfer Incentive Program (VTIP) is designed to allow Active Competitive Category (ACC) Officers to transfer to a branch or functional area within the Army's manning requirements. Two panels are held each year for CPTs and MAJs who are interested in and apply for transfer to a new branch or functional area. Whether a branch or functional area is open for transfer depends on its strength and overall personnel requirements. Every VTIP MILPER includes an IN/Out listing by branch and functional area.

SLIDE 24: ARMY CAREER INTERMISSION PILOT PROGRAM (CIPPDiscuss the relationship of Officer Distribution with CIPP

SHOW SLIDE 24: ARMY CAREER INTERMISSION PILOT PROGRAM (CIPP)

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REFERENCE(S): (1) Army Directive 2017-18 (Army Career Intermission Pilot Program) (9 May 2017)



(1) The CIPP provides a one-time temporary transition from active duty in the RA or USAR AGR Program to the Individual Ready Reserve to allow Soldiers to pursue personal or professional growth while providing a mechanism for their seamless return to active duty. The long-term intent of the CIPP is to retain the valuable investment in experience and training the Army would otherwise lose when Soldiers separate permanently. Under the CIPP, Soldiers will retain certain benefits and return to active duty (RA to RA, AGR to AGR) at the end of the inactive duty period

(2) Each Soldier must sign an agreement to accept an appointment or enlist, as applicable, and serve in the Individual Ready Reserve during the period of participation in the CIPP; undergo inactive duty training as required to retain military skills, professional qualifications, and physical readiness; and serve 2 months on active duty for each month spent in the CIPP. For Soldiers approved for CIPP participation who are under an agreement upon entry onto active duty, they will serve their CIPP obligation after they have completed the contractual active duty service obligation (ADSO) incurred as a result of their agreement to enter active duty service.

SLIDE 25: PERFORMANCE BASED - GRADUATE SCHOOL INCENTIVE PROGRAM (PB-GSIP)Discuss the relationship of Officer Distribution with PB-GSIP

SHOW SLIDE: PERFORMANCE BASED - GRADUATE SCHOOL INCENTIVE PROGRAM (PB-GSIP)

REFERENCE(S): (1) AR 621-1 Advanced Education Programs and Requirements for Military Personnel (11 December 2019)(2) AR 621-5 Army Continuing Education System (28 October 2019)

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(3) AR 621-7 The Army Fellowship and Scholarship Program (12 March 2019)(4) Website: https://www.hrc.army.mil/content/Fully%20Funded%20Graduate%20Programs%20Policy%20and%20Procedures%20Fiscal%20Year%202020



(1) The Army Chief of Staff initiated the PB-GSIP program with its first year of execution in 2015. This program is one of many educational opportunities officers/warrant officers can utilize to further their education.

(2) PB-GSIP is a 15-21 month education initiative with the mission of enhancing knowledge in key academic disciplines. The purpose is to invest in our future leaders and develop the strategic thinking capital of tomorrow. The program will allow our “Top Performers” to obtain a fully funded 15-21 month Master’s degree. They must apply as a resident student at a U.S. accredited CONUS institution IAW the Academic Year (AY)2020/2021 Performance Based Graduate School Incentive Program (PB-GSIP)

(3) Guidance and Quota Allocation memo, in one of the following seven accredited academic disciplines: Business Administration, Economics, History, Security Studies, Public Administration, Public Policy (MPP), and Computer Science. (4) The cost cap for tuition and fees is $60,000 per academic year (FY20)

(5) The program is open to Army Competitive Category basic branch key developmental Captains and Majors in Operations, Operations Support and Force Sustainment Career Fields (excluding AG and FI).

(6) Officers are nominated for PB-GSIP by their career divisions from the top 10% of their Cohort with final selection made by the Chief of Staff of the Army.

SLIDE 26: WARRANT OFFICER CLASSIFICATION

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https://www.hrc.army.mil/content/Fully%20Funded%20Graduate%20Programs%20Policy%20and%20Procedures%20Fiscal%20Year%202020

https://www.hrc.army.mil/content/Fully%20Funded%20Graduate%20Programs%20Policy%20and%20Procedures%20Fiscal%20Year%202020

Discuss Warrant Officer Classification

SHOW SLIDE: WO CLASSIFICATION



NEW INFORMATION (GNI

(1) The warrant officer MOSC consists of nine characters. In recording an MOS, a minimum of five characters will be entered. The digit “0” (zero) is used as a fifth character when identification of a special qualification is not required (see table 6–8).

(a) First and second character. The first two characters are numbers and are used together to represent branch or FA.

(b) Third character. The third character is a number and is used with the first two characters of the MOSC to designate AOC. Each branch and FA contains one or more AOCs. An AOC is a concentration of MOSs within a specific branch or FA which have closely related technical and tactical skill and training requirements.

(c) Fourth character. The fourth character, a letter, is used to designate separately definable qualifications within an AOC because of major systems or skill differences. When used in combination with the first three characters, it constitutes an MOS.

(d.)Fifth character. The fifth character, a single position number or letter, is used for SQI. The SQI is used in combination with the four characters of the MOS to designate significant qualifications which require, as a minimum, successful completion of a formal service school or at least six months on-the-job training. Marine licenses, parachutist and polygraph examiner are representative examples. When no special qualifications apply, the digit “0” (zero) is recorded in the fifth position. Otherwise, the use of the SQI creates another MOS that carries the title of the SQI. The complete list of authorized SQI and the qualifications that each designates is provided in table 6-4.

(e.) Sixth and seventh character. An ASI which consists of a two position numeric alpha or alpha numeric code which is authorized to relate to a specific occupational skill or item of equipment to an MOSC. ASI are listed in table 6-5.

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(f.)Eighth and ninth character. Consist of either an ASI or LIC, a two position alphabetic code which is authorized to identify language skills. Authorized LIC are listed in AR 11–6 of either an ASI or LIC, a two position alphabetic code which is authorized to identify language skills.

SLIDE 27-29: CHECK ON LEARNINGCheck on Learning


DIRECTIONS:

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(1) SLIDE 28-29: Utilizing the MOS Smart Book…. Have students answer fill in the blanks

SLIDE 30: ODAS ROLES AND RESPONSIBILITIES SLIDE 1Discuss HR professional ODAS roles and responsibilities

SHOW SLIDE: ODAS ROLES AND RESPONSIBILITIES SLIDE 1

Learning Step / Activity 4. Define Roles and Responsibilities of DA G1, HRC and S1sMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 50 minsMedia: Large Group Instruction

REFERENCE(S): (1) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)



(1) Personnel readiness is one of the most important functions a BN, BDE S-1, G1, and personnel readiness mangers perform on a continuous basis, regardless of location or environment. We will discuss the roles and responsibilities of each echelon of command.

SLIDE 31: ODAS ROLES AND RESPONSIBILITIES SLIDE 2

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Discuss HR professional ODAS roles and responsibilities





(1) HQDA G-1 ODAS responsibilities include:(a) Develop of assignment policy for officer personnel (Army Manning Guidance)(b) Establish stabilization policy for officer personnel.(c) Establish policy for U.S. Army Individual Ready Reserve (IRR).





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NEW INFORMATION (GNI(1) On behalf of the DCS, G–1, the CG, HRC:

(a) Interprets and implements policies initiated by the DCS, G–1. (b) Executes all current policies and recommendations new policies, systems,

and programs for strength management, strength accounting, and the distribution of all OPMD managed officers.

(c) Governs requisition procedures and policies based upon priorities of fill established by the Chief of Staff, Army (CSA) manning priorities (d) Selects and assigns all OPMD managed officers (from LT through LTC and all WOs).

(e) Issues assignment instructions (f) Conducts an annual review with DCS, G–1 to validate which branches will

serve as donors or recipients for each cohort year group. (g) Approves/disapproves requests for reassignment, deletion, or deferments

submitted by commissioned officers and WOs. (h) Manages the distribution of officers to support the Army’s mission worldwide. (i) Provides all officers with broad opportunities for career progression and

development, including approving applications for training. (j) Makes final decisions on all joint domicile assignments. (k) Manages operational requirements to support individual officer stabilization. (l) Exercise assignment approval authority for officers assigned to stabilize

positions.






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(1) The G1/ S1 is responsible for managing the personnel strength of the DIV/BDE/BCT/BN by managing assigned strength distribution at the Distribution Management Sub-Level (DMSL)

(2) G1/BDE/BCT/BN S-1s use the Total Officer Personnel Management Information System (TOPMIS) to review officer strength, distribution, and assignments while maintaining officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

(3) G1/BDE/BCT/BN S-1s also use MTOEs/TDAs to review the structure and needs of their organization against the reports provided through TOPMIS

SLIDE 34-35: OFFICER REASSIGNMENT POLICY AND RESTRICTIONSDiscuss the relationship of Officer Reassignment Policy and Restrictions

SHOW SLIDE: OFFICER REASSIGNMENT POLICY AND RESTRICTIONS

Learning Step/Activity 5. Interpret Officer Assignment PoliciesMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 20 minsMedia: Large Group Instruction

REFERENCE(S):

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(1) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)

INSTRUCTOR DISCUSSION: Review policies and restrictions on the slide

NEW INFORMATION (GNISLIDE 36: READING A MTOE/TDA FOR OFFICER ASSIGNMENTDiscuss reading a MTOE/TDA for officer assignments

SHOW SLIDE: READING A MTOE/TDA FOR OFFICER ASSIGNMENT

REFERENCE(S): (1) FMSWeb https://fmsweb.fms.army.mil/protected/secure/tools.asp

INSTRUCTOR DISCUSSION: Walk the students through this TDA example. Show the sub-paragraph and line number. Show pay grade, AOC and Skill Identifier columns.

NEW INFORMATION (GNI: None

SLIDE 37: ODAS IN ACTIONDiscuss ODAS

SHOW SLIDE: ODAS IN ACTION

Learning Step/Activity 6. Manage the Army Talent Alignment Process using AIM 2.0

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Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 1hrMedia: Large Group Instruction



NEW INFORMATION (GNI: (1) The Dynamic Distribution System (DDS) is a personnel management process supported by Army HR systems that adapts to changing requirements to support global operations. There are four month assignment cycles managed three times a year. HRC may adjust assignment priorities at any time during a cycle to support Army requirements.

(2) DDS is a result of documented requirements and valid authorizations, balanced against actual and projected inventory, with direction from the Army's Manning Guidance, resulting in a system that places officers where and when the Army needs them.

(a) Based on the Army Authorization Document System (TAADS) identifying all Army requirements and authorizations for every unit across the Army.

(b) The Personnel Management Authorization Document (PMAD) is an extract from the TAADS system reflecting valid Army authorizations that an officer can be assigned to. It is the single management document that HRC uses to project assignments up to one year out. The PMAD also includes out of cycle changes and Directed Military Over-strength (DMO) authorizations not reflected in TAADS.

(3) Under DDS, three requisitions cycles conducted within the confines of the Fiscal Year so that this aligns the officer assignment system with the Army budget system in an attempt to better balance those two distribution challenges.

(4) Officers fits into one of two categories: Non-Discretionary or Discretionary.(a) Non-Discretionary moves includes those moves that involve hard dates in an

officer's career, such as a DEROS from an overseas assignment, a report date to a professional school, a graduation date from a school, a command selection, a joint tour completion, a sequential assignment report date, or an ETS or retirement date. (b) Discretionary move includes those moves that are triggered by an assignment officer working to ensure an officer continues appropriate career development, such as an officer needs a new skill set (Joint or Army Staff), an officer's skills are no longer applicable to the current assignment, or where an officer is pre-positioned for a career enhancing position (Command, Schools, etc.).

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HR PROFESSIONAL DEVELOPMENT MODELDiscuss the relationship of HR Officer Development and ODAS

SHOW SLIDE: HR PROFESSIONAL DEVELOPMENT MODEL

REFERENCE(S): (1) DA PAM 600-3 Officer Professional Development and Career Management (3 April 2019)(2) Smartbook DA PAM 611-21https://www.milsuite.mil/book/groups/smartbookdapam611-21

INSTRUCTOR DISCUSSION: Walk the students through this professional development model. New version can be found in Smartbook DA Pam 611-21 Paragraph 3-42. What is it important to understand career progression? Who manages your career best?

NEW INFORMATION (GNI: (1) Human Resources Officer (42B).

(a) Description of duties. Leads, manages, commands, and/or directs the HR military life cycle functions that support HR policy formulation, interpretation, coordination, integration and implementation at all echelons. They serve in positions requiring HR experience at HR platoon, HR company, battalion, brigade/BCT, division and Corps, theater, ACOM, HQDA, Joint and DoD levels.

(b) Special qualifications. Upon commission, must complete the AG Basic Officer Leader Course (BOLC) Phase 3. At grade CPT, complete the AG Captains Career Course (CCC) or AG Captains Career Course –Reserve Component (CCC-RC), with the exception of Branch detailed officers, who are only required to complete CCC.

(c) Physical demands rating for initial award of AOC. Adjutant General’s Corps Human Resources officers must possess the following qualifications:

(1) A physical demands rating of Moderate (Gold). (2) A physical profile of 323222.

(3) Qualifying scores. A minimum OPAT score of Standing Long Jump (LJ) – 0120 cm, Seated Power Throw (PT) – 0350 cm, Strength Deadlift (SD) – 0120 lbs., and Interval Aerobic Run (IR) – 0036 shuttles in Physical Demand Category in “Moderate” (Gold).

(d) Special grading of positions. For positions graded CPT and LT.

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(e) Unique duty positions.(1) Battalion S1.(2) Deputy or Assistant Brigade S1.(3) BCT/Bde Strength Manager(4) Plans and Ops Team Leader(5) Human Resource Officer.(6) Joint HR/Manpower Staff Officer.(7) Postal Officer (with skill 4J).(8) Platoon Leader (Postal, Multi-functional HR).

(2) Army Music (42C). (Proponent: Chief, Army Music) (a) Description of duties. Plans, develops, and directs activities of Army bands

and musical training of Army Musicians. Coordinates all band activities of the command. Conducts technical inspections and evaluates operational status, technical capability and proficiency of command bands.

(b) Special qualifications. Baccalaureate or advanced degree in band music or in a music education field or equivalent training or experience. Must have thorough knowledge of organizations, missions, functions and operations of Army bands.

(c) Physical demands rating for initial award of AOC. Adjutant General’s Corps Army Music officers must possess the following qualifications:

(1) A physical demands rating of Moderate (Gold).(2) A physical profile of 323222.

(3) Qualifying scores. A minimum OPAT score of Standing Long Jump (LJ) – 0120 cm, Seated Power Throw (PT) – 0350 cm, Strength Deadlift (SD) – 0120 lbs., and Interval Aerobic Run (IR) – 0036 shuttles in Physical Demand Category in “Moderate” (Gold).

(d) Special grading of positions. None. (f) Unique duty positions.

(1) Band Commander.(2) Commander, Army School of Music.(3) Staff Band Officer.(4) Unit Band Officer.(5) Instructor, Army School of Music.

(3) Senior Human Resources Officer (42H). (a) Description of duties. Leads, commands, manages and/or directs the HR

military life cycle functions that support HR policy formulation, interpretation, coordination, integration and implementation at all echelons. They serve in positions requiring HR experience at HR Company, brigade/BCT, divisions, Corps, theater, ACOM, HQDA, Joint and DoD levels.

(b) Special qualifications. Officer will be redesignated from AOC 42B to AOC 42H upon promotion to Major. Must complete Intermediate Level Education (ILE), which includes ILE Common Core and Advanced Operations Course. Officers who entered AOC 42H prior to 1 Oct 2008 as a result of career field or functional designation have the option to continue to wear their basic branch insignia or wear the Adjutant General branch insignia. (c) Special grading of positions. Positions graded MAJ through COL.

(d) Unique duty positions.

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(1) S1, G1, C1 or J1.(2) Deputy or Assistant G1, C1 or J1.(3) Senior Human Resource Officer.(4) Joint HR/Manpower Staff Officer.(5) Director, HR Sustainment Center (HRSC).(6) Division Chief, HRSC.(7) Human Resources Company Commander.(8) Plans and Operations Officer(9) Equal Opportunity (EO) Officer or EO Program Manager.(10) Postal Officer (with skill 4J).(11) Director/Deputy Director, Military Mail Terminal Team.(12) Director/Deputy Director, Theater Opening R5 Team.

SLIDE 39: ASSIGNMENT INTERACTIVE MODULE (AIM) 2.0 OVERVIEWDiscuss the relationship of Officer Distribution with AIM2

SHOW SLIDE: ASSIGNMENT INTERACTIVE MODULE (AIM) 2.0 OVERVIEW

REFERENCE(S): (1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx

INSTRUCTOR DISCUSSION: Walk the students through web link as necessary.

NEW INFORMATION (GNI: (1) Assignment Interactive Module 2.0 (AIM 2) is a web based information system, designed to enhance the effectiveness and efficiency of the officer management process, and facilitate communication between officers, units, and the Officer Personnel Management Directorate (OPMD). (2) AIM 2 was fielded to Market Pilot DMSLs during the 18-01 Distribution Cycle in order to ensure the system best transformed information technology to improve the active-duty officer management process. (3) The Unit Pilot in 18-02, tested that units in the field could submit their Mission Essential Requirements (MER) through the AIM web portal. Additionally, all units participated in the distribution cycle market and input data about each vacancy, reviewed the resumes of officers available to move, and indicated a hiring preference.

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(4) DMSLs will continue to submit their MERs through the AIM 2 portal for the 19-01 Distribution Cycle. DMSLs will also continue to participate in the distribution cycle market and input data about vacancies, review resumes, and indicate hiring preferences of officers available to move.

SLIDE 40: AIM 2.0 CAPABILITIESDiscuss the AIM2 system

SHOW SLIDE: AIM 2.0 CAPABILITIES


INSTRUCTOR DISCUSSION: Walk the students through capabilities as necessary.

NEW INFORMATION (GNI: NoneSLIDE 41: MISSION ESSENTIAL REQUIREMENTSShow the AIM2 system – MER

SHOW SLIDE: MISSION ESSENTIAL REQUIREMENTS

REFERENCE(S): (1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx(2) AR 614-100 Officer Assignment Policies, Details and Transfers (3 December 2019)

INSTRUCTOR DISCUSSION: Walk through

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NEW INFORMATION (GNI: (1) The MER is used to report/request a unit’s officer and warrant officer vacancies. Currently, it is the official method of influencing which officer/warrant officer requirements HRC validates.(2) Based upon AR 614-100, OPMD distributes officers by grade, skill, or specialty at the distribution management sublevel (DMSL) level. Units prioritize vacant positions within their command and request validation of their vacancies through OPMD.(3) OPMD generates and publishes a distribution plan based on current and projected strength, available inventory, prioritized unit vacancies, and Army priorities.

SLIDE 42: TOPMIS PULLShow the AIM2 system – TOPMIS Pull

SHOW SLIDE: TOPMIS PULL


INSTRUCTOR DISCUSSION: Walk through TOPMIS pull on slide. Slide intent is show vacancies were pulled from TOPMIS before AIM2 and can be pulled for validation.


SLIDE 43: AIM2 MER PULL

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Show the AIM2 system – MER

SHOW SLIDE: AIM2 MER PULL


INSTRUCTOR DISCUSSION: Walk through AIM2 MERR pull on slide. Slide intent is show vacancies are pulled from AIM2.

NEW INFORMATION (GNI: (1) The purpose of the “Our Vacancies” tab is to allow unit Commanders to provide prioritized mission essential personnel requirements for each distribution cycle.

(2) The AIM 2 team relies on the assistance of units and organizations in order to document what type of officer is needed in your organization, to include knowledge, skills, behaviors and attributes.

(3) It is critical that each unit/organization prioritize their vacancies. The commander’s priorities provide better clarity for HRC to make distribution decisions within the constraints of Army Manning Guidance metrics and availability.

SLIDE 44: AIM2 UNIT BILLBOARD

42

Show the AIM2 system – Unit Billboard

SHOW SLIDE: AIM2 UNIT BILLBOARD


INSTRUCTOR DISCUSSION: Utilizing the AIM2 website, walk students through AIM2. Slide intent is show unit screen in AIM2.

NEW INFORMATION (GNI: (1) The “Our Unit” tab displays the following type of information for a specific unit:

(a) Unit Dashboard.(b) Information Available to the Marketplace.(c) Unit POC, Mission, and information pertinent to Officer’s available to move

during the cycle.(2) Units are able to share information about your organization and installation in order to find or attract the right officer or warrant officer for your unit. (3) The Our Unit tab may be the first impression an officer has about your organization, so ensure that your unit point of contact information is accurate.

SLIDE 45: AIM2 UNIT ACCESSShow the AIM2 system – Unit Access

SHOW SLIDE: AIM2 UNIT ACCESS

REFERENCE(S):

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(1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx

INSTRUCTOR DISCUSSION: Utilizing the AIM2 website, walk students through AIM2. Slide intent is show unit access screen in AIM2.

NEW INFORMATION (GNI: (1) The purpose of the “Unit Access” tab is to show who has what level of access to your DMSL within the AIM2 portal. There are three levels of DMSL management within the AIM2 portal.(2) The Unit Access tab can provide your Account Manager with a list of personnel identified as DMSL Managers and personnel with View Only rights.(3) DMSL Managers have the ability to edit information in the Our Unit, Our Vacancies, Our Requisitions, and Our Marketplace Tabs.(4) The Unit Access tab can provide the DODID / EDIPI and the SNL for selected personnel to your Account Manager.

SLIDE 46: PROVIDING UNIT INPUT TO A VACANCY SLIDE 1Show the AIM2 system – Unit Vacancy

SHOW SLIDE: PROVIDING UNIT INPUT TO A VACANCY SLIDE 1REFERENCE(S): (1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx

INSTRUCTOR DISCUSSION: Utilizing the AIM2 website, walk students through AIM2. Slide intent is show unit input screen in AIM2.

NEW INFORMATION (GNI: (1) The unit fills in the authorized Duty Title and authorized Duty Description under the “Position Information” tab.(2) The unit selects UIC, CONGR, AOC/MOS, and SQI from the drop down button and selects Report Date under the “Position Details” tab. (3) Click “Edit” when finished.

SLIDE 47: PROVIDING UNIT INPUT TO A VACANCY SLIDE 2

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Show the AIM2 system – Unit Additions

SHOW SLIDE: PROVIDING UNIT INPUT TO A VACANCY SLIDE 2REFERENCE(S): (1) AIM2 Officer Dashboard https://aim.hrc.army.mil/portal/usr_services.aspx

INSTRUCTOR DISCUSSION: Utilizing the AIM2 website, walk students through AIM2. Slide intent is show unit input screen in AIM2.

NEW INFORMATION (GNI: (1) Provide clear and concise input only viewable to HRC (Account Managers and Assignment Officers), that is pertinent to your unit’s vacancy, i.e., planned no cost moves, internal moves creating vacancies, etc. (2) Remind the students not to enter PII in the Special Remarks section.(3) Click “Save Requisition Data.”(4) Click “Edit.”

SLIDE 48: AIM2 MER UNIT ADDITIONS (1)Show the AIM2 system – Unit Additions

SHOW SLIDE: AIM2 MER UNIT ADDITIONS (1)


INSTRUCTOR DISCUSSION: Utilizing the AIM2 website, walk students through AIM2. Slide intent is show unit addition screen in AIM2.

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NEW INFORMATION (GNI: (1) Click “Request Position Addition” under the “Our Vacancies” tab.(2) Click “New Position Request.”(3) Select the appropriate UIC from the drop down and input the remaining data (CONGR, AOC/MO, Create Account=1).(4) Fill out the Duty Title and Duty Description.

SLIDE 49: AIM2 MER UNIT ADDITIONS (2)Show the AIM2 system – Unit Additions




NEW INFORMATION (GNI: (1) Select Req Type R – Regular Requisition(2) Enter Incumbent information, if required.(3) Concise unit remarks illustrating what HRC doesn’t know, i.e., planned NCMs, internal moves creating a vacancy, etc.

SLIDE 50: AIM2 MER UNIT ADDITIONS (3)

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Show the AIM2 system – Unit Additions




NEW INFORMATION (GNI: (1) Click “Finish.”(2) Your addition will be displayed as an ADD in the Unit Input column and you will have the ability to rank accordingly after you click “Finish.”

SLIDE 51: EXPORT VACANCIES TO EXCELShow the AIM2 system - Vacancies

SHOW SLIDE: EXPORT VACANCIES TO EXCEL



NEW INFORMATION (GNI:

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(1) The “Export Vacancies” function allows users to export data under the “Our Vacancies” tab, and view in Excel format.(2) Click “Export Vacancies.”(3) The data will export to an Excel spreadsheet document.

SLIDE 52: AIM2 KEY TAKEAWAYSDiscuss the key takeaways of the AIM2

SHOW SLIDE: AIM 2 KEY TAKEAWAYS


INSTRUCTOR DISCUSSION: Discuss the key takeaways.


SLIDE 53-55:TERMINAL LEARNING OBJECTIVE REVIEWReview the Terminal Learning Objective(s) of the course covering action, condition, and standard

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SHOW SLIDE(S): TERMINAL LEARNING OBJECTIVE REVIEW

PURPOSE: Manage Officer Distribution and Assignments course is a 6.7 hour block of facilitation and assessment, providing an overview of officer and warrant officer assignment management and distribution analysis. The block of instruction explains the logic behind ODAS, and will help you work HRC to balance unit personnel readiness with individual officer development.








Learning Step/Activity 7. Practical Exercise

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Method of Instruction: Practical Exercise (Performance)Instructor to Student Ratio: 1:32Time of Instruction: 1 hrs Media: Individualized, Self-paced Instruction

Learning Step/Activity 8. Practical Exercise ReviewMethod of Instruction: Practical Exercise (Performance)Instructor to Student Ratio: 1:32Time of Instruction: 20 mins Media: Large Group Instruction

Learning Step/Activity 9. Test/QuizMethod of Instruction: QuizInstructor to Student Ratio: 1:32Time of Instruction: 1 hrsMedia: Large Group Instruction

Learning Step/Activity 10.Test Review Method of Instruction: Test Review Instructor to Student Ratio: 1:32 Time of Instruction: 10 mins Media: Large Group Instruction

SUMMARY Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:32Time of Instruction: 5 minsMedia: Large Group Instruction

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cda42127_manage_officer_distribution_and_assignments ...€¦ · web viewstudents must pass with a...

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