cda42159_administer_personnel_readiness_management_lp_doc · web view2020-04-07 · the...

UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

HUMAN RESOURCESWARRANT OFFICER BASIC COURSE

Administer Personnel Readiness ManagementCDA42159

LP LESSON PLAN LP

April 2020

http://wapedia.mobi/en/File:SCoE_Patch.png

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

Human Resources Warrant Officer Advanced Course Administer Personnel Readiness Management

Lesson Plan

Lesson Number: 805C- CDA42159Lesson Title: Administer Personnel Readiness ManagementSupported Task(s): 805C-42B-6103, 805C-42B-6102Lesson Version: 7 Total Lesson Hours: 5.2 HoursLesson Creator: OTED Staff Date: August 2019Update Author: Mr. Drew Phillips Last Update: April 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: The intended outcome of this lesson is to produce officers who can confidently articulate and execute Personnel Readiness Management. This lesson focuses on defining Personnel Readiness as dictated by the HQDA, executing PRM in accordance with the Army and Combatant Commanders’ directives and identifying HR Technician’s role in the process. Students have already learned that readiness is the Army’s number one priority. Therefore, if students adapt the powerful intellectual tools utilized during this lesson, they will depart the Warrant Officer Basic Course (WOBC) with the basic skills required to administer PRM in a BDE/BCT S1.

This lesson supports multiple HR WO Technical 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 reinforce PRM tactics, techniques, and procedures (TTPs) at the foundational battalion/brigade level, while building a greater understanding of higher echelon PRM. This lesson focuses on developing HR officers who can plan, prepare, execute, and assess PRM at battalion and brigade. Students are encouraged to utilize the Milsuite, HRC, FMS Web, and Army G-1 websites for additional information.

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

2

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.

The GLOs 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. .Army Profession and Leadership ALA. The Army Profession is a unique vocation of experts certified in the ethical design, generation, support, and application of land power, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people. Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

ALA: Army Profession and Leadership GLOsGLO 5 Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks. This includes

the Operations Process (Plan, Prepare, Execute, and Assess), Synchronize Information-related Capabilities, Knowledge/Information Management, and Cyber-Electromagnetic Activities

Human Dimension ALA. The human dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.

ALA: Human Dimension 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 ALA. 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.

ALA: Professional Competence GLOsGLO 12: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine; includes ULO,

National Security Policies, and Military Strategies and CapabilitiesGLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding

and contributing to Army Systems that manage, develop, and transform the Army.GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career

Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.

3. LEARNING OBJECTIVE(s):

Terminal Learning Objective: Administer Personnel Readiness Management

3

Action: Administer Personnel Readiness Management (PRM)

Condition: In a classroom environment, given access to FM 1-0, FY19-20 Army Manning Guidance, the eMILPO Training Database https://emilpotrng.ahrs.army.mil), and awareness of Operational Environment (OE) variables and factors.

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

(1) Define the Army’s PRM Mission and Process

(2) Define PRM Roles and Responsibilities

(3) Implement the Distribution Process and Unit Reset Procedures

(4) Understand the Sustainable Readiness Model

4. LEARNING DOMAIN: Cognitive

5. LEARNING LEVEL: Application

6. ASSESSMENT METHODS: Students must successfully complete end of module examination. A passing score on this end of module examination is 80% for AC students and 70% International Students.

7. INSTRUCTOR MATERIALS AND RESOURCES (1) Doctrinal and Administrative References:

(a) FM 1.0 Human Resources Support (1 April 2014) (b) ATP 1.0.1 G1/AG and S1 Operations (23 March 2015)

(c) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)(d) AR 40-501 Standard of Medical Fitness (27 June 2019)(e) AR 40-502 Medical Readiness (27 June 2019)(f) AR 635-40 Disability Evaluation for Retention, Retirement, or Separation (17

January 2017)(g) AR 525-29 Force Generation-Sustainable Readiness (1 October 2019)(h) Army Directive 2016-07 Redesign of Personnel Readiness and Medical

Deployability, (1 March 2016)(i) Army Directive 2018-11 Update to Redesign of Personnel Readiness and Medical

Deployability, (10 September 2018)(j) HQDA EXORD 70-19 FY19-20 Active Component Manning Guidance (24

January 2019)(k) HQDA EXORD 01-16 Sustainable Readiness (23 February 2016)(l) AR 40-58 Warrior Care and Transition Program (23 March 2015)

(2) Websites(a) U.S. Army Human Resources Command- eMILPO

4

(3) Training aids and resources: (a) Lesson Plan

(b) Automation-Aided Instructional Building, 1080 SF(c) Human Resources System Simulator(d) Laser Printer: 1815DN(e) Computer, Micro Lap-Top P(f) Portable AC/DC with Battery Pack: HP EliteBook 8540P

(g) Projector, LCD/DLP: Panasonic PT-F300U(h) Power Strip, Electrical Outlet(i) Indoor Speakers: DI5 Tannoy(j) Microphone Wireless, W/Dynamic High: EW112E Sennheiser(k) Flip Chart, Paper and stand(l) Chartpak/colored markers(m) Interactive Pen Display: ID422W Smart(n) Whiteboard, Wall display Digital Interactive: Sharp PNL702B

8. STUDENT MATERIALS AND STUDY ASSIGNMENTS

(1) Study Requirements: (a) Read:

(1) FM 1.0 Human Resources Support (1 April 2014)(2) ATP 1.0.1 G1/AG and S1 Operations (23 March 2015)(3) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)(4) HQDA EXORD 70-19 FY19-20 Active Component Manning Guidance (24

January 2019)

(b) Scan: (1) AR 525-29 Force Generation-Sustainable Readiness (1 October 2019)(2) AR 635-40 Disability Evaluation for Retention, Retirement, or Separation (17

January 2017)(3) AR 40-502 Medical Readiness (27 June 2019)(4) Army Directive 2016-07 Redesign of Personnel Readiness and Medical

Deployability, (1 March 2016)(5) Army Directive 2018-11 Update to Redesign of Personnel Readiness and

Medical Deployability, (10 September 2018)(6) MILPER# 13-022-Personnel Readiness Oversight at the Corps and Division

Level(7) MILPER# 07-228-Personnel Readiness Oversight at Brigade Level(8) MILPER# 19-103-Update to the Use of MEDPROS Data in the Determination

of Individual Soldier Medical Availability for HRC Reassignment(9) HQDA EXORD 01-16 Sustainable Readiness (23 February 2016)

(c) Review Websites(1) U.S. Army Human Resources Command – eMILPO

(2) Bring to Class: (online if possible)

5

(a) FM 1.0 Human Resources Support (1 April 2014)(b) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)

(3) Be prepared to answer the following questions:

What is Personnel Readiness Management? How does it impact the Army?What do you think the G1/S1 involvement with PRM is? How does Soldier Readiness Program (SRP) help or hinder PRM?Describe the Army distribution process?

9. INSTRUCTION TIME (1) Learning Step/Activity 1: Introduction Time of Instruction: 15 mins(2) Learning Step/Activity 2: Define the Army’s PRM Mission Time of Instruction: 20 mins(3) Learning Step/Activity 3: PRM Process - Maintaining Personnel Readiness Time of Instruction: 75 mins(4) Learning Step/Activity 4. Practical Exercise Time of Instruction: 45 mins(5) Learning Step/Activity 5. Practical Exercise Review Time of Instruction: 15 mins(6) Learning Step/Activity 6. Understand the Sustainable Readiness Model

Time of Instruction: 30 mins (7) Learning Step/Activity 7. Apply the Distribution Process and Define PRM Roles and Responsibilities.

Time of Instruction: 40 mins (8) Learning Step/Activity 8. Test

Time of Instruction: 60 mins(9) Learning Step/Activity 9. Test Review

Time of Instruction: 10 mins

10. CONDUCT OF LESSON:

6

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: 15 mins.NOTE: FOR THE INSTRUCTOR TO COVER THE FOLLOWING:

PURPOSE: Administer Personnel Readiness Management (PRM) course is a 5.2 hour block of facilitation and assessment, providing an overview of PRM, the PRM and SRM process, and HR roles and responsibilities.

***NOTE FOR ANNOUNCEMENT: eMILPO portion of this module has been moved. Will be covered during eMILPO systems training.***

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.

7

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. 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 must successfully complete end of module examination. A passing score on this end of module examination is 80% for AC students and 70% International Students.

STUDENT MATERIALS AND STUDY ASSIGNMENTS (1) Study Requirements:

(a) Read: (1) FM 1.0 Human Resources Support (1 April 2014)(2) ATP 1.0.1 G1/AG and S1 Operations (23 March 2015)(3) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)(4) HQDA EXORD 70-19 FY19-20 Active Component Manning Guidance (24

January 2019)

(b) Scan: (1) AR 525-29 Force Generation-Sustainable Readiness (1 October 2019)(2) AR 635-40 Disability Evaluation for Retention, Retirement, or Separation (17

January 2017)(3) AR 40-502 Medical Readiness (27 June 2019)(4) Army Directive 2016-07 Redesign of Personnel Readiness and Medical

Deployability, (1 March 2016)(5) Army Directive 2018-11 Update to Redesign of Personnel Readiness and

Medical Deployability, (10 September 2018)(6) MILPER# 13-022-Personnel Readiness Oversight at the Corps and Division

Level(7) MILPER# 07-228-Personnel Readiness Oversight at Brigade Level(8) MILPER# 19-103-Update to the Use of MEDPROS Data in the Determination

of Individual Soldier Medical Availability for HRC Reassignment(9) HQDA EXORD 01-16 Sustainable Readiness (23 February 2016)

(c) Review Websites(1) U.S. Army Human Resources Command – eMILPO

(2) Bring to Class: (online if possible)(a) FM 1.0 Human Resources Support (1 April 2014)(b) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)

8

HISTORICAL PRM PERSPECTIVEProvides an historical perspective on the relevance of PRM

SHOW SLIDE: HISTORICAL PRM PERSPECTIVE

INSTRUCTIONAL 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 TimeCONCRETE EXPERIENCE: (1) Lead-in: Managing personnel readiness is crucial to providing Soldiers ready to deploy and positioned properly based upon documented requirements, authorizations, and predictive analysis to support commander’s priorities. Effective personnel readiness describes the state of a unit’s operational preparedness, in terms of its ability to man its authorized structure. The process of PRM analyzes personnel strength data which indicates current operational readiness compared to expected readiness (authorizations). It also involves preparing the future readiness of individual Soldiers. As HR professionals, PRM is one of the most important and critical areas you will be involved with.(2) Activity: Break class into small groups for discussion. Discuss the General Abrams quote and how its meaning involves the HR Community. In what ways does the HR community keep this quote alive? Have one student from each group present the group responses(3) Instructor Notes: There is no wrong answer - but responses should capture something about the PRM their responses should lead to publish.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 PRM?

9

What impact do you think PRM has on the Army?What do you think you can learn from knowing PRM? What are your experiences with the SRP process?LEAD INTO GNI ***Summarize group responses and transition to the GNI

SLIDE 3-5: TERMINAL LEARNING OBJECTIVEIntroduce the Terminal Learning Objective(s) of the course covering action, condition, and standard

SHOW SLIDE(S): TERMINAL LEARNING OBJECTIVES

10

LEARNING OBJECTIVE(s):

(1) Action: Administer Personnel Readiness Management (PRM)

(2) Condition: In a classroom environment, given access to FM 1-0, FY19-20 Army Manning Guidance, the eMILPO Training Database https://emilpotrng.ahrs.army.mil), and awareness of Operational Environment (OE) variables and factors.

(3) Standard: The student will meet the standards when they accurately:

(a) Define the Army’s PRM Mission and Process

(b) Define PRM Roles and Responsibilities

(c) Implement the Distribution Process and Unit Reset Procedures

(d) Understand the Sustainable Readiness Model

BEGIN GENERALIZE NEW INFORMATION (GNI)

INSTRUCTOR LEAD-IN. Commanders at all levels have an expectation that, as a member of the G1/S1, you are aware of the current personnel readiness status of the force you manage. They know you play a significant role in maintaining the readiness health of your unit. Moreover, they expect you to understand PRM and its process to improve Soldier/Unit readiness

SLIDE 6: FM 3-0 LSCOCoordinates LSCO and PRM

SHOW SLIDE: FM 3-0 LSCO

INSTRUCTOR DISCUSSION: Discuss briefly LSCO and how PRM will impact future deployments. Key point below. LSCO is covered in other lessons.

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

11

NEW INFORMATION (GNI)(1) IAW Paragraph 1-143, During LSCO, deployments will be conducted at Corps level with Divisions, Brigades and other units as identified by the operational order, deploying in support of the Corps’ mission. Per this guidance, Corps will be supporting a Theater Army Organization.

(2) During LSCO, correct, effective and efficient PRM and other Readiness enhancing processes assist commanders in making vital personnel management decisions and maintain a healthy unit strength. This is a continuous process tailored to the mission during the SHAPE role and continues throughout all strategic roles.

(3) The SHAPE (paragraph 1-62) role sets the stage during LSCO. Successful PRM during SHAPE role ensures the successful execution of the other LSCO roles by providing the maximum amount of human capital available.

SLIDE 7: HR CORE COMPETENCIESReviews the HR core competencies and where PRM fits

SHOW SLIDE: HR CORE COMPETENCIES

Learning Step/Activity 2. Define the Army’s PRM Mission Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 20 mins

REFERENCE(S): FM 1.0 Human Resources Support (1 April 2014)

INSTRUCTOR DISCUSSION: Discuss briefly how PRM fits in with the HR doctrine.

NEW INFORMATION (GNI)(1) The four fundamental HR core competencies that HR personnel must accomplish in HR support operations include Man the Force. Each core competencies includes subordinate key functions required to meet success.

(2) The Man the Force objective is to ensure the Army acquires and retains the best the Nation has to offer in sufficient volume and diversity of skills each year to ensure the

12

right people are available in the right places with the right skills in sufficient volume and affordability for maximum flexibility to embrace change and provide commanders human resources necessary to be operationally adaptable.

.SLIDE 8: CSA READINESS PRIORITYDiscuss the People strategy and where today’s leadership looks to PRM

SHOW SLIDE: CSA READINESS PRIORITY

REFERENCE(S): The Army People Strategy (11 October 2019)


NEW INFORMATION (GNI)(1) CSA approved his Army People Strategy in October 2019. The strategy addresses how the Army will take care of people by recognizing and managing their unique skills and is foundational to their readiness.(2) Army People Strategy is centered around four lines of effort: Acquire Talent, Develop Talent, Employ Talent, and Retain Talent.

(3) Strategy reveals the importance of maintaining personnel readiness based upon the energies spent acquiring and developing talent. Readiness allows talent to be employed and retained.

(4) This strategy falls in line with the Man the Force objective of Army acquiring and retaining the best the Nation has to offer.

SLIDE 9: PRM DEFINED

13

Introduction PRM

SHOW SLIDE: PRM DEFINED



NEW INFORMATION (GNI)

(1) PRM involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. PRM is directly interrelated and interdependent upon the functions of Personnel Accountability, Strength Reporting, and Personnel Information Management.

(2) During military operations, the two HR communities directly support PRM. HR units execute theater HR operations and G-1/AGs and S-1s are responsible for executing and managing their command’s readiness

(3) PRM is the cornerstone of successful and sustained HR support to combat operations. PRM is not solely a wartime task for HR professionals; it is a continuous process which must occur during peacetime, pre-mobilization, mobilization, deployment, Reception, Staging, Onward Movement, Integration (RSOI), major combat operations, sustainment operations, redeployment, reconstitution, and de-mobilization. Discipline in PRM must be maintained at all levels of command.

(4) Personnel readiness management in brigades and battalions starts by comparing its organization’s personnel strength against its required authorizations. By adding predictive analysis of manpower changes (non-deployable rates, projected casualty rates, evacuation policies, and replacement flows), units can assess the personnel readiness of the organization and determine replacement allocation priorities

(5) Personnel readiness management is a function performed on a continuing basis. Units have little time to “peak” for combat operations and rely on the S-1 to execute its mission diligently, every day. Critical military occupational specialty (MOS) shortages or large numbers of non-deployable Soldiers, for example, cannot easily be overcome

14

once a unit is alerted for movement. Battalion and brigade S-1s play a crucial role in the PRM process by ensuring duty status changes or non-deployable data is changed in DTAS (deployed duty status only), eMILPO, RLAS, and SIDPERS-ARNG, and posted to the AMHRR, if required. Unanticipated losses have a significant impact on unit readiness. If losses cannot be mitigated by initiating appropriate measures, such as cross-leveling personnel from the installation/unit or reorganizing unit personnel, then elevation of the issue to HRC is appropriate.

SLIDE 10: DETERMINING PRIORITIESDiscuss PRM Priorities and where the priorities come from.

SHOW SLIDE: DETERMINING PRIORITIES


INSTRUCTOR DISCUSSION: Discuss briefly how PRM priorities fits in with the HR doctrine.


(1) G-1/AGs and S-1s at all levels assist commanders in developing their personnel priorities. G-1/AGs and S-1s use automated HR systems (eMILPO, EDAS, TOPMIS) to provide a COP with the National HR Provider and allows them the ability to provide detailed analysis to the commander. (2) Brigade S-1s work directly with the National HR Provider to fill authorized vacancies while G-1/AGs at all levels maintain situational understanding of competing priorities and assist if priorities. Unforeseen events create situations where the personnel fill for an organization is no longer in synchronization with Army manning guidance and G-1/AGs are responsible for attempting to resolve subordinate command manning issues prior to involving HRC to correct.

15

(3) G-1/AGs and S-1s are responsible for creating distribution plans within their organization. The distribution plan allows the G-1/AG and S-1 section to know where to assign incoming Soldiers. Based on the mission, a brigade S-1 may maintain different fill levels for subordinate units which may not be consistent with their authorized manning level. Key considerations for developing the distribution plan include:

(a) Commander’s priorities.(b) Unit Personnel Readiness Reports, Tactical SOPs, OPLANS, and related

plans and reports.(c) Replacement forecasts and casualty, filler, and RTD estimates.

both within the theater and from locations outside the theater. (d) Critical shortages by grade, ASI, AOC, and MOS. (e) Changes to OPORD/OPLAN. (f) Specific manning requirements for squads, crews and teams. (g) Timelines for exercises, train-up, and deployment (ARFORGEN process

SLIDE 11: CHECK ON LEARNINGCheck on Learning

SHOW SLIDE: CHECK ON LEARNING


INSTRUCTOR DISCUSSION: Ask the question on the slide and discuss answer

NEW INFORMATION (GNI) None

SLIDE 12: MAINTAINING PERSONNEL READINESS

16

Discuss Soldier Readiness Process and its importance to PRM

SHOW SLIDE: MAINTAINING PERSONNEL READINESS

Learning Step/Activity 3. PRM Process - Maintaining Personnel ReadinessMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:32Time of Instruction: 75 minsMedia: Large Group Instruction

REFERENCE(S): (a) FM 1.0 Human Resources Support (1 April 2014)(b) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)

INSTRUCTOR DISCUSSION: Review data below and generate discussion on how SRP can facilitate readiness. What has been the students experience with SRP?

NEW INFORMATION (GNI) (1) Maintaining individual readiness for deployment is the basic concept of the SRP; therefore, Regular Army Soldiers, ARNG Soldiers in units, and Army Reserve Soldiers in troop program units will undergo an annual SRP event as specified in this chapter. SRP will be performed annually on RC Soldiers who are not in units or whenever they serve on active duty if their active duty service is less often than once per year

(2) The SRP requires commanders to maximize Soldier’s readiness by identifying and correcting nondeployable conditions. The Soldier readiness program will use DA Form 7425 for initial SRP for units. Personnel processing requirements include checking the status of individual Soldier readiness during in-processing, at least once annually, during out-processing, and within 60 days of an actual deployment date

(3) Unit commanders are responsible for ensuring SRP occurs at the unit level continually and ensure DA Form 7425 is completed prior to conducting of final SRP and verified by installation not earlier than LAD – 60. An SRP team from installation and staff agencies accomplishes the initial SRP (unit and individual annual) under the general leadership of the directorate of plans, training, mobilization, and security.

17

(4) The process control station (PROC CS) serves as the focal point for installation- and/or community-level SRP and mobilization processing for both levels of readiness. PROC CS will coordinate and conduct the appropriate SRP and/or mobilization processing briefings, designate the stations through which each Soldier must process, do appropriate coordination with the other installation and/or community-level processing stations, provide any required special guidance, and ensure that each Soldier has processed properly. (2)

(5) Checks will be made to ensure that Soldiers are properly processed and that nondeployable conditions are either eliminated or reported to the commander. At a minimum, the following requirements apply to achieving level 1 state of readiness:

(a) Personnel information station. (b) Personnel management station. (c) Medical facility. (d) Dental facility. (e) DEERS, RAPIDS, ID cards, and tags. (f) Security office (unit or installation, as determined by the senior commander). (g) Military pay (h) Legal affairs.

SLIDE 13: MAINTAINING PERSONNEL READINESS HINTSDiscuss Soldier Readiness Process and its importance to PRM

SHOW SLIDE: MAINTAINING PERSONNEL READINESS HINTS

REFERENCE(S): (a) FM 1.0 Human Resources Support (1 April 2014)(b) AR 600-8-101, Personnel Readiness Processing, (6 March 2018)


NEW INFORMATION (GNI) (1) Successful pre-deployment unit readiness begins with an SOP outlining specific steps the G-1/AG and S-1 must complete prior to deployment. During the early phase

18

of pre-deployment, or during unit reset, G-1/AG and S-1 plans unit and Soldier readiness activities. Pre-deployment readiness: (a) Includes all subordinate units, even those that are not scheduled to deploy. (b) Applies to individuals identified to support rear detachment or home station operations as they may be called forward. (c) Includes the functions of personnel accountability, individual readiness, replacement of non-deployable personnel, and PRM. Also includes legal, financial, medical and dental, Family support, and Soldier well-being matters. (2) As part of the planning process, the G-1/AG and S-1 decides how to execute PRM in various deployment scenarios. Some of these factors include: (a) Size of the deployed force. (b) Size of the stay behind force and the Rear Detachment. (c) Length of deployment. (d) S-1 manning requirements. (e) Availability of connectivity at the forward location. (f) Number of replacements expected at home station.

(3) Upon notification of deployment, initial efforts must focus on the following: (a) Accountability for assigned/attached personnel. This is crucial as personnel may be on Temporary Duty (TDY), attending school, or in authorized leave status. If required, the S-1 may recommend the commander recall personnel on TDY, attending non-DA sponsored schools, or in authorized pass/leave status. Recall of personnel attending DA sponsored schools must be requested through the chain of command to HQDA. (b) Verify the non-available status of all Soldiers and update required databases as required. (c) Initiate reassignment actions for Soldiers who will remain non-available for the duration of the deployment. (d) Cross-level personnel within the unit as necessary.

(4). Other pre-deployment actions may include but are not limited to – (a) Support or coordinate PRM requirements for deploying units. (b) Ensure HRC has the correct DMSL mapping for deploying units. (c) Publish a unit SRP schedule; conduct SRPs. (d) Complete Train-up/Preparation stage of DA Form 7631. (e) Conduct a deployment brief for unit personnel and their spouses. (f) Coordinate appropriately with the FRG leaders.

(5) To minimize the number of non-deployable personnel, S-1s need to take the following steps: (1) Identify as early as possible in the deployment cycle non-deployable Soldiers. (2) Intensively manage physical profiles and MMRB/MEB/PEB processes. The earlier in a unit’s deployment cycle that these determinations and referrals can be made the better it allows HR leaders the ability to dialogue with HRC distribution managers to work reassignment/backfill actions.

19

(3) Aggressively execute SRP requirements and allocate time to conduct regular reoccurring Soldier personnel readiness maintenance events. Specific time should be allocated on a reoccurring basis for leaders to manage the readiness of their personnel. (4) Actively engage with the HRC distribution manager for your specific unit. Active and regular communication with HRC distribution managers is essential in obtaining timely reassignment/backfill actions of identified “hard” unchangeable non-available/non-deployable Soldiers (5) Input status changes of individuals, as it becomes known, in DTAS and eMILPO/RLAS/SIDPERS/IPPS-A. This action permits strength managers at HRC to update information on the unit and facilitates dialogue with HRC distribution managers when working reassignment/backfill actions.

SLIDE 14: MEDICAL READINESS PROGRAMSDiscuss how the medical readiness programs impact on PRM and SRP

SHOW SLIDE: MEDICAL READINESS PROGRAMS

REFERENCE(S): (a) AR 40-502 Medical Readiness (27 June 2019)(b) AR 635-40 Disability Evaluation for Retention, Retirement, or Separation (17

January 2017)(c) AR 40-58 Warrior Care and Transition Program (23 March 2015)

INSTRUCTOR DISCUSSION: Review data below and discuss as required.

NEW INFORMATION (GNI) (1) The DOD mandates six Individual Medical Readiness elements which include: PHA, deployment-limiting conditions, dental readiness, immunization status, medical readiness laboratory tests, and individual medical equipment. The Army IMR program

20

consists of the six DOD and two additional Army-specific requirements: hearing and vision readiness. To be medically ready, all Soldiers must maintain these eight IMR elements. With regards to the deployment-limiting conditions IMR element, Soldiers must meet AR 40 – 501 retention standards or have completed a boarding action that returned them to duty without a deployment limiting physical category code. DA Pam 40 – 502 describes the medical administrative processing after completion of a medical or administrative board. Soldiers who do not meet medical retention standards are not medically ready and referred into IDES.

(2) Integrated Disability Evaluation System (IDES) is a DOD process for evaluating the nature and extent of disabilities affecting members of the Armed Forces that is operated by the Secretaries of the military departments and is comprised of Medical Evaluation Boards, Physical Evaluation Boards and mechanisms for the final disposition of disability evaluations.

(3) Military Occupational Specialty Administrative Retention Review (MAR2) is an administrative board held to determine if Soldiers with permanent profiles (P3/P4) meet retention standards in their current primary MOS. Soldiers who are issued permanent profiles (P3/P4) must be processed IAW MAR2 (unless the Soldier is referred directly to the MEB/PEB process by the medical profiling officer due to the Soldier not meeting medical retention standards).

(4) Medical Evaluation Board (MEB) is an informal process comprised of at least two medical officers who evaluate the medical history of the Soldier and determine if the Soldier meets medical retention standards. If Soldiers are determined not to meet medical retention standards, they are referred to a PEB. If Soldiers are determined to meet medical retention standards, they are RTD. However, if the MEB was generated from a MAR2 referral, regardless of its findings, the case is forwarded to a PEB

(5) Physical Evaluation Board (PEB) is comprised of an informal board and a formal board presided over by a three-member panel which decides for the purpose of a Soldier’s retention, separation, or retirement.

(6) Warrior Transition Unit (WTU) is a unit with Personnel undergoing medical care and rehabilitation assigned or attached. Warrior Transition Units are for Soldiers with complex medical needs requiring six months or more of treatment or rehabilitation. Commanders must clear Uniform Code of Military Justice actions, other legal actions, investigations, property/hand receipt issues, and LOD determinations prior to transferring Soldiers to a Warrior Transition Unit.

SLIDE 15: IDES

21

Discuss IDES

SHOW SLIDE: IDES

REFERENCE(S): (a) AR 635-40 Disability Evaluation for Retention, Retirement, or Separation (17

January 2017)

INSTRUCTOR DISCUSSION: Review data below and discuss as required.

NEW INFORMATION (GNI) (1) The IDES process primarily consists of the Medical Evaluation Board (MEB) and Physical Evaluation Board (PEB). The MEB/PEB process begins when the Medical Retention Determination Point (MRDP) has been reached – usually a service member receives treatment for up to a year before a clinician evaluates the Soldier and determines whether or not the service member has a condition that may render him/her unfit for duty.

SLIDE 16-22: CHECK ON LEARNINGCheck on Learning

22


REFERENCE(S):



SLIDE 23-24: PRACTICAL EXERCISE

23

SRP practical exercise


Learning Step/Activity 4. Practical Exercise Method of Instruction: Practical Exercise (Performance)

Instructor to Student Ratio: 1:32 Time of Instruction: 45 mins

Media: Small Group, Self-paced Instruction

Learning Step/Activity 5. Practical Exercise Review Method of Instruction: Practical Exercise (Performance)

Instructor to Student Ratio: 1:32 Time of Instruction: 15 mins Media: Large Group Instruction

REFERENCE(S):

INSTRUCTOR DISCUSSION: Utilize “Soldier Readiness Processing CONOP” PE word document and accompanying power point. Break the students into 3 to 5 work groups. Each group present their plan on executing the SRP for their unit.


SLIDE 25: SUSTAINABLE READINESS MODEL

24

Introduction to the Sustainable Readiness Model

SHOW SLIDE: SUSTAINABLE READINESS MODEL

Learning Step/Activity 6. Understand the Sustainable Readiness ModelMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:32Time of Instruction: 30 minsMedia: Large Group Instruction

REFERENCE(S): (1) AR 525-29 Force Generation-Sustainable Readiness (1 October 2019)(2) HQDA EXORD 01-16 Sustainable Readiness (23 February 2016)

INSTRUCTOR DISCUSSION: Review data below and discuss the impact of the SRM model on PRM as necessary

NEW INFORMATION (GNI) None(1) The Sustainable Readiness Model allows the Army to maintain a viable and credible deterrence capability while also meeting enduring requirements. The Sustainable Readiness Model empowers commanders and is flexible enough to accommodate differing readiness levels given anticipated mission requirements. In short, the Sustainable Readiness Model reduces readiness "peaks and valleys" we have witnessed for the past decade and enhances the Army's ability to predict force readiness while balancing the Army's steady state missions and contingency response requirements.

(2) SRM has three descriptive modules: Prepare, Ready, and Mission, with additional descriptive categories in the Prepare and Mission modules which assist planners and unit Commanders in synchronizing resource decisions and unit activities. Each representing a given unit’s activity during the four quarters of a designated fiscal year of the 6-year time horizon for planning. The SRM modules provide a clear representation of a unit’s preparedness for decisive action in support of United Land Operations.

(a) The Mission Module constitutes units allocated to or assigned to an ordered mission. These units are validated, fully resourced, and immediately ready to conduct Decisive Action operations if required. The Army describes Decisive Action as "the

25

continuous, simultaneous combinations of offensive, defensive, and stability or defense support of civil authorities' tasks.

(b) The Ready Module, units are achieving or sustaining a baseline level of Decisive Action proficiency and the ability to respond to contingencies. These units can be deployed on missions if required.

© The Prepare Module consists of units rebuilding readiness and not involved in missions

SLIDE 26: SUSTAINABLE READINESS MODEL GOALSIntroduction to the Sustainable Readiness Model

SHOW SLIDE: SUSTAINABLE READINESS MODEL

REFERENCE(S): (1) AR 525-29 Force Generation-Sustainable Readiness (1 October 2019)(2) HQDA EXORD 70-19 FY19-20 Active Component Manning Guidance (24 January 2019)(3) ATP 1.0.1 G1/AG and S1 Operations (23 March 2015)

INSTRUCTOR DISCUSSION: Review data below and discuss the impact of the SRM model on PRM as necessary. NOTE: SRM data in ATP 1.0.1 is obsolete but referenced here if the instructor wishes to point out the SRM like tasks listed there

NEW INFORMATION (GNI) (1) The Army's goal under SRM is to achieve two-thirds (66%) combat readiness for global contingencies for the Total Army by 2023. Unlike ARFORGEN, there are no fixed progressive cycles for Regular Army units. The RC will remain on a five-year cycle

(2) Active Component Manning Guidance (ACMG) is developed and published to correspond with the SRM model. ACMG provides the necessary direction to sustain optimal unit readiness to meet the current demand and emerging requirements while maintain necessary through put capacity in the generating force.

26

29: CHECK ON LEARNINGCheck on Learning


REFERENCE(S):



SLIDE 30: DISTRIBUTION PROCESS

27

Introduction to the distribution process portion of PRM

SHOW SLIDE: DISTRIBUTION PROCESS

Learning Step/Activity 7. Apply the Distribution Process and Define PRM Roles and Responsibilities.Method of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:32Time of Instruction: 40 minsMedia: Large Group Instruction


INSTRUCTOR DISCUSSION: Discuss how Distribution Process affects PRM for units at all levels.

NEW INFORMATION (GNI) (1) The responsibility for PRM is an inherent responsibility of command and is accomplished by G-1/AGs and S-1s. G-1/AGs and S-1s rely on various HR systems and databases and DTAS for strength related information. Figure 3-2 provides a process for distribution. The Army has three distribution levels: (a) Distribution Management Level (DML). Management of division-level or two-star command equivalent organizations. (b) Distribution Management Sub-Level (DMSL). Management of brigade or Colonel command equivalent.

(c) Virtual Distribution Management Level (VDML). Management of grouped units that would otherwise take a combination of distribution management level and DMSL codes.

SLIDE 31: DISTRIBUTION PRIORITIES

28

Introduction to the distribution process portion of PRM

SHOW SLIDE: DISTRIBUTION PRIORITIES



NEW INFORMATION (GNI) (1) G-1/AGs and S-1s assist commanders in developing their personnel priorities. Using automated HR systems, G-1/AGs and S-1s develop a common operating picture (COP) with the National HR Provider which allows them the ability to provide detailed analysis to the commander.

(2) Brigade S-1s work directly with the National HR Provider to fill authorized vacancies and develop distribution plans within their organization.

(3) G-1/AGs at all levels maintain situational understanding of competing priorities and assist brigades and the National HR Provider when shifting priorities, changes in operational plans, or other unforeseen events create situations where the personnel fill for an organization is no longer in synchronization with Army manning guidance. G-1/AGs are responsible for attempting to resolve subordinate command manning issues internally prior to involving HRC

(4) A distribution plan allows the G-1/AG and S-1 section to know where to assign incoming Soldiers. Based on the mission, a brigade S-1 may maintain different fill levels for subordinate units which may not be consistent with their authorized manning level. Key considerations for developing the distribution plan include:

(a) Commander’s priorities. (b) Unit personnel readiness reports, tactical SOPs, OPLANS, and related plans

and reports. (c) Replacement forecasts and casualty, filler, and RTD estimates. (d) Critical shortages by grade, ASI, SQI, area of concentration, and MOS. (e) Changes to OPLAN/OPORD. (f) Specific manning requirements for squads, crews, and teams. (g) Timelines for exercises and SRM process

29

ACMGIntroduction to ACMG

SHOW SLIDE: DISTRIBUTION PRIORITIES

REFERENCE(S): (1) FM 1.0 Human Resources Support (1 April 2014)(2) HQDA EXORD 70-19 FY19-20 Active Component Manning Guidance (24 January 2019

INSTRUCTOR DISCUSSION: Discuss how ACMG affects PRM for units at all levels.

NEW INFORMATION (GNI) (1) ACMG is developed and published to correspond with the SRM model. ACMG provides the necessary manning priorities to sustain optimal unit readiness to meet the current demand and emerging requirements while maintaining necessary through put capacity in the generating force.

(2) HQDA 19-20 ACMG establishes four manning categories for HR professionals to execute the effective distribution of personnel. These categories are:

(a) Category 1 consist of units and positions within the operating and generating force that support the Chief of Staff of the Army's top priorities and Dynamic Army Resourcing Priority List (DARPL) category A operations, missions, and exercises. The target manning level for Category 1 units is 100% in the aggregate with brigade and below level units filled first.

(b) Category 2 units are organizations within the operating force that support DARPL categories A and B operations, missions, and exercises. The minimum aggregate manning level for Category 2 units is 90%. The planned manning level is 95%. Requirements confirmed semi-annually at the Army Synchronization Resource Conference.

(c) Category 3 units are within the generating force/institutional army that support DARPL categories b and c operations, missions, and exercises. Select Army HQ above the brigade level are also in Category 3. The minimum manning level for Category 3 units is 70%, planned at 85% in the aggregate.

30

(d) Category 4 units consist of Army HQ units above the brigade level. The minimum manning level for Category 4 units is minimum 65%, planned at 80% in the aggregate.

SLIDE 33: HRC DISTRIBUTION RESPONSIBILITIESDiscuss HRC responsibilities for distribution/PRM

SHOW SLIDE: HRC DISTRIBUTION RESPONSIBILITIES



NEW INFORMATION (GNI) (1) HRC makes Enlisted and Officer assignments directly to BDE-level. Branch managers (AC and RC) are physically located at HRC headquarters in Fort Knox, Kentucky. (2) HRC commander has more than 40 operational elements around the country under his leadership. HRC is the HQDA G-1's functional proponent for military personnel management (except for The Judge Advocate General and the Chaplain branches) and personnel systems including the Select Reserve and some Army National Guard functions. (3) The HRC mission is to ensure the full spectrum of human resources programs, services and systems are executed to support the readiness and well-being of Army personnel worldwide. (4) HRC is responsible for the proper execution of the Army’s manning guidance based on a unit’s priority of fill. Let’s take a closer look at how this process works. (a) Whenever personnel shortages arise, the S-1 is responsible for submitting a strength related transaction in eMILPO. The S1 initiated action allows HRC officer and enlisted managers to identify shortages early on and establish a fill plan based on available inventory. (b) Once the personnel requirement has been opened, HRC must take the unit’s PMAD authorizations, provided by Army G-1, into consideration, as well as the latest Army Manning Guidance, in order to prioritize the unit’s personnel fill.

31

(c) The final step for HRC is then to determine if there is distributable inventory to fill the unit’s requirements. If a Soldier is identified to fill a shortage, Assignment Instructions (AI) or a Request for Orders (RFO) will be forwarded by the Officer or Enlisted Manager through EDAS/TOMPIS to the unit’s Distribution Management Sub-Level (DMSL). The assignment instructions are an alert to both losing and gaining command of a pending move. Likewise, a loss in another unit should then trigger the S-1 to forward a new requirement through eMILPO to have the loss filled as it has been identified as becoming vacant.

SLIDE 34: G1/AG DISTRIBUTION RESPONSIBILITIESDiscuss G1/AG responsibilities for distribution/PRM

SHOW SLIDE: G1/AG DISTRIBUTION RESPONSIBILITIES

REFERENCE(S):(1) FM 1.0 Human Resources Support (1 April 2014)(2) ATP 1.0.1 G1/AG and S1 Operations (23 March 2015)

INSTRUCTOR DISCUSSION: Discuss how G1/AG Distribution Process affects PRM for units at all levels.


(1) Corps and Division G-1/AGs maintain overall responsibility for PRM of subordinate elements. Corps and Division G-1/AGs maintain the responsibility to assist brigade S-1s and the National HR Provider in shaping the force to meet mission requirements. The Corps and Division G-1/AG continue to maintain a COP of unit-level strength and work with HRC for sourcing solutions. (2) Corps and Division G-1/AG PRM responsibilities are to:

(a) Establish and ensure PRM SOPs are in synchronization with ASCC PRM policies and procedures.

(b) Manage PRM for subordinate units, to include task organized units in a deployed theater and home station.

(c) Advise the commander on PRM.

32

(d) Determine replacement priorities (based on G-3 priorities to ensure personnel distribution management is executed by HRC and supports the operational plan).

(e) Manage subordinate unit assignment priorities to ensure they meet the commander’s guidance.

(f) Include PRM in OPLANs and OPORDs.(g) Maintain and monitor the status of key combat leaders and request

replacements when required.(h) Cross-level Corps and Division assets as required. (i) Conduct assessment of PRM using strength reports, projected RTD reports,

and information contained in various HR systems that feed off TAPDB information. Include gains, losses, and estimates not included in strength reports.

SLIDE 35: BRIGADE S-1 DISTRIBUTION RESPONSIBILITIESDiscuss Brigade S1 responsibilities for distribution/PRM

SHOW SLIDE: BRIGADE S-1 DISTRIBUTION RESPONSIBILITIES


INSTRUCTOR DISCUSSION: Discuss how Brigade S1 PRM responsibility in the Distribution Process.


(1) Brigade S-1 are responsible for PRM having a direct link with HRC. Brigade S1 maintains communication with the higher-level G-1/AG for the PRM execution.

(2) Brigade S-1 PRM responsibilities are:(a) Communicate directly with HRC for replacements as HRC assigns Soldiers

directly to brigade level UICs. Brigade S-1s are responsible for maintaining this communications link with the HRC for replacement of key personnel.

(b) Execute Brigade PRM/distribution fill plan and coordinate with HRC on modifications based on operational requirements or commander’s priorities.

33

(c) Distribute Soldiers to subordinate units. Brigade S-1s must analyze the strengths of subordinate units/battalions to determine shortages. Brigade S-1s access replacement/gain rosters via EDAS or TOPMIS II then distribute replacements in conjunction with shortages and Brigade Commander/Command Sergeant Major guidance,

(d) Develop unit level PRM policies and SOPS: Brigade level policies and SOPS are for use at the battalion level.

(e) Monitor and report the current and projected personnel readiness status of subordinate units

(f) Report critical personnel requirements to HRC. (g) Verify the accuracy of manning status in subordinate units: Although

Battalion S-1s are responsible to report personnel shortages to the brigade level, Brigade S-1 must validate the accuracy of these shortages utilizing EDAS, TOPMIS II, and eMILPO/RLAS/SIDPERS/IPPS-A.

(h) Coordinate the call forward of replacements.

SLIDE 36: BATTALION S-1 DISTRIBUTION RESPONSIBILITIESDiscuss Battalion S1 responsibilities for distribution/PRM

SHOW SLIDE: BATTALION S-1 DISTRIBUTION RESPONSIBILITIES


INSTRUCTOR DISCUSSION: Discuss how BN S1 PRM responsibility in the Distribution Process.

NEW INFORMATION (GNI) (1) Battalion S-1 implements priorities of fill established by the commander by conducting and executing PRM for the unit.). (2) Battalion S-1s ensures the accuracy of Soldier status in DTAS and eMILPO/RLAS/SIDPERS.(3) Battalion S1 PRM other responsibilities are:

(a) Communicate directly with Brigade S-1. Battalion S-1s must ensure regular communication with the Brigade S-1 to highlight shortages and request replacements.

34

(b) Distribute Soldiers to subordinate companies through strength analysis to determine shortages. Battalion S-1s access replacement/gain rosters from Brigade S1 then distribute replacements in conjunction with shortages and Battalion Commander/Command Sergeant Major guidance,

(c) Ensure timely and accurate updates in DTAS and eMILPO/RLAS/SIDPERS for all required personnel data, strength, and duty status changes. Battalion S1 must submit both accurate and timely report so Brigade S1 can validate shortages and personnel readiness needs.

(d) Develop unit level PRM policies and SOPS: Battalion level policies and SOPS are for use at the company level. (f) Determine, in coordination with Battalion S-3, replacement priorities.

Replacement assignments are dependent not only on shortages, but also which unit is the main effort during the battalion’s current mission.

(g) Manage SRP to validate individual readiness.(h) Predict personnel requirements based on current strength levels.

SLIDE 37: DISTRIBUTION PROCESS SUMMARYSummary of distribution process

SHOW SLIDE: DISTRIBUTION PROCESS SUMMARY


INSTRUCTOR DISCUSSION: Review the distribution process and discuss any misunderstandings of the process


None

SLIDE 38-40: CHECK ON LEARNING

35

Check on Learning


REFERENCE(S):



SLIDE 41-43: TERMINAL LEARNING OBJECTIVE

36

Review the Terminal Learning Objective(s) of the course covering action, condition, and standard

SHOW SLIDE(S): TERMINAL LEARNING OBJECTIVES

Learning Step / Activity 8. Test Method of Instruction: Test

Instructor to Student Ratio: 1:32Time of Instruction: 1 hrMedia: Large Group Instruction

Learning Step / Activity 9. Test Review Method of Instruction: Test Review

37

Instructor to Student Ratio: 1:32 Time of Instruction: 10 mins Media: Large Group Instruction

38

cda42159_administer_personnel_readiness_management_lp_doc · web view2020-04-07 · the...

Documents