UNITED STATES ARMY

SOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

ADJUTANT GENERAL

WARRANT OFFICER ADVANCED COURSE

MANAGE PERSONNEL DISTRIBUTIONS & ASSIGNMENTS

LESSON 805C-CHC4A105

VERSION 1.2

LP LESSON PLAN LP

March 2020

U.S. ARMY ADJUTANT GENERAL SCHOOLAdjutant General Warrant Officer Advanced Course

Module C HR Manage Personnel Distribution and Assignments

Lesson Plan for Lesson 805C-CHC4A105Manage Personnel Distribution and Assignments

Lesson: 6.0 HoursLesson Author: CW4 Andrea A. Ebanks-JoynerDate: March 2020

1. SCOPE: The intended outcome of this lesson is to produce officers who can confidently manage personnel strength reporting data in their future assignments. The lesson begins by reviewing a baseline of doctrinal concepts. Throughout, students are provided several opportunities to reinforce material by relating real-world experiences to the content. Opportunities to demonstrate doctrinal proficiency, critical thinking, and oral/written communication skills are provided throughout the lesson, culminating in a group project that has students replicate the research, organization, and planning skills they will be expected to apply in future assignments.

This lesson supports multiple AG Technical desired educational outcomes, preparing students to be confident leaders who are able to apply doctrinal concepts and sound judgment while managing personnel accountability.

This lesson provides the foundation for future classes covering personnel strength reporting, personnel readiness management, and personnel information management. It utilizes information which was discussed in the systems related eMILPO class. It is interrelated with other key function lessons for the core competency Man the Force.

2. LEARNING OBJECTIVES:

TLO: Manage Personnel Distribution and Assignments

Action: Manage Personnel Distribution and Assignments

Condition: Given access to applicable regulations, readings, practical exercises, Army Manning Guidance, Personnel Policy Guidance (PPG), and awareness of Contemporary Operational Environment (COE) variables and actors.

Standards: Students will meet the minimum standard when they:

1. Identify the components of Officer Strength Management

2. Identify the components of Enlisted Strength Management

3. Explain the role and responsibilities of HR Organizations

2

Learning Domain: Cognitive

Level of Learning: Application

3. STUDENT PREREQUISITE WORK:

a. Study Requirements:

Read: (1) Advance Sheet (2) FM 1-0, HR Support, Chapter 3, Manning the Force: Distribution Process

Scan: (1) FM 3-0, Operations, Chapter 1 and Annex A (2) AR 614-200 Chapters 3, 5, and 9

(3) AR 614-100 Chapters 3, 5, and 6 (4) DA PAM 600-3 (5) AR 600-8-11 Chapters 1, 2, and 3 (6) DA Pam 611-21 (7) AR 570-4, Chapter 6 (8) FM 4-0, Sustainment Operations

Review: Web Sites(1) Army G-1(2) Human Resources Command(3) Milsuite https://www.milsuite.mil/book/groups/smartbookdapam611-21 (4) U.S. Army Force Management Support Agency (USAFMSA) FMS Web(5) FY18-19 HQDA Manning Guidance https://www.milsuite.mil/book/docs/DOC-

451360(6) Army Mobilization and Deployment Reference (AMDR) (Formerly known as

Personnel Policy Guidance-PPG) http://www.armyg1.army.mil/soldiers.asp(7) DA Pam 600-3 https://www.milsuite.mil/book/groups/smartbook-da-pam-600-3

Be prepared to answer the following questions or fill in the blanks: IAW All officers hold a single ___ designation and may serve repetitive and

progressive assignments associated with that _____. IAW FM 3-0, what drives the ASCC administrative responsibilities? IAW FM 3-0, who establishes command and support relationships with the

Theater Army?

4. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL: None.

5. TRAINING AIDS, REFERENCES, AND RESOURCES:This lesson is intended to be taught in a small group classroom setting with the ability to project PowerPoint slides. The CE works best when whiteboards or butcher paper pads

are available (x2) with appropriate writing instruments. All references are available digitally for students to reference on their laptops without having the need to print.

Appendix A: Assessment Plan

6. CONDUCT OF LESSON:

a. Lesson Timeline:

5 minutes Introduction30 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information15 minutes Develop60 minutes Apply (Practical Exercise)

NOTE: The purpose of this lesson is not to impart knowledge and move on – it is to get students thinking about how to best prepare for managing HR operations in a joint environment. Topic slides introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with no background can prepare for the lesson by completing the reading assignment. There is no reason for anyone to not participate!

Your purpose in this block of instruction is to first help students realize they have knowledge of joint operations and the intricacies of planning for HR in a joint environment. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important – particularly as you prepare for your next assignments?”

b. Generalize New Information (5 min): Although instructor focused, this lesson has been designed for student involvement and discussion.

Slide 1: Manage Personnel Distribution and Assignment

Slide 2: Group Activities

Divide the class into groups (depending on size, 2, 3, 4 groups).

Have students brainstorm the following:

“What actions would they take to transition their organization to a future unit”

Please note: There are no wrong answers. Student are brainstorming actions to maintain unit strength.

Responses will vary (brainstorming session to get Soldiers to think)Some examples of response to project unit postureStrength projections:

ACM FY 19-20 MOS Grade Precision MOS/Grade/skill Projections Reassignment (Gains/Losses) Non-Available/Non-Deployable Dwell Time Reenlistment Crew Stability

SHOW SLIDE 1

Slide 3-5: Terminal Learning ObjectiveFocus: This lesson is focused on Managing Personnel Distribution & Assignments.

Students will meet the minimum standard when:

1. Identify the components of Officer Strength Management2. Identify the components of Enlisted Strength Management3. Employed AIM 2.0 in support of Officer Strength Manager

Explain ALA/GLOs of the lessons

Army Learning Area (ALA): The ALA provides a framework to assist in grouping General Learning Outcomes (GLO). The learning areas foster the tenets of leader development and the vocation of the profession, emphasize human dimension, and stress empowering subordinates through well-structured intent in Mission Command. This lesson has the following ALAs and GLOs:

1) ALA: Mission Commanda. GLO: Soldiers and Army Civilians demonstrate proficiency in mission

command staff tasks.b. GLO: Soldiers and Army Civilians demonstrate proficiency in the mission

command system.

2) ALA: Human Dimensionsa. GLO: Soldiers and Army Civilians demonstrate proficiency in communications

skills.b. GLO: Soldiers and Army Civilians demonstrate proficiency in cultural

awareness, cross-cultural competencies in the strategic environment of 2025 and beyond.

3) ALA: Professional Competencea. GLO: Soldiers and Army Civilians demonstrate proficiency in Army and Joint

Doctrine

b. GLO: Soldiers and Army Civilians support Army policies, programs, and processes.

c. GLO: Soldiers and Army Civilians are technically and tactically competent.

SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, NBC Protection, FM 3-11.5, CBRN Decontamination. 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. Everyone is responsible for safety.

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 ATP 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.

EVALUATION. You will be given an Exam consisting of Multiple Choice, Essays and Matching which will cover Manage Personnel Distribution & Assignments. A passing score on this examination is 70%.

Refer Students to FM 3-0, Operations.

FM 3-0, Operations, covers large scale combat operations. Once FM 1-0, Human Resources Support is updated and FM 4-0, Sustainment Operations is implemented, they will align with FM 3-0. Therefore, some of the information presented during this course may change. Until regulations change, the information presented is valid.

Refer students to paragraph 1-4, to understand FM 3-0’s description of Large-scale combat operations.

Large-scale combat operations are intense, lethal, and brutal. Their conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Future battlefields will include noncombatants, and they will be crowded in and around large cities. Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations. Large-scale combat operations present the greatest challenge for Army forces.

Refer students to FM 3-0, Operations, Figure 1-4. Figure l-4 shows the Army's strategic roles.

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. This means Corps will be supporting a Theater Army Organization.

During LSCO, Personnel Distributions and Assignment is a continuous that starts during SHAPE to ensure the requirements for the theater operations are communicated to higher echelon in a timely manner. Personnel Distribution and Assignments is continued throughout all strategic roles to ensure backfills and vacancies are provided as needed. Additionally, personnel designated as movers (schooling and PCS relocation) maybe affected by LSCO. HR professionals must identify those personnel in a timely manner to provide the information to the command and recommend COAs. Effective and efficient Personnel Distribution and Assignments, contributes to the units’ ability in executing their assigned mission.

Review the definition of SHAPE to highlight its importance during LSCO. Emphasize that all the strategic roles are important; however, SHAPE will be reviewed because it ensures the successful execution of the other roles.

Shape: paragraph 1-62.

Army operations to shape bring together all the activities intended to promote regional stability and to set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help dissuade adversary activities designed to achieve regional goals short of military conflict. As part of operations to shape, the Army provides trained and ready forces to geographic combatant commanders (GCCs) in support of their theater campaign plan. The theater army and subordinate Army forces assist the GCC in building partner capacity and capability and promoting stability across the AOR. Army operations to shape are continuous throughout a GCC's AOR and occur before, during, and after a joint operation within a specific operational area.

Refer Students to FM 3-0, Appendix A, Command and Support Relationships.

Highlight to the students that your organization’s command and support relationships with other organizations are vital during LSCO. Depending on the deployment location and the mission the unit is supporting, units command relationships may change. Working with your unit’s S3/G3, can assist S1/G1 in identifying the reporting hierarchy (upper/lower echelons). An OPORD will identify a unit’s reporting hierarchy during a contingency operations.

A-1. Establishing clear command and support relationships is a key aspect of any operation. Large-scale combat operations present unique and complex challenges that demand well defined command and support relationships among units. These relationships establish responsibilities and authorities between subordinate and supporting units. Some command and support relationships limit the commander's authority to prescribe additional relationships. Knowing the inherent responsibilities of each command and support relationship allows commanders to effectively organize their forces and helps supporting commanders understand their unit's role in the organizational structure.

Review Table A1, Command Relationships.

FM 4-0, Sustainment Operations.

FM 4-0 supports FM 1-0 and aligns with FM 3-0. FM 4-0 highlights the importance of sustainment planners in synchronizing replacement operations in support of LSCO. Personnel within your organization or your organization as a whole may be identified as a replacement in support LSCO replacement operations. Therefore, HR personnel at every level must plan and ensure cross-training is occurring to ensure redundancy across all HR core competency function. Review strength to ensure vacancies are identified in a timely manner and HRC is contacted for support.

FM 4-0, 5-48 states the following:

Sustainment planners at all echelons must ensure synchronization of replacement operations to sustain units suffering high casualties during large-scale combat operations. Corps, division, and brigade echelons require capability to receive, orient, and integrate replacements. HR planners send prioritized replacement requests, based on current strength and anticipated losses, to maintain units in combat at or near full strength. Units should have a standard operating procedure and plan to execute deliberate reorganization as a routine operation to integrate personnel replacements and equipment.

INSTRUCTIONAL LEAD-IN. Your responsibility is for understanding how to Manage Personnel Distribution & Assignments. You must know how the process works, and identify the components of Officer and Enlisted Strength Management and explain the role and responsibilities of HR Organizations.

Slide 6: Officer Classification

Focus: The officer classification system supports the officer identifiers in DA Pam 611–21, Part I, which includes the Branches, Branch Detail Program, Functional Areas (FAs), Areas of Concentration (AOCs), skills and language identifiers and reporting classifications codes used to classify positions in requirements and authorization documents.

SHOW SLIDE 6: Officer Classification

NOTE: Refer students to DA Pam 611-21

The officer classification system supports the officer identifiers in DA Pam 611–21, Part I, which includes the Branches, Branch Detail Program, Functional Areas (FAs), Areas of Concentration (AOCs), skills and language identifiers and reporting classifications codes used to classify positions in requirements and authorization documents. Officer personnel are classified by branch, FA and the appropriate AOC, skills and language identifiers in DA Pam 611–21. The special branches are the Medical Corps, Dental Corps, Veterinary Corps, Army Medical Specialist Corps, Army Nurse Corps, Medical Service Corps, Chaplains Corps and The Judge Advocate General's Corps.

NOTE: Refer students to Chapter 3 of AR 614-100, The Branch Detail Program and DA Pam 600-3, para 4-7b

The Branch Detail program ensures branches with the largest lieutenant requirements are filled to their required levels using donor branches that have fewer lieutenant requirements. The Army’s many different branches do not have the same basic

structure. Some branches have fewer lieutenant requirements that they do Captain requirements.

At company-level some branches do not have any platoon leader requirements unlike the many requirements for platoon leaders in Infantry, Armor or Field Artillery company level commands (Combat Arms). Therefore there are few lieutenants’ requirements. The branch detail program places the officer as a lieutenant in platoon leader positions in the combat arms commands or "donor branches", which have a need for more lieutenants and less captains for command. When the officer completes their detailed time, they are moved back to their basic or donor branch as a CPT to take command or serve in other staff positions.This program is one of the true strengths of the officer corps. Branch detail officers bring a wealth of tactical experience and field craft to their branch. Officers are detailed for a period of 24 to 48 months depending on their basic branch.

Slide 7: Functional Designation

Officer Personnel Management System (OPMS) changed to align branches and functional areas focusing on multi-skilled leaders with functionally relevant competencies. The four Career Field Designations were reorganized into Four (4) Functional Categories – Operations (OPS), Operations Support (OS), Force Sustainment (FS) and Information Dominance (ID).

SHOW SLIDE 7: Functional Designation

Review DA Pam 600-3, paragraph 3-4c

Functional designation process. Army competitive category (ACC) groups interrelated branches and FAs into officer management categories called functional categories and functional groups. The functional designation process deter-mines in which specialty officers will continue their development; either in their accession branch or in a different FA. Management of officer development in functional categories recognizes the need to balance specialization of the officer corps with the inherent requirement for officers to gain more breadth in an increasingly complex environment.

Slide 8: Functional Area (FA)

Functional area. An FA is a grouping of officers by technical specialty or skills other than an arm, Service, or branch that usually requires unique education, training, and experience. After functional designation, officers may serve repetitive and progressive assignments within their FA.

SHOW SLIDE 8: Functional Area (FA)

Functional Area (FA) codes are also two characters (numeric) which are used to identify the principal or secondary position requirements and the officer’s designated functional area. FAs may require technical, specialized or graduate level training and can take up to 12 to 24 months to complete. Additionally, similar to enlisted critical MOSs, some FAs are considered low density (in inventory), but high in demand and require HR managers to pay close attention to these skills in concert with HRC personnel managers.

Functional Designation (FD) Boards are conducted for two COHORT year groups every year, usually in the 4th quarter of a Fiscal Year. A COHORT year group is determined by date of rank rather than basic year group. The two considered COHORT year groups typically align with the fourth and seventh years of service in an officer’s career. Only a select number of functional areas are included in the 4-year board while all functional areas (except FA51, Acquisition Corps) are included in the 7-year board.Every FD board has a MILPER message released explaining the zones of consideration and detailed instructions. Officers in each considered COHORT year group receive instructions about the submission of FD preferences prior to the convene date of the board. Generally officers submit their preferences via on online application available prior to the board convene date. Officers should follow the specific instructions sent to their AKO email address prior to their FD board.

FD requirements are determined by rank and COHORT year group. The requirements determine how many officers are needed in each functional area and how many are required to remain within their basic branch. The Army G-1 determines these requirements.

Slide 9/10/11: Officer Career Management

Check on learning

Slide 9/10/11: Officer Career Management

Functional Area: The process whereby officers are reassigned from an accession branch to an FA or other branch. This designation is made by a formal panel within HRC that weighs factors including needs of the Army, officer preference, rater and senior rater recommendations, education, training, and unique skills or attributes.DA Pam 600-3, Section II: Terms

Eligibility to FA: An officer receives their FA between the fifth and sixth years of service.DA Pam 600-3, Section II: Terms

Slide 12: Officer Career Management

Focus: Once officers have completed KD requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are managed at Department of the Army level.

SHOW SLIDE 12: Officer Career Management

NOTE: Refer students to DA PAM 600-3, para 3-4e and AR 614-100, 3-6b

(1) These type of assignments include officer selected to work on the Army General Staff.

(2) Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense.

(3) General Staff with Troops. Commanders may utilize officers who are branch qualified and will not move in the near term. Examples of this type assignment include positions such as SGS, Aide-de-Camp, or Executive officer.

(4) Inspector General duty has a minimum three year tour requirements. Officers are nominated and approved for duty by The Inspector General.

(5) Adjutant appointments must be made by command memorandum.

(6) National Guard Bureau has officer requirements to work within the command structure of the Army NGB.

NOTE: Immaterial codes are three characters (two numeric and one alpha), which are used to identify the principal or secondary position requirements when specific branch skills are not required.

Examples below:

01A – Officer generalist/Branch Immaterial – used to identify positions that can be filled by any officer

02A – Combat Arms Branch Immaterial (any CA branch can fill position)

03A – AR or IN branches ONLY

04A – Personnel Immaterial

05A – AMEDD Immaterial – used to identify positions requiring specific AMEDD or functional area affiliation

Slide 13: Warrant Officer Career Management

SHOW SLIDE 13: Warrant Officer Career Management

(a) Pre-appointment training qualifies individuals to serve as officers. The purposes of pre-appointment training are to educate and train candidates, assess their readiness and potential for appointment to WO, and to prepare them for progressive and continuing development. All WO candidates (Active Army and RC) must attend the resident Warrant Officer Candidate School (WOCS) at Fort Rucker, AL. Warrant Officer Candidate School graduates are conditionally appointed to warrant officer one, grade WO1. The appointment is contingent upon certification by the MOS proponent that the WO is technically and tactically qualified to serve in the authorized WO MOS.

(b) The WOAC is a combination of common core and MOS proponent training that prepares the officer to serve in senior positions at the CW3 level. The WOAC includes 2 phases — a non-resident common core module and a resident phase which includes a common core module and MOS specific module. Career status (that is, voluntary indefinite status) is required for enrollment in the non-resident phase and selection for promotion to CW3 is a mandatory prerequisite for resident attendance.

(c) The Warrant Officer Staff Course (WOSC) is a branch-immaterial resident course which focuses on the staff officer and leadership skills needed to serve in grade of CW4 positions at battalion and higher levels. The course educates and trains officers in the values and attitudes of the profession of arms and in the conduct of military operations in peace and war. The course prepares WOs for duty as senior technicians and staff officers. Instruction includes decision-making, staff roles and functions, organizational theory, structure of the Army, budget formation and execution, communication, training management, personnel management, and special leadership issues.

(d) The Warrant Officer Senior Staff Course (WOSSC) is the capstone for WO professional military education. It is a branch-immaterial resident course which provides master-level professional WOs with a broader Army level perspective required for assignment to grade CW5 level positions as technical, functional, and branch systems integrators and trainers at the highest organizational levels.

Slide 14: Roles

Focus: Transition Slide

SHOW SLIDE 14: Roles

HR providers at all levels contribute to getting the Officer Alignment Process to work effectively. As the HR subject matter expert in your unit, it’s important that you understand each level and what their respective role is. Often the Army G-1 develops an officer alignment policy, HRC implements the policy, and the Brigade S-1 executes the policy. We are now going to look at each one of these organizations

Slide 15: DA G1 Role

The G-1 develops and implements effective policy and leads programs that build sustained personnel readiness in the Army’s greatest asset – people

SHOW SLIDE 15: DA G1 Role In addition to developing officer policies, the Army G-1 supervises the manning process. This guidance is established as priorities of assignment, operational requirements, and manning initiatives are simultaneously taken into consideration prior to calculating the required end strength.

The Army Manning Guidance drives the priority of fill. In a perfect world, the Army would have enough personnel to fill all required positions. What this means is that the G-3 would be able to allocate (through The Army Authorization Document System (TAADS)) all Soldiers required based on structure. Unfortunately, the Army does not have enough personnel to fill all the requirements. Based on the information, the Army Manning Guidance fills shortages based on priority of fill while taking budgetary constraints into consideration. Once these two requirements and limitations are bounced off one another, Personnel Management Authorization Document (PMAD) identifies positions that need to be filled based on priority, and the information is forwarded to HRC for final distribution.

Slide 16: FY 19-20 HQDA Manning Guidance Quick Reference

Focus: FY19-20 HQDA Manning Guidance Quick Reference

SHOW SLIDE 16: FY19-20 Active Component Manning Guidance (ACMG) Quick Reference: See FY 19-20 Active Component Manning Guidance

Category 1 consists of specific positions and units focused on the CSA's highest priorities.

Category 2 is composed of units assigned to high priority national/army missions.

Category 3 entails units that support institutional army requirements and select Army Headquarters (HQ) units.

Category 4 is composed of HQS where priority of fill is necessarily lower to achieve manning guidance in categories 1-3.

Slide 17: The Role of HRC

Focus: HRC conducts distribution, strategic talent management, information technology, Soldier programs and services Army wide in order to enable the Army to deploy, fight and win our Nation's wars.

SHOW SLIDE 17: HRC Role

(1) Whenever personnel shortages arise, the S-1 is responsible for submitting a strength related transaction in eMILPO. This provides visibility at HRC and allows the officer managers to identify shortages early on and establish a fill plan based on available inventory.

(2) 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.

(3) The final step for HRC is then to determine if there is distributable inventory to fill the unit’s requirements. In the event that an Officer is identified to fill the shortage, a Request for Orders (RFO) will be forwarded by the Officer Manager through TOPMIS to the unit’s Distribution Management Sub-Level (DMSL). The RFO will alert both, losing and gaining command in regards to the upcoming 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.

The ultimate goal of the assignment system is to place the right officer in the right place at the right time. The Officer assignments system is a sub system of the overall officer personnel management system (OPMS). A current operational aspect of the officer assignment system is that the Army has changed the long standing fundamental management tools of the officer assignment systems and no longer uses the Officer Distribution Plan (ODP) or the Dynamic Distribution System (DDS).

Regardless of the system in use by the Army, there are several factors that influence the officer alignment process. Those factors are the requirements of the Army and the requirements of the individual Soldier. Other assignment considerations include the following:

(1) Army priorities.

(2) Army Force Generation (ARFORGEN).

(3) Female officers will be assigned to positions that are coded female only or interchangeable.

(4) The officer’s grade, career field, education, and experience.

(5) The professional development needs of the officer.

(6) Availability.

(7) Policy considerations, such as PCS costs, stabilization, and tour equity.

(8) Officer’s potential for advancement.

(9) 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.

(10) Regimental affiliation.

(11) Location and date of projected command selection list (CSL) command

Slide 18: The Role of HRC

Focus: PMAD stands for Personnel Management Authorization Document

SHOW SLIDE 18: Role of HRC

Human Resources Command has been designated by the Army to execute its manning guidance.

Slide 19: Factors that influence the distribution process

Focus: The ultimate goal of the assignment system is to place the right officer in the right place at the right time. (AR 614-100, para 1-6)

SHOW SLIDE 13: Factors that influence the distribution process

Doctrinally, this process is listed as the Officer Distribution Plan. Soon after the Global War on Terror began, the shortage of officers to place against required billets placed a strain on the distribution system. Human Resources Command moved to a new process called the Dynamic Distribution System. Although some of the current logic behind this system is still in place, the Officer Personnel Management Directorate is currently working on a new system that will better cope with quickly changing distribution priorities.

Regardless of what system is used, many of the factors to be taken into consideration stay the same.

Slide 20: HQDA Manning & Distribution Cycles

Focus: How Manning & Distribution cycles work

SHOW SLIDE 20: HQDA Manning & Distribution Cycles

Preparation Phase: During this phase ORD Identifies all Army Requirements and the available Officer population.

Validation Phase: The MER is returned to HRC and staffed by the Account Managers and Assignment Officers for about four weeks before the Distribution Conference. During the Distribution Conference, HRC validates requirements based on several considerations with the objective of maximizing the number of units meeting ACMG/CARMG. The Distribution Conference results are final when the OPMD Director approves the Distribution Cycle Base Plan. During this phase ORD validates the Officer alignment Plan in accordance with the Army Manning Guidance and talent management directives.

Distribution Phase: After the OPMD Director approves the Base Plan for the Distribution Cycle, the requirements are built and validated by the account managers and released to the AOs for individual officer assignments. This is when ORD actually Mans the Force. We do so by prioritizing Unit needs while also balancing the Officer’s personal and professional considerations.

Assess/Maintain Phase: This phase takes place concurrently throughout the manning process. During this phase ORD monitors unit strengths, evaluates distribution execution, responds to emergency requirements and communicates with the field. Approximately 45-60 days after the distribution conference, HRC conducts a Course Correction. The purpose of the Course Correction is to re-validate inventory, re-validate requirements, and address changes since the distribution conference.

Endstate: The end state of the Officer Alignment Process is a prioritized, equitable distribution of Officers to positions commensurate with their capacity, and that Army essential requirements are met.

Slide 21: Assignment Process

Focus: Assignment Process (or…How a REQ is Born)

SHOW SLIDE 21: Assignment Process

Instructor Notes: Review the Assignment process with the class. Notify the students that depending on the type of units they are assigned to the process may change.

Slide 22: CG Officer Alignment

Focus: CG Officer Alignment

LTs and CPT’s

Post KD CPT’s

SHOW SLIDE 22: CG Officer Alignment

Slide 23: FG Officer Alignment

Focus: Field Grade Officer Alignment

For Majors and LTC’s

SHOW SLIDE 23: FG Officer Alignment

Slide24: ILE Distribution Flow and Timeline

Focus: ILE Alignment Flow and Timeline

SHOW SLIDE 24: ILE Alignment and Timeline

1

Slide 25: Officer Assignment Policies

Focus: OFFICER ASSIGNMENT POLICIES

See (AR 614-100, CHAPTER 5)

SHOW SLIDE 25: Officer Assignment Policies

AR 614-100, Chapter 5As a HR manager you must be aware of the general characteristics of the Army’s officer assignment policy:

(1) PCS assignments are made when required for national security.

(2) The Army attempts to provide professional growth and development at various levels of responsibility and expose officers to the wide variety of organizational structures within the total force.

(3) All PCS movements require qualified officers to fill valid vacancies. When every other consideration is equal, officers who volunteer will be given preference over those who don’t for assignments and locations.

(a) Remember, all things being equal is a very broad context, and very few officers have career backgrounds and qualifications that are exactly equal.

(b) Therefore, do not always assume that any volunteer for an assignment is the best choice, but should be given consideration over an officer who does not volunteer.

(c) The officer that does not volunteer may be the best officer for a specific

vacancy.

(4) Although the Army supports stabilizing officers and their families, time on station does not necessarily dictate when an officer will move or not move.

2

(5) Hardships need to be share among everyone, particularly during these times of high OPTEMPO deployment.

REASSIGNMENT RESTRICTIONS:AR 614-100, Chapter 5i

Like most other HR management systems the Army has restrictions on reassignments. The Army intends to maximize the use of it’s funding; therefore PCS moves are limited.Soldiers are not authorized to PCS twice within the same fiscal year. Low Cost Moves may be authorized. Low Cost Moves may be authorized when a Soldier is assigned within CONUS or within an overseas area where PCS travel is required and the move can be made for $500 or less, and when the commander is authorized to direct the PCS. The local finance office and the local transportation office will be contacted to determine if the Soldier’s legal entitlement to the PCS travel fund is $500 or less. The determination will be made, in writing, before a request for orders is prepared.

1) Officers incurring AERS utilization tours after completing funded education programs must complete their utilization tour before they can PCS.

2) Certain officers are assigned to approved stabilized positions. Ones that quickly come to mind might be BN and BDE Commanders who serve two year tours.

3) Overseas tour requirements must be met before officers can return to CONUS.

4) Joint duty requirements are prescribed in law must also be met before officer can leave those respective Joint organizations.

Slide 26: Utilizing Education & Experience

Focus: Refer students to AR 614-100, Chap 5, Para 5-1 and DA PAM 600-3, para 2-5

The Army has a vested interest in utilizing specific officer training and experience to maximize the benefit of that training. Categories the Army is specifically interested in are shown here.

3

SHOW SLIDE 26: Utilizing Education & Experience

NOTE: Lead the discussion with several questions. Ask the students if they were aware of all of these professional training levels. Ask the students if they are aware that most of these schools are indicated on their officer records briefs upon completion by a specific Military Education Level (MEL) code.

The codes for each school completed are:

(a) Captain's Career Course (CCC) – MEL N

(b) ILE (Command and Staff College) – MEL 4

(c) SSC – MEL 1

NOTE: SAMS = School of Advance Military Studies. It is a one year follow on course to CGSC at Fort Leavenworth, and is very competitive. Only 50 CSC student officers per class out of 1000 per year stay for a second year to complete AMSP/SAMS. The officers selected are identified by the CGSC faculty.

Slide 27: Duty Detail Assignments

Focus: Refer students to AR 614-100, Chap 3-6/3-7/3-8 Key Developmental requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are managed at Department of the Army level.

SHOW SLIDE 27: Duty Detail Assignment

(1) These type of assignments include officer selected to work on the Army Staff.

(2) Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense.

(3) General Staff with Troops. Commanders may utilize officers who are branch qualified and will not move in the near term. Examples of this type assignment include positions such as SGS, Aide-de-Camp, or Executive officer.

4

(4) Inspector General duty has a minimum three year tour requirement. Officers are nominated and approved for duty by The Inspector General.

(5) Adjutant appointments must be made by command memorandum.

Slide 28: Army Talent Management

Refer Students to Army Talent Website

https://talent.army.mil/ and down load the updated ATAP Guidance v5

Slide 29: Army Talent Management

Refer Students to the ATAP Officers Guide V.5, PDF page 7 (page1)

Refer students to the ATAP Guide, page 1, and review the definition and benefits of ATAP.

A. What is ATAP - The Army Talent Alignment Process (ATAP) is a decentralized, regulated, market - style hiring system that aligns officers with jobs based on preferences.

5

B. Benefits of ATAP

1. The Army Talent Alignment Process offers many benefits over the traditional assignment system because ATAP uses more detailed information to match officers to jobs than the traditional system. Furthermore, ATAP empowers individuals and organizations by giving them access to more information to inform their decisions.

2. ATAP provides individual officers greater freedom to choose from a wider variety of assignments which best fit their KSB-Ps, while organizations now have the freedom to search across the entire slate of moving officers to preference the right people for their teams.

3. More Benefits of ATAP:

a. Officers

i. Gain transparency in the assignment process

ii. Individual preference carries more weight

iii. Improves officers’ ability to manage their own careers

b. Units

i. Gain transparency in the assignment process

ii. Build teams based upon their unique KSBs

iii. Improves readiness by employing officers’ talents effectively

c. Army

i. Gains insight into its officers

ii. Increased ability to impact long-term retention

iii. Manage talents vs. manage strength

iv. Manage talent using multiple variables

v. Learns about officer preferences

Slide 30: Army Talent Management

6

Refer Students to the ATAP Officers Guide V.5

Refer students to the ATAP Guide, page 2, and review the principles and characteristics of ATAP.

Principles and Characteristics of ATAP

1. Seven principles and four essential characteristics define ATAP and will

produce optimal outcomes for participating units and officers.

a. Principles:

i. Every officer is in ATAP and self-professes their talent information using AIM 2.0.

ii. Every unit is in ATAP, advertises and describes their organizational vacancies, and commanders actively participate in the hiring process using AIM 2.0.

iii. Readiness determines which positions are in ATAP and available for fill.

iv. Every job is filled through ATAP using AIM 2.0; units provide the data to turn a vacancy into a job.

v. Readiness, professional development, and senior leader guidance determine the eligibility rules for assignments.

vi. ATAP operates with increased transparency and, if the market fails, OPMD, HRC clears the market with an emphasis on officer and it preferences.

vii. ATAP operates with increased transparency and, if the market fails, OPMD, HRC clears the market with an emphasis on officer and unit preferences.

b. Characteristics:

7

i. Thick – contains numerous and proportionate amount of unit positions to officers to produce optimal outcomes for both participants. This creates competition and increases chances for an assignment match.

ii. Fast – ATAP is easy to use, customizable, and filterable, permitting officers and units to quickly sort through hundreds of résumés or job descriptions to focus on the group of candidates or assignments that are most deserving of their attention.

iii. Smart – governed by business rules that provide the right incentives for all participants.

iv. Transparent – participants have access to assignment and candidate information, and understand the business rules that shapes how officers match to jobs.

D. The Army Talent Alignment Algorithm (ATAA)

1. ATAP uses a mathematical algorithm called the Army Talent Alignment Algorithm (ATAA) to match officers to vacancies.

2. The ATAA is an iterative method proven to best match preferences between

two participants, in this case assignments and officers. The algorithm is designed to match available officers with validated positions.

3. The regulated market opens with officers reviewing unit position vacancies, interacting with a unit POC or the position incumbent to gather more information, and referencing their desired assignments in rank order.

4. Units assess the résumés of available officers, reach out to officers who may have yet to express interest, conduct interviews, and preference in rank order the officers that applied for the position.

5. HRC will clear ATAP using the ATAA. Assignment cycle 20-02 will digitally pilot the algorithm for certain portions of the market. The algorithm will be manually applied for the remainder of the market.

6. For more information on the ATAA, please visit the following link:

https://www.youtube.com/watch?v=9mEBe7fzrmI&app=desktop.

8

Slide 31: Army Talent Management

Refer Students to the ATAP Officers Guide V.5

CHAPTER II: Commander’s Role in ATAP

A. Introduction: The purpose of this chapter is to provide officers with a basic understanding of the roles and responsibilities in ATAP. Across an ATAP cycle, there are three key players: units, Human Resources Command (HRC), and officers. The intent is to demystify ATAP for officers to better improve their experience throughout the

process.

B. Phase I: Set the Market

1. Officer

a. Build Résumé: During Phase I, an officer’s primary responsibility is to build their résumé and identify KSBs through AIM 2.0. Unit commanders can search all active component officer résumés, to identify and recruit talent to their commands. As such, all officers should complete résumés, even officers not expected to move in the summer 20-02 cycle.

b. Update your personal records to include medical (e.g. EFMP, PHA, Dental, Immunizations, etc).

c. Officers applying for special considerations such as High School Stabilization (HSS) or Foreign Service Tour Extensions (FSTE) need to ensure these are submitted in accordance with (IAW) Army Regulation and/or HRC Policies and Procedures. This will ensure officer requirements are communicated and actioned prior to the market opening.

2. Units: A commander and unit have various roles and responsibilities during the ATAP process. ATAP for units is a collaborative process, which requires teamwork to effectively set the market. Units will accomplish the below tasks.

9

a. Update Unit Information and Unit Pages in AIM 2.0. This is the unit’s opportunity to advertise the unit and location to prospective officers and provide a point of contact (POC) for engagement.

b. Identify all Officers Identified to Move (OIM). It is critical to ensure OIMs are accurately reflected up front and as soon as possible. This is accomplished by reviewing and adjusting officers’ Year Month Available to Move (YMAV) dates. This increases a unit’s chance of receiving a backfill during ATAP. Additionally, identifying OIMs early ensures officers are not disadvantaged by entering the market late, which could potentially prevent an officer from receiving a market match. Units should compete positions that will be vacant, and not positions of departing officers. (e.g. HHC, 1-2 CAV Commander is departing the unit, but has a backfill on the Brigade staff. The backfill position should be competed, not the outgoing commander position).

c. Build Job Vacancies. Units will build vacancies through their Mission Essential Requirements (MER) list, and submit this list to HRC. Units will provide detailed descriptions of job vacancies and unit information through AIM 2.0. See below for unit requirements:

i. Vacancy Information: Unit comments, special remarks (additional requirements not otherwise indicated-i.e. polygraph, security clearance, certifications, interviews, etc), report date.

ii. Personnel Information: input desired KSBs required for the position (i.e. language, military education level, etc).

iii. Incumbent Information: input the incumbent’s name. Recommended to include incumbent’s POC information.

iv. Security clearance Information: label positions with required clearance levels.

v. Command (CMD) and Key Developmental (KD) Queue: place wait times for key developmental positions in the related job descriptions.

Continue to review the phases as applicable

Slide 32: Army Talent Management

10

Brevet Promotions:

1. Army Directive 2019-xx (Temporary (Brevet) Promotion of Officers) -TBP. The Army approved a policy to temporarily promote Army officers to the next rank if they are qualified and selected to fill a position that the Army designates as critical.

2. The Army will pilot brevet promotions by opening 225 positions during the summer 2020 assignment cycle and up to 770 for following cycles. The positions will be included in the market under ATAP in AIM 2.0. Officers will have visibility of brevet positions for which they are eligible in their assignment marketplace.

3. A breveted officer would receive pay and benefits for the higher grade while in a brevet status.

4. The implementation of this new authority moves the Army toward more flexible career paths for its officers and allows the Army to fill critical shortages with officers who possess the right talent.

5. All 1LTs thru LTCs that possess the KSB-Ps appropriate for the designated positions at the next higher grade are eligible for assignment to a designated critical position.

6. All brevet promotions require Senate confirmation (10 U.S.C. § 605(a)).

Slide 23: AG Officer Talent Development Model

11

Focus: In addition to meeting Army needs, the assignment officers at HRC are charged with managing your professional development. DA PAM 600-3 has developmental models like the one depicted here for all branches and functional areas. The main items the assignment manager will focus on are schooling and key development positions. Although this can vary a little branch to branch, here’s the basic concept.

SHOW SLIDE 28: AG Officer Talent Development Model

One person in the controlling branch at HRC manages LTs. This person tracks the officer through BOLC, and then makes their initial assignment. This person is also tracking any agreements for special schools, degree completion, etc.

Upon making the promotion list for Captain, the officer is transferred to the control of the junior captains assignment officer. In AG for example, this assignment officer maintains you in his control population until you complete this course. This means he has a population that spans several year groups. His challenge is to fill Army requirements, get you to the career course, and to meet any obligations the Army makes to you through programs such as officer retention.

Assuming the Army has made no obligation to you, the assignment officer is looking at three things. KDP highlights include:

DA PAM 600-3, para 3-5a(3) Before promotion. Prior to promotion to captain, officers must complete their baccalaureate degree. This requirement is from Title 10 United States Code (10 USC).

DA PAM 600-3, para 3-15d OPMD assignment managers. Responsible for balancing Army vs. officer.

They provide candid, realistic advice to officers about their developmental needs.

NOTE: Instructor should point out and explain that the term branch qualification has been replaced with Key Developmental Positions (KDPs).

Slide 29: DA Pam 600-3 Update

12

Focus.

SHOW SLIDE 29: DA Pam 600-3 Update

Review the WO Development with the class and select areas to discuss, such as WOCC TAC Officer, HROC Tech, WO Branch Manager

Slide 30: Brigade S1 Role

Focus: Brigade S-1 Role

SHOW SLIDE 30: Brigade S1 Role

As we discussed earlier, the Brigade S-1 must take an active role in officer management for their brigade and subordinate units. Unlike enlisted personnel management, officers are managed by the “eaches” with every individual officer’s professional development and preferences factored in against Army requirements. This list is certainly not all inclusive; however, here are some key points:

• Manage the personnel strength of the Brigade and all subordinate units at the Distribution Management Sub-Level (DMSL)

• Review and monitor officer strength, distribution, and assignments using the Total Officer Personnel Management Information System (TOPMIS)

• Coordinate officer requirements with HRC; keep in regular contact with your readiness/distribution manager

13

• Develop officer slate for the brigade; anticipate requirements, KD assignment moves, changes of command, etc.

• Monitor changes in units’ MTOEs/TDAs; identify and keep track of new requirements

Talent Management

Brigade S1s are required to conduct Talent Management which is conducted in the best interest of the organization and aid in the personal and professional growth of the Soldier.

Refer students to https://talent.army.mil/

Talent Management is the unique intersection of skills, knowledge and behaviors in every person. Talent represents far more than the training, education and experiences provided by the Army.

Talent management is a deliberate and coordinated process that aligns systematic planning for the right number and type of people to meet current and future Army talent demands with integrated implementation to ensure the majority of those people are optimally employed. Talent management extracts the most productivity and value from an organization’s greatest asset – its people. Army talent management integrates people acquisition, development, employment and retention strategies.

S1s are required to review the Soldiers’ Soldier Record Brief to conduct appropriate talent management. This ensure the Soldier is not doing the same job continuously and can serve in other applicable jobs within the organization as allowable by his MOS, grade and experience. S1 consult with the Brigade CSM and XO to obtain their concurrence on Soldier talent management.

Slide 31: Enabling System

Focus: Focus: TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

:

14

SHOW SLIDE 31: SRC 12 Enabling System

TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

Slide 32: Query System

Focus: While many will have access to all the areas in the Query System application, this guide will focus primarily on the Asset II sub-menu.

The Asset II query system will give users friendly application to create their own query. This system will allow the user to display

Officer and Warrant Officer Data in a report format. The Query System menus give the user the ability to create custom made

queries to retrieve data specific to your needs. Cautions about the query system:

SHOW SLIDE 32: Query System

1) Always use a filter when conducting a query otherwise you will be waiting a long time to get your results(2) DMSL, UIC, PGRAD, CONGR, BABR are all good filters – use at least one(3) It’s better to “borrow” and modify an existing query than it is to start from scratch

TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

Slide 33: Requisitions & Assignments

15

Focus: The "Requisition" submenu is normally used in an interactive method by authorized strength managers. It lets them view requisition information for different positions. The officer is selected in another menu and in the open the “Requisition” menu pulls up requisition information on the officer. Local strength managers do not build requisitions. They report vacancies to HRC and HRC produces the requisitions.

SHOW SLIDE 33: Requisitions & Assignments

TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

Slide 34: Detail Strength Report by Congr

Focus: Strength Reports allow the user to capture information for use in managing officer strength.

SHOW SLIDE 34: Detail Strength Report by Congr

Other reports provide useful information in different formats. A few words of caution is that these reports at the field level will not show every officer assigned to a unit, only those that are centrally managed at AHRC. In short, users will not see information on officers in the following branches: AN (Army Nurses), DC (Dental), MC (Medical Corps), MS (Medical Services), JA (Judge Advocate General), SP (Medical Specialist), and VC (Veterinary Corps). If the users are running queries in Asset II for comparison, they must exclude these branches.

TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and

16

distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

Slide 35: Enlisted Distribution & Assignments

Focus: Enlisted Distribution Assignments

SHOW SLIDE 35: Enlisted Distribution Assignments

Slide 36: Requisition Process

Focus: The monthly allocation of requisitions is limited to the command's share of available inventory, as determined by the EDTM.

.

SHOW SLIDE 36: Requisition Process

17

(1) Requisitions are allocated to the field via EDAS at the 4-character MOS Code (MOSC) level.

(2) Requisitioning activities then expand the allocations to the 9-character MOSC level, adding security requirements, other details, and special instructions (SI), then transmit them to HRC by verifying requisitions in EDAS.

(3) The lead time required in submitting personnel requisitions provides time for selecting and preparing Soldiers for movement. Actual lead times necessary for each MACOM are established during the requisition allocation process or via HRC and the command. Lead times are subject to change based on priorities. However, as shown in paragraph 3-6, the minimum lead time is CM+4 and the maximum lead time is CM+12.

(4) Once approved, the requisitions are released via EDAS to the appropriate career management branch for nominations to fill the requisitions.The allocation of requisitions for each of the requisitioning activities listed below will be limited to the command’s share of available inventory, determined by the EDTM. Requisitions are allocated to the field via EDAS at the 4–character MOS code (MOSC) level. Requisitioning activities then expand the allocations to the 9–character MOSC level, adding security requirements, other details, and special instructions (SI), if necessary, and transmit them to HRC by verifying requisitions in EDAS. The requisitioning activities are—

(1) CONUS installations.(2) CONUS elements of functional commands.(3) U.S. Army, Europe (USAREUR); Eighth U.S. Army (EUSA); U.S. Army, Pacific (USARPAC); and U.S. Army, South (USARSO).(4) U.S. Army Medical Command (MEDCOM).

a. All other requisitioning activities will determine their 9–character MOSC level requirements and any SIs and transmit them to by creating requisitions in EDAS. If no requisitions are received from a particular requisitioningactivity during the month, the assumption is that no requirement exists.

b. EDAS will generate the control and serial number when the requisition is created. (See EDAS Users Manual for details.)

c. The lead time required in submitting personnel requisitions provides time for selecting and preparing Soldiers for movement. Actual lead times necessary for each ACOM/ASCC/DRU are established during the requisition allocation process or via direct communication between HRC and the supported command. (Questions on this process may be referred to HRC (AHRC–EPD), 2461 Eisenhower Avenue, Alexandria. VA 22331–0450.

18

Slide 37: Enlisted Distribution Target Model (EDTM)

Focus: Enlisted distribution target model (EDTM)

NOTE: Refer students to AR 614-200, Para 3-6.

SHOW SLIDE 37: Enlisted Distribution Target Model (EDTM)

The Enlisted Distribution Target Model (EDTM) is an automated system that creates enlisted distribution targets by MOS, grade, and unit identification code (UIC). The model fills each UIC reflected in the personnel manning authorization document (PMAD) with projected available inventory from the MOS Level System (MOSLS) according to DCS, G–1 distribution policy.

• The EDTM constrains the assignment process to coincide with the projected operating strength targets. It represents assets the Army realistically expects to be available for distribution. The model targets each UIC for fill according to the DCS, G–1 enlisted distribution policy. Therefore, the possibility exists (depending on the fill priority and projected inventory) for a unit to be targeted at less than authorized strength.

• By using the EDAS management information subsystem, field personnel managers may view the targets— grouped by private (PV1) through specialist (SPC), sergeant (SGT) through MSG, and SGM––for the current month plus four through 12 months (CM+4 through CM+12). This is accomplished by using either the REPORT REQUEST (MO) (reports A, B, E, F, and J) or the STAT QUERY (MQ) (reports A and D).

• The targets are produced monthly, or more frequently if changes to projected authorizations or operating strength warrant an update. (Questions on the EDTM may be referred to HRC (AHRC–EPD–P), 2461 Eisenhower Avenue, Alexandria, VA 22331–0450.)

NOTE: Explain to students that based on the contemporary operational environment the Army G-1 may frequently change the distribution policy so that higher priority units (deploying units, etc.) have priority of fill for available inventory. Explain that as HR managers, it is important to know their unit's priority and be able to explain this to unit leadership.

19

Slide 38: EDTM Model

Focus: EDTM Model How do we identify what a unit’s strength should actually be? While it sounds easy to compare a unit MTOE against the projected strength, and thus, calculating what personnel a unit should still be able to receive, the process is much more complicated.

SHOW SLIDE 38: EDTM Model

When calculating monthly distribution targets, we must take several factors into consideration. First, we take the units’ authorizations, which are based off PMAD, DMO, and other inputs. Next, we look at what the projected inventory should look like and factor in the latest Army G-1 manning guidance. As all three factors are taken into consideration, the EDTM then calculates what the monthly targets for the Army will amount to.

Slide 39: Requisitions Validation Tool

Focus: Requisitions Validation Tool

SHOW SLIDE 39: Requisitions Validation Tool

It is important to understand that Strength Managers/S-1's need to learn who their HRC account manager is and maintain communication by talking to their account manager in order to report shortages and learn what the projected fix is. By being smart on EDAS they can see what requisitions are already built as well as what Initial Entry Training (IET)s and inbounds are projected.  In an effort to help produce and validate requisitions as needed, the Army has adopted a new system, called auto-requisition. This system was designed to help maintain unit strength at the target range. This process can be completed when a unit takes its projected strength and compares the numbers to the DMSL target at MOS & grade level. The projected strength can then be calculated by adding all outstanding requisitions and projected gains to the units’ current strength and

20

deducting all known projected losses. Should calculations fall below the target, it is the units’ responsibility to report shortages, and thus have requisitions built.

Slide 40: Guidance-EPMD DMSL Managers

Focus: EPMD DSML Managers

SHOW SLIDE 40: Guidance EPMD DMSL ManagersThe most important thing is for a strength manager is to learn how to identify real problems and report them in a clear manner. To ensure that the commander is properly informed, it is imperative that strength managers understand the total Army picture. For example, if you are calling about a skill level shortage you should know what your total strength for that MOS is (with promotables).  Learn what MOSs are substitutable for another.  Research the total Army picture for an MOS you are reporting - HRC unit representative can assist. Communication and timing is critical.  Keep HRC informed as far out as possible about deployment shortages...3 months before deployment is too late. Becoming familiar with the Army Manning Guidance, ARFORGEN, Army Campaign Plan, and deployment cycles prior to a units deployment will allow S-1 managers to be set up for success as S-1s understand what the underlying concepts of manning a unit prior to, during, or upon completion of a deployment. Strength managers must understand the ARFORGEN process and how it will impact their unit.

Maintaining good communications with unit representatives will also assist in establishing a common operating picture for everyone involved.

Learn and understand EDAS and COPS. Although COPS is a step up for the field in terms of being user friendly and strength data provided in a single system for officer and enlisted, the program still lacks some of the capabilities EDAS can provide. Therefore, Strength Managers should become familiar with EDAS in order to look at Valid, Open, Unfilled (VOU) requirements, IET plans, organization tables, and so forth. HRC recommends that S-1s contact their unit representative if they encounter any difficulties and are looking for assistance.

Slide 41: Assignment Eligibility & Availability Codes

21

Focus: With regard to the stabilization of tours, the minimum TOS requirement for Soldiers assigned in CONUS is 48 months. Exceptions to this requirement are as follows:

SHOW SLIDE 41: Assignment Eligibility & Availability Codes

NOTE: Refer students to AR 614-200, para. 1-12c, 3-7 and Table 3-1.

(1) Reassignments to OCONUS.(2) Reassignments to a different duty station for training or educational purposes including Soldiers being reassigned to the Sergeants Major Academy and all other schools requiring a PCS.(3) Reassignments that are a direct result of major weapons system changes or unit conversions (for example, formation of a new unit manning system unit). Moves associated with replacing a Soldier selected to man a new weapons system or unit are not covered by this exception.(4) Reassignments to retrain Soldiers into new specialties in-conjunction with reenlistment. In these instances, a 12-month minimum TOS will apply.(5) Reassignments from the Office of the Secretary of Defense (OSD), the Organization of the Joint Chiefs of Staff, (OJCS), or a joint defense agency where the tenure is limited by statute or other provisions to a shorter tour.(6) Reassignments for compassionate reasons.(7) Reassignments to a different duty station in preparation for a unit deployment.(8) Reassignments of first-term Soldiers.(9) Reassignments to keep married Army couples together. In these instances, a 24-month minimum TOS will apply.(10) Reassignments due to becoming disqualified to serve in the assignment or being relieved for cause from the assignment.(11) Reassignments to fill a higher-priority assignment.(12) Reassignments when HQDA has determined it is in the best interest of the service or the individual Soldier.(13) Additional exceptions as announced by HRC.j. AEA codes are a management tool used to identify the Soldier’s eligibility and availability for reassignment. When two or more AEA codes apply, the AEA code with the longest period of stabilization will be reported. AEA codes will be processed immediately upon change of a Soldier’s eligibility status. The eMILPO will be used for

22

submitting AEA transactions. Stabilization actions approved by HRC and HRC–processed AEA codes will have precedence over field processed AEA codes.k. Currently there are 35 AEA codes:(1) HRC exclusive: D, E, H, I, J, M, N, O, P, R, S, T, Y, 1, 2, 3, 4, 5, 6, 7, 8, and 9.(2) Field and HRC: A, B, C, F, G, L, P, Q, U, V, W, X and Z.

Slide 42: Soldier-Initiated Assignments

Focus: Refer students to AR 614-200, Chapter 5, Section II.There are certain instances where a Soldier may request a reassignment, request to be deleted from existing assignment instructions (AI), or request to be deferred from reporting during the reporting month of an existing AI. Some of the most common reasons are:

SHOW SLIDE 42: Soldier-Initiated Assignments

(1) Compassionate actions, such as request for deletion, deferment, or reassignment due to extreme family problems.

(2) Other Soldier-initiated assignments include Exchange assignments, sole surviving son or daughter, Married Army Couples Program (MACP), Permissive assignments, and Stabilization of High School Seniors.** Effective 10 Oct 12, 24 month stabilization for Soldiers after the death of a spouse (RAR)

Slide 43: Enlisted Distribution & Assignment System (EDAS)

23

Focus: EDAS is the tool for distribution and assignment system for enlisted Soldiers. It is an automated program that:

SHOW SLIDE 43: EDAS NOTE: For additional EDAS information, refer students to AR 614-200, para 3-4.

(1) Is used to distribute and assign the enlisted force.(2) Issues assignment instructions via automated data transmission (ADTRANS) that arrives in the field as electronic military personnel office (eMILPO) output. (3) Provides Enlisted Personnel Management Directorate (EPMD) and field users authorizations and assigned/projected strengths by Military Occupational Specialty (MOS), Grade, Skill Qualification Identifier (SQI), Additional Skill Identifier (ASI), and Language (LANG).(4) Provides enlisted strength management (ESM) information to field commands.(5) Provides interactive update capability to post information directly to the total Army personnel database (TAPDB) for authorized users, including field users, to delete or defer Soldiers. Installations primarily use eMILPO to update data on the TAPDB. The principal data bases used by EDAS are—(1) Total Army personnel data base (active enlisted) (TAPDB(AE)).(2) Requisition data base (REQDB).(3) Organizational data base (ORGDB).(4) Statistical data base (STATDB).c. Field users use EDAS to create requisitions and to read data that they are authorized—for example, information on Soldiers assigned to their commands and incoming personnel.

NOTE: EDAS is an Active Component system. Inform the students that detailed instructions and specifics on the various data bases can be found in the EDAS Users Manual.

Slide 44: Check on Learning

24

Focus: Check On Learning

SHOW SLIDE 44: Check On Learning

Q1: Using the EDTM, what are three inputs are used to calculating monthly distribution targets?A1: Unit authorizations (based off PMAD, UAD, and DMOs); Inventory Projections; and current Army Manning Guidance. Q2: What process/system was developed to assist in producing and validating requisitions which helps to maintain unit strength at the target range?A2: The Requisition Validation ToolQ3: Why can't HRC fill every unit to its authorized level?A3: The inventory doesn’t exist to fill everyone to Auths. Therefore the Army G-1 creates an annual manning guidance document. Targets ensure the equitable distribution of scarce resources (people) according to the manning guidance.Q4: What identifies duty positions that require closely related skills and broadly identifies types of skill without regard to skill level?A4: The Military Occupational Specialty (MOS)Q5: What one character code is used with the MOS and SL to form the basic five character MOSC?A5: The Special Qualification Identifier (SQI)

Slide 45: Directed Military Overstrength (DMO)

Focus: The ASA (M&RA) is the DMO manager and approval authority for the entire DMO program and is responsible for the following:

SHOW SLIDE 45: DMO

25

(a) Approving and maintaining the appropriate level of authorizations to support the DMO account.(b) Maintaining a database to account for all DMO requests.(c) Staffing all DMO requests with the appropriate HQDA offices.(d) Approving or disapproving all DMO requests.(e) Notifying the ODCS, G-1/AHRC when DMO positions are approved and authorize assignment of personnel.

DMO requests are processed through the chain of command to OASA(M&RA), SAMR–MBA. Packets include:(1) Mission and function changes necessitating the overstrength(2) Organization, duty station, and UIC.(3) Grade and specialty or MOS.(4) Inclusive dates (desired start and end date). It generally takes a minimum of 180 days for ODCS, G-1/U.S. Total Army Personnel Command (AHRC) to fill a DMO authorization; therefore, DMO start dates must be requested farenough in the future to allow assignment of personnel so they may complete the full term of the DMO prior to termination. When there is an immediate need for personnel to fill an approved DMO position, ASA(M&RA) and ODCS, G-1/AHRC will attempt to make an appropriate assignment as expeditiously as possible.(5) A point of contact in the requesting organization.(6) Special qualifications required and supporting justification.(7) Detailed supporting justification for the DMO, to include the reason that authorized resources cannot satisfy the requirement and when authorizations will be provided.(8) Notification to OASA(M&RA), SAMR–MBA, if DMO requirements terminate earlier than scheduled.(9) Endorsement of DMO requests at the general officer or Senior Executive Service level.

Slide 46: By-Name Request

Focus: The ability to support a BNR is based on a number of factors that impact assignment, including, but not limited to, Officer Preference, career management needs, Army requirements, and consideration of compelling personal matters.

SHOW SLIDE 46: By-Name Request

26

Strength consideration. In accordance with CSA guidance to reduce excess, balance formations and remain within strength parameters defined in current Army Manning Guidance (AC/RC) Commands at strength or overstrength may be subjected to substitute an approved distribution requirement and/or a “Take-out” plan, which will require identifying available officers to move within the cycle in order to support the BNR.

Slide 47: Mission Essential Requirements

Focus: The MER is a process that is used to requisition officer and warrant officer requirements from OPMD/HRC

SHOW SLIDE 47: Mission Essential Requirements

Slide 48: Mission Essential Requirements

Focus: The MER is the unit’s best opportunity to provide input into the distribution process.

Units must continue to communicate vacancies with HRC Do not wait for the MER or USR to notify HRC of officer/warrant officer strength issues within your organization.

SHOW SLIDE 48: Mission Essential Requirements

The MER is the unit’s best opportunity to provide input into the distribution process. HRC must be notified of unforecasted personnel losses due to separation actions

27

(legal/medical), retirements, or local installation movements (movement outside of your organization for career progression).

Use TOPMIS II to validate unit vacancies and add unit actions that are not reflected in an HR Systems (retirements, legal separations, etc)

The MER is now conducted via the AIM 2 Portal.

Have Soldiers log into AIM 2 https://aim.hrc.army.mil/

Slide 49: MER “How To”

AIM is the official system that all organizations will use to submit MERs.

SHOW SLIDE 49: MER

28

IAW WARNO to HQDA EXORD 145-19, The Secretary Of The Army directs Active Component (Ac) units and officers to participate in the Army Talent Alignment Process (ATAP) via the Assignment Interactive Module 2.0 (AIM2). the Army is moving from an Officer Distribution System to an Officer Alignment Process that incorporates Talent Management Principles. the ATAP employs a regulated talent marketplace to improve the alignment of officer knowledge, skills, behaviors, and preferences (KSB-P) with unit requirements. Effective 5 August, all AC Officer Assignments will be executed through the ATAP. Officers must update their KSBs in AIM 2 which will be used as a part of the process.

Visit AIM 2, click on “My Resume” and “Knowledge, Skills, and Behaviors”. Use the information displayed to update your KSBs (on your own time).

Slide 50: MER “How To”

As of June 2019, Soldiers with access to their units MER in AIM 2 will have the displayed visual after selecting “Our Unit”

SHOW SLIDE 50: MER “How To”

Soldiers with certain rights can update their unit’s information to annotate unit point of contact (normally, the BDE S1 but can be any leader appointed by the Commander) and mission. Soldiers serving in a division or higher G1 can use the DMSL selector to locate their unit

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.

29

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 51: MER “How To”

SHOW SLIDE 51: MER “How To”

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 52: MER

30

SHOW SLIDE MER1. 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 53:

SHOW SLIDE 53

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.

31

3. Click “Edit” when finished.

Slide 54: MER

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.

Note to Instructor: Remind the students not to enter PII in the Special Remarks section.

2. Click “Save Requisition Data.”

3. Click “Edit.”

Slide 55: MER

SHOW SLIDE 55

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.

32

Slide 56: MER

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 57: MER

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 58: MER

33

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 59: AIM 2 Key Takeways

34