HUMAN RESOURCES COMMAND - Military Guide
HUMAN RESOURCES COMMANDBriefing totoGeneral OdiernoCSA10 July 2014v5 10 JUL14Overall Classification of this brief is:UNCLASSIFIED//FOUO1
Agenda Officer Separation Board (OSB) Follow UpCommand Selection List (CSL) Audit UpdateCSL Briefing Due Outs (7 Apr 14)Branch Monitoring UpdateCyber Branch UpdateKorea Rotation Business Rules and Manning TimelineBuilding NCOs for 2035Other Key Initiatives2
Officer Separation Board Follow Up3
MAJ Selectees with 2 or More ACOM OERsWeakly written OERs and/or Outdated DA PhotosNAMEBRYEARGROUPHENDERSON, LAWRENCE AQ2003PRESLEY, RICHARD TAR2003THOMAS, BILL SCOTT482002MCCARTHY, DIANNEEN20035th ACOM officer was overweightCURRENT TITLELast OER2nd Last OER3rd Last OER4th Last OEROverallMIL TMCONTRACTINGBN S1Strong as CPT in AG; weak inCH RCO (FWD AFG) LD/CONT OFFOFFICER(best )AQs(#1/8)BN TNG OFFSGLKNOWN LOSSESBN TNG OFFWTR/INSTRCOM file; no KD reports(top 25%)(one of the best)OPS OFFICERCDRCDRStrong KD OERs, others weakINCOMINGFAO TNG/CHINA(top 25%)(top 5%)(top 5%)evalsPERSONNELCONTRACTINGOFFICERSOLDIER INTRANSITIONPROJECT ENGACOMCDRCDR(top 3)BN CIVILENGINEER(top 25%)2 of 4 ACOMs with strongcomments/No KDCOM4
Generating ForcesTRADOC80% ACMGRecruitingCommandCPT-18 Commanders-4 Staff OfficersMAJ-5 Staff Officers 1 Deep Positions Assess High RiskCadetCommandCPT-29 APMSMAJ-5 APMS-1 Staff Officer Required to identify 1 Deep Positions Assess High RiskCenters ofExcellenceCPT-33 Commanders-10 Instructors-49 Staff OfficersMAJ-3 Instructors-59 Staff Officers 97% Current Strength SMC limited ability to fill commanders Assessing MAJ billets and SMC abilityto cross level Low to high risk; working priorities withTRADOC5
Generating ForcesFirst Army70% ACMGDIV EASTDIV WESTCPT-14 OC/T-11 Staff OfficersCPT-16 OC/T-12 Staff OfficersMAJ-2 OC/T-2 Staff OfficersMAJ-3 OC/T-5 Staff Officers 83.4% Current Strength 76.6% with OSB Will work to 1A to redirect inbounds Assess OC/T as medium risk 87% Current Strength 78.9% with OSB Will work to 1A to redirect inbounds Assess OC/T as medium risk6
Generating ForcesCTC80% ACMG100% for OC/TJRTCCPT-9 OC/TNTCCPT-1 OC/TMAJ-4 OC/T 102% Current Strength Gains programmed 1Q/FY14 May be near term gap Assess Low Risk 101% Current Strength Gains programmed 1Q/FY15 May be near term gap Assess Low RiskCMTCCPT-1 OC/T-4 Staff OfficersMAJ-1 OC/T-2 Staff Officers 99% Current Strength Gains programmed 1Q/FY15 May be near term gap Assess Low Risk7
AFPAK HandsOSB-ESERB CPT OSB: 11.7% overall vs. 16.7% AFPAKMAJ OSB: 6.5% overall vs. 12.4% AFPAKPROMOTION/SELECTION LTC CSL Selection:– FY13 LTC CSL: 18% ACC vs. 3% AFPAK– FY14 LTC CSL: 27% ACC vs. 6% AFPAKCOL Promotion– FY13: 42% ACC vs. 11% AFPAK– FY14: 40% ACC vs. 3% AFPAKISSUES 42-45 months in program impacts officer timeline High deployment OPTEMPO; few volunteers Assignment Officer feedback is that Officers in thefield have a negative view of AFPAK Hands Utilization as staff officer vice AFPAK Hands Joint environment without JDAL credit Out-of-theater assignments not related to AOCDISCUSSION Reassess value of program considering breadth ofAfghan experience within current officer corps Establish an AFPAK proponent Establish marketing strategy to eliminate negativestigma of program Reengineer program to 2-3 year max withbroadening assignments as CPT & MAJ withincurrent timeline Consider advanced degree and JCS/ARSTAFFassignment following theater tour Consider VTIP opportunity into FAO program8A/O 091800 Jul 14
Command Selection List (CSL) Audit Update9
FY 15 ACC CSL AuditCSL Audit Purpose: validate billets on CSL in light of evolvingmissions and responsibilities; Improve subcategory alignment;Shape CSL to meet CSA’s intentCSL Purpose: Ensure our best qualified officers fill ourmost important billetsEnd State: Shape officers to become postured as futurestrategic leaders of the ArmyFOCUS AREAS Validate LTC/COL command and key billets meet CSL definitions, meet scope ofresponsibility requirements, and are consistent between echelons Assess how the total number of LTC/COL CSL positions has changed over time,and why Analyze the year-to-year imbalance in CSL opportunities, and examine COAs toimprove balance Statistically validate the importance of LTC CSL positions based on FY09-FY13SSC, COL Promotion, and COL CSL Board outcomes Evaluate the feasibility and potential impact of reducing 36 month commands to 24months to include potentially removing the 2 1 option for IMCOM10
Focus Area Findings (1 of 2)Focus Area 1: Validate LTC/COL command and key billets meet CSL definitions,meet scope of responsibility requirements, and are consistent between echelons 80% of evaluated billets meet all CSL definitions and criteria for their respective category Principle empirical friction point is “scope of responsibility,” based on authorization documents Primarily in the Strategic Support Command Category Small-sized units with large fiscal, materiel, facilities, and personnel responsibilities (e.g.Depots/Arsenals/Port Battalions) Basic Branch key billets are largely consistent at Division and Corps Level Distribution of Functional Area key billets is in accordance with Proponent prioritiesFocus Area 2: Assess how the total number of LTC/COL CSL positions haschanged over time, and why A combination of force structure impacts ( /-) and key billet and functional areas add haveresulted in an overall 9% increase in CSL billets from FY03-FY14 Functional Areas as CSL11
Focus Area Findings (2 of 2)Focus Area 3: Analyze the year-to-year imbalance in CSL opportunities, andexamine COAs to improve balance Constant factors: unit activations/inactivation's; patch chart; reliefs and individual extensions orcurtailments Overall balance 47% in FY15; 53% in FY16 Operational Force 47% in FY15; 53% in FY16 49% in FY17; 51% in FY18 Generating Force 50% in 15; 50% in 16 Wholesale BCT/ Battalion changes in the same FY generates significant imbalance withinDivisionsFocus Area 4: Validate the importance of LTC CSL positions based on FY09-FY13SSC, COL Promotion, and COL CSL board outcomes CSL: 13% LTCs selected for CSL; of those, 72% select to COL, 73% to SSC, 36% to COL CSL Direct correlation exists between LTC CSL and promotion to COL, SSC, COL CSLNon-CSL: 10% selected for COL; 1% for COL CSLFocus Area 5: Evaluate the feasibility and potential impact of reducing 36 monthcommands to 24 months to include potentially removing the 2 1 option for IMCOM Complete: Depot & Arsenal commands 36 to 24 months (effective FY15); IMCOM 2 1(terminated for FY15)Pending: EN USACE (O6) districts 3 year command tours12
Additional Focus Area Findings Nest board guidance with the Army Leader Development Strategyto recognize performance in CSL position in both operating andgenerating force Reassess coding of select command to correct imbalance incommand opportunities Redesignate all hard-coded Installation Commands to Branch Immaterial Redesignate 18 Combat Arms Immaterial Installation Commands to BranchImmaterial Redesignate 15 Infantry Training Commands to Combat Arms Immaterial (02A)– Initial Entry Training Battalions and Brigades outside Fort Benning Further assess Special Forces (SF) Opportunities – preponderance serving innon-SF commands13
Command Selection List (CSL) Briefing Due Outs14
82d Airborne and 1st Cavalry Division AnalysisCSA Observation: Lack of 82nd ABN and 1CD battalioncommanders selected for FY15 BCT commandsBN Command Location1CD82nd ABNBCTs SlatedFY14 BCT Selects FY15 BCT Selects3 (BZ)5 (BZ)201013Selectees from2 ABCT (OML #8)Link to82nd / 1 CDAnalysisLess opportunities One select from 1CD in FY15 BCT; 3 BZ selects in FY14 Zero selects from 82nd in FY15; 5 BZ selects in FY14 - officer pool for FY15reduced Less BCT opportunities in FY15 is a factor Examined all COL promotion data from like divisions, no pooling identified: SR sampling from 2010-2012, home station only Senior rater population generally consistent; variables such as TRA, SMC roles mayhave imposed variancesDivision LTC CSL Location82 ABN DIV1st CAV DIVTotalDivisions w/Corps TotalDivisions w/o Corps TotalGrand lect RateSR Population(in .2%40.2%746369 (avg)59 (avg)78 (avg)1006016037.5%15
Professors of Military Science (PMS) as CSLCSA: “Should LTC PMS be CSL? Consider options, we are not getting thequality that we need”G1 Additional Guidance: “Relook the process to identify a hybrid approachso that certain PMS billets are a CSL selection. Identify premier schools forCSL selection (approximately 25); possible 24-month deferment of CSL ifselected for PMS. Relook the timing which may be resolved with an earlierannouncement. PMSs selected through Centralized Selection Board; officers opt-in HRC does not recommend PMS as CSL: Current leader development model disadvantages PMS officers (2 yr) Adding to CSL potentially weakens the overall talent pool of operational force Forces a career path choice Sets a course for generating force at COL level Potential promotion risk Need the opportunity to do both – PMS and CSL16
PMS CSL AlternativesUSACC’s primary concern is turbulence, not quality Operationally defer CSL selects; two year minimum tour; alleligible to compete Re-sequence PMS board after CSL announcement; only CSLalternates and non-selects compete; two year minimum tour;alternate activations remain a possibility Former CSL officers as PMSs for select universities;Nomination process (Shotgun) shapes selection criteria Sustain current PMS/CSL board selection processes andeligibility criteria17
FY15 Declinations – Early ReadAlthough trending higher at this point than FY14, the FY15declinations are within historical normsPrincipal DeclinationsFY14 TotalFY 15 (as of 25 Jun 14)PersonalPMSDisapprovedDefermentTotal13411848012 FY14 declinations represents the entire FY; FY15 data is as of 25 Jun 14 Declinations trending higher in FY15, yet within statistical norm for last 5FYs - too early to see clear patterns PMS declination rate already double of entire FY14 – something to watch18
Discussion Countering the effect of the 90s drawdown (avoidprincipal select backlog) Staying in close synch with the Army G3 (did not happen in the 90’s) To some extent, under-selecting principals (did not happen in the90’s) CSA AMEDD/AAC slate approval; working authorities19
CSM CSL Branch Consolidation UpdateEffective Changes: CSM CSL Branch merged with Command Management Branch Board process and slating for battalion and brigade level CSMs to mirrorofficers Changes effective fall 14 boards (FY16 CSL): Opt-In/All-InOne vote, one scoreSingle alternate Order of Merit List (OML)Slating conducted by Enlisted Personnel Management Directorate branch chiefsSMA slate guidance includes broadening SMA briefed on 19 Jun 14 and concursWay Ahead: Continued synchronization effort to align command sub-categories withofficer CSL Adjust policies and procedures where needed Assess need to realign management of BDE CSMs to SMA SMMO20
Branch Monitoring Update21
Branch Monitoring IntroductionTask:CSA Guidance to monitor minorities by branchfrom the beginning of their career as an officer.Methodology:In order to determine which decision pointsalong a career timeline should inform seniorleaders’ decision making process, we exploredtwo areas:1. Accessions into ACC and Combat Arms2. Branch Transfers out of the Combat ArmsRecommendation:Equitable distribution of Combat Armsallocations for all sources of commission.22
Branch Monitoring IntroductionMinorities in the Combat Arms The following analysis highlights trends that we consistently see in recent yeargroups for Caucasian and African American (AA) populations. Key findings: Point of Accession (Lower AA accessions into Combat Arms – 6% of the Combat Armspopulation made up of AA officers vs 12% of the overall AA ACC population) Combat Arms Retention (At 20 years of service, 38% of Caucasian and 45% of AAofficers that began their careers in Combat Arms transferred to other branches) Competitiveness (Rates for Promotion & CSL at least 5% lower than Caucasian rates) The use of historical data allows us to pose the questions that will inform thedecisions for the Army’s upcoming graduating classes from each source ofcommission: What would we have done differently to change the composition of the more senioryear groups? How do we increase the population of minority officers in the combat arms? How do we mentor and influence minority officers in their initial tours to remain withinthe combat arms?23
Combat Arms Diversity MonitoringIn order to increase the representation of Combat Arms SeniorLeaders, there are two focus areas outlined belowACC African American Population – 12%Combat Arms African American Population – 6%YG97 Continuation Rates by REDCAT for ACC and Combat Arms100%Accessions increase of 4 AA Officers 1 additional at 20 years80%60%Accessions increase of 40 AA Officers 1 additional at 30 years1. Point of Accession40%YG 97 depicts commontrends, but more recentyear groups exhibit anincrease in AA VTIP ratesout of Combat Arms20%2. VTIP Window0%1234567891011ACC Caucasian121314ACC AA1. Point of Accession Recent year groups have an average of 14% AAofficers at accessions Sources of Commission Demographics Role Models & Mentoring can influence branchingbehavior1516171819Combat Arms Caucasian2021222324252627282930Combat Arms AA2. VTIP Window Role Models & Mentorship Efforts Limited VTIP Approval24
Accessions Diversity MonitoringYG 2013REDCAT Distribution bySource of 0%CaucasianOCSROTCUSMA3962068737 ROTC remains the SOC with the largest volumeof minority officers and the DA Branching Modelestablishes demographic goals for all branches OCS Active Duty allocations decreased in 2014and for the foreseeable future30%10% An equitable distribution of Combat Arms branchallocations to each SOC will increase the numberof AA officers accessed into those branches15%AfricanAmerican9022154 USMA Population historically remains constantin size and compositionYear Group 2013 is the most recent completedataset and mirrors recent year groups trends.25
Cyber Branch Update26
HRC Cyber BranchServe as entry point into Human Resources Command for Cyber Stakeholders.Provides focused Career Management across all cohorts in the Cyber Mission Force(any BR/Specialty), all Electronic Warfare (FA 29 series), and Cryptologic NetworkWarfare Specialist (35Q). Remains aligned with Army decisions on Cyber Branchdevelopment. Provide bridge to protect early Cyber Soldiers.Branch ChiefLTC (O2A)Cyber CoordOfficerCPT (25)Cyber CoordPDNCOSFC (35)Organizational Focus: Assignmentsinto and out of Cyber Units.AccountManagersENL PDNCOMSG (29E)CyberStakeholdersWO AOCW4 (290)Officer AOMAJ (FA29)Functional Focus: The duties of a Enlisted Professional DevelopmentNCO (PDNCO) and a Warrant Officer / Officer Assignment Officer (AO).SUPPORTS(Assist, Coordinate,Inform, Monitor,Influence, Support)DA Staff,TRADOC,ARCYBER,CYBERCOM,Other CyberUnitsParentBranchesMake use of already existing tasking andsupport relationships.Cyber Branch Priorities Manning of Cyber Mission ForceEstablishment of control measures/business practicesASI / SI E4 (Cyber Mission Force Service) managementFacilitating identification of Soldiers with Cyber talentCyber Branch Manages323 Officers211 Warrant Officers1,229 Enlisted Soldiers1,763 Total Soldiers27
HRC Cyber Branch Developing TopicsDual Branching Successful example in Aviation/MI (15C35) but Cyber/MI or Cyber/Signal could work as skill sets are related. Cyber/BranchImmaterial? Proponent concerns with challenge in maintaining competency in both branchesHRC Position: Do not dual branch. Early establishment of Cyber Branch and establishment ofCyber Mission Force Service Skill Identifier (E4) provide the tools needed to manage Cybertalent.Establishing CSL Opportunities in CyberRecommend against this initially: Very limited Cyber talent pool and insufficient force structure Dependant upon centralized board decisions Initially, CSL or lack thereof will not be the discriminator it is in other branchesHRC Position: Hand select commanders of Cyber formations for now Define CSL positions once talent pool and force structure sufficiently mature Pursue CSL credit for previously selected commandersPotential CSL Positions2 x Bde2 x Bn28
Korea Rotation Business Rules andManning Timeline29
Korea Rotation Personnel Rules (1 of 2) Rotational Unit Manning Levels Manned at NLT P1 from D-180 (Dec 14) through R 90 (Jun 16) to allow for non-deployableand unprogrammed losses Initial HRC resourcing NLT D-180 and installation cross leveling enables the SeniorCommander (SC) to achieve and maintain P1; build beginning Sep 14 SC responsible for non-deployable Soldier disposition and maintaining P1 throughoutdeployment Rotational Unit Stabilization Stabilization begins at D-180 and ends at R 90 (Dec 14 to Jun 16) Soldiers must meet Service Remaining Requirement (SRR) to remain assigned to therotational unit through the stabilization period Soldiers who do not meet the SRR will be reassigned / cross-leveled prior to stabilizationperiod Soldiers on assignment to essential requirements will be replaced and depart the unit priorto stabilization Special category assignments (sexual assault victims, threat to life, compassionate , etc.)will continue on a case-by-case basisUNCLASSIFIED / FOUO30
Korea Rotation Personnel Rules (2 of 2) Rotational Unit Command Tours No CSL leadership changes during the stabilization period Brigade CSM may compete for nominative positions but will not be available until endof rotation Unit has authority to change KD positions / company leadership during the stabilizationperiod Rotational Unit Retention D-365 (Jul 14): Soldiers who do not meet SRR ( 2000) identified and allowed toreenlist / extend D-330 (Aug 14): Soldiers with ETS prior to end of stabilization period reassigned /cross leveled Retirement requests during stabilization period may be approved with retirement dateNET R 90 Inactivating Units on the Korea Peninsula (1st Rotation Only) Standard rules for Inactivating Units apply with caveats:– 341 Soldiers in 1/2 ID may be extended up to 180 days with approval from HQDA DCS, G-1– Soldiers not required for readiness in other Korea units will be curtailed up to 90 days– 1/2 ID will remain at P1 until May 2015UNCLASSIFIED / FOUO31
2nd Brigade 1st Cavalry DivisionRotational Deployment Timeline and Manning ReadinessUNIT DEPLOYMENT TIMELINE20152014JULAUGSEPOCTNOVGUNNERY(Tables I – XII)MAJORITY OFREPLACEMENTSARRIVEDECJANNTCPREP /LOADOUTFEBMARAPRMAYJUNJULNTC 15-05DIRECTACTIONAUGSEP2016OCTNOVDECJANFEBROTATION to KOREAGUNNERY BLOCK(TABLE VI) LEAVEMARAPRMAYJUNPOSTDEPLOYMENT(15 FEB to 15 MAR)ADDITIONALPERSONNELARRIVESTABILIZATION PERIOD (18 MONTHS)UNIT REMAINS P1Installation cross-leveling and take outs completeUnit AchievesP1CURRENT READINESS: USR JUN 14PROJECTION: COPS AS OF 06 JUN 14UNIT READINESSCURRENT READINESSREADINESS PROJECTIONUNIT DATA2/1 CDAUTHASGASG %4303¹4573101%88%90%88%233237102%79%84%94%2-20 FA³(41st FIRES)AVAIL %SG%MOS - QNONAVAILMRE DATEASSUME /LAD DATEPROJ OHSEP 2014PROJ OHDEC 2014538²MAR 15JUN 15104%105%55APR 15JUN 1597%99%GREEN BOLD Meets standard for ratingORANGE BOLD Fails to meet standard¹ Unit authorizations increase to 4,580 in August 2014 due addition of the 3 rd maneuver battalion² Excludes 2000 Soldiers without SRR³ 2-20th Fires cross levels within 41st Fires – MOS 13M and 13P filled to Army AveragesUNCLASSIFIED / FOUO32
Impacts of Stabilization Stabilizing Korea Rotational Units for 18 months at P1 requires themovement of 2,072 additional Soldiers to 2/1 CD Increases turbulence
Afghan experience within current officer corps Establish an AFPAK proponent Establish marketing strategy to eliminate negative stigma of program MAJ OSB: 6.5% overall vs. 12.4% AFPAK COL Promotion – FY13: 42% ACC vs. 11% AFPAK – FY14: 40% ACC vs. 3% AFPAK Utilization as staff officer vice AFPAK Hands
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Other Shortcut Keys 28 Command Line Reference 30 Information for DaRT Notes Users 32 . Open command 39 Save command 39 Save As command 39 Close command 39 Recent Files command 39 Clear MRU List command 40 Remove Obsolete command 40 Auto Save command 40 Properties comman
Type the desired command or the command‟s alias at the command prompt. Command : LINE Command: L 2. Press ENTER on the keyboard. 3. Type an option at the command prompt. TIP: Many AutoCAD commands require you to press ENTER to complete the command. You know you are no longer in an AutoCAD command when you see a blank command line.
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Navy This branch of our nation’s armed services conducts military operations at sea, world-wide. According to the Department of Defense, its focus is “maintaining the freedom of the seas, deterring aggression, and achieving victory at war.” Like the Air Force, the Navy has many aircraft to assist with protecting the seas.File Size: 959KBPage Count: 12Explore furtherUnderstanding the 5 Branches of US Military - US Militaryusmilitary.comBasic Branches of the United States Armylibarts.hamptonu.eduU.S. National Military Chain-of-Commanddde.carlisle.army.milArmy Branches Military Science - SOU Homeinside.sou.eduWhat Are the Branches of the US Military? Military.comwww.military.comRecommended to you b
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