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UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

HUMAN RESOURCESWARRANT OFFICER BASIC COURSE

Analyze a Human Resource (HR) Metrics ProgramCDA42176

LP LESSON PLAN LP

March 2020

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

Human Resources Warrant Officer Advanced Course Analyze a Human Resource (HR) Metrics Program

Lesson Plan

Lesson Number: 805C-CDA42176Lesson Title: Analyze a Human Resource (HR) Metrics ProgramSupported Task(s): 805C-42B-6120, 805C-42B-6107Lesson Version: 7 Total Lesson Hours: 11.7 HoursLesson Creator: OTED Staff Date: October 2019Update Author: Mr. Drew Phillips Last Update: March 2020

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

1. SCOPE: Analyze a Human Resource (HR) Metrics Program is a 11.7-Hour lesson aimed at exposing students to methods and existing HR Metrics programs utilized to analyze and report. The lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for applying HR Metrics in day to day operations. At the conclusion of this block of instruction, students will be able to provide HR Metrics data for their commanders to measure and assess the levels of HR support and readiness of their unit.

While the lesson provides basic key information you must know and understand to be successful in your future assignments, it cannot and will not provide you with everything you need to know. You are expected to come to class prepared to participate, sharing knowledge and your real-world experiences to reach conclusions. Often you will find that there is no one “right” answer to a question. Instead you will be required to propose and defend possible “best” answers. If your group works together well, you may even find the “best” questions are the ones you ask yourselves.

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

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The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. .Army Profession and Leadership ALA. The Army Profession is a unique vocation of experts certified in the ethical design, generation, support, and application of land power, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people. Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

ALA: Army Profession and Leadership GLOsGLO 4: Soldiers and Army Civilians proficient in character, competence, and commitment as trusted Army

Professionals. This includes the Army Profession, Army Ethic, Army Values, and Character Development.

GLO 5 Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks. This includes the Operations Process (Plan, Prepare, Execute, and Assess), Synchronize Information-related Capabilities, Knowledge/Information Management, and Cyber-Electromagnetic Activities

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

ALA: Human Dimension GLOsGLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. This includes Verbal

Communication, Written Communication, Active Listening, Facilitation, Negotiations, Social Media, and Digital Communications.

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

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

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

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

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

3. LEARNING OBJECTIVE(s):

Terminal Learning Objective: Analyze a HR Metrics Program

Action: Analyze a HR Metrics Program

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Condition: In a classroom environment, given a 2015 Personnel Operational Readiness Guide, Personnel Readiness Summary Guide (12 June 2017), and awareness of Operational Environment (OE) variables and actors.

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

(1) Employ HR Enabling Systems to retrieve level HR Metrics.

(2) Interpret HR Metrics from the HR Metrics Program enabling systems

(3) Receive guidance from the commander on HR Metrics

(4) Brief commander on HR Metrics results

4. LEARNING DOMAIN: Cognitive

5. LEARNING LEVEL: Application

6. ASSESSMENT METHODS: Students must successfully complete all practical exercises and pass the PerOR Gunnery Table with a score of 80% or higher.

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

(a) Personnel Readiness Summary Guide (12 June 2017) (b) AR 600-8-101 (Personnel Readiness Processing), 6 March 2018

(c) Army Directive 2016-07 (Redesign of Personnel Readiness and Medical Deployability), 1 March 2016

(d) Army Directive 2018-11 (Update to Redesign of Personnel Readiness and Medical Deployability), 10 September 2018

(e) 2015 Personnel Operational Readiness Guide

(2) Websites(a) Milsuite-S1Net(b) U.S. Army Human Resources Command

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

(b) Automation-Aided Instructional Building, 1080 SF

8. STUDENT MATERIALS AND STUDY ASSIGNMENTS

(1) Study Requirements: (a) Read:

(1) Human Resources Personnel Operational Readiness (PerOR) Guide (2015)

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(2) Personnel Readiness Summary Guide (12 June 2017)(3) Army Directive 2016-07 (Redesign of Personnel Readiness and Medical

Deployability), 1 March 2016(4) Army Directive 2018-11 (Update to Redesign of Personnel Readiness and

Medical Deployability), 10 September 2018(b) Scan:

(1) MILPER# 13-022-Personnel Readiness Oversight at the Corps and Division Level

(2) MILPER# 07-228-Personnel Readiness Oversight at Brigade Level(3) MILPER# 19-103-Update to the Use of MEDPROS Data in the Determination

of Individual Soldier Medical Availability for HRC Reassignment(c) Review Websites

(1) U.S. Army Human Resources Command – HR Enabling Systems (2) Bring to Class: (online if possible)

(a) 2015 Personnel Operational Readiness Guide(b) Personnel Readiness Summary Guide (12 June 2017)

(3) Be prepared to answer the following questions:

What impact do you think HR Metric reporting has on your unit’s personnel readiness? How about the Army?What do you think you can learn by tracking HR Metrics? Have you used the Personnel Readiness Summary Guide or 2015 Personnel Operational Readiness Guide?What are your thoughts on how the Army tracks personnel readiness?

9. INSTRUCTION TIME (1) Learning Step/Activity 1: Introduction Time of Instruction: 15 mins(2) Learning Step/Activity 2: Identify the Principles of the HR Metrics and Personnel Operational Readiness (PerOR) Concept Time of Instruction: 35 mins(3) Learning Step/Activity 3: Identify the Components of PerOR Metrics Time of Instruction: 50 mins(4) Learning Step/Activity 4. Identify the Components of HR Metrics. Time of Instruction: 35 mins(5) Learning Step/Activity 5. Calculate PerOR Metrics Time of Instruction: 45 mins(6) Learning Step/Activity 6. Practical Exercise

Time of Instruction: 4 hrs (7) Learning Step/Activity 7. Practical Exercise Review

Time of Instruction: 25 mins (8) Learning Step/Activity 7. Test

Time of Instruction: 4 hrs(9) Learning Step/Activity 8. Test Review

Time of Instruction: 10 mins

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10. CONDUCT OF LESSON:

SLIDE 1: INTRODUCTIONIntroduction to the course and begin with a concrete experience for discussion

SHOW SLIDE: INTRODUCTION

Learning Step/Activity 1: Introduction Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 15 minsINSTRUCTIONAL GUIDANCE. Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and the identified reference materials. Throughout this lesson, solicit from students the challenges they have experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least one of the eight critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time.CONCRETE EXPERIENCE: (1) Lead-in: The era of Human Resources Command (HRC) manning units at over 115% strength, in order to account for the growing number of non-available personnel and allow units to continue to deploy at 100%, is over. With the downsizing of the Army, commanders at all levels need to focus more on their non-available population and find ways to decrease it at their level. Command involvement by Senior Command Teams, Garrison Command Teams, and Unit Command Teams (at all levels) is essential to achieving peak performance in Personnel Readiness. Commanders can fix several causes internally to decrease their non-available population; but, the HR community has not had a common method to display that information in a clear and concise manner. (2) Activity: Have students write down three things that comes to mind when thinking about “Analyzing HR Metrics and Personnel Operational Readiness (PerOR)” then break the class into small groups for discussion and to consolidate their group

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responses. Have one student from each group present the group response to three response their group came up with.(3) Instructor Notes: There is no wrong answer - but responses should capture something about the HR Metrics Program and Personnel Readiness Operations their responses should lead to publish.PUBLISH AND PROCESS: This step involves finding out what happened with individuals while the activity was progressing. Additionally, get the students talking about the question, comparing answers, and thinking about why their answers differed from the ones given What has been your experience with HR Metrics?What impact do you think HR Metric reporting has on your unit’s personnel readiness? How about the Army?What do you think you can learn by tracking HR Metrics? Have you used the Personnel Readiness Summary Guide or 2015 PerOR Guide?What are your thoughts on how the Army tracks personnel readiness?

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

SLIDE 2: ANALYZE A HUMAN RESOURCE (HR) METRICS (ACTIVE COMPONENT)State purpose of the class and cover standard course preliminary information

SHOW SLIDE: ANALYZE A HUMAN RESOURCE (HR) METRICS (ACTIVE COMPONENT)

NOTE: FOR THE INSTRUCTOR TO COVER THE FOLLOWING:

PURPOSE: Analyze a HR Metrics Program course is a 11.7 hour block of facilitation and assessment, providing an overview of human resource metrics reporting methods and analysis

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SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM 385-30, Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 350-29. Everyone is responsible for safety. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION. Students must successfully complete all practical exercises and pass the PerOR Gunnery Table with a score of 80% or higher.

STUDENT MATERIALS AND STUDY ASSIGNMENTS

(1) Study Requirements: (a) Read:

(1) 2015 Personnel Operational Readiness Guide(2) Personnel Readiness Summary Guide (12 June 2017)(3) Army Directive 2016-07 (Redesign of Personnel Readiness and

Medical Deployability), 1 March 2016(4) Army Directive 2018-11 (Update to Redesign of Personnel Readiness

and Medical Deployability), 10 September 2018

(b) Scan: (1) MILPER# 13-022-Personnel Readiness Oversight at the Corps and

Division Level(2) MILPER# 07-228-Personnel Readiness Oversight at Brigade Level

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(3) MILPER# 19-103-Update to the Use of MEDPROS Data in the Determination of Individual Soldier Medical Availability for HRC Reassignment

(c) Review Websites(1) U.S. Army Human Resources Command – HR Enabling Systems

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

(a) 2015 PerOR Guide(b) Personnel Readiness Summary Guide (12 June 2017)

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

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SHOW SLIDE(S) 3-5: TERMINAL LEARNING OBJECTIVE

LEARNING OBJECTIVE(s):

(1) Action: Analyze a HR Metrics Program

(2) Condition: In a classroom environment, given a 2015 Personnel Operational Readiness Guide, Personnel Readiness Summary Guide (12 June 2017), and awareness of Operational Environment (OE) variables and actors.

(3) Standard: The student will meet the standards when they accurately:(1) Employ HR Enabling Systems to retrieve level HR Metrics.(2) Interpret HR Metrics from the HR Metrics Program enabling systems(3) Receive guidance from the commander on HR Metrics(4) Brief commander on HR Metrics results

BEGIN GENERALIZE NEW INFORMATION (GNI)

INSTRUCTOR LEAD-IN. Commanders at all levels have an expectation that, as a member of the G1/S1, you are aware of the current personnel readiness status of the force you manage. You can anticipate various forums like the Personnel Readiness Review (PRR), Unit Status Reports (USR), etc. where you will present this information. Moreover, they expect you to understand how the various HR metrics measure readiness and how they can be corrected or mitigated to improve Soldier/Unit readiness.

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FM 3-0 LSCODiscuss the relationship of HR Metrics with LSCO

SHOW SLIDE: FM 3-0 LSCO

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

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

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

(2) During LSCO, correct, effective and efficient Human Resource (HR) Metrics and Personnel Operational Readiness (PerOR) assists commanders in making vital personnel management decisions. This is a continuous process tailored to the mission during the SHAPE role and continues throughout all strategic roles.

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

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MEASUREMENT TO A STANDARDIntroduce the principles of HR Metrics and PerOR Concepts

SHOW SLIDE: MEASUREMENT TO STANDARD

Learning Step/Activity 2. Identify the Principles of the HR Metrics and Personnel Operational Readiness (PerOR) Concept Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 35 mins

INSTRUCTOR DISCUSSION: Discuss why commanders need HR information to make decisions and what types of information that might be.

(1) Answers include; Soldier availability, personnel strengths, critical MOS shortages, and/or crew manning levels.

NEW INFORMATION (GNI)

(1) Senior Command Teams, Garrison Command Teams, and Unit Command Teams involvement is essential to achieving peak performance in Personnel Readiness. Without Command involvement, HR personnel have limited capability to implement and enforce measures that improve readiness on a continuous basis.

(2) The intent of the HR PerOR Rate is to show commanders the status of the Operational Readiness (OR) Rate of unit personnel. It is similar to the OR Rate tracked for vehicles and equipment. Units conduct motor-stables weekly in order to improve the OR Rate for their vehicles and equipment. Personnel Readiness is just as important, if not more important! Why wouldn’t units conduct “people-stables” weekly in order to improve the OR rate for their personnel? (3) Regularly tracking and displaying unit PerOR Rates will create the shift in mindset to place more importance on maintaining and improving the Operational Readiness of personnel in the unit.

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(4) The HR PerOR Guide has two purposes: a) to serve as an instructional tool for HR Operators (aka HR Personnel) to show commanders the operational readiness of their units on a regular (weekly) basis, and b) to share Tactics, Techniques, and Procedures (TTPs) commonly seen in the field.

***INSTRUCTOR NOTE: IMPORTANT!!! Ensure students know that utilizing the PerOR concept as taught here is only ONE way to improve personnel readiness. THERE IS NO “ONE” ARMY METHOD. Many units have alternative methods to improve different areas of personnel readiness and different philosophies for determining PerOR rates. Ultimately, Commanders (Division/Brigade/Battalion) must be comfortable with the use of eMILPO Commander Overrides and willing to “sign their name” to their decisions.

(5) The Personnel Readiness Summary Guide (2017) is the updated replacement for the HR Metrics Guide for Commanders (2013). Both guides were developed by Human Resources Command (HRC) to provide a quick common reference for commanders to measure and assess the levels of HR support and readiness at both the unit and the installation levels.

(6) While HR metrics were initially developed to help in assessing performance at the S1/MPD-level, the primary objective for using HR Metrics is to facilitate timely and accurate updates to Army information systems in order to provide Commanders with the most accurate information to make assessments and decisions. Whether used as performance indicators or readiness indicators, HR metrics give commanders a way of measuring personnel strength, readiness, and the effectiveness of HR support.

(7) HR metrics are based on regulatory guidance, defined by higher HQ or defined locally. However, as a general rule, a local metric cannot be LESS stringent than the one established by a higher HQ.

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PERSONNEL READINESS REVIEWDiscuss Personnel Readiness Reviews and the association of HR Metrics

SLIDE: PERSONNEL READINESS REVIEW

INSTRUCTOR DISCUSSION: Discuss the student’s experience (if any) with attending or participating in Personnel Readiness Review (PRR) or similar events.

(1) Follow up questions: a)what was the intent of the PRR (reporting on HR Metrics or PerOR)?; b)Who was the senior commander present (Senior Mission Commander)?; c) Who facilitated the event (Division G1/BCT S1)?; d) Why conducting a PRR would be a significant event for the HR community and how it can increase personnel readiness (High visibility for the G1/S1, Opportunity to use the brigade and Battalion’s competiveness with each other to drive readiness improvements)


(1)The PRR is held at various command levels and conducted at different time periods based on leader involvement, command emphasis, and established practices. For example, a Division might conduct the PRR quarterly, hosted by the Assistant Division Commander – Support (ADCS), facilitated by the G1, and attended by the Brigade Deputy Commander or Executive Officer.

(2) In order to prepare for the Division level PRR, a BCT/BDE might conduct its own PRR monthly, hosted by the Brigade Commander, facilitated by the S1, and attended by the Battalion Commanders.

(3) Routine maintenance of metrics by S1s simplify PRR. S1s who keep data updated are better prepared through knowledge of metrics and familiarity of causes behind data discrepancies.

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PEROR GUIDEDiscuss PerOR Guide

SHOW SLIDE: PerOR

Learning Step/Activity 3. Identify the Components of PerOR Metrics. Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 50 mins

REFERENCE: 2015 Personnel Operational Readiness Guide

INSTRUCTOR DISCUSSION: Discuss the implied intent for S1s is to conduct WEEKLY scrubs of the PerOR and HR Metrics with their subordinate units. Why is this important? (Maintain current visibility of unit personnel readiness, identify HR trends, and ensure data is current)

(1) Follow up questions: None


(1) The PerOR rate shows commanders the status of the Operational Readiness (OR) Rate of personnel in their unit. Personnel Readiness is just as important, if not more important, than the readiness of vehicles and equipment.

(2) If leaders regularly track unit PerOR Rates and conduct “people stables” on a regular basis, personnel readiness and the morale of Soldiers and Families will improve.

(3) Conducting weekly updates will help prevent having to conduct extensive personnel scrubs each month at USR and keep the units focused on maintaining continuous personnel readiness instead of surging

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(4) PerOR Metrics are broken into four components: Non-available categories; Non-available Enablers; HR Indicators (1); and HR Indicators (2). Each component is broken down further in the following slides.

(5) Reporting data is derived from multiple HR systems for compilation. Slide list the primary systems data is pulled from.

SLIDE 10: NON-AVAILABLE (NA) CATEGORIESDiscuss PerOR Guide Non Available metric details

SHOW SLIDE: NON-AVAILABLE (NA) CATEGORIES

REFERENCE: 2015 Personnel Operational Readiness Guide

INSTRUCTOR DISCUSSION: Discuss the definition of Non-Available Personnel from their Personnel Accounting and Strength Reporting lessons. Why is this important? (Non-available personnel hurt overall unit strength and readiness)

(1) Follow up questions: What is the difference between a Soldier being Non-Available versus Non-Deployable? (Non-available is unable to perform all or certain duties due to certain administrative actions while non-deployable is unable to deploy to a theater but available for duty)


(1) Non-Available (N/A) – The only N/A data elements used to determine the PerOR rate are those that commanders can affect and override using the Commander’s Override “CD” code in eMILPO. These data elements all affect unit strength, Soldier availability to deploy, and can impact requesting replacements from HRC.

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(2) Commander’s eMILPO override is not the same as NetUSR overrides. The eMILPO override changes the Soldier from Non-Available to Available.

(3) The question may come up, “why do this?” or “isn’t this an artificial way to inflate the unit’s readiness posture?” Possible answers include; because the Commander Override should ONLY be used for Soldiers that the Commander would in fact deploy, it is actually MORE accurate to remove those Soldiers from the non-available category instead of showing an artificially inflated non-available metric. Additionally, by working with unit Commanders to review why Soldiers are non-available, the S1/MPD gains command emphasis to resolve NA issues.

(4) Battalion S1s focus on Company level while Brigade S1s focus on Battalion and Separate Company readiness. The Corps/Division G1 will focus on Brigade and Separate Units.

(5) Commander’s eMILPO override requires a date be associated with the override. This date is often dependent on the Commanders comfort level. Please note that the override can NOT be performed as a function in the current version of the training database.

(6) Typically, the S1 will complete a set of meeting notes that capture the Commander’s intent, obtain the Commander’s concurrence for record (signature, email response, etc.), and maintain on file as an audit trail.

(7) The S1 and Command Team should consider factors such as Mature/Immature Theater, Job Requirements, Medical Support, etc. when determining if a Soldier will be a deployed with the unit.

SLIDE 11: MEDICAL READINESS CODE (MRC)Discuss PerOR Guide Non Available metric details

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SHOW SLIDE: MEDICAL READINESS CODE (MRC)

REFERENCE(S):

(1) PerOR) Guide (2015) (2) Army Directive 2016-07 (Redesign of Personnel Readiness and Medical Deployability), 1 March 2016(3) MILPER# 19-103-Update to the Use of MEDPROS Data in the Determination of Individual Soldier Medical Availability for HRC Reassignment

INSTRUCTOR DISCUSSION: Discuss whether Soldier with a T3 status “should” be eligible for a Commander’s Override. Use a Soldier on a T3 profile for recent shoulder surgery as an example.

(1) Follow up questions for discussion and rhetorical thinking: If your unit deployed today, would the Commander have the Soldier deploy? If the Soldier will not deploy, what is the impact on the unit? Does a permanent profile prevent deployment? What is the Soldier’s job during the deployment? Will they perform desk or field

duty? If a Soldier will complete their pregnancy profile prior to deployment and meets all

other deployment criterion, will the Commander deploy them? Why NOT override Soldiers in a 3B status (due to MOS Administrative Retention

Review or Medical Evaluation Board or Physical Evaluation Board)?


(1) All of the metrics captured under the Non-Available category are pulled from the Rear Detachment Report (RDR) in eMILPO.

(2) If the medical community is using “eProfile” correctly, the doctor’s notes will assist in making the override decision.

(3) The Command Team and Physicians need to agree on the use of T2 (Temporary) Profiles. A Soldier with a T2 profile will not show up as a MRC 3A/B.

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MEDICAL READINESS CATEGORIESDiscuss PerOR Guide Non Available metric details

SHOW SLIDE: MEDICAL READINESS CATEGORIES

INSTRUCTOR DISCUSSION: Review data below


(1) The following are the new Medical Readiness Classes (MRCs) and Deployment-Limiting (DL) codes. The simplified MRCs include only two categories of Soldiers who are not medically ready to deploy: MRC 3 and MRC 4. MRCs 3A and 3B were consolidated into the new MRC 3, which will include seven new DLs to increase transparency and detail. Commanders are required to determine whether Soldiers with MRC 3, DL 1 and 2 and MRC 4 medical conditions are deployable. These determinations will remain in the Commander’s Portal for revalidation every month.

(2) MRC 1. This class of Soldiers is fully medically ready and deployable, and includes individuals with temporary profiles up to 7 days in length. This class also includes Soldiers with completed medical or administrative board actions who have no deployment-limiting physical category codes and have:(1) Returned to duty without any board indicated; or(2) Had their area of concentration (AOC)/military occupational specialty (MOS) reclassified; or(3) Received a U.S. Army Physical Disability Agency Fit Memorandum, which documents that the Soldier received a “fit” finding from a Physical Evaluation Board.

(3) MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4 (MRC 2 are deployable in MODS).

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(3) MRC 3. This class of Soldiers is not medically ready and will default to nondeployable.

(a) Within this class of Soldiers, commanders will determine in the Commander’s Portal whether a Soldier with DL code 1 or 2 is deployable after reviewing the Soldier’s physical profile. Medical conditions that cause Soldiers to be coded as DL 2 must be corrected before the Soldiers can deploy.

(b) Additionally, Soldiers with DL 7 codes are not medically ready and cannot deploy without a waiver from the combatant commander.

(4) MRC 4. This class of Soldiers is not medically ready and will default to nondeployable unless a commander determines in the Commander’s Portal that a Soldier is deployable. Commanders are required to resolve any medical deficiencies before a Soldier’s deployment. Each month, commanders will evaluate and determine whether Soldiers in this class are deployable and will make every effort to address the underlying causes of a Soldier’s indeterminate MRC 4 status.

SLIDE 13: DEPLOYMENT-LIMITING CODESDiscuss PerOR Guide Non Available metric details

SHOW SLIDE: DEPLOYMENT-LIMITING CODES

REFERENCE: Army Directive 2016-07 (Redesign of Personnel Readiness and Medical Deployability), 1 March 2016



(1) New Medical Readiness Classes and Deployment-Limiting Codes were established by Army Directive 2016-07.

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(2) The simplified MRCs include only two categories of Soldiers who are not medically ready to deploy: MRC 3 and MRC 4. MRCs 3A and 3B were consolidated into the new MRC 3 and seven new Deployment-Limiting Codes were added to increase transparency and detail.

(3)Commanders are required to determine whether Soldiers with MRC 3, DL 1 and 2 (see table 1) and MRC 4 medical conditions are deployable. These determinations will remain in the Commander’s Portal for revalidation every month.

(4) Deployment-Limiting (DL) Condition 1/2: Soldier is not medically ready / nondeployable and commander determines deployability.

(5) DL 3/4/5/6/7: Soldier is not medically ready / nondeployable. Unit commander cannot make a deployability determination for routine readiness reporting. When assigned a mission, deployability will be in accordance with combatant command

SLIDE 14: PHYSICAL CATEGORY CODESDiscuss PerOR Guide Non Available metric details

SHOW SLIDE: PHYSICAL CATEGORY CODES

REFERENCE: Army Directive 2016-07 (Redesign of Personnel Readiness and Medical Deployability), 1 March 2016



(1) Army Directive 2016-07 implemented a redesigned Physical Profile (DA Form 3349). This new DA Form 3349 consolidated all of a Soldier’s physical profiles on one form by describing each of his/her medical conditions (temporary and permanent) and corresponding functional limitations

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(2) Profiling officers provided Commanders a summary of a Soldier’s duty limitations, including the functional activities the Soldier can perform under his/her profile through the use of new physical category codes. The new code were designed to allow maximum mission capability while preserving the health and wellness of the Soldier.

(3) Commanders now have the ability to review all pertinent medical information in a Soldier’s profile, including, but not limited to, all active reasons for the profile (sections 2 and 3), any functional limitations (section 4), the medical instructions (section 5), and physical readiness training capabilities (section 7).

(4) When determining whether a Soldier can deploy with a physical profile, Commanders should discuss concerns with the profiling officer or request information from the Soldier’s medical provider. Any reservations should be based on the commander’s personal knowledge and firsthand observations of the Soldier’s physical activities. However, medical instructions described on a physical profile may not be ignored. This collaboration between Commander, the physical profile information, and the profiling office ensures high-quality medical care, appropriate duty assignments, and accurate determinations of deployability

SLIDE 15: LEGAL & ADMINISTRATIVEDiscuss PerOR Guide Non Available metric details

SHOW SLIDE: LEGAL & ADMINISTRATIVE SHOW SLIDE:

REFERENCE: (1) PerOR) Guide (2015)(2) Army Directive 2016-07 (Redesign of Personnel Readiness and Medical Deployability), 1 March 2016


(1) There are four administrative subcategories of legal processing in eMILPO, each described by a unique two letter code:

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(a) “LI” for Soldiers who are under investigation by military or civilian authorities [MAY USE COMMANDERS OVERRIDE]

(b) LZ” for Soldiers who are pending military or civilian criminal court action [MAY USE COMMANDERS OVERRIDE]

(c) “LR” for Soldiers who are under arrest or in confinement [not recommended to use Commanders override]

(d) “LD” for Soldiers who are pending administrative separation [not recommended to use Commanders override]

(2) Soldiers assigned one or more of these four eMILPO codes are reported in eMILPO as temporarily non-available for deployment. In other words, many administrative separations and all Article 15s, pre-trial confinements, and courts-martial actions create non-deployable Soldiers

(3) Soldiers need to become familiar with these terms:(a) Parenthood - Military mothers of newborns that are non-available for six months

after childbirth(b) Dwell Time - Soldiers unable to deploy because they will not exhaust dwell time

prior to the milestone event(c) TSIRT/ IRT - Soldiers with incomplete Theater Specific Individual Readiness

Training (TSIRT), Individual Readiness Training (IRT), or other training required for deployment

(d) Sole Survivor - Soldiers son or daughter status or surviving family member(e) Conscientious Objector - Soldiers with an approved objector status are deployable

only to areas where duties do not involve handling of weapons(f) Family Care Plan - Soldiers requiring Family Care Plans are considered

unavailable if there is no evidence of a current validated plan(g) Leave/TDY - LS: Transition Leave; Soldiers who are on transition leave whom the

commander would not normally call back for deployment, LT: Leave / TDY; Soldiers on leave or Temporary Duty (TDY) whom the commander would not normally call back for deployment

INSTRUCTOR DISCUSSION:

(1) Discuss whether Soldiers with an LI or LZ status “should” be eligible for a Commander’s Override. Possible follow up questions include:

(a) Do you know what the Soldier is under investigation for? (b) What is the status of the investigation?(c) Do you know what the Commander’s intent is for disciplinary action?

(2) Discuss whether Soldiers in these Administrative Categories “should” be eligible for a Commander’s Override. Possible follow up questions include:

(a) Can the Soldier complete their TSIRT/IRT requirements prior to deployment?

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(b) What is the nature of the deployment (not all deployments are to a hostile fire zone)? (c) Is the Soldier in a critical MOS or otherwise difficult to replace? Does that make any difference?

TRANSITION – This slide completes the Non-Available category. The next category is “Non-Available Enablers”.

SLIDE 16: NON AVAILABLE ENABLERSDiscuss PerOR Guide NA Enablers details

SHOW SLIDE: NON AVAILABLE ENABLERS

INSTRUCTOR DISCUSSION: Briefly discuss:

(1) Why are these categories not eligible for override?(2) Why is the DNA standard set at 0%? (Ability to identify casualty remains)(3) How prevalent are these types of Soldier status?(4) How did the Students handle these issues in their previous units?(5) Whom could the S1 coordinate with to help with these issues (medical and dental personnel)?


(1) These non-available categories are NOT eligible for Commander Override. The percentages noted after each are the standard established by HRC and available in the Personnel Readiness Summary Guide

(2) Units can fix all data elements under the N/A Enablers category by setting up medical round-robin sites or “medical rodeos” for large groups (e.g. during motor stables), or by walking a few delinquent personnel to the aid station / medical treatment

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facility. All of the N/A Enablers should be easy fixes; but, can greatly improve unit readiness.

(3) Soldiers need to become familiar with these terms:(a) Deoxyribonucleic Acid (DNA) – Soldiers without a valid DNA sample may be

difficult to identify if they become a casualty. Soldiers in this category may also require increased Soldier Readiness Processing (SRP) time.

(b) HIV – Soldiers with an overdue HIV blood exam may require increased SRP processing time.

(c) Immunizations – Soldiers with overdue immunizations may require increased SRP processing time.

(d) Dental (MRC4) – Soldiers with a Dental Readiness Class 4 only require a dental exam, which prolongs the detection and treatment of potential issues.

(e) Periodic Health Assessment (MRC4) – Soldiers missing or having an incomplete PHA prolongs the detection and treatment of potential issues.

TRANSITION – this completes the Non-Available Enablers category. The next category is “HR Indicators (1)”.

SLIDE 17: HR INDICATORS (1) AWOLDiscuss PerOR Guide HR Indicators 1 metrics details

SHOW SLIDE: HR INDICATORS (1) AWOL

REFERENCE: (1) PerOR) Guide (2015)(2) AR 600-8-6, Personnel Accounting and Strength Reporting(3) AR 630-10, Personnel Absences, Absence Without Leave, Desertion, and Administration of Personnel Involved in Civilian Court Proceedings


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(1) AWOL > 31 days – Soldiers AWOL over 31 days who have not been dropped from rolls remain assigned in all HR systems and affect the unit’s capability of requesting replacements. They cause higher echelon leaders to see an inaccurate picture of the unit’s strength.

(a) HR Operators should prepare Drop from Role (DFR) packets at 20 days to enable the unit to submit the completed packet on the 31st day.

(b) If the Soldier has been AWOL previously, commanders do not need to wait until the 31st day to submit the DFR packet.

(2) AWOL Stopped Pay – Soldiers coded as AWOL in eMILPO but still receiving pay per the Defense Joint Military Pay System (DJMS). HR Operators can view this data from the MS51 screen in EDAS. Soldiers look up each name from the AWOL report to check and see if their duty status under the DJMS column shows AWOL. If it does not say AWOL, they are still getting paid. They need to verify with the local finance office why their pay has not been stopped.

(3) These categories are NOT eligible for Commander Override.

(4) The HR Indicators can serve as a gauge for Commanders to determine how well their S1s and subordinate commanders are performing basic Soldier actions.

(5) Preparation and submission of AWOL packets and stopping pay associated with AWOL are routine HR tasks that require attention to detail.

(6) Most Commanders desire to have NO Soldiers in this status….Goal 0%

SLIDE 18: HR INDICATORS (1) 9992Discuss PerOR Guide HR Indicators 1 metrics details

SHOW SLIDE: HR INDICATORS (1) 9992

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REFERENCE: (1) PerOR) Guide (2015)(2) AR 600-8-6, Personnel Accounting and Strength Reporting



(1) POSN_9992 – Soldiers assigned to a unit but still slotted as “Incoming Personnel” for longer than 7 days may affect NetUSR and Commanders P-Level

(2) Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate an HR professional’s failure to properly process new arrivals or failure to properly utilize assigned personnel. Commanders are responsible for validating the duty status of gained personnel. Proper slotting also impacts individual Soldier records. When slotting transactions are conducted within AHRS, the data is transmitted to populate duty titles on ORB/ERB/SRBs

(3) S1 place Soldiers into this category for many reasons to include:

(a) Leadership team has not made a slotting decision(b)Soldier currently occupying the slot has not departed or been re-slotted(c) Soldier programed for a slot that is not available (awaiting creation of a Derivative

UIC).

(4) The percentages noted after each are the standard established by HRC and available in the Personnel Readiness Summary.

SLIDE 19: HR INDICATORS (1) APFTDiscuss PerOR Guide HR Indicators 1 metrics details

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SHOW SLIDE: HR INDICATORS (1) APFT

REFERENCE: (1) PerOR) Guide (2015)



(1) APFT category may be affected by valid reasons why a Soldier may be in this category to include extended illness, recurring injury, deployment, confinement, etc

(2) S1s should closely track Soldiers to ensure data is current.(a) Leadership team has not made a slotting decision


SLIDE 20: HR INDICATORS (1) FLAGSDiscuss PerOR Guide HR Indicators 1 metrics details

SHOW SLIDE: HR INDICATORS (1) FLAGS




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(1) FLAGS inhibit readiness by preventing assignments and promotions and potentially classify Soldiers as non-deployable. Additionally, FLAGS can be used as an analytical tool for the HR community and commanders at all levels. When reviewing, commanders should evaluate individual Soldiers with multiple FLAGS in order to determine potential patterns of misconduct. Units can also use this report as trend analysis to pinpoint specific sub-organizations that may either have disciplinary problems or deficiencies within their HR processes to properly remove FLAGS from a Soldier’s record.

(2) S1s need to encourage Commanders to resolve Flags that are over 180 days. Often, Soldiers in this category should be considered for further administrative or legal action.

(3) Good Conduct Medals are worth promotion points. This is often an item of interest to the NCO leadership team.


TRANSITION – this slide completes the HR Indicators (1) category. The next category is “HR Indicators (2)”.

SLIDE 21: HR INDICATORS (2) DD93Discuss PerOR Guide HR Indicators 2 metrics details

SHOW SLIDE: HR INDICATORS (2) DD93



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(1) All data elements under the HR Indicators (2) category can greatly impact Soldiers and their Family--especially if there is a casualty producing event

(2) DD93 (greater than) > 365 days or blank – May Result in an Improper Casualty Notification since there could have been significant changes in a Soldier’s family situation in a year (e.g. marriage, divorce)

(3) Service Members Group Life Insurance (SGLI) > 365 days or blank – May Disrupt Payment to the Correct Beneficiary since there could have been significant changes in a Soldier’s family situation in a year (e.g. marriage, divorce).

(4) Unmatched eMILPO / iPERMS DD93 – Dates between the DD93 in iPERMS and Verification Date in eMILPO do Not Match which could mean that the wrong DD93 is loaded in iPERMS.

(5) Unmatched eMILPO / iPERMS SGLI – Dates between the SGLI in iPERMS and Verification Date in eMILPO do Not Match which could mean that the wrong SGLI is loaded in iPERMS.

(6) The percentages noted after each are the standard established by HRC and available in the Personnel Readiness Summary. These categories are NOT eligible for Commander Override

SLIDE 22: HR INDICATORS (2) FRRDiscuss PerOR Guide HR Indicators 2 metrics details

SHOW SLIDE: HR INDICATORS (2) FRR

REFERENCE:

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(1) PerOR) Guide (2015)



(1) Unmatched eMILPO / DJMS SGLI –Two Different SGLI Amounts Between What is Shown in eMILPO and the Actual Deductions From a Soldier’s Pay. Soldiers May Have More or Less Coverage Than They Believe They do. Field Systems Division, HRC sends a By-Name Roster to all PAS Chiefs Weekly that Shows All Personnel With Mismatched Coverage Amounts

(2) Finance Records Review (FRR) – Failure to upload Key and Supporting Documents into iPERMS may result in Soldiers not receiving the correct pay. The FRR is performed using the iPERMS Record Review Tool (RRT) and should occur during in-processing, out-processing, and annual record review (birth month audits).

(3) Personnel Records Review (PRR) – Failure to verify a Soldier’s Record Brief and all documents uploaded to iPERMS in a Soldier’s AMHRR; can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc. The PRR is performed using the iPERMS Record Review Tool (RRT) and should occur during in-processing, out-processing, and annual record review (birth month audits).


SLIDE 23: PERSONNEL SUMMARY GUIDEDiscuss Personnel Summary Guide background and purpose

SHOW SLIDE: PERSONNEL SUMMARY GUIDE

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Learning Step/Activity 4. Identify the Components of HR Metrics. Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32 Time of Instruction: 35 mins

REFERENCE: (1) Personnel Summary Guide (2017)

INSTRUCTOR DISCUSSION: Generate discussion by asking: (1) What are your experiences using either the Personnel Summary Guide or its predecessor HR Metrics Guide for Commanders?(2) Did you use any other local metrics? What?


(1) On 12 June 2017, the HRC Commanding General approved the Personnel Readiness Summary (PRS) Guide as a replacement to the Human Resources Metrics Guide for Commanders, dated 8 March 2013. Input from HR professionals in the field was gathered by the HR Metrics Working Group over a period of six months.

(2) The Personnel Readiness Summary (PRS) Guide is designed to maximize personnel metrics that reflect Soldier readiness and provide Commanders a product to evaluate their organization’s ability to accomplish its operational mission. While Commanders may choose to do so, this guide is not intended to be a score/report card for the HR community. PRS priority should reflect critical personnel objectives to increase unit readiness rates.

(3) HRC separates PRS metrics into two categories: Tier 1 – Readiness and Tier 2 – Indicators.

(4) Tier 1 metrics encompass the categories that directly impact organizational readiness. Readiness metrics goals were established by HRC and align with the intent of the Chief of Staff, Army).

(5) Tier 2 indicators are additional personnel metrics that enable commanders to view data points that serve as shaping operations for readiness. Indicators are the tailorable portion of the PRS that allows commanders and HR professionals flexibility to monitor HR Core Competencies within their organization, as well as, identify specific problem areas and conduct root cause and trend analysis

(6) HRC Goals are provided as recommendations to Commanders. Recommended Tier 1 goals align with HQDA EXORD 054-17 and are intended to maintain a non-deployable population of less than 10%. Units are encouraged to enforce additional goals that increase overall readiness by heightening focus.

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BASELINE METRICSDiscuss Personnel Summary Guide metrics

SHOW SLIDE: BASELINE METRICS

REFERENCE: (1) Personnel Summary Guide (2017)



(1) 9 out of 17 metrics align with the PerOR Guide.

(2) Baseline Metrics definitions and significance: (a) SGLV Form 8286 (Service members’ Group Life Insurance Election and

Certificate) Validation Definition: The percentage of Soldiers with SGLV Form 8286 uploaded to their AMHRR within iPERMS and validated within the last 12 months.

Significance: Failure to validate the SGLV may result in forfeiture of coverage and create financial hardships for beneficiaries. Debts are also incurred when an SGLI is not cancelled or updated upon a Soldier’s change in familial or pay status.

(b) DD Form 93 (Record of Emergency Data) Validation

Definition: The percentage of Soldiers with DD Form 93 uploaded to their AMHRR within iPERMS and validated within the last 12 months.

Significance: Failure to validate the DD Form 93 may result in significant delays or errors when dispersing benefits in the event of a Soldier’s death.

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(c) Medical Readiness Class 3 (MRC 3)

Definition: The class of Soldiers that are not medically ready and default to non-deployable. Commanders may make a deployability determination for Soldiers with Deployment Limiting (DL) Code 1, Temporary profile greater than 14 days and DL 2, Dental Readiness Class 3.

Significance: Medical limitations hamper unit readiness. Temporary medical issues that are not addressed may progress to permanent in nature. Commanders may also use the category to identify Soldiers who exhibit patterns of medical non-availability over time. Additionally, this category can assist HR professionals in identification and resolution of system errors between MEDPROS and eMILPO, thus improving overall data accuracy related to Army readiness.

(d) Medical Readiness Class 4 (MRC 4)

Definition: The class of Soldiers that are not medically ready and default to non-deployable unless a commander determines in the Commander’s Portal that a Soldier is deployable.

Significance: Soldiers with outdated medical data or “Gray” areas in MEDPROS can experience undiagnosed medical issues and/or cause delays pre-deployment processing. Commanders may also use the category to identify Soldiers who exhibit patterns of medical non availability over time. Similar to MRC 3, this category can assist HR professionals in identification and resolution of system errors between MEDPROS and eMILPO.

(e) Confined Military Authority (CMA), Confined Civilian Authority (CCA), or Hospital (HOS) Duty Status for Longer than 90 days

Definition: The combined percentage of Soldiers in a CMA, CCA, or HOS duty status for longer than 90 days.

Significance: Soldiers in this category are not available to deploy, nor can they be backfilled, thus adversely impacting Army end-strength and combat readiness. Proper reconciliation within CMA/CCA/HOS also has a direct impact on overall Army finance as these duty statuses can impact pay transactions.

(f) Absence Without Leave (AWOL) after 30 Consecutive Days

Definition: The percentage of Soldiers in an AWOL status for longer than 30 days.

Significance: Soldiers in this category are not available to deploy and negatively affect a unit’s ability to request backfills. Proper processing and reconciliation within this category has a direct impact on overall Army finance as these duty statuses impact pay transactions.

(g) Suspension of Favorable Personnel Actions (FLAGS) Older Than 6 Months

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Definition: The percentage of Soldiers with a FLAG older than six months. Company/Troop commanders are required to validate FLAGS monthly in order to ensure they remain valid. Battalion/Squadron commanders are required to validate FLAGS older than six months in order to ensure accuracy of each Soldier’s status.

Significance: FLAGS inhibit readiness by preventing assignments and promotions. Certain FLAGS may classify Soldiers as non-deployable. Additionally, FLAGS can be used as an analytical tool for the HR community and commanders at all levels. .

(h) Total Army Sponsorship Program (TASP)

Definition: The percentage of inbound Soldiers that have an assigned sponsor within the TASP portal of the Army Career Tracker (ACT). Soldiers in the ranks of E1-E6, O1-O3, and W1-W2 will require a sponsor NLT 120 days of report date and prior to out-processing, or possess an ETP from their first General Officer. Soldiers in the ranks O4-O6, CW3-W5, and E7-E9 have the option to be assigned a sponsor. Initial Military Training and Officer Basic Course graduates will have a sponsor immediately upon notification of assignment, not to exceed 5 business days and prior to publication of PCS orders, or possess an exception to policy (ETP) from their first General Officer.

Significance: Sponsorship directly affects unit readiness under the “no sponsor, no orders” model of ACT. Sponsorship programs also have a direct impact on unit morale, Soldier quality of life, and are a direct reflection of the quality of leadership within a given unit. Lack of proper sponsorship may expose Soldiers to issues and circumstances that negatively impact personnel and finance readiness.

(i) Records Review Tool (RRT)

Definition: The percentage of Soldiers who have not completed their Personnel Record Review (PRR) and Finance Record Review (FRR) in iPERMS within the last 12 months.

Significance: Soldiers who neglect their PRR and FRR audits are vulnerable to records inaccuracies and pay issues. More serious issues and inaccuracies can delay pre-deployment processing. Annual validations serve to assist commanders in identifying potential “high risk” populations within their formations.

(j) Blank or Expired Army Good Conduct Medal (AGCM) or Army Reserve Components Achievement Medal (ARCAM) Eligibility Date

Definition: The percentage of Soldiers with a blank or expired Good Conduct Medal eligibility date in eMILPO. For the USAR, the percentage of Soldiers with a blank or expired ARCAM eligibility date in Regional Level Application Software (RLAS).

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Significance: Poorly managed awards programs can negatively affect unit morale, individual promotions, and reflect the quality of organizational leadership. Adverse impacts on promotions due to improper award/denial of AGCM/ARCAM may not be realized until years after eligibility date.

(k) Soldiers In-Transit (TRA)

Definition: The percentage of Soldiers in-transit or assigned-not-joined for more than 120 days.

Significance: Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate a Soldier is missing, failed to report, or an HR professional failed to properly process new arrivals.

(l)Soldiers Slotted in POSN 9992 for Longer Than 7 Days

Definition: The percentage of incoming assigned Soldiers in POSN 9992 for longer than 7 days.

Significance: Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate an HR professional’s failure to properly process new arrivals or failure to properly utilize assigned personnel.

(m) Soldiers Slotted in POSN 999x for Longer Than 30 Days

Definition: The percentage of assigned Soldiers in 999x POSNs for longer than 30 days.

Significance: Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate an HR professional’s failure to properly process new arrivals or failure to properly utilize assigned personnel.

(n) Exceptional Family Member Program (EFMP) Enrollment Older than 3 Years

Definition: The percentage of Soldiers with EFMP validations that have expired.

Significance: Failure to properly maintain EFMP enrollment affects the Army’s ability to properly assign and care for a Soldier’s Family. While this category does not directly impact individual deployment or assignment to unaccompanied tours, it does impact Soldier quality of life and preparedness through the Army’s ability to properly care for Family members. Soldiers must validate EFMP status every 3 years or as EFMP conditions change, whichever occurs first.

(o) Evaluation Report Timeliness

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Definition: The percentage of evaluations submitted late for a given component, Unit Identification Code (UIC), and time period.

Significance: Late reports reflect poor program management and lack of proper mentoring and counseling. Late evaluations also adversely affect Soldier promotions.

(p) My Board File Certified

Definition: The percentage of eligible Soldiers who have certified their board file in the Soldier Management System.

Significance: Certification of “My Board File” is an individual Soldier responsibility with local HR professional and commander oversight. Failure to certify My Board File indicates to the board a lack of motivation by the Soldier to be selected. HR and command oversight to ensure Soldiers have reviewed and certified board files will assist in preventing erroneous promotion and selection board results.

(q) E4/E5 Promotable but Unqualified Soldiers

Definition: The percentage of E4 and E5 Soldiers on the promotion standing list that possess a disqualifier on their personnel record.

Significance: Unqualified Soldiers who remain on the promotion list have the potential to be erroneously selected for by-name promotion. Erroneous promotions negatively affect morale, strength, and unit readiness.

SLIDE 25: CALCULATE PEROR METRICSDiscuss calculating PerOR metrics with examples in the following slides

SHOW SLIDE: CALCULATING PEROR METRICS

Learning Step/Activity 5. Calculate PerOR Metrics Method of Instruction: Conference/Discussion Instructor to Student Ratio: 1:32

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Time of Instruction: 45 mins



NOTE: The intent of this portion of the lesson is to walk through with student on calculating PerOR rates, understand how reports look, and enable them to read a metric report. All information below designed to show and walk through the PerOR report.

(1) Each of the four main categories listed above starts at 100%, and decreases with each sub-component subtracted from the starting number. Your overall PerOR is the average percentage of all four main categories. (2) For example, if your unit has an overall Non-Available percentage rate of 15.5% - your PerOR for the Non-Available category is 84.5%. (100% - 15.5% = 84.5%) (3) Another example using the Non-Available (NA) Enablers category – your unit status is as follows: DNA is 0%, HIV is 1%, Immunizations is 4%, Dental is 2%, and PHA is 1% - your PerOR for the NA Enabler category is 92%. (100% - 0% - 1% - 4% - 2% - 1% = 92%) Calculating the PerOR for HR Indicators (1) and HR Indicators (2) works similarly.

(4) To calculate your overall PerOR – your four main categories are as follows: NA is 84.5%, NA Enablers is 92%, HR Indicators (1) is 88%, HR Indicators (2) is 86% - your overall PerOR is 87.6%. (84.5% + 92% + 88% + 86% = 350.5 / 4 = 87.6%)

SLIDE 26: PEROR SNAPSHOTDiscuss PerOR Snapshot

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SHOW SLIDE: PEROR SNAPSHOT




(1) Slide depicts one method to display the PerOR Percentage for all of the brigade data for each category and the overall PerOR on one slide. Brigades can use this format to depict separate BNs, etc. SLIDE 27: NON AVAILABLE CATEGORIES SLIDE 1Discuss Non Available Categories and data

SHOW SLIDE: NON AVAILABLE CATEGORIES SLIDE 1




(1) The Non-Available Category metrics are pulled from the Rear-Detachment Report and affect Unit Strength, Availability to Deploy, and Replacement Requests. They are also the only metrics that the Commander can affect by use of the Commander

39

Override in eMILPO. Highlighted yellow categories are normally the most common categories commanders override.

(2) Orient the students to the Slide by reviewing the primary categories (colors).

(3) IMPORTANT!!! Ensure the students know that utilizing the PerOR concept as taught here is ONE way to improve personnel readiness. THERE IS NOT “ONE” ARMY METHOD. Other units have alternative methods to improve different areas of personnel readiness and different philosophies for determining PerOR rates. Ultimately, the leadership team (Division/Brigade/Battalion Commanders) must be comfortable with the use of eMILPO Commander Overrides and willing to “sign their name” to their decisions.

SLIDE 28: NON AVAILABLE CATEGORIES SLIDE 2Discuss Non Available Categories and data





(1) THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Have students double click the spreadsheet to open it in Excel and view the associated formulas. Information is as follows:

1-1 CAV has 590 Soldier’s authorized on their TOE with 578 Soldiers assigned for an assigned strength percentage of 98% (ASGN divided by AUTH or 578/590 = 98%).

The Current CD Codes column shows current Commander’s Overrides that are active in eMILPO. The 2 Soldiers with active CD codes in this line are NOT

40

counted in the rest of the data. Plan to review/revisit all active Overrides with the Commander at every laydown/briefing. Remember that CD codes have an expiration date in eMILPO.

The unit has 3 Soldiers currently deployed with other elements of the command. They are NOT included in the possible overrides as they are already deployed.

The unit has 1 Soldier deployed with another organization; possibly as an individual augmentee. They are NOT included in the possible overrides as they are already deployed.

There are 14 Soldiers coded as 3A. The Commander will want to know the medical history and prognosis for each Soldier to make a determination of whether to apply an Override Code. HR Professionals should be ready to make a recommendation.

There are 32 Soldiers 3B. In our process the Commander has determined that he will NOT consider 3B Soldiers for Override without careful investigation. In your unit the decision may be different.

There are 22 Soldiers currently in legal processing coded as either Under Investigation (LI) or Pending Action (LZ). The Commander will want to know the legal history and prognosis for each Soldier to make a determination of whether to apply an Override Code. NOTE: Commanders do not normally use override codes for the 14 Soldiers pending administrative/legal discharge or separation (LD) or Soldiers who are under arrest or being held in confinement by military (LR).

There are 22 Soldiers currently non-available due to Administrative reasons; but only 16 are in categories that normally obtain an override code. The other 6 are in Administrative categories that the Commander will not normally override.

There are 108 total non-available Soldiers (dark blue column). Total Non-Avail divided by total assigned Soldiers (108/578 = 18.7%) produces a non-available percentage of 18.7% and an Actual PerOR percentage of 81.3%.

There are 52 Possible Commander Overrides [light blue column]. In this organization, the leaders have decided that the data points highlighted in yellow are the most common categories for Commander Override consideration. The Possible Commander Overrides shows the total number of “possible” overrides – those in the most commonly overridden categories - available to the Commander. HOWEVER, the Commander may choose to NOT override certain actions once he understands the circumstances.

The Possible CDR Overrides percentage takes the Total Non-Available (108), subtracts the Possible Commander Overrides (52), and divides by the total assigned Soldiers (578). 108-52/578 = 9.7% which becomes the Possible Non-Available percentage of 9.7% and a Possible PerOR percentage of 90.31%.

REMEMBER – The Possible PerOR percentage assumes that all Commander Overrides will be employed. This is unlikely as commanders will often NOT override all possible non-available possibilities.

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NOTE: Do not leave this slide until all students are comfortable with the process and how the percentages are determined.

SLIDE 29: NON AVAILABLE ENABLERS SLIDE 1Discuss PerOR Non-Available Enablers data and interpretations

SHOW SLIDE: NON-AVAILABLE ENABLERS SLIDE 1

INSTRUCTOR DISCUSSION: This slide is intended as a reference for the students. Students can refer back to this slide as they work through the example on the next page.


None

SLIDE 30: NON AVAILABLE ENABLERS SLIDE 2Discuss PerOR Non-Available Enablers data and interpretations


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INSTRUCTOR DISCUSSION: (1) Discuss what actions the subordinate units can take to improve the PerOR %. Possible answers include:

(a) Coordinate for a special session with the Dental Facility and conduct a mass check-up for overdue personnel.

(b) Verify what type of Immunizations are needed and coordinate for all Soldiers to attend in mass.

(c) Have the unit “hand deliver” the DNA and HIV Soldier(s) to the testing facility.(d) Coordinate with sister units to “piggy back” on their unit readiness events.

(2) Ask students if they can identify any trends or items of interest in the data. Possible answers include:

(a) Dental and Physical Assessments seem to be an issue across most units. (b) Is there a shortage of appointments? (c)Is there an error in the data?



(1) THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.

1-1 CAV has 1 Soldier with no DNA on file giving them a 0.2% in this category (DNA divided by ASGN or 1/578 = 0.2%). The goal is 0% so they did not meet the goal and it is shown in RED.

They have 1 Soldier with an overdue HIV test giving them a 0.2% in this category (HIV divided by ASGN or 1/578 = 0.2%). The goal is .2% so they meet the goal.

There are 10 Soldiers with overdue Immunizations giving them a 1.7% in this category (IMM divided by ASGN or 10/578 = 1.7%). The goal is 2% so they meet this goal.

43 Soldiers are overdue for Dental Exams giving them a 7.4% in this category (Dental divided by ASGN or 43/578 = 7.4%). The goal is 2% so the item appears in RED.

12 Soldiers are overdue for Periodic Health Assessments giving them a 2.1% in this category (PHA divided by ASGN or 12/578 = 2.1%). The goal is 2% so the item appears in RED.

(2) The PerOR % is computed by taking 100% and subtracting the DNA %, HIV %, IMM %, Dental %, and PHA % or (100% - .2% - .2% - 1.7% - 7.4% - 2.1% = 88.4%)Assigned Soldiers (578). 108-52/578 = 9.7% which becomes the Possible Non-Available percentage of 9.7% and a Possible PerOR percentage of 90.31%.

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HR INDICATORS 1 SLIDE 1Discuss PerOR HR Indicators 1 data and interpretations

SHOW SLIDE: HR INDICATORS 1 SLIDE 1



None

SLIDE 32: HR INDICATORS 1 SLIDE 2Discuss PerOR HR Indicators 1 data and interpretations


INSTRUCTOR DISCUSSION:

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(1) Discuss what actions the subordinate units can take to improve the PerOR %. Possible answers include:

(a) Aggressively work on slotting personnel. Are there derivative UICs involved?(b) Examine in-processing and annual record review procedures.

(2) Ask the students if they can identify any trends or items of interest in the data. Possible answers include:

(a) 9992 and FLAGs are a problem across all units. Do the unit S1s require training?

(b) The 90th BSB is failing in all categories. Do they need training or other assistance? *Some commands include the FSCs with the numbers of the battalion to which they are attached. The main reason is because that battalion (and BN S1) is most likely the ones who will fix issues in their particular FSC?



(1) Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.

CAV has 12 Soldiers slotted as Incoming Personnel for longer than 7 days giving them a 2.1% in this category (9992 divided by ASGN or 12/578 = 2.1%). The goal is 2% so they did not meet the goal and it is shown in RED. They have 13 Soldiers in grades E4 – E5 with an APFT over 1-year giving them a 5.3% in this category (APFT divided by total number of Soldiers E4 – E5 or 13/244 = 5.3%). The goal is .2% so they did not meet the goal and it is shown in RED. There are 8 Soldiers with FLAGS over 180-days old giving them a 1.4% in this category (FLAGS divided by ASGN or 8/578 = 1.4%). The goal is 2% so they meet this goal. 1 Soldier has an overdue GCMDL giving them a .2% in this category (GCMDL divided by the total assigned enlisted strength or 1/558 = .2%). The goal is 2% so they meet this goal.

(2) The PerOR % is computed by taking 100% and subtracting the 9992 %, APFT%, FLAG%, and GCMDL% or (100% - 2.1% - 5.3% - 1.4% - 0.2% = 91.0%)

(3) AWOLs are tracked as a metric of interest; but, not as part of the PerOR %. This is a local decision and your command may do things differently

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HR INDICATORS 2 SLIDE 1Show PEROR Indicators 2 data and interpretations




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SLIDE 34: HR INDICATORS 2 SLIDE 2Discuss PerOR HR Indicators 2 data and interpretations

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INSTRUCTOR DISCUSSION: (1) Discuss what actions the subordinate units can take to improve the PerOR %. Possible answers include:

(a) Aggressively work cleaning up the DD93 and SGLV mismatches?(b) Examine in-processing and annual record review procedures

(2) Ask the students if they can identify any trends or items of interest in the data. Possible answers include:

(a) There is a data disconnect between the high PRR and FRR rates and the poor rates in the other areas. How can the units have completed all the required PRR and FRR to standard and have these issues? Do the unit S1s require training?



(1) Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.

CAV has 12 Soldiers with DD93 over 1-year old giving them a 2.1% in this category (DD93 divided by ASGN or 12/578 = 2.1%). The goal is 2% so they did not meet the goal and it is shown in RED. They have 16 Soldiers with SGLV over 1-year old giving them a 2.8% in this category (SGLV divided by ASGN or 16/578 = 2.8%). The goal is 2% so they did not meet the goal and it is shown in RED. There are 132 Soldiers with DD93 mismatches between eMILPO and iPERMS giving them a 22.8% in this category (DD93 Mismatch divided by ASGN or 132/578 = 22.8%). The goal is 0% so they did not meet the goal and it is shown in RED. There are 188 Soldiers with SGLV mismatches between eMILPO and iPERMS giving them a 32.5% in this category (SGLV Mismatch divided by ASGN or 188/578 = 32.5%). The goal is 0% so they did not meet the goal and it is shown in RED. There are 14 Soldiers that have a different coverage amount in eMILPO and Finance (DJMS) giving them a 2.4% in this category (DJMS Mismatch divided by ASGN or 14/578 = 2.4%). The goal is 0% so they did not meet the goal and it is shown in RED.

(2) The PerOR % is computed by taking 100% and subtracting the DD93 %, SGLV %, mismatch DD93 %, mismatch SGLV, and mismatch DJMS % or (100% - 2.1% - 2.8% - 22.8% - 32.5% - 2.4% = 28.4%)

SLIDE 35: PEROR PERCENTAGE TRENDS

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Show PEROR Percentage Trends

SHOW SLIDE: PEROR PERCENTAGE TRENDS

INSTRUCTOR DISCUSSION: See data below


(1) This slide depicts one method to display the PerOR Percentage over time; normally in weeks at Brigade and Battalion level and Monthly at Corps and Division level.

(2) The arrows are a graphic representation of whether the units are generally improving, declining, or remaining the same.

(3) The Replacement UIC data is removed here as it would detract from the intent of showing assigned Soldier status.

(4) The final PerOR % for each period is determined by adding the Total % in each of the four categories and dividing by four or (89.9 + 86% + 84.6% + 78% divided by 4 = 78.0%)

SLIDE 36: PEROR SNAPSHOT

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Example of a PEROR Snapshot

SHOW SLIDE: PEROR SNAPSHOT

INSTRUCTOR DISCUSSION: This slide depicts one method to display the PerOR Percentage for all of the brigade data for each category and the overall PerOR on one slide. Brigades can use this format to depict separate BNs, etc.


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SLIDE 37: TERMINAL LEARNING OBJECTIVE REVIEWReview the Terminal Learning Objectives and discuss if standard is being met

SHOW SLIDE: TERMINAL LEARNING OBJECTIVE REVIEW

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NOTE: Inform students of the following Terminal Learning Objective (TLO) requirements

Learning Step / Activity 5. Practical Exercise Method of Instruction: Practical Exercise (Performance)Instructor to Student Ratio: 1:32Time of Instruction: 4 hrs Media: Individualized, Self-paced Instruction

Learning Step / Activity 6. Practical Exercise ReviewMethod of Instruction: Practical Exercise (Performance)Instructor to Student Ratio: 1:32Time of Instruction: 25 mins Media: Large Group Instruction

Learning Step / Activity 7. TestMethod of Instruction: TestInstructor to Student Ratio: 1:32Time of Instruction: 4 hrsMedia: Large Group Instruction

Learning Step / Activity 8. Test Review Method of Instruction: Test Review Instructor to Student Ratio: 1:32 Time of Instruction: 10 mins Media: Large Group Instruction

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

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