Adjutant General's Corps Regimental Association

The Readiness Division, Enlisted Personnel Management Directorate, Human Resources Command (HRC)

Readiness Division Overview
Mr Richard A. (Tony) Teolis, Jr
Chief, Enlisted Readiness Division
Enlisted Personnel Management Directorate (EPMD)
Human Resources Command (HRC)

The Readiness Division (RD) within EPMD, HRC, is responsible for the accurate distribution of the active duty enlisted force – over 320,000 personnel (without TTHS) across ~330,000 authorizations; 179 MOSs; 9 grades; and over 500 DMSLs to achieve Army readiness!  This is just part of the Readiness Division’s mission.  The RD Team also supports nearly 12K in nominative positions/assignments; handles transformation actions from Platoon to Brigade Combat Teams; analyzes hundreds of unit status reports; provides detailed data analysis to Department of Army G1 and G3 staffs on readiness, the Army G1, CG HRC, and other senior commanders; and more!  The RD Team also reviews and helps develop policy changes that impact readiness; analyzes war plans for HR suitability; tracks the accessions mission success and changes in the training base (examples:  Soldier 2020 Female integration with Leader’s First, and Infantry and Armor One Station Unit Training (OSUT) expansion to 22 weeks).  Again – a small example of key topics that impact the distribution of the force and readiness.  We are also heavily involved in the transformation to IPPS-A in order to support the migration and follow-on success of IPSS-A, and our success in maintaining Readiness; plus, we were involved in the rewrite of FM 1-0 to ensure Army HR doctrine supports large scale combat operations. 

Current priorities in RD are:  IPPS-A transformation; the 19-10 Enlisted Manning Cycle and the integration of the ASK Marketplace; Airborne SL10 strength improvement initiatives; the review and potential update to the Active Component Manning Guidance (ACMG) for FY20-24; in-depth documentation and synchronization of current Army transformation actions; and, all deployment and rotational unit support. 

The Enlisted Manning Cycle (EMC)
Mr Adam McKinney, Chief, Distribution Branch, RD-EPMD
LTC John Dickens, Team Chief, EMC Management and CMF Branch, RD-EPMD

To be as precise as possible in MOS/Grade distribution across the Army, and fill requisitions at the highest possible rate, Readiness Division implemented the Enlisted Manning Cycle (EMC).  The first integrated EMC was January 2019.

The EMC has proven to increase readiness and enhance EPMD’s ability to man the force.  Originally piloted in early 2018, the EMC continues to evolve as processes are refined and improved.  In January 2019, EMC officially launched as a 9-week manning cycle and was later modified to a 10-week manning cycle in May 2019.  The 10-week cycle allows EPMD to complete five cycles per calendar year, and better facilitates matching talent to requirements.  Compared to OPMD’s 2 cycles per year, the additional cycles also allow for multiple course corrections and is more flexible and adaptive to Army requirements as they change.  Each cycle has assignment arrival date overlap with the previous cycle to cover requirements.  Since adopting an EMC, there have been clear and distinct advantages over previous EPMD manning models.  Of note, EPMD and OPMD manage their populations differently; therefore, the number of cycles fit each directorate and how they manage – they are not mutually exclusive!

Enlisted Manning Cycle advantages are:  1) possibly the biggest advantage is the cycle schedule that allows Talent Managers (Career Division/Branch Managers) to identify their most available inventory that facilitates a deliberate and planned use of inventory which increases filled contract requisitions and talent management; 2) it increases expectations across the Army for G1s and Commanders that requirements listed in the Enlisted Distribution Assignment System (EDAS) will be filled, and best aligns demand to supply; and 3) the EMC will also provide the framework when EPMD fully incorporates ASK Enlisted Marketplace, the developing process that allows personnel to request their assignment preferences.  With the EMC, the Army is experiencing an all-time high in filling contracted requirements (~95% compared to 70-80% pre-EMC).  As with any process, leadership throughout EPMD continues to look for ways to improve and enhance our procedures and EMC has proven to be a giant leap in the right direction to support readiness.  We value your feedback if you’re involved in strength management – let us know how we’re doing by contacting your EPMD-RD account manager.

Security Force Assistance Brigades, 42As Wanted!
Mr. Jack Brooks
SFAB/SFAC Account Manager, RD-EPMD

The Army is actively recruiting volunteers to serve in its newly established Security Forces Assistance Brigades (SFAB).  The SFABs are small brigade elements with the mission of training, advising, assisting, enabling and accompanying host nation military forces.  While the SFABs are new to the Army structure, the mission of advising has been a mission that goes back to Korea, Vietnam and most recently within Afghanistan.  For years the accomplishment of this mission was conducted by portions of a Brigade Combat Team (BCT), and Special Operations Forces.  This had a large impact on readiness as it reduced available forces for other high priority missions requiring a full BCT.  In an effort to provide some much needed relief of those forces came the development of the SFABs.  The SFABs are comprised of highly skilled Soldiers, NCOs and Officers that are among the top performers within their Area of Concentration/Career Management Field.  The SFABs are not direct fill units, they are comprised of all volunteers that work tirelessly to strengthen our allies and partners while supporting the nation’s security objectives and warfighting needs of combatant commanders on a global scale.

                              

The SFABs have positions available for about 60 different MOSs and among those authorizations are eight Senior NCO Human Resources Specialist positions.  These positions are integral as they serve an internal role of Human Resources support to the SFAB, but also serve as an advisor to host nation forces in all functional areas of Human Resources.  Currently 2nd SFAB is deployed conducting the advising mission.  CPT Donald Scales is serving as a BN S1 and provides the following experiences for 42As within the SFAB:

“As an advisor in the SFAB, 42s will get the opportunity to stretch their knowledge in all areas of human resources due to the fact that the size of the S1 shop is one officer and one NCO… serving as a staff member and an advisor will force Soldiers to become more effective communicators, better problem solvers, and sharpen their knowledge in all areas of the BN/BDE staff for both the US and ANA Armies… Working with the ANA has proven to be challenging, and finding creative solutions required reaching out to other advisors within the country to see how they solved problems with their partners.”

Within the AG community, the SFABs is challenged with receiving the 42A volunteers at the SFC level.  In effort to fill the 42A positions the SFABs have opened up the 42A volunteer pool to allow SSG 42As to fill the vacant SFC positions.  This course of action allows the SFABs to have the much needed 42A capability within each BN, while also creating an opportunity for those SSGs to demonstrate their performance and ability to operate independently with minimal supervision where they are the subject matter expert in the area of HR functions of the SFAB for which they are assigned.  The advantage for these Soldiers is in the areas of advanced training and increased promotion potential.

Soldiers assigned to the SFAB find the job challenging and both personally and professionally rewarding.  There are five Active component and one National Guard SFAB spread across installations that include Fort Benning, GA; Fort Bragg, NC; Fort Hood, TX; Fort Carson, CO; and Joint Base Lewis-McChord, WA.  The Army NG SFAB is the 54th SFAB, headquartered in Indiana with battalions in Florida, Illinois, Texas, Georgia and Ohio.  Soldiers willing to volunteer to serve in the SFAB are encouraged to attend an upcoming SFAB brief scheduled for their installation, or call AG Branch to volunteer.      

Unit Status Reporting.
CW3 Dane Wilson, Readiness Officer, RD, EPMD

Unit readiness is assessed monthly by Senior Army leaders at multiple echelons.  Personnel readiness is one of four metrics that contributes to the assessment and rating of Army organizations.  This assessment is derived from data that is provided in NETUSR.  However, this requires user input and changes from the initial data extract pull that may not have been fed from the various HR Systems tied to TAPDB, or changes that occur up until the 15th of the reporting month.  The most common issue HRC Readiness Officers find is:  1) not accurately accounting for promotable Soldiers across all grades within their organization; 2) when factoring promotable Soldiers, units should further consider the slotting of Soldiers to positions of a higher grade; and 3) as Soldiers become promotable their AOC or MOS may convert to a new MOS within their branch, which may not ‘Skills Match’ automatically in the system, but would otherwise be compatible, thus requiring a manual override in the NETUSR platform.  Human Resource Professionals must be actively engaged with the unit USR representative to ensure the most authentic and accurate readiness rating is calculated and represented by their Commanders.

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