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MG Richard P. Mustion CG, HRC CSM Bruce Lee CSM, HRC

Human resources command. Fort Hood Executive Brief 16 January , 2013. MG Richard P. Mustion CG, HRC CSM Bruce Lee CSM, HRC. Overall Classification of this brief is: UNCLASSIFIED. ARMY STRONG. Discussion Points. HRC Overview Manning the Army Force Shaping

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MG Richard P. Mustion CG, HRC CSM Bruce Lee CSM, HRC

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  1. Human resources command Fort Hood Executive Brief 16 January, 2013 MG Richard P. Mustion CG, HRC CSM Bruce Lee CSM, HRC Overall Classification of this brief is: UNCLASSIFIED ARMY STRONG

  2. Discussion Points • HRC Overview • Manning the Army • Force Shaping • Promotion Rates • Remaining Competitive • Officer Broadening • Centralized Selection List (CSL) Changes • Officer Evaluation Report (OER) • NCO Contact Pilot Program • Where You Can Help • Hot Topics

  3. HRC Operational Approach MISSION: Execute career management, sustainment, distribution, and transition of personnel in order to optimize Army personnel readiness, enable leader development, and strengthen an agile and versatile Army that can Prevent, Shape, and Win. Man the Force OBJECTIVES LINES OF EFFORT Man the Army & Preserve the All-Volunteer Force; optimize readiness; increase precision and develop the force Provide Personnel Services Support Provide responsive Personnel Services and Programs to Soldiers and their families (Awards, Veterans Records, Boards, etc…) Engage the Army Community Actively integrate, shape and communicate to the Army HR events, policies and programs Adapt Processes to acquire, develop and Retain the Best Qualified Soldiers and respectfully transition quality Soldiers to civilian life Transform Personnel Management

  4. FY 13-15 Active Component Manning Guidance • CSA/DOD DIRECTED 100% Manned IAW ACMG 100% • 85TH CIVIL AFFAIRS BDE (84%) • Rotational Forces (Manned IAW ARFORGEN at) P1/P2 • III CORPS (116%) • 1ST CAV DIV (114%) • 1ST BCT, 1ST CAV DIV (105%) • 2D BCT, 1ST CAV DIV (106%) • 3D BCT, 1ST CAV DIV (104%) • 4TH BCT, 1ST CAV DIV (98%) • 3rd CR (108%) • 36TH ENGINEER BDE (108%) • 41ST FIRES BRIGADE (111%) • 504TH BSB (102%) • 69TH AD ARTILLERY BDE (109%) • 89TH MP BRIGADE (89%) • CAB, 1ST CAV DIV (108%) • INSCOM AVIATION BDE (111%) • 4TH SUSTAINMENT BDE (107%) • 13TH SUS COMMAND (E) (115%) • 1ST MEDICAL BDE (105%) • Essential Forces • Manned IAW ACMG 90% • DARNALL MED CENTER (113%) • ARMY OPS TEST CMD (91%) • Important Forces • Manned IAW ACMG 80% • FIRST ARMY DIV WEST (95%)

  5. Manning the Army…Optimize Readiness The Big Picture: 460K Authorizations; 546K Soldiers…but • Limitations / Constraints to Manning: • An average of 85% available for deploying requirements • Non-Available for deployment: • 15% (73,508 Soldiers) unable to fill deploying requirements • Transient, Training, Holding and Schools (TTHS) is 13% (~ 71,500 Soldiers) • Availability and Dwell Constraints • Professional Military Education (PME) and Career Management Requirements • Grade / MOS / Branch Imbalances ~12% ~2% • Other FLAGs: • Adverse Actions - 13.8K (2K are > 6 mos) • APFT Failure - 12.5K • WT Control - 17.3K ~1%

  6. Force Shaping Levers • Accessions (delta between accessions and natural losses) • Retention (Enlisted) • Qualitative Service Program (Enlisted) • Promotion selectivity (Officers) • Temporary Early Retirement Authority (TERA) • Selective Early Retirement Boards (Officers) • Officer Separation Boards • Shortening existing SELCON periods • Increase SELRES Officer Affiliation Bonus to $20K • Enhanced Selective Early Retirement Boards • Reduce retirement eligibility from 10 to 8 years commissioned • service • Voluntary Separation Pay (VSP) (after 1x non-select for prom) • SELRES Officer Affiliation Bonus ($10K) • Active Duty Service Obligation (ADSO) Waivers (after 1x non-select for promotion) • Voluntary Retirement Incentive • Junior Officer Retention Boards • Levers being considered by Senior Leadership • Some require legislative approval • If used, each targeted to specific populations Note: in use; pending decision; not planned for use FY in () indicates year authority is expected to be approved

  7. AC FY12 Promotion Rates • Future Promotion Opportunity targeted to future requirements • Expect increase in time in grade to CPT, MAJ and COL • Expect increase time in grade for SFC, MSG, and SGM

  8. Remaining Competitive • All positions are important • Performance and potential annotated in evaluations is the most important factor • Key and Developmental time matters • Precision in writing evaluations is critical; be specific – BLUF • Soldiers need to do the following; leaders must check • Take a current photograph – first impression matters! • Review and update their Record Brief (ORB/ERB) • Ensure OMPF, Record Brief, and Photo match • Certify board file (myBoard file and myBoard file certification reports) • Keep ASK and preferences current and up to date

  9. Evaluation Narrative • Selection boards should not have to guess • Raters focus on specifics to quantify and qualify performance and potential • Senior raters need to amplify potential box check with narrative/bullets that send a clear message to selection boards • Quantify and qualify: • An exclusive narrative clearly describes superior performance/potential ( i.e. Top 1%, My best, 2 out of 10, my #1 pick for BN CMD, SGM, MSG, definitely promote BZ, etc.,) • A strong narrative describes significant performance and enthusiastically recommend promotion (i.e. Outstanding performance, one of my best, definitely promote) • Be aware of box check and narrative signal/consistency • Be careful: • What is not said can have the same impact as what is • Don’t say the same thing for all your people (easy to detect repeated verbiage) • Avoid using the same verbiage year to year for the same officer (modified cut and paste) • Accurately and fairly assess all officers regardless of branch and functional area

  10. Officer Broadening Broadening Future Leaders Building a cohort of leaders that allow the Army to succeed at all levels in all environments. Draft Definition. The purposeful expansion of a Leader’s capabilities and understanding provided through opportunities internal and external to the Army throughout their career, that are gained through experiences and/or education in different organizational cultures and environments resulting in a Leader who can operate up to and including the strategic level in multiple environments. STAFF OR KD TIME CCC MAJ STAFF OR KD TIME MAJ BROAD LTC CSL LTC BROAD / FBC SSC COL CSL COL Broadening / FBC KD / STAFF ILE CURRENT TREND • Key Points. • 18-24 month KD time, more KD time may be good for unit, but not helpful for Army and Officer • Return to normalized officer timelines (PME at right time, before KD time) • Encourage officers with high performance and potential topursue competitive broadening (internships/fellowships/scholarships) • Develop our best candidates and not just best applicants • Closely manage those officers that receive an academic/intellectual developmental investment ~ 10.5 yrs ~ 3.75 yrs ~ 16.9 yrs ~ 22 yrs ~ 2 yrs 0YR 4YR 8YR 12YR 16YR 20YR 24YR 28YR I M T MAJ STAFF OR KD BOLC CPT BroaD ILE DA PAM 600-3 BOLC KEY ASSIGNMENT CCC 36 MO TOUR (12-18 MO KD TIME) CPT Broadening 36 MO TOUR (18-24 MO KD TIME) MAJ Broadening LTC CSL COL CSL COL Broadening / FBC BROAD / FBC SSC BINS: O-6 O-3 O-4 O-5

  11. Centralized Selection List- Initiatives Need our best athletes to command across the full breadth of the Army • Officers must Opt-In to compete • Officers must compete in all eligible categories • Board conducts “one-score” & “all-in” board selection methodology • A single vote for each officer; single ranking methodology • Officers are placed in the category consistent with preferences Beginning in SEP 13, effective COL/ LTC FY 15 CSL • Activate alternates from a consolidated alternate list vs. separate lists • Slate based on skills, but use slating to broaden commanders in terms of Division and AOR experience • ORB entry for officers who decline command; ineligible for future LTC/COL CSL billets One score

  12. OER Revision Background • Senior Leader focus for Evaluation Review: • Re-establish the company grade box check • Reduce the frequency of reports • Establish and enforce rater accountability • Reflect current leadership doctrine (ADRP 6-22) • Incorporate ability to document, “data mine” and identify talent • Address the “one size may not fit all” assessment of different skills and competencies at different grades • Keep the OER relevant and adaptive • SECARMY guidance (9 Mar 11): • Ensure responsibilities are clearly defined and vested with appropriate individuals • Assess the usefulness of Academic Evaluation Reports • Identify clear standards to assist raters with drafting evaluation reports • Informed By • 36th and 37th CSA framing guidance/intent (2010/2011) • Other Services and Industry review • Officer Selection Board AARs • Profession of Arms Forum • OPMS CoCs and GOSCs • Army White Paper, The Profession of Arms • CG, TRADOC guidance • OEMA & CSI Officer Corps Strategy Series • Army Leader Development Strategy for a 21st Century • ADRP 6-22, Army Leadership • Socialized With • Over 200 General Officers • Over 2000 Army Officers • Multiple Pre-Command Courses • Multiple Selection Board Panels • Office Chief Army Reserve Staff • Army National Guard Bureau Staff OER remains the primary tool documenting officer performance and potential

  13. OER Changes • Clear delineation of responsibilities: Rater-Performance; Senior Rater-Potential • Three separate evaluation reports based on grade plate: • Company Grade (2LT-CPT & WO1-CW2) • Field Grade (MAJ-LTC & CW3-CW5) • Strategic Leaders (COL-BG) • Implementa Rater Profile for the Company and Field Grade Plate • Future Operational and Broadening Assignment Recommendations • Redefine Senior Rater box label techniques (49% Top Box remains) • Discourage “pooling” – adhere to normal line of supervision • Rating Schemes approved one level up • Limit use of Intermediate Raters to Specialty Branches only • Commanders will rate Commanders • Support Form realigned and mandatory for WO1-COL

  14. NCO Contact Pilot Program The NCO Contact Pilot Program establishes professional dialog that will reduce stress and build confidence, trust, and transparency between NCOs and HRC • Assessing feasibility of requiring direct (HRC assignment manager to Soldier) communication with SFC and above before putting the NCO on assignment • Conducting pilot program test only with transportation and aviation branches • Level of success of test will determine expanding program to all Career Branches • 100% contact (telephone / email) with pilot program • Intended to incorporate ASK/assignment preference • Incorporation of Soldier Assignment Process Surveys as part of pilot program

  15. Where You Can Help • Assist all Solders in preparing for promotion boards (myBoard file certification reports by UIC level) • Manage, track, and reduce non-available and non-deployable populations (IDES, Medical, Flags) • Routine oversight: Accountability; promotions, retention, evaluations, USR, and transition • Manage FLAGs closely – Adverse Action, APFT, and weight control…. Judiciously impose and remove • Engage HRC and level the bubbles – Common Operational Picture; Dispel Rumors – If it doesn’t sound right … it probably isn’t!

  16. Hot Topics • Optimized Intermediate Level Education • Voluntary Transfer Incentive Program • Army Transition Strategy • Additional Topics

  17. Human resources command Tell us how we are doing: https://www.hrc.army.mil/Hoodvisit Overall Classification of this brief is: UNCLASSIFIED ARMY STRONG

  18. Optimized Intermediate Level Education Optimizing ILE BLUF: Selection board process for ILE experience through 10-month resident, 14-week Satellite Campus or distributed learning Advanced Operations Course (AOC) (Credentialing Course for BB) 100% ACC Majors Average Allocation for the next five YGs: CGSC, Sister Service/SON/NPS/WHINSEC Residence Common Core + Primarily Basic Branch (BB) approved Functional Area (FA) ~56% Forts Belvoir, Lee, Gordon, Redstone (5 Teaching Teams) Satellites Functional Area Officers Credentialing Courses ILE Venues Common Core + Primarily FA, and approved BB ~34% Basic Branch Officers Follow-on Credentialing AOC Distance Learning (12 – 18 Mos) Advanced Distributed Learning Department of Distance Education (DDE), CGSS Common Core (Self Paced 12 – 18 Mos) AOC (Collaborative 12 – 18 Mos) FA Officers Credentialing Courses BB Officers Follow-on Credentialing + Equal percentage of FA and BB ~10% Basic Branch Hot Topics

  19. Voluntary Transfer Incentive Program (VTIP) VTIP is available in lieu of functional area designation; enables highly qualified officers to branch transfer • Foster an environment that allows officers to seek other opportunities • Counsel officers on performance and long-term potential • Promote VTIP • Competitive program, effectively aligns officer attributes with Army requirements • Professional education tailored for each Functional Area • Army leaders must foster discussion and information for: • Officer potential, opportunities and expectations within their basic branch • Introduce officers to opportunities outside of their current AOC • VTIP is the primary tool used to fill functional area requirements • VTIP eligibility • Active Component Category (ACC) regular army officers only – must be in “Good Standing” • 1LT(P), CPT and CPT(P) through 9th year of AFCS • Field Grade at 14 years of AFCS or less can request FA transfer only • Officers with existing ADSOs may compete i.e. Menu of Incentives, ACS/ESGP, Tuition Assistance, etc… • A 3-year ADSO incurred by VTIP will be served consecutively to an existing ADSO; beginning one day after the existing ADSO expires • VTIP panels scheduled for FEB, JUN and OCT 2013 VTIP Information – https://www.hrc.army.mil/Officer/Officers%20Voluntary%20Transfer%20Incentive%20Program%20VTIP Hot Topics

  20. Army Transition Strategy Voluntary Mandatory Mandatory Veterans Opportunity to Work (VOW) Act ACAP As-Is (current Program) Presidential Veterans Employment Initiative Task Force (VEI TF) Preseperation Counseling Preseperation Counseling Preseperation Counseling Individual Transition Plan (ITP) Individual Transition Plan (ITP) Individual Transition Plan (ITP) VA Benefits Workshop VA Benefits Workshop VA Benefits Workshop DOD Employment Workshop DOD Employment Workshop DOD Employment Workshop Financial / Budget / Other Services Financial Services / Budget Services Financial Services / Budget Services Resume & Practice Interview Services Resume & Practice Interview Services Resume & Practice Interview Services Education Workshop • Army Transition is a Commanders Program with the following Objectives: • Career ready Soldiers • Seamless transition to civilian life • Recognizes services skills • Connects Soldiers to jobs Technical Workshop Voluntary Entrepreneurship Workshop Capstone (Final QC) Mandatory Hot Topics

  21. Additional Topics Grade Level Shortages Leader Development NCO Broadening Temporary Early Retirement Authority (TERA) Women In The Army Total Army Sponsorship Program Qualitative Service Program Army Retention Sexual Harassment / Assault Response & Prevention Hot Topics

  22. Leader Development Experiential Opportunity Personal / Professional Growth Normalize the Career Timeline Pin-On-points to pre-war timing PME at the right time (CCC & ILE) Enforce command and KD timeline Assignment Opportunity Generating Force Broadening Opportunities Army Requirements Competing and Changing Army Manning Guidance Manning Cycles WIAS / JMD Black Book Command / Key billets Joint Policy / Distribution By-Name Requests Requirements Opportunity Additional Topics

  23. Linking Development to Manning LD Goal: Leaders that are trained, educated, and capable of serving at the strategic level Army Evaluation Systems & DA 67-10 s Review DA Promotion & Selection Boards Manning Goal: To get the right leader, with the right skills and education, to the right place, at the right time • CSL Changes (FY15) • Broadening Opportunities • OILE implementation Additional Topics

  24. Army Retention FY 2013 • Paradigm Shift in FY12 • Applied the Commander’s Allocation Process (CAP) in FY13 • Commanders Program that must apply Army guidance, policies, law and directives • Quality based mission in FY13 - designed around “quality” Soldiers • FY13 Retention • Minimum mission 54K; maximum allowed 67K • Mission is designed around a “quality/qualified” and eligible based enlisted population in order to support end strength and readiness requirements • Army has over 19,000 FY13 and 20,000 FY14 Soldiers not eligible to reenlist Execution (Cumulative) Objective (Cumulative) Additional Topics

  25. Qualitative Service Program (QSP) • Targets over strength andpromotion stagnation: • Align, balance the force by MOS and skill level • Retain Soldiers with the greatest potential for future contributions • Will consider NCOs in targeted MOS: • CSM/SGM – 3 years in grade and < 31 years of AFS • 1SG/MSG - 4 years in grade and < 28 years of AFS • SFC - 4 years in grade and < 25 years of AFS • SSG - 4 years in grade and < 21 years of AFS • Retirement or Separation Pay Eligibility is determined on involuntary separation date: • 6 years total service and < 20 years AFS are eligible for full separation pay • 15 years AFS and < 18 years AFS are eligible for Temporary Early Retirement • 18 years AFS and < 20 years AFS may remain on active duty until 20 years AFS • 20 years AFS are eligible for retirement Additional Topics

  26. NCO Broadening Opportunities • Key broadening opportunities; most MOS immaterial: • Drill Sergeant • Recruiter • TRADOC Instructor • ROTC / AC/RC / Observer Controller • Other / Nominative Positions (IG, EO, TWI, WTU, Defense Attaché, WHCA, others) Additional Topics

  27. Women In The Army (WITA) • Army Regulation 600-13, Army Policy of the Assignment of Female Soldiers • Army Policy for the assignment of Female Soldiers published in 1992 • Has not kept pace with current and changing operational environment • Army Directive 2012-11 - Exception to the Direct Ground Combat Assignment Rule • Permitted the assignment of female Soldiers serving in specialties open to women to positions in the battalion headquarters and headquarters companies of maneuver battalions • Army Directive 2012-16 - Changes to Army Policy for the Assignment of Female Soldiers • Changes AR 600-13, Army Policy of the Assignment of Female Soldiers • Allows recruitment into six previously closed MOS’s (13M, 13P, 13R, 91M, 91A, 91P) • Allows assignment of female Soldiers serving in specialties open to females to High Mobility Artillery Rocket System (HIMARS), Multiple Launch Rocket System (MLRS), Area Clearance Platoons, Headquarters Section of Clearance Companies and Training Battalions/Opposing Force units. • End State: • Develop policy that reflects operational realities on the ground and authorize assignment of the remaining 33,000-37,000 positions in open specialties to the battalion level Additional Topics

  28. Women In The Army (WITA)Accession / Recruiting Efforts • Intent is to grow the female strength in the Army to meet Army requirements and provide greater flexibility/options in individual assignments • Strategy – even flow ~30% accession training seats to women in all MOS which allows: • Slow steady build of female inventory (short, mid, long-term) • Meet requirements that are gender neutral (male or female) while enabling better fill of female only requirements • DA mission letter has a planning figure of 18-20% of total accessions to be females • Recently, the Army opened 6 MOS for female Soldiers: • Three artillery MOS: 13M (MLRS/HIMARS crew) , 13P (MLRS ops/Fire Direction), 13R (Radar Operator) • Three maintenance MOS: 91A (Tank), 91M (Bradley) and 91P (Artillery) Additional Topics

  29. CSM - Centralized Selection Lists Effective FY 14 • Combined three panels into one • One panel executed all seven boards vice three separate panels • Continue to slate based on skills and experience • Conducting the first Nominative Panel on 14 January 2013 Effective FY15 (Pre-decisional initiatives) • Two Battalions/One Brigade • Allows NCO’s to compete only for battalion twice and once for brigade • NCOs will still be able to compete for Generating and Operating Categories • How many times can an NCO compete for a CSL billet • May limit the number of times a non-select for CSL can compete • Key Billets • Will conduct the first SGM Key Billets Board in conjunction with CSM Boards in FY15

  30. Grade Level Shortages BLUF: The Army can resource 88% of authorizations with fully qualified and deployable Soldiers • Friction is 12% or 52,810 authorizations that cannot be filled with fully deployable Soldiers • Current non-available numbers account for 15% of projected authorization in aggregate • Projected shortages exist with Field Grade Officers (95% without non-available) • Grade plate roll down in FY 15 does not alleviate all FG shortages • Enlisted and NCO ranks can get healthy through the reduction of non-available Additional Topics Data As of 2 November 2012

  31. Temporary Early Retirement Authority (TERA) • TERA limited to Soldiers denied continued Active Duty Service • Established involuntary separation date of 30 September 2018 or earlier • Eligible members must apply for consideration; approval is not assured • Eligibility Criteria: • NCOs denied continued service from a Qualitative Service Program (QSP) • Completed 15 but less than 20 years of active service as of established involuntary separation date • Officers/Warrant Officers twice failed selection for promotion to the next grade • Serving on Active Duty and have 15 but less than 20 years of Active Service as of their established involuntary separation date Additional Topics

  32. Total Army Sponsorship Program • Where We Are Now: • HQDA EXORD 018-12 directed change and command involvement • Program Managers and Unit Coordinators appointed • Mandatory Sponsorship Training prior to PCS and during Newcomers Orientation • In-/Out-processing survey mandated • Army Command, Army Service Component Command, and Direct reporting Unit command Sponsorship Program metrics reported to Army senior leaders • TASP Coordination Work Group • Where We Are Going • HQDA directed Sponsorship Program Pilot, “No PCS orders until a sponsor has been identified” • Revision to AR 600-8-8, Total Army Sponsorship Program • FRAGO 1 to EXORD 018-12, clarify roles and responsibilities • Integration of Sponsorship functionality with the Army Career Tracker • Department of the Army IG inspection of unit level Sponsorship Programs Additional Topics

  33. Sponsorship Program Pilot Task:Develop a sponsorship program that mandates the assignment of sponsors prior to the issuance of Permanent Change of Station (PCS) orders for military personnel in the ranks of COL and below. Purpose:To enhance the Army’s ability to Sponsor, receive, and integrate newly arriving Soldiers and their Families into their unit of assignment. End State:A fully integrated sponsorship process that ensures a smooth transition (warmhand-off between losing and gaining commands) for Soldiers, Families, and Civilians as they conduct PCS relocations. • Pilot Sites: • United States Army Europe (USAREUR) – 173d ABN BCT & 21st TSC • Eighth US Army (EUSA) Korea – 2 ID & 19th ESC • Hawaii – 8th TSC • Fort Lee AIT Graduates to 25th Infantry Division (ID) Hawaii – (AIT Focus) Additional Topics

  34. Sexual Harassment / Assault Prevention and Response (SHARP) VSCA Guidance • Vice-Chief of Staff (VCSA) of the Army and DCS, G-1 directedcivilian brigade hiring in FY13 to relieve the field Commanders of the interim manning solution and adhere to FY12 National Defense Authorization Act • On 26 Oct 12: SHARP program addressed 3-Star Budget Requirements & Programming (BRP) board and received authorization to: • Ramp up manning from FY14 to FY13 to meet VCSA intent • Resources (448 Active Component authorizations and funding) for BDE civilian manning in FY14-18 and 83 USAR mil techs • Seek Manpower & reserve Affairs over hire approval for FY13 Certification • SHARP Mobile Training Teams will train 17K personnel down to company level (15K plus currently trained) • SHARP Certification 80-Hour Course and 24-Hour Annual Refresher Training approved by National Organization for Victim Assistance (NOVA) • Certification requirements: • Army Sexual Assault Resource Coordinator Personnel: • Background Check / 80 Hours of SHARP Training / Left-Seat/Right-Seat Ride • Appointed on Orders / Meet Rank Requirements / Have 1 Year Retainability Additional Topics

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