Human Resources Scenarios

(U)HQDA EXORD 10-13 ISO THE HQDA FY13-15 ACTIVE COMPONENT MANNING GUIDANCE (ACMG). (U) (ATSG-NCOA). The Army will be downsizing its total personnel and force structure during FY 13-FY15. Beginning 2 QTR, FY13,The Army will apply the HQDA FY13-15 ACMG. This new guidance will line up its personnel IAW Army priorities. The objective is to man ARFORGEN structures at not less than P2 during the reset phase and sustain structures not less than P1 during the train/ready and available phase. Unit Status Reporting (USR) ratings will be used to identify manning and readiness in deploying units. Units will not be allowed to over strength other military occupational specialty positions to counterweight for non-available personnel. HQDA G-1 will

In FY13 the Army will transition as we reduce the size of the assigned personnel and force structure. The initial stage of drawdown for Active Component Operational Support is expected to end by FY15 and begins to eliminate the wartime allowance completed by FY17 affecting the ability formations. The Army has enough Soldiers to fill authorization aggregate, but still has shortages in Rank and Military Occupational Specialty (MOS). We need to assign personnel that are available to determine manning effectiveness as well as readiness in deploying units. Synchronizes and integrates readiness priorities for the war fighter and our Army including all forces. The Army Forces Generation (ARFORGEN) cycle and the Army priorities are already established

SUBJECT: Most significant change made to ADRP 6-22 Army Leadership (AUG 2012) from FM 6-22 Army Leadership (OCT 2006)

The Enlisted Distribution and Assignment System (EDAS) is a great system with minimal hardware and software requirements. The system is simple and effective at what it does. Competition is scarce and there are very few things that should be changed involving the technical aspects of the system. The more than 100,000 assignments that are processed through EDAS annually are vital to the versatility of the Soldiers in the greatest Army the world has ever known.

to determine the status of an evaluation once it has been submitted to HQDA. The

SUMMARY: With over 28 years of education and experience in the Marine Corps’ Ammunition/Explosives Occupational Field, an active Secret clearance, and thorough knowledge of military policies, government contracts and leadership hierarchy, I am a retired USMC officer ready for the next challenge. My experiences have allowed me to grow in many different management areas: program management, Defense Acquisition, logistics, configuration management, creating budget exhibits that included briefing senior leadership, quality assurance, production audits, establishing plans of action and milestones, personnel supervision and, foreign military sales.

professional achievement while serving as administration division defense travel system, leave, and evaluation administrator for fleet readiness center mid-atlantic oceana from june 2015 to july 2016. Demonstrating exceptional administration skills, petty officer pellegrin flawlessly managed 730 defense travel system accounts, processed and tracked 4,400 leave chits, 345 awards, and 738 evaluations for 947 personnel. with 100 percent accuracy. his keen attention to detail and perseverance was critical ensuring accurate and timely correspondence submission, receiving high praise and accolades during commander, fleet readiness center’s manager’s internal control audit. petty officer pellegrin’s superior professionalism, exceptional performance,

The Human Resource Sergeant’s Role in the Army Profession is to take care of our organization in preparing us for what is taking place now and what the future holds. As we quote the creed in stating, “I am an expert, and I am a professional”, we should be experts in our roles and carry out those roles as professionals. We are to take care of soldiers just the way we expect our leaders and counterparts to take care of us in their delegated professions. We play an integral part in everyday tasks and assignments. Similar to NCOs we are the “Backbone” of our organization.

Those skills are then applied in the interest of others (Professional Standards Council, n.d.). It must have a systematic body of knowledge, credibility, community regulation and control of its members, and a professional culture of values (Professional Standards Council & Greenwood, n.d.). When applied to the Army, the profession of arms exists in subordination to the American society, who in return provides the institutional support that is needed (Training and Doctrine Command (TRADOC), 2010). It is a profession that exists on continuous self-development of its Soldiers and leaders, and unwavering loyalty to the ideals of its ethic. The Human Resources Sergeant’s profession is similar to the Profession of Arms with a notable exception.

Army Reserve Magazine, 49(3), 4-5. Retrieved November 27, 2011, from Career and Technical Education. (Document ID: 574627241).

Administrators are able to monitor how the soldiers and employees are progressing by a web program called the Army Career Tracker. This program development was produced by: The Army Training and Doctrine Command Institute to guide these individuals on what assignments and educational items need to be completed. Upon arrival to their new duty station assignment, soldiers are expected to complete an Individual Development Plan (IDP) within thirty days of arrival this is a portion of the Army Career Tracker program. This coincides with the Army‘s professional development standard of supervisors formally meeting with employees to review their career map, IDP information and offer guidance and recommendations on their new assignments. The IDP is part of the professional development profile for the employee their entire career and is a useful development tool for supervisors as employees transfer to new duty assignments. Employees may attend several institutions, civilian and military during there career both traditional and online education using the IDP as a

Supervisor Equipment Specialist, YC-1670-12, in Support Equipment at WR-ALC, Robins AFB GA. I led a team of 11 Equipment Specialist in maintaining their high rating in D200 file maintenance by ensuring they received the training needed to perform their jobs, having outside experts conduct inspections and conducted one on one inspection using Logistics Standardization and Evaluation Team (LSET) checklist. My team received an outstanding rating during the LSET inspection. I maintained training records on my entire team, scheduling them for necessary classes needed to keep their skills sharpened to perform their duties in supporting the Warfighter. I conducted quarterly and annual evaluations, briefing each team member on job performance.

The Army is in transition as we reduce the size of our total personnel as well as in force structure from FY 13-FY15. Beginning 2 QTR, FY13, The Army will implement the HQDA FY13-15 ACMG. This new guidance will align manning levels IAW Army priorities. The goal is to man ARFORGEN formations during the Reset, the Train/Ready and Available phases. Unit Status Reporting (USR) P-level ratings will be used to determine manning effectiveness as well as readiness in deploying units. Units will not be manned above designated levels to compensate for non-available personnel. HQDA G-1 will maintain the available, senior grade, and duty military occupational specialty qualification (DMOSQ) standards as reported through USR and will proactively communicate

I have the knowledge, experience and capability to interpret general policies and applying them to specific program objectives to meet cost, schedule and performance. I am knowledgeable and experienced with governmental accounting, the Department of Defense Financial Management Regulations and OSD/OGC/DOHA process, procedures and financial systems to formulate educated recommendations for consideration by the Director and DOHA’s senior leadership. I manage the agency’s resource commitments and obligations against the approved budget allocations and make adjustments as necessary or when required. I am responsible for leading and conducting to identify the effective utilization of human resources. Furthermore, I am responsible for developing and recommending solutions to human resources issues, to include recruitment, workforce development, and special programs. I serve as the agency’s focal point person for Freedom of Information Act and Congressional, drug notification program, the Fourth Estate Personnel Accountability and Assessment Program, the reviewing official for the Mass Transportation Program, nominative assignment process, performance appraisals, performance based awards, and recognition programs. In addition, I am responsible for the replacement and maintenance of the agency’s GSA Fleet vehicles, serve as the agency’s training coordinator and qualified to provide

PROFESSIONAL SUMMARY: Accomplished 20 years in leadership, management, training, and curriculum development of 25 years of military career with a Secret security clearance . Proven track record in database managing and managing the full scope of operations in high-profile, high tempo settings. Skilled in troubleshooting and identifying procedures needed to maintain a reliable and efficient GCCS network in order for the system to run smoothly and efficiently with a proven ability to develop and implement strategies and process data according to operating instructions. Highly organized and detail oriented with a capacity for multi-tasked coordination of projects, events, and people. Consistent high achiever and positive team builder. An innate ability to develop a cohesive team dedicated to any task at hand.