Human Resources Scenarios

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

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

(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

SUBJECT: UPDATES TO THE AR 623-3 AND DA PAM 623-3 1. Purpose: To specify changes and information to THE AR 623-3 AND DA PAM 623-3 2. Facts: a. Provides evaluation reporting policy guidance specific to USAR and ARNG Soldiers in appendices rather than chapters (appendices G and H) b. Requires all requests for exceptions to policy regarding rating chains and/or senior rater rank/grade designation to be approved by HQDA at the beginning of the rating period. c. Specifies when rated soldiers are eligible to receive evaluation reports. d. Updates responsibilities of the rated Soldier and rating officials. e. Increases the minimum requirements for rating officials on USAR (Troop program unit) and ARNG (Man-Day) NCOERS. f. Makes the use of social

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

During his enlistment with the U.S. Army, he saw a couple of major changes within the Modified Table of Organization and Equipment (MTOE). Each of these changes resulted in his current unit changing in strength and equipment. Although at the time, this young Soldier did not completely understand the complexity of the changes, he did understand how the changes affected how his section completed their daily duties and his direct chain of command.

The Army’s Organizational Life Cycle Model contains eight phases (U.S. Army War College, 2015-2016). This paper identifies and explains four of those phases, acquisition, training, distribution, and deployment.

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

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

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.

Letter, dated 5 December 2014 from the Awards Branch, U.S. Army Human Resources Command (HRC) to Congressman McKeon

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

As a supervisor, I was first assigned as a squad sergeant in Troop D at Cranbury Station. I have further been assigned as a supervisor in Troop D as an MVR Review Sergeant, as the Assistant Troop D Field Training Officer / Range Master, the Troop D M.A.P.P.S. Officer, and

o demonstrated exceptional technical proficiency during two SAV battalions on ELM programs; raised OR readiness by 25%