Regular Army Retention

c. Having employment opportunities for the soldiers who are being made redundant will allow the knowledge and experience of ex-soldiers to remain forefront of recruitment helping recruiting the right person be more effective.

Accountability for personnel aids in the accessing of a unit's assets and combat readiness is called personnel strength reporting. Personnel strength reporting is a command function that enables a unit as a whole, to analyze the manning levels and readiness to provide commanders with a snapshot of the unit's combat power and capabilities. The formula to achieve a Personnel Strength report is achieved by comparing the by name data obtained during the Personnel accountability process and face it against the specified authorizations to determine the percentage of the slots filled for certain positions within a unit. Even though Strength reporting seems to be only important for the deployment process one has to think of the capabilities of each and every by name soldier within the unit, if the soldiers do not report to training how will they every be prepared for when it comes to combat situations.

Retention control points are directly linked to the manning needs of the United States Army. Military members that have served for twenty years or more have witnessed the cycles and fluctuations in strength. There are several issues that build or reduce the manning strength in the military. Building or reducing a large military force should be a slow process, but that is usually not the case. When the decision is made to grow the size of the United States Army, it is usually done quickly by offering large enlistment bonuses and re-enlistment bonuses. During the build-up years the standards for joining the military are loosened to include a larger population of potential applicants. When the decision for a smaller military is made,

By that time, simple questions remained without a steady answer regarding the morale, training, retention programs, and most important, readiness. Wong (2013) quotes the Army reduction as follows,

Recommendation to correct this issue would be to publish clear guidance for Commanders at all levels by defining what “best qualified” means or to repeal the tri-signed memo. Furthermore, providing clarity to the Commanders would remove the subjectivity from what “best qualified” means for the commanders who decide a Soldier 's career is what our Soldiers deserve that have deployed several times to protect the freedoms we all have come to enjoy. The tri-signed memo mentions, Commanders will evaluate Soldiers, according to the “whole Soldier” concept. According to (Army Regulation, AR 601-280, 2011) this includes recent or repetitive punishment, low line or aptitude scores, low evaluation reports, slow rank progression, potential for continued service for use in a combination or by themselves. Defining what “best qualified” translates to or just following regulatory guidance Commanders would remove the question and the subjectivity from potentially this life-altering event of deciding who stays and who goes. After recognizing, the ethical conflict, leaders could evaluate their options by looking through the three ethical lenses. Commanders can utilize the ethical lenses of rule-based, virtue-based, and outcome-based to get multiple perspectives to come to a well-informed decision.

U) EXECUTIVE ORDER 10-13. HEADQUARTERS DEPARTMENT OF THE ARMY (HQDA) FY13-15 ACTIVE COMPONENT MANNING GUIDANCE) (U) (ATSG-NCOA) Currently the Army is in transition and will reduce in total personnel and force structure by implementing the IRPL. The IRPL is a priority list that will allow HQDA to maintain the required end strength of all components of the Army, to ensure personnel and inventory meet force structure after a drawdown. Starting in Fiscal Year (FY) 2013 HQDA will incorporate the IRPL; in the initial stages of the drawdown the United States Army Reserve (USAR) will begin with the reduction of Active Duty for Operational Support (ADOS) personnel; this will continue to the end of FY 15. In the second phase of the drawdown in FY

1. I would like to take this opportunity to address a few items regarding my file and ultimately my continued service in the Kansas Army National Guard.

This article identifies the effects of combat exposure on a group of Army National Guard Soldiers and explores the secondary and mediating effects of combat on the soldiers’ spouses and children. The top three questions overall asked in this study was: if the Soldiers were deployed to combat from a Midwestern Army National Guard unit which experienced higher levels of traumatic stress symptoms; whether Soldiers traumatic stress symptoms are correlated with secondary stress experienced by their spouse and children; whether secondary spousal stress symptoms mediate the secondary stress experienced by their children. The way the study was tested was through many series of tests and surveys. Introductory letters, sealed surveys and reminder cards were sent to 1,011 households. The introductory letter described the study and addressed the possible risks and benefits from participating in the project. The survey was mailed out and followed by three reminder cards, which were sent over a seven-week period. However, not all houses received the survey section of the project because the household needed to have an Army National Guard Solider, a spouse living with them and at

National Guard and Reserve troops face similar challenges as other military personnel, but can also face some unique challenges since they are citizen-soldiers as opposed to soldiers who are citizens. National Guard and Reserve troops function in their local communities as citizens when they are not serving in the military. Thus, after returning home from deployment they may need assistant in reintegrating back into their communities as citizens. Also, these service members return home finding that the dynamics of their families have changed because the families have had to adjust and carry on with “life” without them while they were deployed. These dynamics can make service members very vulnerable to feelings of isolation, which is the

This program gives Soldiers a way to track their professional growth and progression by Military Occupational Specialties (MOS) according to their Career Management Field (CMF), see (Appendix

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

When I graduated from UCLA in January 1951 with a B.S. in Public Health, I was draft bait. I began visiting Military Recruiter's stations in Los Angeles. The USAF Recruiter, after I finished all the physical and mental tests, asked me if I had any interest in flying. I said 'yes' and he advised me not to open the draft letter should it arrive in the mail, but to pack light and call him to arrange a trip to San Antonio, Texas at Lackland, AFB. Flying school would be a few weeks off and my assignment was Greenville, Mississippi for AT-6 Training and then Advanced Training at Vance AFB, Enid, Oklahoma in B-25's. Randolph AFB for B29 transition with a 9 man crew. I was the Co-Pilot. Then Topeka, Kansas at Forbes Field Radar and Navigation (B-29).Next

I totally agree with you on the premise that the United States Armed Forces are institutions highly capacitated, and trained in order to fulfill the requirements needed to protect and serve American citizens. On September 2011 after the don’t ask don’t tell policy was repealed the Armed forces comply with the law and incorporated the specifics of the ban accordingly. The basic requirements for enlistment are the following:

Before you get in you must know your mission or you would be lost and stranded in this anarchy place filled with chaos, destruction, and food. As soon as you get inside you must survey your surroundings for the assassinators and agitators that will try and stop you from fulfilling you mission, but before you get there you must put up your defence against the deadly ones that push you right out of their way onto the ghastly unsanitized ground. Where you would be ambushed with humiliation and shot with the amusing faces staring at you from high up. Once you made it on the line you must sand strong from the beggars who would booby-trap you into overloading your brain with their confusing orders .Then you must stop the enemy who tries to ooze their way in the front of you, you must bring forth sudden destruction by telling the commander and chief; the teacher where they would execute or enemy of the line and eradicate this person for good thus sending them the doom of the back of the line.

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