Retention Control Points Of The United States Army

Whenever the nation prepared for war there was a period of military retrenchment, units were broken up, reorganized, consolidated, or disbanded. During these periods of mobilization, large numbers of new regiments were created and older units consolidated or disbanded.

Regular Armed Forces and members of the retired Reserve who retired after completing at least 20 years of active service; Section 12301(a) of Title 10 of the United States Code, which authorizes ordering all reserve component members to active duty in the case of war or national emergency; Section 12302 of Title 10 of the United States Code, which authorizes ordering any unit or unassigned member of the Ready Reserve to active duty; Section 12304 of Title 10 of the United States Code, which authorizes ordering any unit or unassigned member of the Selected Reserve and certain members of the Individual Ready Reserve to active duty; Section 12305 of Title 10 of the United States Code, which authorizes the suspension of promotion, retirement or separation rules for certain Reserve components; Section 12406 of Title 10 of the United States Code, which authorizes calling the National Guard into Federal service in certain circumstances; chapter 15 of Title 10 of the United States Code, which authorizes calling the National Guard and state military into Federal service in the case of insurrections and national emergencies; or any other provision of law during a war or during a national emergency declared by the President or Congress so long as it is in support of a contingency operation. See 10 U.S.C. 101(a) (13) (B).

Talent Management is a key component to the proper development of the Army. As a strength manager, you can play a pivotal role in the talent management process. Strength managers manage the current force pool versus the requirements of the organization. A common approach used in the Army National Guard is to break down the assigned strength into different categories are “Obligors” or “Careerists”. These groups, based on their current time served in the organization and their probable plans to make the Army a career.

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

From their experience, a lot of the soldiers improved strategically and mentally and with the upgrades and improvement of weapons. The army also had to deal with the cuts that some people received from 102,000 (in 2010) down to 82,000 regulars by 2020. Cutting the amount soldiers they have, shows that they could not afford to keep the badly injured and so will have to medically discharge them so they won’t be allowed to carry on serving. The result of this could mean that they could become stressed/mentally unstable and have PTSD because of not having a job or receiving any income.

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.

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.

REGULATORY CITATION(S): Army Regulation 135-178 sets forth the policies, standards, and procedures to ensure the readiness and competency of the U.S. Army while providing for the orderly administrative separation of Army National Guard and U.S. Army Reserve (USAR) enlisted Soldiers for a variety of

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,

SUBJECT: Regular Army Precision Retention: The Commander’s Allocation Process 1. Purpose: To provide information on Precision Retention which can be found at: https://www.hrc.army.mil/milper/12-308 2. Facts: a. The Army Retention Program has denied over-strength Soldiers the opportunity to reenlist for continued service in their primary Military Occupational Specialty (PMOS) or forced them to reclassify.

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

If the economy is weak, such as it is now, more people look to the military for employment. Second, the Army has been tasked to reduce its force by nearly 50,000. Simply put, no new bodies are needed so only the best are accepted.

Enduring high operational tempo requirements are increasing force management risk through decreased readiness, morale and retention of JF 2025. In essence, protracted operational requirements of campaigns in Afghanistan and Iraq are reducing reset and reconstitution dwell times significantly straining (suicide, divorce) the JF and increasing near to mid-term risk to the All-Volunteer Force.24 Near to mid-term risk mitigation encompasses, DoD’s vigilance to service member and family wellness assessments ensuring stability, resiliency, health and overall wellness of JF 2025. 25 Presently, sustained combat and contingency operations are not considered an eminent long-term risk, however ongoing operations exhibit potential to increase veterans

Due to recent problems with recruitment, the Army has increased the maximum age of recruits from 34 to 39. This five year increase shows that the Army is becoming desperate to

Figures 1 and 2 display the worst and best case scenarios for both enlisted and officer pool availability based on factors that may limit the number of personnel from serving. The factors that were forecasted are college enrollment, drug use, physical standards (obesity), high school dropout, ADHD and propensity to serve. Further explanation on forecasted rates can be observed in the forecasting section of this paper. In Figure 1a, the worst case pool availability can be seen for the enlisted which totaled 450k. Each factor was considered to be independent therefore reducing the pool to the smallest amount of people available for 2030. However, the best case pool for enlisted is seen in Figure 1b and the largest factor (i.e., highest rate) becomes the only limiting rate for pool availability which resulted in an enormous increase of 2.8 million people available for 2030.