Brigade S-1 Operations Course Personnel Readiness Management (PRM) Senior Leader Training Division Adjutant General School Show Slide 1: Personnel Readiness Management (PRM) & Strength Management As the Army builds its capabilities for the current and future force, human resources and financial management doctrine and structure must change to provide the required capability to the commanders in the battle space. This briefing will provide you an update on both transformation and our efforts to support a modular Army. Personnel Readiness Management (PRM) Practical Exercise

Terminal Learning Objective ACTION: Conduct Strength Analysis to determine brigade personnel readiness CONDITION: Given a computer with MS Excel and internet access, Bde MTOE, Bde MOSI, Bde non-deployable list, Bde gains (HRC Assignment Instructions), and current Army Manning Guidance. STANDARD: Students will meet the standard when they: 1) Identify current strength for each subordinate unit 2) Distribute gains to the subordinate units 3) Cross-level between subordinate units so each unit meets the current Manning Guidance for deploying units, and complete the practical exercise

Analyze Unit Strength Process - Analyze personnel strength to determine current combat capabilities ~ compare strength against authorizations X HHC I II HHT X 3 X 2 HHB TGT 1 X 8 MI BTB HHC BSTB FSC BSB 3806 Total Spaces (Auths) = 3806 OFF WO ENL 283 36 3481 Show Slide : Personnel Readiness Management (PRM) Personnel Readiness Management deals with the distribution of Soldiers and Army Civilians, based on priorities and is a very similar process of conducting of a Personnel Estimate. The most challenging aspects of PRM involve discussing requirements, authorizations, and predictive analysis. Since it is a continuous, strenuous process, HR managers are unable to spend sufficient time completing all required tasks on a daily basis. Therefore, he or she must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status. Let’s take a closer look in how the unit performs this function: The first step in the PRM process is to identify what a unit’s current combat capability consists of. We can do that by comparing the Unit Personnel Accountability Report (AAA-162) against its current Modified Table of Organization & Equipment (MTOE). The MTOE is the base document which shows what and how many personnel (by type of MOS, etc.) a unit is authorized to have assigned – it’s documented strength. The next step for the S-1 is to identify future requirements. The HR manager can accomplish this by identifying the units’ critical information in regards to required MOS. These may include the top five MOSs, Key Leader Positions (i.e., MSG, SGM, CSM, Field Grade Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements (also ensure the crew/team is qualified), and Mission Specific MOSs. Finally, the HR manager must conduct a Personnel Readiness Review (PRR) to identify who their non-deployable Soldiers are. The final step to the PRM process is to reconcile all acquired information and deciding what positions are going to be allocated. Review unit strength (faces to spaces) 3650 Assigned 3806 Authorized 3

Analyze Unit Strength (1 of 2) MTOE

Analyze Unit Strength (2 of 2) BNS & COPS 282/290 = 97% 716/732 = 98%

Project Brigade Losses (1 of 2) Project Future Requirements How many Soldiers will depart during the month? PCS ETS Retire How many Soldiers may depart? Medical Legal Other Show Slide : Personnel Readiness Management (PRM) Personnel Readiness Management deals with the distribution of Soldiers and Army Civilians, based on priorities and is a very similar process of conducting of a Personnel Estimate. The most challenging aspects of PRM involve discussing requirements, authorizations, and predictive analysis. Since it is a continuous, strenuous process, HR managers are unable to spend sufficient time completing all required tasks on a daily basis. Therefore, he or she must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status. Let’s take a closer look in how the unit performs this function: The first step in the PRM process is to identify what a unit’s current combat capability consists of. We can do that by comparing the Unit Personnel Accountability Report (AAA-162) against its current Modified Table of Organization & Equipment (MTOE). The MTOE is the base document which shows what and how many personnel (by type of MOS, etc.) a unit is authorized to have assigned – it’s documented strength. The next step for the S-1 is to identify future requirements. The HR manager can accomplish this by identifying the units’ critical information in regards to required MOS. These may include the top five MOSs, Key Leader Positions (i.e., MSG, SGM, CSM, Field Grade Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements (also ensure the crew/team is qualified), and Mission Specific MOSs. Finally, the HR manager must conduct a Personnel Readiness Review (PRR) to identify who their non-deployable Soldiers are. The final step to the PRM process is to reconcile all acquired information and deciding what positions are going to be allocated. S-1 7

Project Brigade Losses (2 of 2) BNS

Determine Shortages Subtract 59 – 43 = 16 290-282-1 = 9 732- = 716 - 5 732- = 716 - 5 21

Project Gains HRC

Predictive Analysis Allocation Decision (1 of 2) S-1 X HHC I II HHT X 3 X 2 HHB TGT 1 X 8 MI BTB HHC BSTB FSC BSB 3806 S-1 Show Slide : Personnel Readiness Management (PRM) Personnel Readiness Management deals with the distribution of Soldiers and Army Civilians, based on priorities and is a very similar process of conducting of a Personnel Estimate. The most challenging aspects of PRM involve discussing requirements, authorizations, and predictive analysis. Since it is a continuous, strenuous process, HR managers are unable to spend sufficient time completing all required tasks on a daily basis. Therefore, he or she must prioritize and identify what is absolutely necessary to focus on in order to maintain a unit’s deployable status. Let’s take a closer look in how the unit performs this function: The first step in the PRM process is to identify what a unit’s current combat capability consists of. We can do that by comparing the Unit Personnel Accountability Report (AAA-162) against its current Modified Table of Organization & Equipment (MTOE). The MTOE is the base document which shows what and how many personnel (by type of MOS, etc.) a unit is authorized to have assigned – it’s documented strength. The next step for the S-1 is to identify future requirements. The HR manager can accomplish this by identifying the units’ critical information in regards to required MOS. These may include the top five MOSs, Key Leader Positions (i.e., MSG, SGM, CSM, Field Grade Officers, and Warrant Officers), Low Density MOSs, Crew/Team requirements (also ensure the crew/team is qualified), and Mission Specific MOSs. Finally, the HR manager must conduct a Personnel Readiness Review (PRR) to identify who their non-deployable Soldiers are. The final step to the PRM process is to reconcile all acquired information and deciding what positions are going to be allocated. 11

Predictive Analysis (2 of 2) 290 - 282 -1 +4 = -5

Current Month HRC Gains Assign your Bde Gains Current Month HRC Gains 11B  11C  11Z 19D 25U  42A  Total Enlisted E3 3 1 8 E4 2 E5 6 E6 E7 E8 7 4 18 Officers CPT Total Gains 20

Prepare Brigade for Deployment Current Manning Guidance - Deploying units will be at or above 100% in the aggregate Recall % fill for each Bn Cross-level between Bns MOS & Grade (look at next higher grade first) MOS Aggregate #s

Manage Brigade Personnel Readiness Practical Exercise Brigade Personnel Readiness Strength Management

Terminal Learning Objective ACTION: Conduct Strength Analysis to determine brigade personnel readiness CONDITION: Given a computer with MS Excel and internet access, Bde MTOE, Bde MOSI, Bde non-deployable list, Bde gains (HRC Assignment Instructions), and current Army Manning Guidance. STANDARD: Students will meet the standard when they: 1) Identify current strength for each subordinate unit 2) Distribute gains to the subordinate units 3) Cross-level between subordinate units so each unit meets the current Manning Guidance for deploying units, and complete the practical exercise