Overview  Objective  Personnel Life Cycle  Employing Force Management  Assignments with ANG  Responsibilities  Unit and Career Survival

MP 1: Objective To sustain mission accomplishment by RECRUITING, RETAINING, and REPLACING human resources when appropriate

MP 2: Personnel Life Cycle Accession –The process of bringing people into the organization –Builds the workforce based on unit vacancies Recruit to fill vacancies Assign recruits to vacancies –Recruiters are the primary source

Training / Education –Specialty Training –Professional Military Education –Professional Continuing Education –Ancillary Training –Civilian Education MP 2: Personnel Life Cycle

Utilization –Utilize members in their assigned specialty –Assign duties commensurate with their grade, expertise and capabilities –Communicate mutual expectations MP 2: Personnel Life Cycle

Sustainment –Establish and utilize recognition programs Recognize hard work and commitment Reward results when performance is above and beyond what is required –Mentor Prepare members for greater levels of responsibility –Ensure upward mobility Select right people for promotion MP 2: Personnel Life Cycle

Replacement –May occur as a result of voluntary or involuntary separations Retirements Selective Retention MP 2: Personnel Life Cycle

3. Utilization 1. Accessions 2. Training 4. Sustainment 5. Replacement MP 2: Personnel Life Cycle

MP 3: Assignments Military –UMD – know it! –ANGI – Assignment with ANG –ANGI – AGR –Grade Ceilings GradePercent CMSgt100% SMSgt110% MSgt120% TSgt125% SSgtNo restriction

MP 3: Assignments Technician –Voluntary Retirement FERS –AGE 55 with 30 years of service CSRS –AGE 50 with 20 years of service –Involuntary Retirement/Retention –Selective non selective on guardsmen is based on the military side TPR 715 states : Federal law requires civilian personnel employed pursuant to 32 U.S.C. 709 (a) to maintain membership in the National Guard as a condition of continued employment and requires prompt termination from the current position upon loss of membership in the Army or Air National Guard. 5 JFHQ send 30 Days notification to member discharge –Reduction in - 5% per year for each under age 62 in retirement (note – for involuntary separation, there is no reduction of 5%)

MP 3: Assignments Military Grade Inversion – The military structure is preeminent over the full-time structure and military grade inversion within the full-time work force is not permitted

MP 3: Assignments ANGI Table 13.1 Manpower Change Request AGR Grade Comparability Table GS/GMWSWLWGHighest Possible AGR Grade Allowed 14,15Officers up to Colonel 11, 12, 13Officers up to Lt Col 9,10,11, Enlisted up to CMSgt Enlisted up to SMSgt Up to 71-3Up to 9Up to 12Enlisted up to MSgt

MP 3: Assignments First Sergeants –AFI – Return to old UMD with 2 years over-grade allowed Where next? –Position within your previous AFSC in same grade –Over grade with 2 years –HRA position within wing

Enlisted Force Development State and Wing CCM Prof Development Enterprise Leadership Ctr for Creative Ldrshp Gettysburg *ANG has no Base Prof Enhancement course unless done out of hide **NGB/A1 & AF/A8 have 30 Leadership Development Course – Level 1 and 2 going on now – can it continue? Student Flt AFSO 21 Exec Course APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN NCO ACADEMY SENIOR NCO ACADEMY SENIOR NCO ACADEMY 30 CRAFTSMAN, SUPERVISOR, MANAGER 3-LEVEL TECH SCHOOL 5-LEVEL TECH OJT/CDC s SUPERINTENDENT, MANAGER BMTS AIRMAN LEADERSHIP SCHOOL AIRMAN LEADERSHIP SCHOOL CMSGT Assignments 7-LEVEL TECH SCHOOL ANG ENLISTED FORCE MAJCOM CMSGT ORIENTATION ANG CMSGT Exec course CCAF CMSGT MANAGEMENT NOMINATIVE POSITIONS NOMINATIVE POSITIONS JOINT PME – ON LINE BASE PROF ENHANCEMENT COURSE *BASE PROF ENHANCEMENT COURSE BASE PROF ENHANCEMENT COURSE BASE PROF ENHANCEMENT COURSE CMSGT PME CMSGT PME/CLC AIR STAFF/ MAJCOM COURSE AIR STAFF/ MAJCOM COURSE CCM ORIENTATION CCM ORIENTATION BACHELORS DEGREE – LOCAL OR AUABC TACTICAL LEVEL REQUIREMENTS (WORKERS, TRAINERS & SUPERVISORS) TACTICAL LEVEL REQUIREMENTS (WORKERS, TRAINERS & SUPERVISORS) OPERATIONAL LEVEL REQUIREMENTS (SQ THROUGH BASE-LEVEL MANAGERS, LEADERS) OPERATIONAL LEVEL REQUIREMENTS (SQ THROUGH BASE-LEVEL MANAGERS, LEADERS) STRATEGIC LEVEL REQUIREMENTS (MAJCOM & AIR STAFF LEADERS) STRATEGIC LEVEL REQUIREMENTS JFHQ, NGB & AIR STAFF LEADERS)

Exercise – Part 1 Based on the info provided, make a decision whether to retain or non-retain: NameMember InfoUMD Slot Chief Jones 26 yrs TIS, 7 yrs in position, 9-levelE-9 (9-level) MSgt Smith 22 yrs TIS, 9 yrs in position, 7-levelE-8 (7-level) MSgt Brady 18 yrs TIS, 4 yrs in position, 7-levelE-7 (7-level) TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-levelE-6 (7-level) TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-levelE-6 (7-level) SSgt Hall 6 yrs TIS, 3 yrs in positionE-5 (5-level) SrA Black 7 yrs TIS, 7 yrs in positionE-5 (5-level) SrA Ball 4 yrs TIS, 4 yrs in positionE-5 (5-level)

MP 4: Employing Force Management Reasons –Maintain a strong force –Mandated downsizing / reorganizations Results –Change in life style, skills and jobs –Mission Readiness (Ready force) Communication –Eliminates guessing and the spread of rumors

MP 5: Responsibilities Commanders are ultimately responsible for employing personnel force management with the assistance of first sergeants and supervisors

MP 6: Unit & Career Survival Applying the principles of personnel force management allows the unit to operate and meet mission requirements while experiencing change

Summary Objective Personnel Life Cycle Employing Force Management Responsibilities Unit and Career Survival