1. ADMINISTER AN HR METRICS PROGRAM
SHOW SLIDE 1: ADMINISTER AN HR METRICS PROGRAM
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/ 05 min Introduction
4 hrs/ 00 min Conference / Discussion
2 hrs/ 00 min Practical Exercises
0 hr/ 10 min Practical Exercises Review
7 hrs/ 30 mins Practical Exercises –Gunnery Table
0 hr/ 10 mins Practical Exercises –Gunnery Table Review
0 hr/ 05 min Summary
14 hrs Total Hours
SECTION II. INTRODUCTION: Today we are going to discuss Administering an HR Metrics Program
Instructor to Student Ratio: 1:36
Time of Instruction: 5 mins
Media: Large Group Instruction
NOTE: Currently under revision, but this is the primary reference for HR Metrics.
MOTIVATOR: HR metrics apply a measurement to a standard that may be regulatory or defined locally. An example of a regulatory standard is: Soldiers should not remain assigned to position number 9992 beyond 7 days after arrival in a unit (AR ). Measurements can reflect either success or failure (97% vs 3%). Some measurements might best be reflected as whole numbers and not percentages. Some measurements may serve merely as indicators (ie. readiness) and not as measures of performance. However, measurements should have an established threshold which indicates the need for senior leader review. (HR Metrics Guide Para 1-1)
The establishment of local SOPs, creating suspense rosters, running and monitoring reports, getting the S-1 team involved, conducting training meetings with S-1 staff and subordinate / sister S-1s, and getting command involvement are all keys to the success. Regardless of rank or title, everyone has a role in performing tasks which lead to the implementation and maintenance of a successful HR Metrics program. Another excellent point of contact would be the brigade warrant officer for assistance.
For example, I knew a PSNCO, who was assigned to a unit who was last in every statistically category. Here are some of the things he did:
1. He visited the brigade S-1 and solicited their assistance in defining the problems and taking corrective actions.
He then visited G-1 and obtained their policy letters and SOPs for award, NCOER, OER, etc
He then got his command involved – the BN/BDE CSM, S-3, BDE XO, & BDE CDR
Next, the S-3 and he scheduled training for other S1s & PSNCOs and their staff
After several months of training (getting with S3 for scheduling) and working in unison with the MPD, G-1, and other units, the BDE went from worst to first!
This is one example of success, hard work and a strong desire to be the best and to provide excellent customer service to his brigade earned that PSNCO the respect of his subordinates, peers, and leadership. You now have the HR Metrics Guides as a guide to success.

2. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for applying HR Metrics in they day to day operations. At the conclusion of this block of instruction, students will be able to provide HR Metrics data for their commanders to measure and assess the levels of HR support and readiness of their unit.
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
Critical thinking and problem solving
Character and accountability
TERMINAL LEARNING OBJECTIVE:
Action: Administer an HR Metrics Program
Conditions: In a classroom environment given access to Human Resources Metric Guide for Commanders, awareness of Operational Environment (OE), variables, and actors.
Standard: Students will meet the standards when they accurately:
1. Employ HR Enabling Systems to retrieve level HR Metrics.
2. Interpret HR Metrics from the HR Metrics Program
enabling systems.
Receive guidance from the commander on HR Metrics.
4. Brief commander on HR Metrics results.
SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE, 21ST CENTURY COMPETENCIES, TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements, Lesson Outcomes, and 21st Century Competencies.
SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation Everyone is responsible for safety.
No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment.  Exercise care in personal movement in and through such areas.  Avoid all electrical cords and associated wiring.  In event of electrical storm, you will be instructed to power down equipment.
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT.
Instructional Guidance: Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).
Conditions: In a classroom environment given access to Human Resources Metric Guide for Commanders, awareness of Operational Environment (OE), variables, and actors.
EVALUATION: You will be given a graded end of module examination which will include Administer an HR Metrics Program. A passing score on this end of module examination is 70% for AA students and 60% International Students.
INSTRUCTIONAL LEAD-IN. Understanding the HR Metrics Program’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives aimed at assisting HR professionals to provide commanders with accurate relevant data to assist them in making decisions and assessing their units.
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) Teamwork and collaboration
(2) Communication and Engagement
(3) Tactical and Technical Competence
(4) Critical Thinking and Problem Solving
(5) Character and Accountability
21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.

3. HR METRICS INTENT
Provide Commanders and S1s with tools to measure the effectiveness and efficiency of Brigade/Battalion* HR Operations in the HR Core Competencies (Man the Force, Provide HR Services, Coordinate Personnel Support and Conduct HR Planning and Operations)
Allows HRC to determine the efficiency and effectiveness of Army HR Policies, Procedures and Systems (TAG-D and HRC Metrics)
Assist in early detection of HR issues/deficiencies at Battalion and Brigade level
Serves a tool to identify training requirements and additional resources at Brigade level and higher
Serves as a performance or readiness indicator that gives commanders a way of measuring personnel strength, readiness, and effectiveness of HR support
SHOW SLIDE 3: HR METRICS INTENT
Learning Step / Activity 1. Employ HR Enabling Systems to retrieve level HR Metrics
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1 hr
Media: Large Group Instruction
NOTE: Reference: Bullet 5 HR Metrics Guide, Para 1-2
NOTE: HR and Military Personnel Specialists provide HR support and customer service by assisting Soldiers with record reviews, updating the Army’s HR systems with accurate and timely personnel information, and safeguarding personally identifiable information (PII). Provide commanders with rosters (Ex. See figure A-1) for leader action and follow-up. Compile measurements and metrics into readable formats and provide analyses for senior leaders. (HR Metrics Guide Table 1-3).
UNCLASSIFIED

4. HR METRICS Man The Force Provide HR Services
Coordinate Personnel Support
Conduct HR Planning and Operations
SHOW SLIDE 4: HR METRICS
Out of the four core competencies Man the Force and Provide HR Services are impacted by the HR metrics reports
HR Metrics Guide, Para 2-1. Data Quality, Accuracy, and Timeliness
HR leaders primarily at the S1/MPD level have the primary responsible of maintaining Army HR systems with accurate and timely personnel data. HR leaders provide oversight controls, review standard reports, resolve errors, and ensure critical systems are updated on a daily basis to maximize accuracy and readiness. Commanders work with their HR leaders and primary staff elements to develop metrics and standards to assess the quality of support and level of readiness within the command.
2-2. Baseline Metrics
Baseline metrics are developed by HRC and provided for senior leader review on a recurring basis at the Army level. The initial goal or standard for success is determined by HRC.
UNCLASSIFIED

5. BATTLE RHYTHM CALENDAR
SHOW SLIDE 5: BATTLE RHYTHM CALENDAR
Most, if not all, S1s complete recurring actions and process reports at the same time every month. For example, all S1s are required to print and process Enlisted Advancement Reports on the 2d (but not later than the 5th) day of each month. All S1s are required to print the AAA-162 and obtain the commander’s authentication at least once monthly. All commanders (usually assisted by the S1) are required to validate and file the Unit Commander’s Finance Report (UCFR) once a month. To assist commanders in achieving a better understanding of their S1s requirements, a sample battle rhythm is provided in figure A-1. Appendix A HR Metrics Guide.

6. PRIMARY HR METRICS Update IAW PMRT Milper MSG ?? MRC 3A / 3B MRC 4
Soldiers with MRC 3A/3B process medical issues which are neither temporary or permanent in nature.
Source: Datastore
Report: MEDPROS
MRC 4
Soldiers with MRC 4 who are overdue annual dental exam or physical health assessment.
CMA/CCA/ HOSPITAL
Authority (CMA), Confined Civilian Authority (CCA) or in Hospital (HOS) duty status for longer than 90 days
Report: eMILPO
AAA 162
Update IAW PMRT Milper MSG ??
SHOW SLIDE 8: PRIMARY HR METRICS MRC 3A/3B; MRC 4; CMA/CCA/HOSPITAL
Learning Step / Activity Interpret HR Metrics from the HR Metrics Program enabling systems
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1 hr
Media: Large Group Instruction
HR Metric Guide, Appendix B: Measurements can come from just about any system into which data is entered. Some of the primary systems and enabling tools commonly used by HR providers are listed below:
eMILPO is the Army’s primary mechanism for updating Soldier data at the unit-level and performing strength accountability.
AHRS Datastore is a query tool from which authorized users can pull a variety of information in just about any preferred format. It also allows users to export data for external use.
Common Operating Picture Synchronizer (COPS) is a dashboard report tool designed to give personnel strength managers the capability to view officer and enlisted personnel strength and authorization information.
Enlisted Distribution Assignment System (EDAS) is a system which enables the Army to effectively manage enlisted Soldier assignments. Common metrics retrieved from EDAS includes enlisted strength and projected strength.
Total Officer Personnel Management information System TOPMIS is a system which enables the Army to effectively manage officer assignments.
Interactive Web Response System (IWRS) is a performance evaluation report tool. When evaluations are submitted to HRC, they are recorded in a database and IWRS provides the capability to view some results.
Medical Protection System (MEDPROS) was developed by the AMEDD to track all immunization, medical readiness, and deployability data for all Active and Reserve components of the Army as well as DA Civilians, contractors and others.
Interactive Personnel Electronic Records Management System (iPERMS) is a repository for personnel records. Documents are uploaded using the internet and are available for review by authorized users. Common measurements retrieved from iPERMS include numbers and percentages of assigned personnel with casualty documents (DD93/SGLV) on file.
Defense Joint Military Pay System (DJMS) is a system which enables the enables the Army (and Air Force and Navy) to process pay-related management functions. Local finance offices can query DJMS for some timeliness data on pay-related transactions.
<10%
10.1%-20%
20.1%-30%
>30.1%
<5%
5.1%-10%
10.1%-15%
>15.1% 1 2 3+

7. PRIMARY HR METRICS EFMP Expired > 3 years 9992 > 7 days
Soldiers enrolled in EFMP who have not validated EFMP within the last 3 years
Source: Datastore
Report: MEDPROS
9992 > 7 days
Soldiers slotted as incoming personnel for longer than 7 days
Report: eMILPO HRAR
999X > 30 days
Soldiers slotted in 999 duty position (other than 9992) for longer than 30 days
Report: eMILPO
HRAR
SHOW SLIDE 9: PRIMARY HR METRICS EFMP EXPIRED > 3 YEARS; 9992 > 7 DAYS; 999X >30 DAYS 1 2 3+
<2%
2.1%-4%
4.1%-6%
>6.1%
<2%
2.1%-4%
4.1%-6%
>6.1%

8. PRIMARY HR METRICS In Transit AWOL > 30 Days Flags > 6 months
Soldiers in an in-transit duty status
Source: Datastore
Report: eMILPO
AAA-162
AWOL > 30 Days
Soldiers in an Absent Without Leave (AWOL) duty status for longer than 30 days
AAA-160
Flags > 6 months
Soldiers with active Flags that are older than 6 months
AAA-095
SHOW SLIDE 10: PRIMARY HR METRICS IN TRANSIT; AWOL > 30 DAYS; FLAGS > 6 MONTHS 1 2 3+ 1 2 3+ 1 2 3+

9. PRIMARY HR METRICS Blank/Exp GCMDL SGLV in IPERMS
Soldiers with a blank or expired Army Good Conduct Medal Eligibility Date
Source: Datastore
Report: eMILPO
AAA-199
SGLV in IPERMS
Soldiers who have a SGLV 8285 and/or SGLV 8286 in IPERMS
Source: IPERMS
Report: IPERMS
SGLV not Validated (>365)
Soldiers whose SGLV Election Date in eMILPO is older than 365 days
AAA-167
SHOW SLIDE 11: PRIMARY HR METRICS BLANK/EXPIRED GCMDL; SGLV/IPERMS; SGLV NOT VALIDATED (>365)
<2%
2.1%-4%
4.1%-6%
>6.1%
>98%
96%-97.99%
94%-95.99%
<94%
<2%
2.1%-4%
4.1%-6%
>6.1%

10. PRIMARY HR METRICS DD93 in IPERMS DD93 not Validated OERs Late
Soldiers who have a DD93 in IPERMS
Source: IPERMS
Report: IPERMS
DD93 not Validated
Soldiers whose DD93 Election Date in eMILPO is older than 365 days
Source: Datastore
Report: eMILPO
AAA-167
OERs Late
OERs submitted late (>90 days from the thru date) during the time period determined by the command
Source:IWRS
Report: IWRS
SHOW SLIDE 12: PRIMARY HR METRICS DD FORM 93 IN IPERMS; DD FORM NOT VALIDATED; OERS LATE
>98%
96%-97.99%
94%-95.99%
<94%
<2%
2.1%-4%
4.1%-6%
>6.1%
<5%
5.1%-10%
10.1%-15%
>15.1%

11. PRIMARY HR METRICS NCOERs Late My Board File Viewed
NCOERs submitted late (>90 days from the thru date) during the time period determined by the command
Source: ERS
Report: ERS
My Board File Viewed
Soldiers who have viewed their board file
Source: IWS
Report: IWS
My Board File Validated
Soldiers who have verified their board file
SHOW SLIDE 13: PRIMARY HR METRICS
<5%
5.1%-10%
10.1%-15%
>15.1%
>98%
96%-97.99%
94%-95.99%
<94%
>98%
96%-97.99%
94%-95.99%
<94%

12. Sample HR Metric Roll Up
SHOW SLIDE 14: SAMPLE HR METRIC ROLL UP

13. Additional HR Metrics SHOW SLIDE 15: ADDITIONAL HR METRICS
ANNUAL RECORDS REVIEW
E4/E5 UNQUALIFIED PROMOTABLE
SPONSORSHIP
STOP MOVE CODES
BLANK / EXPIRED APFT DATE
AAA-162 RECONCILED
FAMILY CARE PLANS
100%
<2%
>95%
>98%
YES
99%-99.9%
2.1%-4% %%
96%-97.99% 1
98%-98.99%
4.1%-6%
85%-89.99%
94%-95.99% NO 2
<98%
>6.1%
<84%
<94% 3+
PROJECTED EVALS
DA PHOTO
EVALUATIONS ACCURACY
AWARDS TIMELINESS
UFCR RECONCILED
FINANCE TIMELINESS
DNA
HIV
SHOTS
DHA
HEARING READINESS
VISION READINESS
BLANK/ EXPIRED ARCAM ELIGIBILITY DATE (RC)
SHOW SLIDE 15: ADDITIONAL HR METRICS

14. Request for DQRY/EQ1-Table
SHOW SLIDE 16: REQUEST FOR DQRY/EQ1-TABLE

15. LSA2 Check on Learning
Q. Which of the following can HR Metrics be used for? a. As a readiness indicator b. As a performance indicator c. A tool to measure commanders performance d. Both a and b Q. HR leaders at what level(s) have the responsibility of maintaining Army HR systems with accurate and timely data? a. S1s b. Commanders c. Military Personnel Divisions d. All of the above e. Both a and c
SHOW SLIDE 17: LSA2 CHECK ON LEARNING
Q. Which of the following can HR Metrics be used for?
a. As a readiness indicator
b. As a performance indicator
c. A tool to measure commanders performance
d. Both a and b
Q. HR leaders at what level(s) have the responsibility of maintaining Army HR systems with accurate and timely data?
a. S1s
b. Commanders
c. Military Personnel Divisions
d. All of the above
e. Both a and c

16. Procedures to Access the Step-by-Step Instructions for Army HR Metrics
SHOW SLIDE 19: ARMY HR METRICS
Learning Step / Activity 3/4. Receive Guidance and Brief the Commander on HR Metrics (Combined LSA 3 &4)
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 2 hrs
Media: Large Group Instruction

17. Sign into AKO; click on “Files”
SHOW SLIDE 20: HR METRICS STEP BY STEP PROCEDURES…CONT

18. Type in “Army HR Metrics” and then click “Search”
SHOW SLIDE 21: HR METRICS STEP BY STEP PROCEDURES…CONT

19. Click “Army HR Metrics”
SHOW SLIDE 22: HR METRICS STEP BY STEP PROCEDURES…CONT
Click “Army HR Metrics”

20. Click “Instructions for pulling HR Metrics”
SHOW SLIDE 23: HR METRICS STEP BY STEP PROCEDURES…CONT
Click “Instructions for pulling HR Metrics”

21. SHOW SLIDE 24: HR METRICS STEP BY STEP PROCEDURES…CONT
Note: Step-by-step instructions to pull data from each system is available in this folder.

22. 20 QUESTIONS FOR COMMANDERS TO ASK (1 OF 2)
SHOW SLIDE 25: 20 QUESTIONS FOR COMMANDERS TO ASK (2 OF 2)
NOTE: Refer Students to HR Metrics Guide for Commanders, Table 1-4
Sometimes in our profession and in life we don’t always know what pertinent questions to ask. As the S1 assisting your commander, these are some of the questions will also aid you when you become a commander.
HR Metrics Guide, Para 1-4. HR Assessment - 20 Questions for Commanders to Ask
Everything commanders check and assess is important. By asking simple questions, commanders can assess the overall personnel situation. Senior Commanders, Garrison Commanders, and Unit Commanders (at every level) provide the oversight to ensure HR systems are updated for accuracy with timely personnel data. Table 1-4 provides a list of questions which commanders can use to assess the general status of personnel support and readiness within their unit.

23. 20 QUESTIONS FOR COMMANDERS TO ASK 2 OF 2
SHOW SLIDE 26: 20 QUESTIONS FOR COMMANDERS TO ASK (2 OF 2)
NOTE: Refer Students to HR Metrics Guide for Commanders, Table 1-4

24. RESPONSIBILITIES FOR STAKEHOLDERS / ROLES
SHOW SLIDE 27: RESPONSIBILITIES FOR STAKEHOLDERS / ROLES
NOTE: Refer students to HR Metrics Guide for Commanders, Table 1-3
As an S1, it is very important to not only know your role and responsibilities, but also the roles of Soldiers, leaders, HR Specialists, & commanders. Knowing roles and responsibilities will assist you achieving the HR Metrics goals established by HRC. Another important aspect of the S1s role will be to brief the commanders on HR metric results. This why it is extremely important that you take the time to review the HR Metric Guide in detail and implement measures to ensure your success as the S1 and ensure that your unit is meeting or exceeding the standards/goals of the HR Metrics. Utilizing a Battle Rhythm Calendar, along with your understanding of HR Metrics, monitoring your reports, and taking corrections will aid you in your pursuit of excelling with HR Metrics.

25. ANALYSIS SHOW SLIDE 28: ANALYSIS HR Metric Guide, Para 3-2. Analysis
a. Analysis is absolutely essential for senior leaders to determine exactly how well organizations are performing over a period of time. Two methods of analyses include a weighted average and trend analysis.
b. A weighted average analysis enables a commander to quickly and consistently identify top (or bottom) performers with the organization. To work properly, all measured categories must be reported in the same format (percentage vs number; goal=100% vs goal=0%). The commander works with HR leaders to establish an order of precedence and weighted distribution for each category (weight percentage must add up to 100%). To obtain a weighted average score, multiply each category measurement by its corresponding weighted percentage. Add the results for a total score. The weighted average method would be best suited for use with a scorecard. The weight distribution for baseline metrics is listed in table 2-2. See figure 3-2a for an example of a weighted average.
c. Trend analyses may be incorporated into regular metric reviews or may be completed periodically for specific reviews. Trend analyses are best suited for staggered review (quarterly, semiannually, etc). See figure 3-2b for a sample trend analysis of multiple metrics.

26. LSA3 Check on Learning
Q. Which type of analysis enables commander to quickly and consistently identify top or bottom performers within the organization? a. Trend Analysis b. Performance Analysis c. Weighted Average Analysis d. None of the above
SHOW SLIDE 29: LSA3 CHECK ON LEARNING
Q. Which type of analysis enables commander to quickly and consistently identify top or bottom performers within the organization?
a. Trend Analysis
b. Performance Analysis
c. Weighted Average Analysis
d. None of the above

27. Terminal Learning Objective
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for applying HR Metrics in a Soldiers’ day to day operations. At the conclusion of this block of instruction, students will be able to provide HR Metrics data for their commanders to measure and assess the levels of HR support and readiness of their unit.
21ST CENTURY COMPETENCIES:
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
Critical thinking and problem solving
Character and accountability
TERMINAL LEARNING OBJECTIVE:
Action: Administer an HR Metrics Program
Conditions: In a classroom environment given access to Human Resources Metric Guide for Commanders, awareness of Operational Environment (OE), variables, and actors.
Standard: Students will meet the standards when they accurately:
1. Employ HR Enabling Systems to retrieve level HR Metrics.
2. Interpret HR Metrics from the HR Metrics Program / enabling systems.
Receive guidance from the commander on HR Metrics.
4. Brief commander on HR Metrics results.
SHOW SLIDE 35: RESTATE TERMINAL LEARNING OBJECTIVE
Learning Step / Activity 5. Practical Exercise
Method of Instruction: Performance
Instructor to Student Ratio: 1:32
Time of Instruction: 2 hrs
Media: Large Group Instruction
Learning Step / Activity 6. Practical Exercise Review
Time of Instruction: 10 mins
Learning Step / Activity 7. Practical Exercise-Gunnery Table
Time of Instruction: 7 hrs/ 30 mins
Learning Step / Activity 8. Practical Exercise Review
SUMMARY Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 5 mins
Review / Summarize Lesson
NOTE: Emphasize what the TLO was for this block of instruction.
Determine if the students have learned the material presented by:
1. Soliciting student questions and explanations.
2. Asking questions and getting answers from the students (Include questions and answers).
3. Providing immediate feedback in context to the material presented and correcting student misunderstandings.
Feedback Requirements:
Feedback is essential to effective learning. Schedule and provide feedback on the evaluation and any information to help answer students' questions about the test. Provide remedial training as needed.
1. Schedule and provide feedback on the evaluation and any information to help answer students’ questions about the test.
2. Provide remedial training as needed.