1. Adjutant General Warrant Officer Basic Course
Analyze Personnel Operational Readiness (PerOR) and Human Resource (HR) Metrics (Active Component)
SHOW SLIDE: Analyze Personnel Operational Readiness (PerOR) and Human Resource (HR) Metrics (Active Component)
INSTRUCTIONAL GUIDANCE. Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and the identified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least one of the eight critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time.
MOTIVATOR. The era of Human Resources Command (HRC) manning units at over 115% strength, in order to account for the growing number of non-available personnel and allow the unit to continue to deploy at 100%, is over. With the downsizing of the Army, commanders at all levels need to focus more on their non-available population and find ways to decrease it at their level. Command involvement by Senior Command Teams, Garrison Command Teams, and Unit Command Teams (at all levels) is essential to achieving peak performance in Personnel Readiness. There are several areas that commanders can fix internally in order to decrease their non-available population; but, the HR community has not had a common way to display that information in a clear and concise manner.
April 2015

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.
Army Learning Areas (ALAs) – General Learning Outcomes (GLOs)
Mission Command – GLO 4 & 5
Human Dimension – GLO 8
3. Professional Competence – GLO 12,13,14
ACTION: Administer Human Resource (HR) Metrics and Personnel Operational Readiness (PerOR) (Active Component)
CONDITIONS: Given small group classroom instruction, assigned readings, 2015 PerOR Guide, Human Resource Metrics Guide for Commanders (8 March 2013), and awareness of Operational Environment (OE) variables and actors.
STANDARD: Preparation results in the capability to measure and assess the levels of HR support and readiness at both the unit and the installation levels and provide a common understanding of the HR standards of performance.
Interpret Soldier data by unit
Analyze data to determine HR Readiness and trends
Use critical thinking skills to explain analysis results
Communicate effectively the results of analysis
SHOW SLIDE: TERMINAL LEARNING OBJECTIVES
INTRODUCTION: Learning Step / Activity Introduction
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:32
Time of Instruction: 5 mins
Media: Large Group Instruction
NOTE: FOR THE TO INSTRUCTOR TO COVER THE FOLLOWING:
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.
Conditions: With an awareness of the Operational Environment (OE) variables and actors.
EVALUATION. Students must successfully complete all practical exercises and pass the PerOR Gunnery Table with a score of 80% or higher.
INSTRUCTIONAL LEAD-IN. Your commanders at all levels have an expectation that, as a member of the G1/S1, you are aware of the current personnel readiness status of the force you manage. You can anticipate various forums like the Personnel Readiness Review (PRR), Unit Status Reports (USR), etc. where you will present this information. Moreover, they will expect you to understand how the various HR metrics measure readiness and how they can be corrected or mitigated to improve Soldier/Unit readiness.
Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes. The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.
ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA.
GLO 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander tasks. This includes Lead the Operations Process, Inform and Influence Relative Audiences, Develop Teams within Units and Unified Action Partners, Art of Command/Science of Control, Pre-Combat Inspections, Lead the Unit, Organize Staff for Operations, Rapid Decision and Synchronization Process, and Troop Leading Procedures.
GLO 5: Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks. This includes the Operations Process (Plan, Prepare, Execute, and Assess), Synchronize Information-related Capabilities, Knowledge/Information Management, and Cyber-Electromagnetic Activities.
ALA: Human Dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.
GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. This includes Verbal Communication, Written Communication, Active Listening, Facilitation, Negotiations, Social Media, and Digital Communications.
GLO 12: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine; includes ULO, National Security Policies, and Military Strategies and Capabilities.
ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP There are three GLOs for the Professional Competence ALA.
GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.
GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army.

3. SHOW SLIDE 3: LARGE SCALE COMBAT OPERATIONS
Refer Students to FM 3-0, Operations.
FM 3-0, Operations, covers large scale combat operations. Once FM 1-0, Human Resources Support is updated and FM 4-0, Sustainment Operations is implemented, they will align with FM 3-0. Therefore, some of the information presented during this course may change. Until regulations change, the information presented is valid.
Refer students to paragraph 1-4, to understand FM 3-0’s description of Large-scale combat operations.
Large-scale combat operations are intense, lethal, and brutal. Their conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Future battlefields will include noncombatants, and they will be crowded in and around large cities. Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations. Large-scale combat operations present the greatest challenge for Army forces.
Refer students to FM 3-0, Operations, Figure 1-4. Figure l-4 shows the Army's strategic roles.
FM 3-0 LSCO
 IAW Paragraph 1-143, During LSCO, deployments will be conducted at Corps level with Divisions, Brigades and other units as identified by the operational order, deploying in support of the Corps’ mission. This means Corps will be supporting a Theater Army Organization.
During LSCO correct, effective and efficient Human Resource (HR) Metrics and Personnel Operational Readiness (PerOR) will assist the commanders in making vital decisions. This is a continuous process that is tailored to the mission during SHAPE and continues throughout all strategic roles.
Review the definition of SHAPE to highlight its importance during LSCO and Human Resource (HR) Metrics and Personnel Operational Readiness (PerOR) . Emphasize that all the strategic roles are important; however, SHAPE will be reviewed because it ensures the successful execution of the other roles.
Shape: paragraph 1-62.
Army operations to shape bring together all the activities intended to promote regional stability and to set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help dissuade adversary activities designed to achieve regional goals short of military conflict. As part of operations to shape, the Army provides trained and ready forces to geographic combatant commanders (GCCs) in support of their theater campaign plan. The theater army and subordinate Army forces assist the GCC in building partner capacity and capability and promoting stability across the AOR. Army operations to shape are continuous throughout a GCC's AOR and occur before, during, and after a joint operation within a specific operational area.
Refer Students to FM 3-0, Appendix A, Command and Support Relationships.
Highlight to the students that your organization’s command and support relationships with other organizations are vital during LSCO. Depending on the deployment location and the mission the unit is supporting, units command relationships may change. Working with your unit’s S3/G3, can assist S1/G1 in identifying the reporting hierarchy (upper/lower echelons). An OPORD will identify a unit’s reporting hierarchy during a contingency operations.
A-1. Establishing clear command and support relationships is a key aspect of any operation. Large-scale combat operations present unique and complex challenges that demand well defined command and support relationships among units. These relationships establish responsibilities and authorities between subordinate and supporting units. Some command and support relationships limit the commander's authority to prescribe additional relationships. Knowing the inherent responsibilities of each command and support relationship allows commanders to effectively organize their forces and helps supporting commanders understand their unit's role in the organizational structure.
Review Tables A1-A3.

4. Measurement to a Standard
Provide Commanders Information to Make Assessments / Decisions
Command Involvement
Senior Command Teams
Garrison Command Teams
Unit Command Teams
Increase Readiness – Support USR
PerOR
Show Commanders Operational Readiness Rates
One Possible Method
HR Metrics
Developed by HRC
Provided to Senior Leaders
SHOW SLIDE: Measurement to a Standard
Learning Step/Activity 1. Identify the Principles of the HR Metrics and PerOR Concept
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 35 mins
NOTE: Facilitate a brief discussion on why commanders need HR information to make decisions and what type of information that might be. Possible answers include; Soldier availability, personnel strengths, critical MOS shortages, and crew manning levels.
Command involvement by Senior Command Teams, Garrison Command Teams, and Unit Command Teams (at all levels) is essential to achieving peak performance in Personnel Readiness. Without this involvement, HR personnel have limited capability to implement and enforce measures that improve readiness on a continuous basis.
NOTE: Follow the above discussion with another based on this question, “Was preparing for the USR a major event in your organization?” Facilitate a brief discussion on why or why not. Possible answers include; subordinate unit Commanders and/or S1s would not update their data until forced, could not get Command involvement except once a month, Leaders more focused on training and maintenance readiness rates.
The intent of the HR Personnel Operational Readiness (PerOR) Rate is to show commanders the status of the Operational Readiness (OR) Rate of the personnel in their unit, similar to the OR Rate tracked for vehicles and equipment. Units conduct motor-stables weekly in order to improve the OR Rate for their vehicles and equipment. Personnel Readiness is just as important, if not more important! Why wouldn’t units conduct “people-stables” weekly in order to improve the OR rate for their personnel? Regularly tracking and displaying unit PerOR Rates will create the shift in mindset to place more importance on maintaining and improving the Operational Readiness of personnel in the unit.
The HR Personnel Operational Readiness (PerOR) Guide has two purposes: to serve as an instructional tool for HR Operators (aka HR Personnel) to show commanders the operational readiness of their units on a regular (weekly) basis, and to share Tactics, Techniques, and Procedures (TTPs) commonly seen in the field.
***INSTRUCTOR NOTE: IMPORTANT!!! Insure the students know that utilizing the PerOR concept as taught here is ONE way to improve personnel readiness. THERE IS NOT “ONE” ARMY METHOD. Other units have alternative methods to improve different areas of personnel readiness and different philosophies for determining PerOR rates. Ultimately, the leadership team (Division/Brigade/Battalion Commanders) must be comfortable with the use of eMILPO Commander Overrides and willing to “sign their name” to their decisions.
Human Resources Command (HRC) developed the HR Metrics Guide for Commanders to provide a quick reference for commanders to measure and assess the levels of HR support and readiness at both the unit and the installation levels; and to provide a common understanding of the HR standards of performance. Commanders make critical decisions based on data reported in Army Human Resource Systems (AHRS). While HR metrics were initially developed to help in assessing performance at the S1/MPD-level, the primary objective for using HR Metrics is to facilitate timely and accurate updates to Army information systems in order to provide commanders with the most accurate information with which to make assessments and decisions. Whether serving as performance indicators or readiness indicators, HR metrics give commanders a way of measuring personnel strength, readiness, and the effectiveness of HR support.
NOTE: Insure students understand that HR metrics may be based on regulatory guidance or defined locally. However, as a general rule, a local metric can not be LESS stringent than the one established by a higher HQ.
“HR metrics apply a measurement to a standard that may
be regulatory or defined locally.”

5. Personnel Readiness Review (PRR)
Monthly Performance Review of HR Metrics
Senior Commander hosts Brigade and Separate Commanders
Set Against a Common Measurement Point (LAD, Ready Cycle, etc.)
Indicators
Personnel Support
Readiness
Deployability
SHOW SLIDE: Personnel Readiness Review (PRR)
NOTE: Facilitate a brief discussion on the student’s experience (if any) with attending or participating in PRRs or similar events. Possible follow up questions include; What was the intent of the PRR (report our on HR Metrics or PerOR)? Who was the senior commander present (Senior Mission Commander)? Who facilitated the event (Division G1/BCT S1)?
The PRR is held at various command levels and conducted at different time periods based on leader involvement, command emphasis, and established practices. For example, a Division might conduct the PRR quarterly, hosted by the Assistant Division Commander – Support (ADCS), facilitated by the G1, and attended by the Brigade Deputy Commander or Executive Officer. In order to prepare for the Division level PRR, a BCT/BDE might conduct its own PRR monthly, hosted by the Brigade Commander, facilitated by the S1, and attended by the Battalion Commanders.
NOTE: Ask the students why conducting a PRR would be a significant event for the personnel community and how it can increase personnel readiness. Possible answers include; high visibility for the G1/S1, opportunity to use the brigade and battalion’s competiveness with each other to drive readiness improvements.

6. PerOR Data Sources Four Components of the PerOR 23 Metrics Focus on:
Non-Available Categories
Non-Available Enablers
HR Indicators (1)
HR Indicators (2)
23 Metrics
Focus on:
Operational Readiness
Soldiers and Families
Unit Morale
SHOW SLIDE: PerOR
INSTRUCTOR NOTE: Refer students to the PerOR Guide.
INSTRUCTOR NOTE: Reinforce with the students that the intent is for S1s to conduct WEEKLY scrubs of the PerOR and HR Metrics with their subordinate units. Conducting weekly updates will help prevent having to conduct extensive personnel scrubs each month at USR and keep the units focused on maintaining continuous personnel readiness instead of surging.
The PerOR rate shows commanders the status of the Operational Readiness (OR) Rate of personnel in their unit. Personnel Readiness is just as important, if not more important, than the readiness of vehicles and equipment. Therefore, if leaders regularly track unit PerOR Rates and conduct “people stables” on a regular basis, they will improve personnel readiness and the morale of Soldiers and Families.
NOTE: Each of the four components are discussed in following slides.
PerOR metrics are derived from multiple data systems as indicated.
Learning Step/Activity 2. Identify the Components of PerOR Metrics.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 30 mins
Datastore
IWS
eMILPO
iPERMS
DJMS
MEDPROS
EES
RLAS
Data Sources

7. Non-Availables (NA) Categories
Non-Available Vs Non-Deployable
Affect Unit Strength, Availability to Deploy, and Replacement Requests
Commanders May Approve Override in eMILPO
What is an Override (Not the same as NetUSR overrides)?
Why do it? Chasing numbers?
What Command Level (BN/BDE/DIV)?
Duration of override?
How do it?
Execution document?
Factors to consider?
SHOW SLIDE: Non-Availables (NA) Categories
INSTRUCTOR NOTE: Students should be able to recall the definition of Non-Available Personnel from their Personnel Accounting and Strength Reporting lessons. If needed, facilitate a brief discussion to refresh this concept.
Non-Availables (N/A) – The only N/A data elements used to determine the PerOR rate are those that commanders can affect and override using the Commander’s Override “CD” code in eMILPO. These data elements all affect unit strength, Soldier availability to deploy, and can impact requesting replacements from HRC.
INSTRUCTOR NOTE: Ask the students to discuss the difference between a Soldier being Non-Available versus Non-Deployable.
What is an Override (not the same as NetUSR overrides)? eMILPO override that changes the Soldier from Non-Available to Available.
Why do it? Chasing numbers? The question may come up, “why do this?” or “isn’t this an artificial way to inflate the unit’s readiness posture?” Possible answers include; because the Commander Override should ONLY be used for Soldiers that the Commander would in fact deploy, it is actually MORE accurate to remove those Soldiers from the non-available category instead of showing an artificially inflated non-available metric. Additionally, by working with unit Commanders to review why Soldiers are non-available, the S1/MPD gains command emphasis to resolve NA issues.
What Command Level (BN/BDE/DIV)? Battalion S1s focus on Company level while Brigade S1s focus on Battalion and Separate Company readiness. The Corps/Division G1 will focus on Brigade and Separate Units.
Duration of override: eMILPO requires a date be associated with the override. This date is often dependent on the Commanders comfort level.
How do it? Can NOT perform the function in the current version of the training database.
Execution document? Typically, the S1 will complete a set of meeting notes that capture the Commander’s intent, obtain the Commander’s concurrence for record (signature, response, etc.), and maintain on file as an audit trail.
Factors to Consider? The S1 and Command Team should consider factors such as Mature/Immature Theater, Job Requirements, Medical Support, etc. when determining if a Soldier will be a deployed with the unit.
For Purposes of the PerOR, the “Non-Available Category” is the Only Area Subject to Commander’s Override

8. Medical Readiness Code (MRC)
MRC 3A – Soldiers with Temporary (T3/4) Profiles <31 Days and Dental Class 3
Conduct by-name scrubs weekly (Company) or monthly (BDE/BN)
Determine if Soldiers Should Receive Permanent Profile
Review Dental Class 3 in MEDPROS (require appointment)
Dental Appointments Help Reveal any Further Needs
MRC 3B – Soldiers with Medical Requirements Taking >31 Days to Correct
Conduct by-name scrubs weekly
Determine When Pregnancy Profiles Expire
Do NOT Override Soldiers 3B Due to MAR2/MEB/PEB
FOR WOBC PURPOSES ONLY
SHOW SLIDE: Medical Readiness Code (MRC)
All of the metrics captured under the Non-Availables category are pulled from the Rear Detachment Report (RDR) in eMILPO.
Remind students that the intent is to maximize unit readiness and provide the Commander with the best personnel readiness information available. Simply starting that a Soldier is non-available without consideration of what actions can be taken to change that status is incomplete staff work.
Facilitate a discussion with the students on whether this Soldier status “should” be eligible for a Commander’s Override. Possible follow up questions include:
If your unit deployed today, would the Commander have the Soldier deploy?
If the Soldier will not deploy, what is the impact on the unit?
Does a permanent profile prevent deployment?
What is the Soldier’s job during the deployment? Will they perform desk or field duty?
If a Soldier will complete their pregnancy profile prior to deployment and meets all other deployment criterion, will the Commander deploy them?
Why NOT override Soldiers in a 3B status (due to MOS Administrative Retention Review or Medical Evaluation Board or Physical Evaluation Board)?
TTP: If the medical community is using “eProfile” correctly, the doctor’s notes will assist in making the override decision.
TTP: The Command Team and Physicians need to agree on the use of T2 (Temporary) Profiles. A Soldier with a T2 profile will not show up as a MRC 3A/B.

9. Medical Readiness Classes (MRC)
Short Definition
Medical Definition
CDR Deployability Determination
MRC 1
Medically Ready / Deployable
Meets all Medical Readiness Requirements and Dental Readiness Class 1 or 2
– Temp Profile ≤ 7 days
Not required
MRC 2
Partially Medically Ready / Deployable
Soldier is deficient in one of the following:
– Temp Profile between 8 and 14 days inclusive
– Hearing Readiness Class 4 (current within 13 months)
– Vision Readiness Class 4 (current within 15 months)
– DNA (Drawn/ on file with DoD Repository)
– HIV (Drawn / validated with DoD Repository)
– Immunizations current or valid exception (Routine Adult Immunization Profile)
– HepA, HepB, TDA, MMR, Polio, Varicella, (Influenza-seasonal)
– Individual Medical Equipment (1MI, 2 pair eye glasses, MCEP-I, MWT, and Hearing Aid w/batteries, if required
Not required.
MRC 3
Not Medically Ready /
Non-Deployable
Commander determines
Deployability for:
– Temp Profile >14 Days (DL1)
– Dental Readiness
Class 3 (DL2)
Deployment Limiting Condition (DL). Soldier is deficient in one of the following:
DL 1– Temp Profile > 14 days
DL 2– Dental Readiness Class 3
DL 3– Pregnancy or post-partum
DL 4– Permanent profile indicating an MOS Administrative Retention Review (MAR2) action is needed
DL 5– Permanent profile indicating a MEB action is needed
DL 6– Permanent profile indicating a Non-Duty Related action is needed
DL 7– Permanent profiles with a deployment / assignment restriction code (F, V, or X)
DL 1 / 2: Soldier is Not Medically Ready / Non-Deployable; commander
determines Deployability.
DL 3 / 4 / 5 / 6: Soldier cannot be deemed deployable by commander and by policy.
DL 7: Soldier cannot be deemed deployable by the commander. Upon receipt of an assigned mission, may request COCOM waivers.
MRC 4
Non-Deployable and
CDR determines
Deployability (default
Non-Deployable)
Status is unknown.
– Periodic Health Assessment (current within 15 months)
– Dental Readiness Class 4 (current within 15 Months
Soldier is Not Medically Ready / Non-Deployable
Commander determines Deployability.
SHOW SLIDE: MEDICAL READINESS CATEGORIES
The following are the new Medical Readiness Classes (MRCs) and Deployment-Limiting (DL) codes. The simplified MRCs include only two categories of Soldiers who are not medically ready to deploy: MRC 3 and MRC 4.
MRCs 3A and 3B were consolidated into the new MRC 3, which will include seven new DLs to increase transparency and detail. Commanders are required to determine whether Soldiers with MRC 3, DL 1 and 2 and MRC 4 medical conditions are deployable. These determinations will remain in the Commander’s Portal for revalidation every month.
MRC 1. This class of Soldiers is fully medically ready and deployable, and includes individuals with temporary profiles up to 7 days in length. This class also includes Soldiers with completed medical or administrative board actions who have no deployment-limiting physical category codes and have:
(1) Returned to duty without any board indicated; or
(2) Had their area of concentration (AOC)/military occupational specialty (MOS) reclassified; or
(3) Received a U.S. Army Physical Disability Agency Fit Memorandum, which documents that the Soldier received a “fit” finding from a Physical Evaluation Board.
MRC 2. This class of Soldiers is partially medically ready and deployable, and includes Soldiers with profiles from 8 to 14 days in length. MRC 2 Soldiers include those whose vision or hearing is classified as class 4 (MRC 2 are deployable in MODS).
MRC 3. This class of Soldiers is not medically ready and will default to nondeployable.
(1) Within this class of Soldiers, commanders will determine in the Commander’s Portal whether a Soldier with DL code 1 or 2 is deployable after reviewing the Soldier’s physical profile. Medical conditions that cause Soldiers to be coded as DL 2 must be corrected before the Soldiers can deploy.
(2) Additionally, Soldiers with DL 7 codes are not medically ready and cannot deploy without a waiver from the combatant commander.
MRC 4. This class of Soldiers is not medically ready and will default to nondeployable unless a commander determines in the Commander’s Portal that a Soldier is deployable. Commanders are required to resolve any medical deficiencies before a Soldier’s deployment. Each month, commanders will evaluate and determine whether Soldiers in this class are deployable and will make every effort to address the underlying causes of a Soldier’s indeterminate MRC 4 status.

10. Deployment-Limiting Codes
Description
Reference: SECARMY Directive , Table 1 1
Temp Profile > 14 days 2
Dental Readiness Class 3 3
Pregnancy 4
Permanent profile indicating a MAR2 action needed 5
Permanent profile indicating a MEB action needed 6
Permanent profile indicating a Non-Duty Related action is needed 7
Permanent profiles with a deployment / assignment restriction code (F, V, or X)
SHOW SLIDE: DEPLOYMENT-LIMITING CODES
NOTE: Review Deployment-Limiting Codes. Facilitate discussion and answer any questions, as needed.

11. Physical Category Codes Reference: SECARMY Directive 2016-07, Table 2
Description
Reference: SECARMY Directive , Table 2 F
No assignment or deployment to OCONUS areas where definitive medical care for the Soldier’s medical condition is not available. S
MEB. Soldier has been determined to meet medical retention standards by a Medical Evaluation Board (MEB). T
Waiver granted for a disqualifying medical condition/standard for initial enlistment or appointment. The disqualifying medical condition/standard for which a waiver was granted will be documented in the Soldier’s accession medical examination. V
Deployment. This code identifies a Soldier with restrictions on deployment to certain areas. W
MAR2. This Soldier has a permanent 3 or 4 profile with a MAR2 (MOS Administrative Retention Review) finding of retain or reclassify and returned to duty. X
COAD/COAR. This Soldier is allowed to continue in the military service with a disease, injury, or medical defect that is below medical retention standards, pursuant to a waiver of retention standards, or waiver of unfit finding and continued on active duty or in active Reserve status under AR 635–40. Y
Fit for duty. This Soldier has been determined to be fit for duty (not entitled to separation or retirement because of physical disability) after complete processing under AR 635–40.
SHOW SLIDE: PHYSICAL CATEGORY CODES
NOTE: Review Physical Category Codes. Facilitate discussion and answer any questions, as needed.

12. Legal & Administrative
Legal Codes (eMILPO)
LI - Under investigation LR - Under arrest
LZ - Pending action LD - Pending separation
Soldiers with LI (investigation) or LZ (pending action)
Conduct by-name scrubs weekly
Determine if Available to Deploy; Utilize Override Code
Administrative
Parenthood Can Be Overridden if Soldier Will be Available to Deploy Prior to LAD, Ready Cycle, etc.
Do NOT Use Override Code for the following without careful consideration:
TSIRT
Sole Surviving Family Member
Conscientious Objector
Leave/TDY the Commander Will Not Recall the Soldier From Transition Leave
SHOW SLIDE: Legal & Administrative
There are four administrative subcategories of legal processing in eMILPO, each described by a unique two letter code:
“LI” for Soldiers who are under investigation by military or civilian authorities [MAY USE COMMANDERS OVERRIDE]
“LZ” for Soldiers who are pending military or civilian criminal court action [MAY USE COMMANDERS OVERRIDE]
“LR” for Soldiers who are under arrest or in confinement [not recommended to use commanders override]
“LD” for Soldiers who are pending administrative separation [not recommended to use commanders override]
Soldiers assigned one or more of these four eMILPO codes are reported in eMILPO as temporarily nonavailable for deployment. In other words, many administrative separations and all Article 15s, pre-trial confinements, and courts-martial actions create nondeployable Soldiers.
Facilitate a discussion with the students on whether Soldiers with an LI or LZ status “should” be eligible for a Commander’s Override. Possible follow up questions include:
Do you know what the Soldier is under investigation for?
What is the status of the investigation?
Do you know what the Commander’s intent is for disciplinary action?
Facilitate a brief discussion to ensue students are familiar with the terms:
Parenthood - Military mothers of newborns that are non-available for six months after childbirth
Dwell Time - Soldiers unable to deploy because they will not exhaust dwell time prior to the milestone event
TSIRT/ IRT - Soldiers with incomplete Theater Specific Individual Readiness Training (TSIRT), Individual Readiness Training (IRT), or other training required for deployment
Sole Survivor - Soldiers son or daughter status or surviving family member
Conscientious Objector - Soldiers with an approved objector status are deployable only to areas where duties do not involve handling of weapons
Family Care Plan - Soldiers requiring Family Care Plans are considered unavailable if there is no evidence of a current validated plan
Leave/TDY - LS: Transition Leave; Soldiers who are on transition leave whom the commander would not normally call back for deployment, LT: Leave / TDY.; Soldiers on leave or Temporary Duty (TDY) whom the commander would not normally call back for deployment
Facilitate a discussion with the students on whether Soldiers in these Administrative Categories “should” be eligible for a Commander’s Override. Possible follow up questions include:
Can the Soldier complete their TSIRT/IRT requirements prior to deployment?
What is the nature of the deployment (not all deployments are to a hostile fire zone)?
Is the Soldier in a critical MOS or otherwise difficult to replace? Does that make any difference?
TRANSITION – this completes the Non-Available category. The next category is “Non-Available Enablers”.

13. Non-Available (NA) Enablers
N/A Enablers Should be Relatively Easy Fixes
Consider Setting up Medical Round-Robin Sites or Escort Delinquent Soldiers to the Medical Treatment Facility
Commanders May Not Approve Override in eMILPO
Deoxyribonucleic Acid (DNA) – Soldiers without a valid DNA sample may be difficult to identify if they become a casualty (0%)
Human Immunodeficiency Virus (HIV) – Soldiers with overdue HIV blood exams may require increased SRP processing time (2%)
Immunizations – Soldiers with overdue immunizations may require increased SRP processing time (2%)
Dental (MRC4) – Soldiers with a Dental Readiness Class 4 only require a dental exam; prolongs the detection and treatment of potential issues (5%)
Periodic Health Assessment (MRC4) – Soldiers with a missing or incomplete PHA prolongs the detection and treatment of potential issues (2%)
SHOW SLIDE: Legal & Administrative
NOTE: These non-available categories are NOT eligible for Commander Override.
The percentages noted after each is the standard established by HRC and available in the Human Resource Metrics Guide for Commanders.
Facilitate a brief discussion with the students on:
Why are these categories not eligible for override?
Why is the DNA standard set at 0% (ability to identify casualty remains)
How prevalent are these types of Soldier status?
How did the Students handle these issues in their previous units?
Whom could the S1 coordinate with to help with these issues (medical and dental personnel)?
TRANSITION – this completes the Non-Available Enablers category. The next category is “HR Indicators (1)”.

14. HR Indicators (1)
AWOL > 31 days – Soldiers Not Dropped From the Army Rolls Affect the Unit’s Capability to Request Replacements
Prepare Drop from Role (DFR) Packets at 20 Days to Enable the Unit to Submit the Completed Packet on the 31st Day
If the Soldier has been AWOL Previously or is known to be high risk, Commanders Do Not Need to Wait Until the 31st Day to Submit the DFR Packet.
AWOL Stopped Pay – Soldiers Coded as AWOL in eMILPO But Still Receiving Pay Per DJMS
HR Operators can view this data from the MS51 screen in EDAS
Look up Each Name From the AWOL Report to See if Their Duty Status Shows “AWOL”; If it Does Not, They are Still Getting Paid.
Verify With the Local Finance Office Why Their Pay Has Not Been Stopped
SHOW SLIDE: HR Indicators (1)
NOTE: These categories are NOT eligible for Commander Override.
The HR Indicators can serve as a gauge for Commanders to determine how well their S1s and subordinate commanders are performing basic Soldier actions.
Preparation and submission of AWOL packets and stopping pay associated with AWOL are routine HR tasks that require attention to detail.
NOTE: Most Commanders desire to have NO Soldiers in this status….Goal 0%

15. HR Indicators (1) – Cont.
POSN_9992 – Soldiers Assigned but Remain Slotted as “Incoming Personnel” (POSN_9992) for Longer Than 7 days (2%)
May Affect NetUSR and Commanders P-Levels
Valid Reasons for Having Soldiers Listed as POSN_9992 Include Soldiers Assigned to a Rear Detachment or a Derivative UIC
These Personnel Will Not Have Valid Positions and Could Not be Counted Against the Unit’s PerOR
SHOW SLIDE: HR Indicators (1) – Cont.
Facilitate a discussion with students on why there would be Soldiers in this status. Possible answers include:
Leadership team has not made a slotting decision
Soldier currently occupying the slot has not departed or been reslotted
Soldier programed for a slot that is not available (awaiting creation of a Derivative UIC)
A possible follow-up question for the students is, “what if the Soldier is excess and the Commander intends to deploy the Soldier?” For example, HRC sometimes assigned Skill Level 10 Soldiers at over 100% fill.
The percentage noted after each is the standard established by HRC and available in the Human Resource Metrics Guide for Commanders.

16. What are examples of when this might be a legitimate status?
HR Indicators (1) – Cont.
Blank or Expired APFT (greater than) >12 months (2%)
Soldiers (E4/E5) Will Lose Promotable Status
Require Units to Provide By-Name Lists With a Reason Why
There Should be No Soldiers With a Reason of “Data Entry” or “Pending Test Date” for an Extended Period of Time
If Soldiers have valid reasons (Medical Board Process, Pregnant, Deployed, Confined, etc.), a Memorandum for Record (MFR) Can be Used as a Source Document to Update eMILPO
SHOW SLIDE: HR Indicators (1) – Cont.
There are sometimes valid reasons why a Soldier may be in this category to include extended illness, recurring injury, deployment, confinement, etc. The important thing for students to understand is that these Soldiers should be closely tracked to ensure:
The status is current
When (date) the status should change
Whether the Soldier should be considered for other actions (e.g. medical evaluation, chapter).
The percentage noted after each is the standard established by HRC and available in the Human Resource Metrics Guide for Commanders.
What are examples of when this might be a legitimate status?

17. HR Indicators (1) – Cont.
Flags >180 days – Soldiers With an Active Flag Greater Than 180 Days Affects Morale and Possibly Soldiers’ Careers (2%)
Most Flags Should Not Exceed 180 Days
Require Units to Provide By-Name Lists With a Reason Why
If Soldiers Have Valid Reasons, a Memorandum for Record (MFR) Can be Used as a Source Document to Update eMILPO
Blank or Expired Good Conduct Medals (GCMDL) – Soldiers With a Blank or Expired Date in eMILPO Can be Affected for Promotion, Morale, etc. (2%)
Review Soldiers Arriving Straight From AIT for Blank Dates and Use the Basic Active Service Date (BASD) Plus 3 years as the GCMDL date (as long as the Soldier has no break in service).
Conduct an iPERMS Record Review During In-Processing to Identify Expired GCMDL
Be Proactive and Prepare GCMDL memorandums early
SHOW SLIDE: HR Indicators (1) – Cont.
S1s need to encourage Commanders to resolve Flags that are over 180 days. Often, Soldiers in this category should be considered for further administrative or legal action.
Good Conduct Medals are worth promotion points. This is often an item of interest to the NCO leadership team.
The percentage noted after each is the standard established by HRC and available in the Human Resource Metrics Guide for Commanders.
TRANSITION – this completes the HR Indicators (1) category. The next category is “HR Indicators (2)”.

18. HR Indicators (2)
DD93 (greater than) > 365 days or blank – May Result in an Improper Casualty Notification (2%)
Service Members Group Life Insurance (SGLI) > 365 days or blank – May Disrupt Payment to the Correct Beneficiary (2%)
Update DD93 and SGLI During Annual Record Review (Birth Month Audits) and Add to In/Out-Processing
Unmatched eMILPO / iPERMS DD93 – Dates Between the DD93 in iPERMS and Verification Date in eMILPO do Not Match (0%)
Take the by-name rosters from eMILPO and iPERMS and cross-reference the two rosters
Unmatched eMILPO / iPERMS SGLI – Dates Between the SGLI in iPERMS and Verification Date in eMILPO do Not Match (0%)
SHOW SLIDE: HR Indicators (2)
NOTE: These categories are NOT eligible for Commander Override.
The percentages noted after each is the standard established by HRC or Local Commander.
Facilitate a brief discussion with the students on the impact of each.
DD93 (greater than) > 365 days or blank – May Result in an Improper Casualty Notification since there could have been significant changes in a Soldier’s family situation in a year (e.g. marriage, divorce).
Service Members Group Life Insurance (SGLI) > 365 days or blank – May Disrupt Payment to the Correct Beneficiary since there could have been significant changes in a Soldier’s family situation in a year (e.g. marriage, divorce).
Unmatched eMILPO / iPERMS DD93 – Dates Between the DD93 in iPERMS and Verification Date in eMILPO do Not Match which could mean that the wrong DD93 is loaded in iPERMS.
Unmatched eMILPO / iPERMS SGLI – Dates Between the SGLI in iPERMS and Verification Date in eMILPO do Not Match which could mean that the wrong SGLI is loaded in iPERMS.

19. HR Indicators (2) – Cont.
Unmatched eMILPO / DJMS SGLI –Two Different SGLI Amounts Between What is Shown in eMILPO and the Actual Deductions From a Soldier’s Pay. (0%)
Soldiers May Have More or Less Coverage Than They Believe They do
FSD, HRC Sends a By-Name Roster to all PAS Chiefs Weekly That Shows All Personnel With Mismatched Coverage Amounts.
Finance Records Review (FRR) – Failure to upload Key and Supporting Documents into iPERMS may result in Soldiers not receiving the correct pay (100%)
Personnel Records Review (PRR) – Failure to verify a Soldier’s Record Brief and all documents uploaded to iPERMS in a Soldier’s AMHRR; can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc. (100%)
SHOW SLIDE: HR Indicators (2) – Cont.
The percentages noted after each is the standard established by HRC or Local Commander.
Facilitate a brief discussion with the students on the impact of each.
Unmatched eMILPO / DJMS SGLI –Two Different SGLI Amounts Between What is Shown in eMILPO and the Actual Deductions From a Soldier’s Pay. Soldiers May Have More or Less Coverage Than They Believe They do.
NOTE: Field Systems Division, HRC sends a By-Name Roster to all PAS Chiefs Weekly that Shows All Personnel With Mismatched Coverage Amounts.
Finance Records Review (FRR) – Failure to upload Key and Supporting Documents into iPERMS may result in Soldiers not receiving the correct pay. The FRR is performed using the iPERMS Record Review Tool (RRT) and should occur during in-processing, out-processing, and annual record review (birth month audits).
Personnel Records Review (PRR) – Failure to verify a Soldier’s Record Brief and all documents uploaded to iPERMS in a Soldier’s AMHRR; can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc. The PRR is performed using the iPERMS Record Review Tool (RRT) and should occur during in-processing, out-processing, and annual record review (birth month audits).
TRANSITION – this completes the HR Indicators (2) category. The next section is HR Metrics.

20. HR Metrics Data Sources 18 Baseline Metrics 21 Additional Metrics
Standards for Success Determined by HRC
21 Additional Metrics
Standards for Success Determined by Commanders
16 align to PerOR Guide
SHOW SLIDE: HR Metrics
The HR Metrics Guide for Commanders has two basic purposes: To serve as a quick reference for commanders to measure and assess the levels of HR support and readiness at both the unit and the installation levels; and to provide a common understanding of the HR standards of performance
Inform the students that many of the metrics (16 are the same) used in the PerOR are pulled from the HR Metrics Guide and the Metrics Guide has many additional metrics that the G1/S1 may choose to track.
Facilitate a brief discussion with students by asking them for their experience in using the HR Metrics Guide. Did they use any other local metrics? One answer might be evaluation accuracy which can only be tracked at the local level.
Learning Step/Activity 3. Identify the Components of HR Metrics.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 20 mins
Data Sources
Datastore
DJMS
iPERMS
RLAS
IWRS
eMILPO
IWS
MEDPROS

21. Baseline Metrics * Match PerOR Metrics
*Medical Readiness Classification (MRC) 3A/3B
*Medical Readiness Classification (MRC) 4
*Blank/Expired Army Good Conduct Medal (GCMDL) Eligibility Date
In Transit (TRA)
Duty Position 999X > 30 Days
*Duty Position 9992 > 7 Days
Confined Military Authority (CMA), Confined Civilian Authority (CCA), or Hospital (HOS) duty status > 90 Days
*Absent Without Leave (AWOL) > 31 Days
*Active Suspension of Favorable Actions (FLAGS) > 6 Months
Exceptional Family Member (EFMP) Expired > 3 years
*Service Member Group Life Insurance (SGLV 8285/8286) not in iPERMS
*DD Form 93 (Record of Emergency Data) not in iPERMS
*SGLV Not Validated > 365 Days
*DD93 Not Validated > 365 Days
Officer Evaluation Report (OER) Timeliness
Noncommissioned Officer Evaluation Report (NCOER) Timeliness
My Board File (certified)
My Board File (viewed)
SHOW SLIDE: Baseline Metrics
The metrics shown here are the primary ones that HRC considers essential. NOTE that 10 of 18 align with our PerOR. (Different locations and commanders may require tracking of additional / different metrics)
* Match PerOR Metrics

22. Additional Metrics * Match PerOR Metrics E4/5 Unqualified Promotable
Unit Commanders Financial Report (UCFR) Reconciliation
*Deoxyribonucleic Acid (DNA)
*Human Immunodeficiency Virus (HIV)
AAA-162 Reconciliation
*Immunizations (IMM)
*Annual Records Review
Finance Timeliness
DA Photo
Sponsorship
Evaluations Accuracy
Stop Move Codes
Award Timeliness
Blank/Expired ARCAM Eligibility Date (RC)
Family Care Plan
Soldier Readiness Processing (SRP) Processing
*Deployment Health Assessment (DHA)
Hearing Readiness
*Blank Expired APFT Date
Vision Readiness
Projected Evaluations
SHOW SLIDE: Additional Metrics
The metrics shown here are the ones that HRC considers secondary; but, still relevant. NOTE that 6 of 21 align with our PerOR. (Again, different locations and commanders may require tracking additional / different metrics)
TRANSITION – this completes the HR Metrics section. The next section is how to compute PerOR Metrics percentages.
* Match PerOR Metrics

23. Calculating PerOR Metrics
Each of the four PerOR components starts at 100% and decreases with each sub-component/unit subtracted from the starting number. The overall PerOR is the average percentage of all four main categories.
Calculating the Category and Overall Percentage
For example, if the unit has an overall Non-Available percentage rate of 15.5% - the PerOR for the Non-Available Category component is 84.5%. (100% % = 84.5%)
Another example using the Non-Available (NA) Enablers component– your unit status is as follows: DNA is 0%, HIV is 1%, Immunizations is 4%, Dental is 2%, and PHA is 1% - your PerOR for the NA Enabler category is 92%. (100% - 0% - 1% - 4% - 2% - 1% = 92%) Calculating the PerOR for HR Indicators (1) and HR Indicators (2) works similarly.
To calculate your overall PerOR – your four main components are as follows: NA is 84.5%, NA Enablers is 92%, HR Indicators (1) is 88%, HR Indicators (2) is 86% - your overall PerOR is 87.6%. (84.5% + 92% + 88% + 86% = / 4 = 87.6%)
SHOW SLIDE: Calculating PerOR Metrics
NOTE: Tell the students to refer back to this slide as needed.
TRANSITION – Now the students will walk though each of the components again with an emphasis on understanding how to capture, display, and compute the computations.
Learning Step/Activity 4. Calculate PerOR Metrics
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction: 50 mins
See the Next Slide for a Visual Representation of this Data
******This is just a technique to calculate Metrics*******

24. Non-Available Categories
PerOR Snapshot
PerOR
78.0%
Non-Available Categories
Non-Available
Enablers
SHOW SLIDE: PerOR Snapshot
This slide depicts one method to display the PerOR Percentage for all of the brigade data for each category and the overall PerOR on one slide. Brigades can use this format to depict separate BNs, etc.
HR Indicators (1)
HR Indicators (2)

25. Non-Available Categories (1 of 2)
CATEGORY
DEFINITION
Current CD Codes
Soldiers with CD Codes already applied in eMILPO
Deployed w/Unit
Soldiers who are currently in support of the unit deployment
Deployed Outside
Soldiers who have deployed separately from their unit
MRC 3A
Soldiers with a temporary profile less than 30 days or Dental Class 3 in MEDPROS
MRC 3B
Soldiers with medical requirements that will take more than 30 days to correct
Legal (LI)
Soldiers under military or civil criminal investigation
Legal (LZ)
Soldiers pending action by military or civil court
Legal (LD)
Soldiers who are pending administrative/legal discharge or separation
Legal (LR)
Soldiers who are under arrest or being held in confinement by military authorities
Parenthood
Military mothers of newborns that are non-available for six months after childbirth
Dwell Time
Soldiers unable to deploy because they will not exhaust dwell time prior to the milestone event
TSIRT/ IRT
Soldiers with incomplete Theater Specific Individual Readiness Training (TSIRT), Individual Readiness Training (IRT), or other training required for deployment
Sole Survivor
Soldiers son or daughter status or surviving family member
Conscientious Objector
Soldiers with an approved objector status are deployable only to areas where duties do not involve handling of weapons
Family Care Plan
Soldiers requiring Family Care Plans are considered unavailable if there is no evidence of a current validated plan
Leave/TDY
LS: Transition Leave. Soldiers who are on transition leave whom the commander would not normally call back for deployment LT: Leave / TDY. Soldiers on leave or Temporary Duty (TDY) whom the commander would not normally call back for deployment
MIA/POW
Soldiers that are currently Prisoner of War, Missing, Missing in Action, or Duty Status Whereabouts Unknown (DUSTWUN)
Avail Late Deply
Soldiers with no known non-available conditions IAW with DA Pam but will deploy late at the discretion of the commander
PCS
Soldiers not deploying due to PCS orders or who have returned from deployment early in order to proceed on PCS orders
Retire /ETS
Soldiers with an approved retirement date within six months of milestone event
Lautenberg
Soldiers with a conviction of a misdemeanor or felony for domestic violence
Soldier under 18
Soldiers under the age of 18
SHOW SLIDE: Non-Available Categories (1 of 2)
The Non-Available Category metrics are pulled from the Rear-Detachment Report and affect Unit Strength, Availability to Deploy, and Replacement Requests. They are also the only metrics that the Commander can affect by use of the Commander Override in eMILPO. Highlighted yellow categories are normally the most common categories commanders override.
INSTRUCTOR NOTE: Orient the students to the Slide by reviewing the primary categories (colors).
***INSTRUCTOR NOTE: IMPORTANT!!! Insure the students know that utilizing the PerOR concept as taught here is ONE way to improve personnel readiness. THERE IS NOT “ONE” ARMY METHOD. Other units have alternative methods to improve different areas of personnel readiness and different philosophies for determining PerOR rates. Ultimately, the leadership team (Division/Brigade/Battalion Commanders) must be comfortable with the use of eMILPO Commander Overrides and willing to “sign their name” to their decisions.

26. Non-Available Categories (2 of 2)
SHOW SLIDE: Non-Available Categories (2 of 2)
THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Have the students double click the spreadsheet to open it in Excel and view the associated formulas. Inform
1-1 CAV has 590 Soldier’s authorized on their TOE with 578 Soldiers assigned for an assigned strength percentage of 98% (ASGN divided by AUTH or 578/590 = 98%).
The Current CD Codes column shows current Commander’s Overrides that are active in eMILPO. The 2 Soldiers with active CD codes in this line are NOT counted in the rest of the data. Plan to review/revisit all active Overrides with the Commander at every laydown/briefing. Remember that CD codes have an expiration date in eMILPO.
The unit has 3 Soldiers currently deployed with other elements of the command. They are NOT included in the possible overrides as they are already deployed.
The unit has 1 Soldier deployed with another organization; possibly as an individual augmentee. They are NOT included in the possible overrides as they are already deployed.
There are 14 Soldiers coded as 3A. The Commander will want to know the medical history and prognosis for each Soldier to make a determination of whether to apply an Override Code. HR Professionals should be ready to make a recommendation.
There are 32 Soldiers 3B. In our process the Commander has determined that he will NOT consider 3B Soldiers for Override without careful investigation. In your unit the decision may be different.
There are 22 Soldiers currently in legal processing coded as either Under Investigation (LI) or Pending Action (LZ). The Commander will want to know the legal history and prognosis for each Soldier to make a determination of whether to apply an Override Code. NOTE: Commanders do not normally use override codes for the 14 Soldiers pending administrative/legal discharge or separation (LD) or Soldiers who are under arrest or being held in confinement by military (LR).
There are 22 Soldiers currently non-available due to Administrative reasons; but only 16 are in categories that normally obtain an override code. The other 6 are in Administrative categories that the Commander will not normally override.
There are 108 total non-available Soldiers (dark blue column). Total Non-Avail divided by total assigned Soldiers (108/578 = 18.7%) produces a non-available percentage of 18.7% and an Actual PerOR percentage of 81.3%.
There are 52 Possible Commander Overrides [light blue column]. In this organization, the leaders have decided that the data points highlighted in yellow are the most common categories for Commander Override consideration. The Possible Commander Overrides shows the total number of “possible” overrides – those in the most commonly overridden categories - available to the Commander. HOWEVER, the Commander may choose to NOT override certain actions once he understands the circumstances.
The Possible CDR Overrides percentage takes the Total Non-Available (108), subtracts the Possible Commander Overrides (52), and divides by the total assigned Soldiers (578) /578 = 9.7% which becomes the Possible Non-Available percentage of 9.7% and a Possible PerOR percentage of 90.31%.
REMEMBER – The Possible PerOR percentage assumes that all Commander Overrides will be employed. This is unlikely as commanders will often NOT override all possible non-available possibilities.
NOTE: Do not leave this slide until all students are comfortable with the process and how the percentages are determined.
Yellow – Consider for Commander Override
PerOR % - Green if 90% or higher
PerOR % - Red if 89% or lower
Actual PerOR % = Includes All Non-Avails
Possible PerOR % = Assumes All Possible Commander Overrides are Used

27. Non-Available Enablers (1 of 2)3 4 5
Purpose: Provide commanders with medical readiness status that they can affect to increase readiness
Standard: As identified below for each metric measured
PerOR% formula: 100% (-) Individual Metric%
Metric
What Does It Measure
Significance
How Calculated
Source
Standard
DNA- MRC2
Total number of Deoxyribonucleic Acid test NOT on file
Soldiers may be difficult to identify if a casualty. May increase SRP processing time
Total DNA/ASGN
eMILPO
HRC/0%
HIV-MRC2
Total number of Soldiers with an overdue HIV blood test
May increased SRP processing time
Total HIV/ASGN
HRC/2%
IMM-MRC2
Total number of Soldiers with an overdue required immunization
May increase SRP processing time
Total IMM/ASGN
DENTAL-MRC 4
Total number of Soldiers needing a Dental Screening
Prolongs the detection and treatment of potential issues
Total Dental/ASGN
Corps/2%
PHA- MRC 4
Total number of Soldiers missing or incomplete Periodic Health Assessment
Total PHA/ASGN 1
SHOW SLIDE: Non-Available Enablers (1 of 2)
NOTE: Tell the students to refer back to this slide as they work through the example on the next page. 2 3 4 5

28. Non-Available Enablers (2 of 2)
SHOW SLIDE: Non-Available Enablers (2 of 2)
THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.
1-1 CAV has 1 Soldier with no DNA on file giving them a 0.2% in this category (DNA divided by ASGN or 1/578 = 0.2%). The goal is 0% so they did not meet the goal and it is shown in RED.
They have 1 Soldier with an overdue HIV test giving them a 0.2% in this category (HIV divided by ASGN or 1/578 = 0.2%). The goal is .2% so they meet the goal.
There are 10 Soldiers with overdue Immunizations giving them a 1.7% in this category (IMM divided by ASGN or 10/578 = 1.7%). The goal is 2% so they meet this goal.
43 Soldiers are overdue for Dental Exams giving them a 7.4% in this category (Dental divided by ASGN or 43/578 = 7.4%). The goal is 2% so the item appears in RED.
12 Soldiers are overdue for Periodic Health Assessments giving them a 2.1% in this category (PHA divided by ASGN or 12/578 = 2.1%). The goal is 2% so the item appears in RED.
The PerOR % is computed by taking 100% and subtracting the DNA %, HIV %, IMM %, Dental %, and PHA % or (100% - .2% - .2% - 1.7% - 7.4% - 2.1% = 88.4%)
Facilitate a discussion on what actions the subordinate units can take to improve the PerOR %. Possible answers include:
Coordinate for a special session with the Dental Facility and conduct a mass check-up for overdue personnel.
Verify what type of Immunizations are needed and coordinate for all Soldiers to attend in mass.
Have the unit “hand deliver” the DNA and HIV Soldier(s) to the testing facility.
Coordinate with sister units to “piggy back” on their unit readiness events.
Ask the students if they can identify any trends or items of interest in the data. Possible answers include:
Dental and Physical Assessments seem to be an issue across most units.
Is there a shortage of appointments?
Is there an error in the data?
What Actions Can Subordinate Units Take to Improve PerOR %
Are There Any Trends in the Data?

29. HR Indicators (1) (1 of 2) 1 2 3 4 5 6 7
Purpose: To facilitate timely and accurate updates to Army information systems in order to provide commanders with the most accurate information with which to make assessment decisions
Standard: As identified below for each metric measured
PerOR% formula: 100% (-) Individual Metric %
Metric
What does it measure?
Significance
How Calculated?
Source
Standard
AWOL
Soldiers coded as AWOL in eMILPO longer than 30 days
Affect the unit’s capability to request replacements
N/A
eMILPO
HRC/0
AWOL >30
Soldiers AWOL over 30 days and not dropped from rolls
Soldiers remain assigned in all HR systems and affect the unit’s capability to request replacements
Garrison
Stop Pay
Soldiers coded AWOL in eMILPO but still paid per DJMS
Can affect unit morale and costs the United States Army
  Stop Pay/AWOL Total
MS51
CORPS/0%
9992
Soldiers slotted as Incoming Personnel for longer than 7 days
Causes inaccurate slotting which increases NetUSR processing and affects Commanders P-Ratings
9992/Total # ASGN
HRC/2%
APFT >1 Year
Soldiers E4 or E5 that have an expired or blank APFT date
Soldiers may lose promotable status
 EXP APFT/Total E4/5
CORPS/2%
Flags >6 Months
Soldiers with an active flag code older than 6 months
May affect Soldiers awards, assignments, promotions and more
Flag/Total
GCMDL (Blank/Expired)
Soldiers with an blank or expired GCMDL
Affects Soldier morale, promotion, and pay
GCMDL/Total # ASGN 1 2
SHOW SLIDE: HR Indicators (1) (1 of 2)
NOTE: Tell the students to refer back to this slide as they work through the example on the next page. 3 4 5 6 7

30. HR Indicators (1) (2 of 2)
SHOW SLIDE: HR Indicators (1) (2 of 2)
THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.
1-1 CAV has 12 Soldiers slotted as Incoming Personnel for longer than 7 days giving them a 2.1% in this category (9992 divided by ASGN or 12/578 = 2.1%). The goal is 2% so they did not meet the goal and it is shown in RED.
They have 13 Soldiers in grades E4 – E5 with an APFT over 1-year giving them a 5.3% in this category (APFT divided by total number of Soldiers E4 – E5 or 13/244 = 5.3%). The goal is .2% so they did not meet the goal and it is shown in RED.
There are 8 Soldiers with FLAGS over 180-days old giving them a 1.4% in this category (FLAGS divided by ASGN or 8/578 = 1.4%). The goal is 2% so they meet this goal.
1 Soldier has an overdue GCMDL giving them a .2% in this category (GCMDL divided by the total assigned enlisted strength or 1/558 = .2%). The goal is 2% so they meet this goal.
The PerOR % is computed by taking 100% and subtracting the 9992 %, APFT%, FLAG%, and GCMDL% or (100% - 2.1% - 5.3% - 1.4% - 0.2% = 91.0%)
NOTE: AWOLs are tracked as a metric of interest; but, not as part of the PerOR %. This is a local decision and your command may do things differently.
Facilitate a discussion on what actions the subordinate units can take to improve the PerOR %. Possible answers include:
Aggressively work on slotting personnel. Are there derivative UICs involved?
Examine in-processing and annual record review procedures.
Ask the students if they can identify any trends or items of interest in the data. Possible answers include:
9992 and FLAGs are a problem across all units. Do the unit S1s require training?
The 90th BSB is failing in all categories. Do they need training or other assistance? *Some commands include the FSCs with the numbers of the battalion to which they are attached. The main reason is because that battalion (and BN S1) is most likely the ones who will fix issues in their particular FSC.
What Actions Can Subordinate Units Take to Improve PerOR %
Are There Any Trends in the Data?

31. HR Indicators (2) (1 of 2) 1 2 3 4 5 6 7
(100%)
Purpose: Shows discrepancies between the Defense Joint Military Pay System (DJMS)/ Electronic Military Personnel Office (eMILPO) and Interactive Personnel Electronic Records Management System (iPERMS)
Standard: As identified below for each metric measured
PerOR% formula: 100% (-) Individual Metric %
Metric
What does it measure?
Significance
How Calculated?
Source
Standard
DD93
SM DD93s with validation date greater than 1 year
May cause improper casualty notification to the Next of Kin
DD93s / Total ASGN
eMILPO
HRC/2%
SGLV
SM whose SGLI election date is greater than 1 year
May prevent improper payment
SGLIs/ Total ASGN
EMILPO/IPERMS DD93
Show a different DD93 date between eMILPO and iPERMS
May result in contacting the wrong Next of Kin (NOK)
Unmatched/Total ASGN
CORPS
CORPS/0%
EMILPO/IPERMS SGLV
Show a different SGLV date between eMILPO and iPERMS
May result in incorrect beneficiary payment
EMILPO/DJMS SGLV
Show a different coverage amount in eMILPO and Finance
Soldier may pay different amount than reflected on the SGLV
HRC
Finance Record Review
Completed review using RRT
Soldiers may not receiving correct pay
Incomplete/Total ASGN
HRC/100%
Personnel Record Review
Can result in inaccurate records readiness 1 2
SHOW SLIDE: HR Indicators (2) (1 of 2)
NOTE: Tell the students to refer back to this slide as they work through the example on the next page.
NOTE2: Tell the students that this particular Corps raised the standards of HRC for #3, #4, #5 3 4 5 6 7

32. HR Indicators (2) (2 of 2)
SHOW SLIDE: HR Indicators (2) (2 of 2)
THIS IS A CRITICAL STEP!!!!! Walk the students through the first line of the spreadsheet (1-1 Cavalry). Students can double click the spreadsheet to open it in Excel and view the associated formulas.
1-1 CAV has 12 Soldiers with DD93 over 1-year old giving them a 2.1% in this category (DD93 divided by ASGN or 12/578 = 2.1%). The goal is 2% so they did not meet the goal and it is shown in RED.
They have 16 Soldiers with SGLV over 1-year old giving them a 2.8% in this category (SGLV divided by ASGN or 16/578 = 2.8%). The goal is 2% so they did not meet the goal and it is shown in RED.
There are 132 Soldiers with DD93 mismatches between eMILPO and iPERMS giving them a 22.8% in this category (DD93 Mismatch divided by ASGN or 132/578 = 22.8%). The goal is 0% so they did not meet the goal and it is shown in RED.
There are 188 Soldiers with SGLV mismatches between eMILPO and iPERMS giving them a 32.5% in this category (SGLV Mismatch divided by ASGN or 188/578 = 32.5%). The goal is 0% so they did not meet the goal and it is shown in RED.
There are 14 Soldiers that have a different coverage amount in eMILPO and Finance (DJMS) giving them a 2.4% in this category (DJMS Mismatch divided by ASGN or 14/578 = 2.4%). The goal is 0% so they did not meet the goal and it is shown in RED.
The PerOR % is computed by taking 100% and subtracting the DD93 %, SGLV %, mismatch DD93 %, mismatch SGLV, and mismatch DJMS % or (100% - 2.1% - 2.8% % % - 2.4% = 28.4%)
Facilitate a discussion on what actions the subordinate units can take to improve the PerOR %. Possible answers include:
Aggressively work cleaning up the DD93 and SGLV mismatches?
Examine in-processing and annual record review procedures.
Ask the students if they can identify any trends or items of interest in the data. Possible answers include:
There is a disconnect between the high PRR and FRR rates and the poor rates in the other areas. How can the units have completed all the required PRR and FRR to standard and have these issues?. Do the unit S1s require training?
What Actions Can Subordinate Units Take to Improve PerOR %
Are There Any Trends in the Data?

33. PerOR Percentage Trends
SHOW SLIDE: HR Indicators (2) (2 of 2)
This slide depicts one method to display the PerOR Percentage over time; normally in weeks at Brigade and Battalion level and Monthly at Corps and Division level.
The arrows are a graphic representation of whether the units are generally improving, declining, or remaining the same.
NOTE: The Replacement UIC data is removed here as it would detract from the intent of showing assigned Soldier status.
NOTE: The final PerOR % for each period is determined by adding the Total % in each of the four categories and dividing by four or ( % % + 78% divided by 4 = 78.0%)

34. Non-Available Categories
PerOR Snapshot
PerOR
78.0%
Non-Available Categories
Non-Available
Enablers
SHOW SLIDE: PerOR Snapshot
This slide depicts one method to display the PerOR Percentage for all of the brigade data for each category and the overall PerOR on one slide. Brigades can use this format to depict separate BNs, etc.
HR Indicators (1)
HR Indicators (2)

35. 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.
Army Learning Areas (ALAs) – General Learning Outcomes (GLOs)
Mission Command – GLO 4 & 5
Human Dimension – GLO 8
3. Professional Competence – GLO 12,13,14
ACTION: Administer Human Resource (HR) Metrics and Personnel Operational Readiness (PerOR) (Active Component)
CONDITIONS: Given small group classroom instruction, assigned readings, 2015 PerOR Guide, Human Resource Metrics Guide for Commanders (8 March 2013), and awareness of Operational Environment (OE) variables and actors.
STANDARD: Preparation results in the capability to measure and assess the levels of HR support and readiness at both the unit and the installation levels and provide a common understanding of the HR standards of performance.
Interpret Soldier data by unit
Analyze data to determine HR Readiness and trends
Use critical thinking skills to explain analysis results
Communicate effectively the results of analysis
SHOW SLIDE 34: TERMINAL LEARNING OBJECTIVES
NOTE: Inform students of the following Terminal Learning Objective (TLO) requirements
Learning Step / Activity Practical Exercise
Method of Instruction: Practical Exercise (Performance)
Instructor to Student Ratio: 1:36
Time of Instruction: 4 hrs
Media: Individualized, Self-paced Instruction
Learning Step / Activity 6. Practical Exercise Review
Time of Instruction: 30 mins
Media: Large Group Instruction
Learning Step / Activity 7. Test
Method of Instruction: Test
Learning Step / Activity Test Review
Method of Instruction: Test Review
Time of Instruction: 10 mins
SUMMARY Method of Instruction: Conference / Discussion

36. STOP
CONDUCT THE PE