Personnel Operational Readiness (PerOR) Rate Concept Paper & Human Resources Personnel Operational Readiness (PerOR) Guide

Personnel Operational Readiness (PerOR) Rate Concept Paper & Human Resources Personnel Operational Readiness (PerOR) Guide VERSION 1.0.1 Adjutant General School Soldier Support Institute Fort Jackson, SC 29207 3 February 2015 1

Personnel General HR PERSONNEL OPERATIONAL READINESS (PerOR) GUIDE Proponent: The proponent agency for this guide is the Adjutant General School, Soldier Support Institute, Fort Jackson, SC 29207 Suggested Improvements: Users are invited to send comments and suggestions directly to the Adjutant General School, Soldier Support Institute, Fort Jackson, SC 29207 Distribution: U.S. Army FORWARD Personnel Readiness must be a continuous process, not an event. Surging once a month to present unit status report (USR) data a lagging indicator or non-available data to the next higher Commander does not increase personnel readiness as evidenced by the last 13 years of war. To get after optimal personnel readiness and to reduce non-availables, a shift in our collective mindset must occur. This guide offers a new way to think about personnel readiness. 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. 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. This guide to the HR Personnel Operational Readiness (PerOR) Rate has two basic 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. PerOR is one way to improve personnel readiness. While there are alternative methods to improve different areas of personnel readiness, this is a field tested and proven method. -COL Jack L. Usrey, Commandant, Adjutant General School, Chief of the Adjutant General Corps, Chief of Army Music, 803-751-8440, jack.l.usrey.mil@mail.mil 2

CONTENTS 1. Personnel Operational Readiness (PerOR) Rate Concept Paper 2. Personnel Operational Readiness (PerOR) Guide 2.1. PerOR Description 2.2. Non-Availables (N/A) 2.3. Non-Available (N/A) Enablers 2.4. HR Indicators (1) 2.5. HR Indicators (2) 3. Example Per OR Slides Appendices A. References B. How to Pull PerOR Data C. How to Pull Rear Detachment Report Data D. Rear Detachment Report Category Definitions Figures 2-1. MS51 Screenshot Verifying AWOL Stopped Pay 2-2. Example Memorandum for Record for Valid Blank/Expired APFT 2-3. Example Memorandum for Record for Valid Flag Over 180 Days 3

1. Personnel Operational Readiness (PerOR) Rate Concept Paper ADJUTANT GENERAL S CORPS Personnel Operational Readiness (PerOR) Rate Concept Paper 06 January 2015 4

INTRODUCTION This Concept Paper discusses the reason for the design and implementation of the HR Personnel Operational Readiness (PerOR) Rate and describes the desired end state. 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%, are 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. INTENT The intent of the HR Personnel Operational Readiness (PerOR) Rate is to provide a tool to show commanders the status of the Operational Readiness (OR) Rate of the personnel in their unit, comparable to the OR Rate tracked for vehicles and equipment. Similar to units conducting motor-stables weekly in order to improve the OR Rate for their vehicles and equipment, units need to conduct people-stables weekly in order to improve the OR rate for their personnel. Personnel Readiness is just as important, if not more important, than the OR rate for vehicles and equipment. Regularly tracking and displaying unit PerOR Rates will create a shift in the mindset to place more importance on maintaining and improving the Operational Readiness of personnel in the unit. HR PROBLEM STATEMENT How can HR Operators best illustrate for commanders the areas in which they can impact/improve personnel readiness and taking care of Soldiers and Families in order to allow the unit to train/deploy with the most personnel at the highest morale? PerOR FOCUS AREAS: The goal for units is to have their PerOR rate greater than 90%. The PerOR rate is an overall percentage derived from a combination of four main categories that commanders can influence using little time and effort; Non-Availables (N/A), Non-Available (N/A) Enablers, HR Indicators (1), and HR Indicators (2). The two N/A categories contain data elements that units can quickly fix to decrease their non-deployable population. The two HR Indicators categories contain data elements that impact taking care of Soldiers and Families and affect the morale of the unit. If units monitor and work to fix these data points on a regular (weekly) basis, they will see target areas for improvement and constantly keep the personnel in their unit at the highest rate of readiness and morale. (Examples of the slide format can be seen in either the PerOR Guide or the PerOR Slide Format Example.) A PerOR Rate is calculated for each of the four main categories, and averaged together to produce one overall PerOR Rate. The four categories are composed of: 5

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. Medical Readiness (MRC) 3A Soldiers with Temporary (T3/4) profiles (less than) < 31 days or Dental Class 3 in MEDPROS Medical Readiness (MRC) 3B Soldiers with medical requirements that will take more than 30 days to correct Legal Processing LI (investigation) Soldiers under investigation by a military, civil, or criminal investigation activity. In emilpo, this is triggered by a Suspension of Favorable Personnel Action (SFPA) change to/from AA (Adverse Action / Initial Report) Legal Processing LZ (pending action) Soldier is pending action by military or civil court Administrative: Parenthood, Theater Specific Individual Readiness Training (TSIRT / IRT), Sole Surviving Family Member, Conscientious Objector, Leave / TDY Non-Available (N/A) Enablers: Units can fix all data elements under the N/A Enablers category by setting up medical round-robin sites or medical rodeos for large groups (e.g. during motor stables), or by walking a few delinquent personnel to the aid station / medical treatment facility. All of the N/A Enablers should be easy fixes; but, can greatly improve unit readiness. Deoxyribonucleic Acid (DNA) Soldiers without a valid DNA sample may be difficult to identify if they become a casualty. Soldiers in this category may also require increased Soldier Readiness Processing (SRP) time. HIV Soldiers with an overdue HIV blood exam may require increased SRP processing time. Immunizations Soldiers with overdue immunizations may require increased SRP processing time. Dental (MRC4) Soldiers with a Dental Readiness Class 4 only require a dental exam, which prolongs the detection and treatment of potential issues. Periodic Health Assessment (MRC4) Soldiers missing or having an incomplete PHA prolongs the detection and treatment of potential issues. HR Indicators (1): All data elements under the HR Indicators (1) category take care of Soldiers and Families and may affect the readiness and morale of the unit. AWOL (greater than) > 31 days Soldiers AWOL over 31 days, who have not been dropped from the Army rolls, remain assigned in all HR systems and affect the unit s capability to requesting replacements. Soldiers in this status cause higher echelon leaders to see an inaccurate picture of the unit s strength. AWOL Stopped Pay Soldiers coded as AWOL in emilpo but still receiving pay per the Defense Joint Military Pay System (DJMS). These individuals cost the government money unnecessarily. POSN_9992 Soldiers assigned to a unit but still slotted as Incoming Personnel for longer than 7 days may affect NetUSR and Commanders P-Levels. Blank or Expired APFT (greater than) >12 months Soldiers (E4/E5) in this category will lose promotable status if APFT date is not validated every year. 6

Flags (greater than) >180 days Soldiers with an active Flag greater than 180 days severely affects morale and possibly Soldiers careers. Most flags should not exceed 180 days and need to be monitored to insure they are still valid and removed as needed. Blank or Expired Good Conduct Medals (GCMDL) Soldiers with a blank date or expired date in emilpo for Good Conduct Medal can be affected for promotion. HR Indicators (2): All data elements under the HR Indicators (2) category can greatly impact Soldiers and their Family--especially if there is a casualty producing event. DD93 (greater than) > 365 days or blank Failure to properly maintain an updated DD93 may cause an improper casualty notification to the Next of Kin (NOK). SGLI (greater than) > 365 days or blank Failure to properly review SGLI may cause improper payment to the correct beneficiary. Unmatched emilpo / iperms DD93 Indicates there are two different dates between the DD93 form uploaded into iperms and the verification date in emilpo. This is an indicator that the information on the DD93 might not match or be correct. Unmatched emilpo / iperms Service members Group Life Insurance (SGLI) Indicates there are two different dates between the (SGLI) form uploaded into iperms and the verification date in emilpo. This is an indicator that the information on the SGLI might not match or be correct. Unmatched emilpo / DJMS SGLI Indicates there are two different SGLI coverage amounts between what is shown in emilpo and the amount of money actually deducted from a Soldier s pay. Soldiers may have more or less coverage than they believe they do. Finance Records Review (FRR) Failure to upload Key and Supporting Documents into iperms could result in Soldiers not receiving the correct pay for their entitlements. Personnel Records Review (PRR) Failure to verify a Soldier s Record Brief and all documents uploaded to iperms in a Soldier s Army Military Human Resource Record (AMHRR); can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc. CALCULATION Each of the four main categories listed above starts at 100%, and decreases with each subcomponent subtracted from the starting number. Your overall PerOR is the average percentage of all four main categories. For example, if your unit has an overall Non-Available percentage rate of 15.5% - your PerOR for the Non-Available category is 84.5%. (100% - 15.5% = 84.5%) Another example using the Non-Available (NA) Enablers category 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 categories 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% = 350.5 / 4 = 87.6%) 7

SUMMARY 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. 8

2. This Personnel Operational Readiness (PerOR) Guide is primarily designed for Brigade/Battalion/Military Personnel Division (MPD) HR providers; but, has utility to HR personnel at all echelons. 2.1. Personnel Operational Readiness (PerOR) Rate is a percentage that looks at a combination of four main categories that commanders can influence using little time and effort; Non-Availables, Non-Available Enablers, HR Indicators (1), and HR Indicators (2). The Non- Available categories are quick-fixes that can decrease the non-deployable population. The HR Indicators are categories that take care of Soldiers and Families, and affect the morale of the unit. The goal for units is to have their PerOR rate greater than 90%. If units look at these data points on a regular (weekly) basis, they will be able to see easy target areas for improvement and constantly keep the personnel in their unit at the highest rate of readiness and morale. (Examples of the slide format can be seen in either the PerOR Guide or the PerOR Slide Format Example.) A PerOR Rate is calculated for each of the four main categories, and averaged to come up with one overall PerOR Rate. 2.2. Non-Availables Only N/A categories taken into consideration for PerOR are categories that Commanders can affect and override using the CD (Commander s Override) code in emilpo. These categories can all affect unit strength and availability to deploy, and can impact replacement requests from HRC. HR Operators should prepare a memorandum for record to document the Commander s intent regarding Commander s Override decisions. a. Medical Readiness (MRC) 3A Soldiers with Temporary (T3/4) profiles < 31 days or Dental Class 3 in MEDPROS. 1. Tactics, Techniques and Procedures (TTP)1 Conduct weekly by-name 3A scrubs with the CO CDR and 1SG, BN MEDO, and BN S1 to determine which currently nonavailable personnel will actually be available to deploy if the unit receives a deployment order. Those Soldiers determined to be available to deploy can have their N/A code overridden by the commander using the CD (Commander s Override) code in emilpo. For example, a Commander could determine that a Soldier with a sprained ankle and a temporary profile < 31 days would deploy with the unit if they received a deployment order. 2. TTP2 HR Operators need to determine how long Soldiers have been coded 3A in MEDPROS. Commanders / MEDOs need to validate whether any Soldiers with 3A codes greater than 31 days need to receive a permanent profile and possible entry into Integrated Disability Evaluation System (IDES). 3. TTP3 HR Operators need to determine how many of the 3A population are categorized as Dental Readiness Class 3 (DRC3) needs a dental appointment and get them to an appointment ASAP. Because this is an easy fix, this TTP could improve unit readiness by several percentage points depending on the amount of personnel that are DRC3. 4. TTP4 Soldiers coded DRC3 may also be non-available because they have dental conditions that will likely cause a dental emergency within 12 months. Commanders need to identify these individuals early in order for them to schedule appointments early so that they can receive any dental care required prior to Latest Arrival Date (LAD). 9

b. Medical Readiness (MRC) 3B Soldiers with medical requirements that will take more than 30 days to correct. 1. TTP1 HR Operators should determine how long Soldiers have been coded 3B in MEDPROS. Commanders / MEDOs need to validate all Soldiers with 3B codes due to temporary profiles (exceeding 30) days to determine if those Soldiers should receive a permanent profile and possible entry into the MEB process or IDES. 2. TTP2 Commanders / MEDOs should validate all Soldiers with 3B codes due to pregnancy to determine if their profile will expire prior to the unit s LAD. If the Soldier will be available to deploy prior to LAD, the commander can override the parenthood code using the commander s override (CD). 3. TTP3 Soldiers with 3B code due to MOS Administrative Retention Review (MAR2), Medical Evaluation Board (MEB), or Physical Evaluation Board (PEB) will be considered non-available to deploy and commanders will not be able to override using the Commander s Override (CD) code. c. Legal Processing LI (investigation) Soldiers under investigation by a military, civil, or criminal investigation activity. In emilpo, this is triggered by a SFPA change to/from AA (Adverse Action / Initial Report). 1. TTP1 Conduct by-name LI scrubs weekly with the CO CDRs and 1SGs, BN legal representative, and BN S1 to determine non-availables who will be available to deploy if the unit receives a deployment order. Those Soldiers who are determined to be available to deploy can have their N/A code overridden by the commander using the CD (Commander s Override) code in emilpo. For example, anyone coded LI due to a Financial Liability Investigation of Property Loss (FLIPL), and has no other non-available reasons, falls into this category and may be available to deploy. Also, Soldiers undergoing an AR 15-6 investigation for a minor action, and have no other non-available reasons, will may be available to deploy as well. 2. TTP2 After the LI phase, Soldiers either enter the punishment phase or receive no punishment at all. If they enter the punishment phase, an Adverse Action punishment phase update to emilpo is required which will remove the LI code. court. d. Legal Processing LZ (pending action) Soldier is pending action by military or civil 1. TTP1 Conduct by-name LZ scrubs weekly with the CO CDRs and 1SGs, BN legal representative, and BN S1 to determine non-availables who will be available to deploy if the unit receives a deployment order. Those Soldiers who are determined to be available to deploy can have their N/A code overridden by the commander using the CD (Commander s Override) code in emilpo. For example, a Soldier who has a court date due to adverse action will probably be available to deploy if the court date is prior to the unit deployment date. 2. TTP2 After the LZ phase, Soldiers either enter the punishment phase or receive no punishment at all. If they enter the punishment phase, an Adverse Action punishment phase update to emilpo is required which will remove the LZ code. 10

e. Administrative 1. Parenthood Military mothers of newborns are non-available for six months after child-birth. Commanders need to review the dates for Soldiers with a parenthood code and determine whether the Soldier will be available to deploy prior to LAD. If the Soldier will be available to deploy prior to LAD, the commander can override the parenthood code using the commander s override (CD). 2. Theater Specific Individual Readiness Training (TSIRT / IRT) Soldiers who will deploy late due to the theater specific training requirement cannot be completed prior to LAD. Commander cannot override. 3. Sole Surviving Family Member Soldiers who has acquired sole surviving son and/or daughter status or surviving Family member status is considered permanently nonavailable to combat duty or to Hostile Fire Areas (HFA). Commander cannot override. 4. Conscientious Objector Soldier with an approved conscientious objector status are deployable only to areas where duties do not involve handling of weapons. Commander cannot override. 5. Leave / TDY The only true Non-available in this category are Soldiers who are on transition leave that the commander will not call back for deployment with the unit, or other leave/tdy which would prevent the Soldier from being recalled and/or prevent the Soldier from rejoining the unit in order to meet the unit s operational deployment or specific mission requirements. 2.3. Non-Available Enablers: All categories under N/A Enablers can be fixed by setting up medical round-robin sites or medical rodeos for large groups during motor stables, or walking a few delinquent personnel to the aid station / medical treatment facility. One TTP is to require Soldiers to submit a copy of their current MEDPROS printout from AKO with their pass or leave packets so that commanders can find and improve those Soldiers out of tolerance in their MEDPROS categories. All of the N/A Enablers should be easy fixes, but can greatly improve the unit readiness. Commander cannot override these actions. a. Deoxyribonucleic Acid (DNA) Soldiers without a valid DNA sample may be difficult to identify if they become a casualty. Soldiers in this category may also require increased Soldier Readiness Processing (SRP) time. NOTE: medical records can take up to 45-90 days to update in MEDPROS. b. HIV Soldiers with an overdue HIV blood exam may require increased SRP processing time. c. Immunizations Soldiers with overdue immunizations may require increased SRP processing time. d. Dental (MRC4) Soldiers with a Dental Readiness Class 4 only require a dental exam, which prolongs the detection and treatment of potential issues. e. Periodic Health Assessment (MRC4) Soldiers missing or having an incomplete PHA prolongs the detection and treatment of potential issues. 11

2.4. HR Indicators (1): a. AWOL > 31 days Soldiers AWOL over 31 days who have not been dropped from rolls remain assigned in all HR systems and affect the unit s capability of requesting replacements. They cause higher echelon leaders to see an inaccurate picture of the unit s strength. 1. TTP1 HR Operators should prepare Drop from Role (DFR) packets at 20 days to enable the unit to submit the completed packet on the 31 st day. 2. TTP2 If the Soldier has been AWOL previously, commanders do not need to wait until the 31 st day to submit the DFR packet. b. AWOL Stopped Pay Soldiers coded as AWOL in emilpo but still receiving pay per the Defense Joint Military Pay System (DJMS). HR Operators can view this data from the MS51 screen in EDAS. Soldiers look up each name from the AWOL report to check and see if their duty status under the DJMS column shows AWOL (see Figure 2-1). If it does not say AWOL, they are still getting paid. They need to verify with the local finance office why their pay has not been stopped. Figure 2-1. MS51 Screenshot verifying AWOL Stopped Pay c. POSN_9992 Soldiers assigned to a unit but remain slotted as Incoming Personnel (POSN_9992) for longer than 7 days may affect NetUSR and Commanders P-Levels. There are valid reasons for having Soldiers listed as POSN_9992, which you can eliminate out of your PerOR statistics in order to be able to see the ones that you can effect. For example, Soldiers assigned to a rear detachment or derivative UIC will not have valid positions, and will therefore 12

be listed as unslotted for an extended period of time. These personnel that are POSN_9992 for no fault of the unit should not be counted against the commander s PerOR. d. Blank or Expired APFT (greater than) >12 months Soldiers (E4/E5) in this category will lose promotable status if APFT date is not validated every year. 1. TTP1 Provide the by-name list to CO CDRs and 1SGs and require them to provide a reason why each Soldier on the list has a blank or expired APFT. This allows commanders to see why their Soldiers have blank or expired APFT data and to get after the ones they are able to improve (data entry valid DA705, or pending test date). NOTE: There should be no Soldiers with a reason of data entry or pending test date for an extended period of time. 2. TTP2 If Soldiers have valid reasons (Medical Board Process, Pregnant, Deployed, Confined, AWOL, Pending Chapter, School/TDY, Transition Leave), a Memorandum for Record (MFR) signed by the CO CDR can be used as a source document to update emilpo as necessary (see Figure 2-2). a. For example, emilpo shows that the last completed date for a pregnant Soldier s APFT date is out of tolerance (greater than 12 months). If she is an E4-E5 and on the promotion standing list, she will be removed without a valid APFT date in emilpo within the past 12 months. However, she has a valid reason for not taking an APFT within the past 12 months (pregnancy profile). b. One way that you can remove those Soldiers with valid reasons for being out of tolerance in the APFT category is to use the MFR as the source document and update her date in emilpo accordingly. The reason you might want to use this TTP is to allow your commander to see the without valid reasons, which are the ones that he/she can affect. 13

Figure 2-2. Example Memorandum for Record for Valid Blank/Expired APFT e. Flags (greater than) >180 days Soldiers with an active Flag greater than 180 days severely affects morale and possibly Soldiers careers. Most flags should not exceed 180 days and need to be monitored to insure they are still valid and removed as needed. 1. TTP1 Provide the by-name list to CO CDRs and 1SGs and require them to provide a reason why each Soldier on the list has a flag greater than 180 days. Since most flags should not exceed 180 days, scrubbing this list allows commanders to remove overdue flags or change flag codes for Soldiers that transferred into a different phase of the legal process. Some of the different reasons are Adverse Action, Elimination Field Initiated, Removal from Selection List Field Initiated, Removal from Selection List HQDA Initiated, Law Enforcement Investigation, APFT Failure, Drug Abuse Adverse Action, and Alcohol Abuse Adverse Action. 2. TTP2 If Soldiers have valid reasons for having a flag greater than 180 days, a Memorandum for Record signed by the CO CDR verifying that he/she reviewed the flag and that it is still valid can be used as a source document to update emilpo as necessary (see Figure 2-3). Only the Commander can direct a SFPA be updated. For example, Soldier was flagged for APFT Failure in emilpo for greater than 180. The CO CDR reviewed the flag and 14

verifies that the Soldier is currently going through the Medical Board Process and cannot take an APFT. The CO CDR can sign a Memorandum for Record and update the date in emilpo. The original DA268 to flag the Soldier is still on file to capture the original date that the Soldier was flagged. A reason why this is a recommended TTP is because it takes the valid flags over 180 days out of view in order to highlight the ones that have mistakenly not been removed. Figure 2-3. Example Memorandum for Record for Flag Over 180 Days f. Blank or Expired Good Conduct Medals (GCMDL) Soldiers with a blank date or expired date in emilpo for Good Conduct Medal can be affected for promotion, morale, etc. 1. TTP1 A possible quick fix for new Soldiers arriving straight from AIT who have a blank date for GCMDL and who do not have any breaks in service, is to use the Basic Active Service Date (BASD) plus 3 years as their GCMDL date. 15

2. TTP2 Recommendation is to conduct an iperms record review for all arriving Soldiers during in-processing to ensure their records are up-to-date. Any recently arrived Soldier who has an expired GCMDL needs to have their last GCMDL date verified in iperms and their eligibility date adjusted accordingly. 3. TTP3 Another recommendation is to be proactive and prepare GCMDL memorandums early. Commanders are required to review the AAA-199 (Good Conduct Medal Roster) monthly. The purpose of the Good Conduct Medal Roster is to provide the Commander with a list of Soldiers who are eligible to receive a Good Conduct Medal within the next 90 days. This report displays Soldiers eligible for the Army Good Conduct Medal in two categories: those eligible in the next 90 days and those who are overdue. NOTE: While you can prepare the memorandums early, emilpo cannot be updated and the memorandum cannot be uploaded until the actual GCMDL eligibility date. 2.5. HR Indicators (2): a. DD93 (greater than) > 365 days or blank Failure to properly maintain an updated DD93 may result in an improper casualty notification. Soldiers need to understand that it is very important to update their DD93 as soon as possible after there are any changes to their Next of Kin information. DD93 should be updated during birth-month audits at a minimum; but should also be added to the inprocessing and outprocessing checklists. HR Operators must be proactive and forecast several months in advance those individuals that have DD93s that will exceed the 365 day period. b. Service members Group Life Insurance (SGLI) (greater than) > 365 days or blank Failure to properly review the SGLI may disrupt payment to the correct beneficiary. Soldiers need to understand that it is very important to update their SGLI as soon as possible after any changes to their beneficiary information. The SGLI should be updated during birth-month audits at a minimum; but should also be added to the in-processing and out-processing checklists. HR Operators must be proactive and forecast several months in advance those individuals that have an SGLI that will exceed 365 days. c. Unmatched emilpo / iperms DD93 Indicates there are two different dates between the DD93 form uploaded into iperms and the verification date in emilpo. This is an indicator that the information on the DD93 might not match or be correct. Take the by-name rosters from emilpo and iperms and cross-reference the two rosters to find any that have mismatching dates. One method to cross-reference the two rosters is to create an access database that will show the mismatching entries. d. Unmatched emilpo / iperms SGLI Indicates there are two different dates between the SGLI form uploaded into iperms and the verification date in emilpo. This is an indicator that the information on the SGLI might not match or be correct. Take the by-name rosters from emilpo and iperms, and cross-reference the two rosters to find any that have mismatching dates. One method to cross-reference the two rosters is to create an access database that will show the mismatching entries. e. Unmatched emilpo / DJMS SGLI Indicates there are two different SGLI coverage amounts between what is shown in emilpo and the amount of money actually deducted from a Soldier s pay. Soldiers may have more or less coverage than they believe they do. Field Systems Division (FSD), Human Resources Command (HRC) sends the by-name roster out to all Personnel Automation Systems (PAS) Chiefs on a weekly basis. The roster shows all 16

personnel in your unit with mismatched coverage amounts. HR Operators need to contact those personnel with mismatched coverage amounts and update their SGLI as soon as possible. A copy of the updated SGLI goes to Finance for upload. f. Finance Records Review (FRR) Failure to upload Key and Supporting Documents into iperms could result in Soldiers not receiving the correct pay for their entitlements. FRR is another action that should be added to the inprocessing and outprocessing checklists. For any questions on FRR, reference the iperms Records Review Tool (RRT) How to Guide, MILPER Message 14-046. g. Personnel Records Review (PRR) Failure to verify a Soldier s Record Brief and all documents uploaded to iperms in a Soldier s Army Military Human Resource Record (AMHRR); can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc. PRR is another action that should be added to the inprocessing and outprocessing checklists. For any questions on PRR, reference the iperms Records Review Tool (RRT) How to Guide, MILPER Message 14-046 (see below). 17

3. Example PerOR Slides PerOR As of 18

Non-Available Soft NA are areas Commander's can influence by assessing each Soldier in this category emilpo As of 19

Of the N/As that we can affect: 3As: % ( ) are Dental Class 3. If we cleared all of them up, this would bring the true N/A to % which is a decrease of %. legals ( + + ): As of Sep 13, HRC approved CDRs can override LI and LZ codes ( ) along with all light blue columns ( ) giving CDRs authority to decide whether to deploy Soldiers or not on a case by case basis. As you know there is very little we can do to affect medical 3B numbers other than ensuring they get to their appointments and processing them out of the military as applicable. 20

Non-Available Enablers All metrics can be influenced by Commanders and if accomplished will reduce the number of non-availables HRC and emilpo As of 21

HR Indicators 1 of 2 emilpo As of 22

HR Indicators 2 of 2 emilpo As of 23

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Appendix A References The Electronic Military Personnel Office Field User s Guide, Version 4.6.9.2., Field Services Division, 1 August 2011 AR 40-501, Standard of Medical Fitness AR 220-1, Army Unit Status Reporting and Force Registration Consolidated Policies DA Pam 220-1, Defense Readiness Reporting System Army Procedures AR 600-8-1, Casualty Notification, Assistance, and Insurance, dated 30 April 2007 AR 600-8-2, Suspension of Favorable Personnel Actions (SFPA) AR 600-8-6, Personnel Accounting and Strength Reporting AR 600-8-22, Military Awards AR 600-8-104, Military Personnel Information Management/Records AR 600-9, The Army Weight Control Program AR 600-37, Unfavorable Information AR 630-10, Absent Without Leave, Desertion, and Administration of Personnel in Civilian Court Proceedings DD Form 93, Record of Emergency Data SGLV8286 and (if required SGLV 8286S), Servicemember s Group Life Insurance Election and Certification Form MILPER Message 14-046, iperms Record Review Tool (RRT) How To Guide 25

Appendix B How to Pull PerOR Data Step 1: Login https://emilpo.ahrs.mil and click AHRS Enterprise Datastore Problem Step 2: Click on Public Folders 26

Step 3: Click on "PPA Step 4: Click on "MK - FT HOOD 27

Step 5: Click on "III Corps PerOR Indicators" Step 6: Click on Report Studio for III CORPS PRR READINESS -ALL UNITS 28

Step 7: Click on "OK Step 8: Click on "DD93_Details 29

Step 9: Click on [AHRS Datastore Query Wizard].[Current Organization] to open the filter to change the DMSL to match your unit. Note: Must repeat this step for each category in Step 8 - DD93_Detail, SGLV_Detail, DNA_Detail, HIV_Detail, IMM_Detail, Dental_Detail and PHA_Detail Step 10: Adjust the DMSL in the Expression Definition window, and delete the rest if you only want the one DMSL. You can add more than one DMSL to capture a larger population. 30

Step 11: Click save and exit Step 12: Change query to run weekly by using the Schedule option 31

Step 13: Click on By Week and select date and time, click the Excel option. Save and Close. Step 14: Once date and time has passed, click on the excel icon 32

Step 15: Click on the latest version date then click on download Step 16: The excel spreadsheet will open with your unit data, and the by-name data in separate tabs below. 33

Step 17: By-name breakdown, which can be filtered by UIC or DMSL Step 18: Example with multiple DMSL 34

Appendix C How to Pull Rear Detachment Report Data The Adjutant General Directorate People Our Mission, Our Strength Log in to Datastore through the AHRS Web Portal or by typing in the address https://datastore.ahrs.army.mil/ From the main menu, click on Reports. The Adjutant General Directorate People Our Mission, Our Strength From the Reports Menu, click to open the Rear Detachment Report Folder 35

The Adjutant General Directorate People Our Mission, Our Strength From the Rear Detachment Report Menu, click on the link for the Rear Detachment Report Report Icon Familiarization The Adjutant General Directorate People Our Mission, Our Strength At the Report Options Screen, make selections in Output Options and Run by, enter the UIC or DMSL and click Finish at the bottom of the screen. Note: the Rear Detachment Report can also be run for a list of multiple UICs (or DMSLs) by entering the list separated by a comma. (e.g. W123A0,W123B0, W123C0, W123T0) You may include a space after the comma or leave it off; the report will run either way. Also note, data entry should be all CAPS. 36

The Adjutant General Directorate People Our Mission, Our Strength By default, the Rear Detachment Report opens in HTML. In order to view the Soldier details, you have to click page down to go from page to page. To save time, you can export the report to your computer. The Adjutant General Directorate People Our Mission, Our Strength To export the report to your computer, click on the export link and select the preferred output format. Ensure pop-up blocker feature is off. 37

The Adjutant General Directorate People Our Mission, Our Strength Select preferred output format, View in Excel 2007 Format Export process will begin The Adjutant General Directorate People Our Mission, Our Strength You will see this pop-up when your report is exporting. If this popup disappears without the report opening in your selected format, your network may block pop-ups regardless of your browser settings. You can work around this restriction by pressing the ctrl key, or ctrl + alt keys when you select your export format and holding the key(s) until Open or Save on the File Download window appears. 38

The Adjutant General Directorate People Our Mission, Our Strength You can get around the automatic pop-up blocker by pressing the ctrl key, when you select your export format, and holding it until you choose Open or Save on the File Download pop-up. 39

Excel results will display on 3 tabs: Summary_1 counts Soldiers in only one reason category according to the precedence order. Summary Detail_2 provides the Soldier list that corresponds with Summary_1. Displays the single reason category each Soldier Personnel is counted Detail_3 in displays according detailed to the precedence Soldier list and order. all current reason categories that exist for each Soldier, even if multiple reasons are present. 40

Appendix D Rear Detachment Report Category Definitions 41

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