1. Analyze Personnel Readiness Summary (PRS) Metrics (Active Component)
Adjutant General School
Analyze Personnel Readiness Summary (PRS) Metrics (Active Component)
Human Resources (HR) support is critical to sustaining trained and ready units and installations. To be effective, HR organizations (including G1s, S1s, installation DHRs and MPDs) must have quantifiable standards, reliable systems, efficient business processes and trained personnel to perform the core competencies and major functions described in Field Manual 1-0. Command involvement by Senior Commanders, Garrison Commanders and Unit Commanders (at all levels) is essential to achieving peak performance in HR Support. The purpose of the PRS is to support the Army Sustainable Readiness Program by providing commanders a snapshot of their unit’s personnel readiness to accomplish the operational mission; the priority of the PRS is to reflect critical personnel objectives to increase unit readiness rates. PRS Guide serves as a “how to” for HR professionals tasked with gathering personnel readiness data and providing analysis to commanders.
February 2018

2. PRS Metrics and the Commander
What techniques helped you analyze PRS Metrics for your commander?
Were there any negative experiences analyzing PRS Metrics in your last organization?
What were the positives with analyzing PRS Metrics in your last organization?
Concrete Experience (10 min): Students should be able to discuss the questions on this slide if they have had experience with analyzing PRS Metrics (HR Metrics prior to 12 June 2017) for their units. The purpose of this concrete experience is to invoke students to openly discuss their points of view.

3. Terminal Learning Objective
ACTION: Analyze Human Personnel Readiness (PRS) Metrics (Active Component)
CONDITIONS: Given a small group classroom instruction, assigned readings, classroom discussions, Personnel Readiness Summary Guide, and an awareness of the 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 Objective
SAFETY REQUIREMENTS.
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.
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.

4. Measurement to a Standard
Provide commanders information to make assessments/decisions
Commander owned
Increase readiness – support USR
PRS Program
Developed by HRC
Provided to senior leaders
Measure Soldier readiness
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.
Commanders own the PRS and are responsible for directing actions required to correct readiness deficiencies. Providing support to HR professionals through active enforcement of AR and Sustainable Readiness Program standards is critical to the effectiveness of the PRS. 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, difficulties getting command involvement except once a month, leaders more focused on training and maintenance readiness 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.
NOTE: Insure students understand that PRS metrics may be based on regulatory guidance or defined locally. However, as a general rule, a local metric cannot be less stringent than the one established by a higher HQ.

5. Personnel Readiness Summary
Two Components of the PRS
Tier 1 – Readiness Metrics
Tier 2 - Personnel Indicators
17 Metrics
Focus on:
Operational Readiness
Soldiers and Families
Unit Morale
The Personnel Readiness Summary (PRS) Program is designed to maximize personnel metrics that reflect Soldier readiness and provide commanders at all levels a product to evaluate their organization’s ability to accomplish its operational mission. While commanders may choose to do so, this program is not intended to be a score/report card for the HR community. Instead, the priority of the PRS is to reflect critical personnel objectives to increase unit readiness rates. HRC separates PRS metrics into two categories: Tier 1 – Readiness Metrics (established by HRC) and Tier 2 – Personnel Indicators (tailorable by command).
The Personnel Readiness Summary provides commanders a 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 PRS metrics they will improve personnel readiness and the morale of Soldiers and Families.
NOTE: Each of the components of Tier 1 – Readiness Metrics and Tier 2 – Personnel Indicators are discussed in following slides.
PRS metrics are derived from multiple data systems as indicated.
Datastore
SMS
iPERMS
eMILPO
ERS
MEDPROS
Data Sources:

6. Tier 1 – Readiness Metrics Readiness Metrics Include:
Directly Impact Readiness
Established by HRC
Align with intent of Army Chief of Staff
Personnel Readiness metrics are provided for recurring review at every echelon. Tier 1 metrics encompass the categories that directly impact organizational readiness. Readiness metrics goals were established by HRC and align with the intent of the Chief of Staff, Army.
Readiness Metrics Include:
SGLV 8286 Validation
MRC 4
DD93 Validation
CMA/CCA/HOS > 90 days
MRC 3
AWOL > 31 days

7. DD 93 & SGLV 8286 Validation
DD 93, Record of Emergency Data > 12 months or blank
May result in an improper casualty notification
May cause errors in dispersing benefits
SGLV 8286, Service Members’ Group Life Insurance > 12 months or blank
May disrupt payment to the correct beneficiary
May result in financial hardships for beneficiaries
Unmatched dates between iPERMS and system of record
Implementation of Service Members’ Group Life Insurance Online Enrollment System (SOES)
DD Form 93 (Record of Emergency Data) > 12 months or blank: Failure to validate the DD Form 93 may result in significant delays or errors when dispersing benefits in the event of a Soldier’s death. Updated beneficiary information is also important for disposition of a Soldier’s pay and allowances if captured, missing, or interned. May also 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).
SGLV Form 8286 (Service Members’ Group Life Insurance Election and Certificate) > 12 months or blank: Failure to validate the SGLV may result in forfeiture of coverage and create financial hardships for beneficiaries. Debts are also incurred when an SGLI is not cancelled or updated upon a Soldier’s change in familial or pay status. 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).
NOTE: See MILPER Message Number , U.S. Army Implementation of Service Members’ Group Life Insurance Online Enrollment System (SOES)
The uniformed services are moving to the SGLI On-Line Enrollment System (SOES) in FY18, an enterprise web application for processing SGLI elections. Upon implementation, S1s will utilize SOES reports to monitor Soldier coverage elections. Using the SOES reports during the Personnel Records Review (PRR) and Finance Records Review (FRR) will assist in SGLV Form 8286 validation. Upon full implementation, SOES will draw data from authenticated resources, automate deductions of premiums, and file documents to the system of record; thereby reducing errors as well as workload.
Unmatched eMILPO/iPERMS DD93 – Dates between the DD93 in iPERMS and Verification Date in eMILPO do not match could mean that the wrong DD93 is loaded in iPERMS.
Unmatched SOES/iPERMS SGLV – Dates between the SGLV in iPERMS and Verification Date in SOES do not match could mean that the wrong SGLI is loaded in iPERMS.
Metric
Report Tool
Data Source
HRC Goal
DD 93
iPERMS
>98%
SGLV

8. Medical Readiness Class 3 & 4
MRC 3
Not medically ready and will default to non-deployable
Commander determines deployability for DL 1 and DL 2
DL 7 requires a waiver from the combatant commander
MRC 4
Commander determines deployability
Includes Soldiers deficient in PHA and/or DRC 4
May result in undiagnosed medical issues and/or delays in pre-deployment processing
Conduct by-name scrubs monthly that correspond with USR
NOTE: See Army Directive , Redesign of Personnel Readiness and Medical Deployability. Deployment Limiting (DL) codes are covered in greater detail during MOD B – Man the Force, Employ the Medical Protection System (MEDPROS) Lesson.
MRC 3: This class of Soldiers is not medically ready and will default to non-deployable. Medical limitations hamper unit readiness. Temporary medical issues that are not addressed may progress to permanent in nature. Commanders may also use the category to identify Soldiers who exhibit patterns of medical non-availability over time. An example is a Soldier who continuously appears on this report with new, month-to-month medical issues. This report can also be used to conduct trend analysis to identify sub-units that have process deficiencies or lack proper leadership emphasis on correcting medical issues.
Deployment Limiting (DL) Codes:
DL 1* Temporary profile greater than 14 days
DL 2* Dental Readiness Class 3 (MUST be corrected before Soldier can deploy)
DL 3 Pregnancy
DL 4 Permanent profile indicating MOS Administrative Retention Review (MAR2) needed
DL 5 Permanent profile indicating Medical Evaluation Board (MEB) needed
DL 6 Permanent profile indicating non-duty-related action is needed
DL 7** Permanent profiles with a deployment / assignment restriction code (F, V, or X)
*Commanders determine if Soldier is deployable in the Commander’s Portal after reviewing the Soldiers physical profile.
**Require a waiver from the combatant commander to deploy.
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. This class indicates the Soldier is deficient in their Periodic Health Assessment (PHA) or is Dental Readiness Class 4. 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.
Soldiers with outdated medical data or “Gray” areas in MEDPROS can experience undiagnosed medical issues and/or cause delays pre-deployment processing. Commanders may also use the category to identify Soldiers who exhibit patterns of medical non availability over time. An example is a Soldier who continuously appears on this report with new, month-to-month medical issues. Commanders and S1s can conduct trend analysis to identify sub-units that have process deficiencies or lack proper leadership emphasis on correcting medical issues.
NOTE: These categories can assist HR professionals in identification and resolution of system errors between MEDPROS and eMILPO, thus improving overall data accuracy related to Army readiness.
Metric
Report Tool
Data Source
HRC Goal
MRC 3
MEDPROS
<5%
MRC 4
<2%

9. CMA/CCA/HOS > 90 Days
Non-deployable and directly impact Army end-strength and combat readiness
Can’t be backfilled
Duty statuses can impact pay transactions
Require monthly commander review
Should be considered for separation
Confined Military Authority (CMA), Confined Civilian Authority (CCA), or Hospital (HOS) Duty Status > 90 days: Soldiers in this category are not available to deploy, nor can they be backfilled, thus adversely impacting Army end-strength and combat readiness. Proper reconciliation within CMA/CCA/HOS also has a direct impact on overall Army finance as these duty statuses can impact pay transactions.
Soldiers in a CMA, CCA, or HOS duty status for longer than 90 days require a commander’s review and should be considered for separation from active duty under the appropriate separation authority (AR , AR ) and chapter.
Metric
Report Tool
Data Source
HRC Goal
CMA/CCA/HOS >90 Days
eMILPO
AAA-162
Datastore
<2%

10. AWOL > 31 Days Affect the unit’s capability to request replacements
Must be placed in a deserter status 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
Soldiers coded as AWOL in eMILPO but still receiving pay
View this data from the MS51 screen in EDAS
Verify Duty Status Shows “AWOL”; If it does not, they are still getting paid
Verify with the local finance office
Soldiers in this category are not available to deploy and negatively affect a unit’s ability to request backfills. Proper processing and reconciliation within this category has a direct impact on overall Army finance as these duty statuses impact pay transactions.
On Day 1, the S1 prepares the DA Form 4187 (AWOL to DFR) and DD Forms 458 and 553 and submit copies to Finance, DEERS, and the Program Management Office. The commander FLAGS the Soldier on Day 2, while the S1 completes a duty status change in eMILPO. The S1 then prepares the 1st letter to the Next of Kin by Day 10. By Day 25, an NCO is appointed in writing and coordinates with out-processing on behalf of the Solder. Soldiers in an AWOL status for longer than 30 consecutive days must be placed in a deserter status on the 31st day. Soldiers are separated upon turning themselves in to authorities at a Military Installation or are captured as a fugitive, as a result of a Federal warrant issued by law enforcement, whichever occurs first. Proper processing and reconciliation of Soldiers within this category has a direct impact on overall Army end-strength and combat readiness.
Preparation and submission of AWOL packets and stopping pay associated with AWOL are routine HR tasks that require attention to detail.
Metric
Report Tool
Data Source
HRC Goal
AWOL >31 Days
eMILPO
AAA-162
Datastore
<2%

11. Tier 2 – Personnel Indicators Personnel Indicators Include:
Tailorable
Problem identification
Root cause and trend analysis
Personnel Indicators are additional personnel metrics that enable commanders to view data points that serve as shaping operations for readiness. Indicators are the tailorable portion of the PRS that allows commanders and HR professionals flexibility to monitor HR Core Competencies within their organization, as well as, identify specific problem areas and conduct root cause and trend analysis.
Personnel Indicators Include:
Flags > 6 Months
In Transit
Evaluation Report Timeliness
Sponsorship
9992 > 7 Days
My Board File (certified)
Record Review Tool
999x > 30 Days
E4/E5 Unqualified Promotable
Blank/Expired GCMDL Eligibility Date
EFMP Expired > 3 Years

12. FLAGS > 6 Months
Soldiers with an active FLAGS greater than 6 months affect Soldier’s morale and possibly their careers
Impact readiness by preventing assignments and promotions
Chapters are frequently stalled due to documentation inconsistencies and lack of performance counseling
Require units to provide by-name memorandum of explanation to all FLAGS older than 6 months
Suspension of Favorable Personnel Actions (FLAGS) older than 6 Months inhibit readiness by preventing assignments and promotions. Certain FLAGS may classify Soldiers as non-deployable. Additionally, FLAGS can be used as an analytical tool for the HR community and commanders at all levels. When reviewing, commanders should evaluate individual Soldiers with multiple FLAGS in order to determine potential patterns of misconduct. Units can also use this report as trend analysis to pinpoint specific sub-organizations that may either have disciplinary problems or deficiencies within their HR processes to properly remove FLAGS from a Soldier’s record.
S1s must ensure commanders are verifying all FLAGS exceeding 6 months as more than just a “paper drill”. S1s should require a battalion/squadron commander’s memorandum of explanation be attached to all FLAGS older than 6 months. An overwhelming majority of FLAGS exceeding 6 months are due to APFT failures, Army Body Composition Program enrollment, and Soldiers undergoing a Medical Evaluation Board (MEB). Timeliness of counseling is instrumental to the rehabilitation processes of those who are not meeting the standard. Chapters are frequently stalled due to documentation inconsistencies and a lack of performance counseling. Leaders must ride this process with their S1s and follow up with Soldiers on profiles to monitor their physical rehabilitation. Temporary medical issues can progress to permanent if Soldiers aren’t properly adhering to their profiles.
Report Tool
Data Source
HRC Goal
eMILPO
AAA-095
Datastore
<2%

13. Army Career Tracker (ACT)
Sponsorship
Mandatory for:
E1-E6
O1-O3
WO1-CW2
Impacts readiness, “no sponsor, no orders”
Directly reflects the quality of leadership within a given unit
Soldiers in the ranks of E1-E6, O1-O3, and W1-W2 will require a sponsor NLT 120 days of report date and prior to out-processing, or possess an ETP from their first General Officer. Soldiers in the ranks O4-O6, CW3-W5, and E7-E9 have the option to be assigned a sponsor. Initial Military Training and Officer Basic Course graduates will have a sponsor immediately upon notification of assignment, not to exceed 5 business days and prior to publication of PCS orders, or possess an exception to policy (ETP) from their first General Officer.
Sponsorship directly affects unit readiness under the “no sponsor, no orders” model of ACT. Sponsorship programs also have a direct impact on unit morale, Soldier quality of life, and are a direct reflection of the quality of leadership within a given unit. TASP is a commander’s program. Every commander has a responsibility to ensure their in-bound Soldiers receive a sponsor and the information they are seeking in a timely manner. Lack of proper sponsorship may expose Soldiers to issues and circumstances that negatively impact personnel and finance readiness.
Report Tool
Data Source
HRC Goal
Army Career Tracker (ACT)
>95%

14. Records Review Tool (RRT)
Personnel Records Review (PRR)
Failure to verify a Soldier’s Record Brief and all documents uploaded to iPERMS can result in inaccurate records readiness and disadvantage the Soldier for boards, assignments, etc
Failure to upload Key and Supporting Documents into iPERMS may result in Soldiers not receiving the correct pay
Effective 20 Feb 2018: In an effort to reduce redundancy and workload, the Personnel and Finance Records Reviews (PRR/FRR) were merged into one consolidated review; the Personnel Record Review. Finance specific documents reviewed as part of the old Finance Record Review are now reviewed as part of the new Personnel Record Review. See Milper Message 18 – 032.
Soldiers who neglect their PRR audit are vulnerable to records inaccuracies and pay issues. More serious issues and inaccuracies can delay pre-deployment processing. Annual validations serve to assist commanders in identifying potential “high risk” populations within their formations. In many cases, Soldiers who exhibit high risk behavior patterns can also be linked to those individuals who choose not to validate individual records. Comprehensive review of this category can assist commanders in improving Soldier quality of life, promotions, and prevention of unnecessary financial hardship.
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).
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).
Report Tool
Data Source
HRC Goal
iPERMS
<5%

15. Blank/Expired GCMDL Eligibility Date
Negatively affect unite morale and individual promotions
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
Good Conduct Medals are worth promotion points. This is often an item of interest to the NCO leadership team.
Poorly managed awards programs can negatively affect unit morale, individual promotions, and reflect the quality of organizational leadership. Adverse impacts on promotions due to improper award/denial of GCMDL may not be realized until years after eligibility date. Consider the circumstance of two like NCOs being recommended for promotion or nominative assignment, but only one has received all authorized GCMDLs. Ensuring all deserving Soldiers receive timely awards helps selection panels in determining the candidates most qualified.
Report Tool
Data Source
HRC Goal
eMILPO
AAA-199
Datastore
<2%

16. In Transit (ITA) Soldiers in this category may indicate:
Soldier is missing
Failed to report
HR professional failed to properly process arrival
Commander is responsible for validating the duty status of gained personnel
Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate a Soldier is missing, failed to report, or an HR professional failed to properly process new arrivals. Commanders are responsible for validating the duty status of gained personnel. Proper slotting also impacts individual Soldier records. When slotting transactions are conducted within AHRS, the data is transmitted to populate duty titles on ORB/ERB/SRBs.
Actions that must be taken if a Soldier does not arrive (AR , para. 2-3):
Reconcile the due in list with the Soldiers that inprocessed. If no information is available on the reasons for the Soldier’s absence, report the Soldier as absent within 48 hours of the commander’s determination that there is no legitimate reason for the Soldier’s absence. Notify the installation provost marshal, installation deserter control officer, and the military pay office within 48 hours that the Soldier has not reported.
Attach the Soldier to the gaining unit using the reporting date in the orders when the Soldier fails to arrive. Query losing unit commander, HRC, and personnel service center that published the PCS orders.
Maintains a l5–day suspense file for replies to all inquiries.
Sends a letter informing the NOK that the Soldier has not reported and that their current status is unknown.
Reports the Soldier AWOL if there is no information on the Soldier’s location within 30 days.
Report Tool
Data Source
HRC Goal
eMILPO
AAA-162
Datastore
<2%

17. 9992 > 7 Days
999x > 30 Days
Soldiers Slotted in POSN 9992 > 7 Days
May Affect USR and commanders P-Levels
Valid reasons for having Soldiers listed as POSN include Soldiers assigned to a rear detachment or a derivative UIC
Soldiers Slotted in POSN 999x > 30 Days
Proper slotting directly impacts:
Personnel accountability
Unit fill requirements
Payroll transactions
Verify all Soldiers slotted in a 999 POSN weekly
Proper duty status/slotting has a direct impact on personnel accountability, unit fill requirements, and payroll transactions. Existence of Soldiers in this category may indicate an HR professional’s failure to properly process new arrivals or failure to properly utilize assigned personnel. Commanders are responsible for validating the duty status of gained personnel. Proper slotting also impacts individual Soldier records. When slotting transactions are conducted within AHRS, the data is transmitted to populate duty titles on ORB/ERB/SRBs.
Verify all coded 999 categories at a minimum of once a week to ensure those Soldiers listed still remain under the conditions they were placed. eMILPO users can verify duty assignment title and position number using the HRAR functionality in the Personnel Readiness module. Ensure that the principal duty assignment of a person not slotted to an authorized MTOE or a TDA position is reported to the organization’s strength manager. The user must report any change in duty position which adversely affects the status of enlisted bonus recipients to the 1SG/Senior HR Sergeant/BDE Strength Manager for correction action.
Special category POSN 999 include:
9990 – Reassignable Overstrength - Soldiers in a unit who should be assigned to another unit.
9991 – Surplus or excess Soldiers - Soldiers who cannot be effectively utilized in the unit and who have been reported to US Army Human Resources Command for reassignment.
Incoming and assigned personnel who are awaiting assignment to an authorized position. (can be used no longer than seven days after arrival.)
Known losses to the unit. Soldiers may be removed from authorized positions to more effectively evaluate the unit's personnel readiness condition.
Attached Soldiers having authorized positions.
Identifies Soldiers in the following categories:
Assigned temporarily in replacement UICs pending specific assignments
Assigned nonpermanent party Soldiers for basic combat training and advanced individual training units, officer or warrant officer candidate schools, formal Army Service schools and courses, allied Army Forces, joint colleges, projects (not TDY), personnel control facilities after returned to military control, and correctional holding detachments, or U.S. disciplinary barracks.
Soldiers attending civilian institutions for the purpose of receiving instructions (not TDY).
TCS attached.
Potential gains.
Metric
Report Tool
Data Source
HRC Goal
9992 > 7 Days
eMILPO/HRAR
Datastore
<10%
999x > 31 Days
<2%

18. EFMP Expired > 3 Years
Soldiers must validate EFMP status every 3 years or as EFMP conditions change
Impacts:
Army’s ability to properly assign Soldier
Soldier’s quality of life and preparedness
Failure to properly maintain EFMP enrollment affects the Army’s ability to properly assign and care for a Soldier’s Family. Corrections/updates to EFMP can only be made by the individual Soldier or Family member through the local EFMP coordinator. While this category does not directly impact individual deployment or assignment to unaccompanied tours, it does impact Soldier quality of life and preparedness through the Army’s ability to properly care for Family members. Soldiers must validate EFMP status every 3 years or as EFMP conditions change, whichever occurs first. This includes removal of dependents no longer requiring EFMP support as well as addition of new dependents identified as EFMP. In the event that a dependent is no longer required to be listed within the EFMP, the Soldier must utilize the proper medical channels, in coordination with the local EFMP Coordinator, to have the dependent removed from the EFMP program.
Report Tool
Data Source
HRC Goal
eMILPO
Datastore
<10%

19. Evaluation Report Timeliness
Late reports reflect poor program management
May adversely affect Soldier promotions
Late reports reflect poor program management and lack of proper mentoring and counseling. Late evaluations also adversely affect Soldier promotions.
Report Tool
Data Source
HRC Goal
Evaluation Reports System (ERS)
<5%

20. My Board File (Certified)
Soldier responsibility
Failing to certify indicates lack of motivation
HR professionals should:
Identify eligible Soldiers
Assist with record updates
Provide guidance on how to certify
Certification of “My Board File” is an individual Soldier responsibility with local HR professional and commander oversight. Failure to certify My Board File indicates to the board a lack of motivation by the Soldier to be selected. HR and command oversight to ensure Soldiers have reviewed and certified board files will assist in preventing erroneous promotion and selection board results.
HR professionals should identify eligible Soldiers for promotion and assist with updates to their AMHRR and record brief in accordance with the appropriate MILPER Message. Providing guidance to younger Soldiers on where to go and how to certify “My Board File” is a highly recommended, proactive approach.
Report Tool
Data Source
HRC Goal
Soldier Management System (SMS)
100%

21. E4/E5 Unqualified Promotable
Can result in erroneous selection for promotion
Negatively affects morale, strength, and unit readiness
Verify the by-name promotion recommended list status monthly
Unqualified Soldiers who remain on the promotion list have the potential to be erroneously selected for by-name promotion. Erroneous promotions negatively affect morale, strength, and unit readiness.
Review and scrub each Soldier’s record brief during in-processing and any additional instance, (i.e. birth month audits, DD 93 and SGLV updates), where an HR professional is needed to assist with personnel issues. Ensure the Soldier’s record has been verified and properly updated using source documents for all areas affecting promotion to E5 or E6.
On a monthly and recurring basis, CDRs have the responsibility to review, monitor, and verify the promotion recommended list status of all Soldiers assigned to their command; including Soldiers integrated as a result of the command list integration process. During this monthly review, CDRs who question any Soldier’s legitimacy of residing on the recommended list must conduct a promotion audit.
Reasons for removal from a promotion recommendation list can be found in AR , para
Report Tool
Data Source
HRC Goal
eMILPO
Datastore
<2%

22. Additional Metrics 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
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 non-deployable. In other words, many administrative separations and all Article 15s, pre-trial confinements, and courts-martial actions create non-deployable Soldiers.
Terms to be familiar with:
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

23. Terminal Learning Objective
ACTION: Analyze Human Personnel Readiness (PRS) Metrics (Active Component)
CONDITIONS: Given a small group classroom instruction, assigned readings, classroom discussions, Personnel Readiness Summary Guide, and an awareness of the 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 Objective
SAFETY REQUIREMENTS.
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.
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.

24. STOP
CONDUCT THE PE