1. Warrant Officer Advance Course
MANAGE PERSONNEL
DISTRIBUTION
AND ASSIGNMENT
SHOW SLIDE 1: MANAGE PERSONNEL DISTRIBUTION & ASSIGNMENTS
Section 1. Administrative Data
Academic Hours: Hours Method of Instruction
Introduction: (CO) Conference/Discussion
Individual/Timed (TE) Test
Small Group Instruction (PH) Practical Exercise (Hands On)
Small Group Instruction (TR) Test Review
Small Group Instruction (CD) Conference/Demonstration
Summary (CO) Conference/Discussion
Section II. Introduction: Manage Personnel Distribution & Assignments
Method of Instruction: Small Group
Instructor to Student Ratio: 1 to 30
Time of Instruction: 5 mins
Motivator:
Advanced Officer Training Division
Adjutant General School

2. Terminal Learning Objective
Action: Manage Personnel Distribution & Assignments
Condition: Given access to applicable regulations, readings, practical exercises, Army Manning Guidance, Army Mobilization and Deployment Reference (AMDR), and awareness the Operational Environment (OE) variables and actors.
Standards: Management includes:
1. Identify the components of Officer Strength Management
2. Identify the components of Enlisted Strength Management
3. Explain the role and responsibilities of HR organizations
SHOW SLIDE 2: TERMINAL LEARNING OBJECIVE
Review the ALA and GLO as listed in the lesson plan
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination.
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. Everyone is responsible for safety.
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. You will be given an Exam consisting of Multiple Choice, Essays and Matching which will cover Manage Personnel Distribution & Assignments. A passing score on this examination is 70%.
INSTRUCTIONAL LEAD-IN. Your responsibility is for understanding how to Manage Personnel Distribution & Assignments. You must know how the process works, and identify the components of Officer and Enlisted Strength Management and explain the role and responsibilities of HR Organizations.

3. OFFICER CLASSIFICATION
Branch: Grouping that comprises an arm or service and is the branch or specialty in which officers are commissioned, assigned, developed, and promoted.
Basic Branch - Special Branches
Branch Detail Program: Program ensures branches with the largest need for Lieutenants are filled to required levels using LT Donor Branches
Area of Concentration (AOC): Identify position requirements and requisite qualifications BB
AOC
Name 19
19B
Armor
19C
Cavalry 42
420A
HR Technician
SLIDE SHOW 4: OFFICER CLASSIFICATION
The officer classification system supports the officer identifiers in DA Pam 611–21, Part I, which includes the Branches, Branch Detail Program, Functional Areas (FAs), Areas of Concentration (AOCs), skills and language identifiers and reporting classifications codes used to classify positions in requirements and authorization documents.
Officer personnel are classified by branch, FA and the appropriate AOC, skills and language identifiers in DA Pam 611–21.
The special branches are the Medical Corps, Dental Corps, Veterinary Corps, Army Medical Specialist Corps, Army Nurse Corps, Medical Service Corps, Chaplains Corps and The Judge Advocate General's Corps.
NOTE: Refer students to Chapter 3 of AR , The Branch Detail Program and DA Pam 600-3, para 4-7b
The Branch Detail program ensures branches with the largest lieutenant requirements are filled to their required levels using donor branches that have fewer lieutenant requirements. The Army’s many different branches do not have the same basic structure. Some branches have fewer lieutenant requirements that they do Captain requirements.
At company-level some branches do not have any platoon leader requirements unlike the many requirements for platoon leaders in Infantry, Armor or Field Artillery company level commands (Combat Arms). Therefore there are few lieutenants requirements. The branch detail program places the officer as a lieutenant in platoon leader positions in the combat arms commands or "donor branches", which have a need for more lieutenants and less captains for command. When the officer completes their detailed time, they are moved back to their basic or donor branch as a CPT to take command or serve in other staff positions.
This program is one of the true strengths of the officer corps. Branch detail officers bring a wealth of tactical experience and field craft to their branch. Officers are detailed for a period of 24 to 48 months depending on their basic branch.
AR 611-1, PARA 4-2
DA PAM
Interactive Link for Officer Classification System:

4. FUNCTIONAL DESIGNATION
In 2006, the OPMS changed to align branches and functional areas focusing on multi-skilled leaders with functionally relevant competencies. The four Career Field Designations were reorganized into 3 Functional Categories – MFE, OS, and FS.
OPERATIONS DIVISION (OD)
INFANTRY (11)
CHEMICAL (74)
AVIATION (15)
AIR DEFENSE ARTILLERY (14)
ARMOR (19)
ENGINEER (21)
FIELD ARTILLERY (13)
MILITARY POLICE (31)
OPERATIONS SUPPORT (OS)
MILITARY INTEL (35)
STRAT PLANS & POLICY (FA59)
SIGNAL (25)
FORCE MANAGEMENT (FA50)
TELE SYS ENG (FA24)
OPNS RSRCH/SYS ANAL (FA49)
SPACE OPNS (FA40)
SIMULATIONS OPNS (FA57)
INFO SYS MGT (FA53)
FOREIGN AREA OFFICER (FA48)
STRATEGIC INTEL (FA34)
ACADEMY PROFESSOR (FA47)
NUCLEAR & COUNTERPROLIFERATIONS (FA52)
SHOW SLIDE 5: FUNCTIONAL DESIGNATION
In 2006, the OPMS changed to align branches and functional areas focusing on multi-skilled leaders with functionally relevant competencies. The four Career Field Designations were reorganized into 3 Functional Categories – MFE, OS, and FS.
References: Milper Message , issued 26 Apr 2007/ Milper Message , dated 18 June 2009
FORCE SUSTAINMENT (FS)
TRANSPORTATION (88)
ADJUTANT GENERAL (42)
ORDNANCE (91)
FINANCIAL MANAGEMENT (36)
QUARTERMASTER (92)
ACQUISITION (FA51)
LOGISTICS (90)
INFORMATION DOMINANCE
ELECTRONIC WARFARE (FA29)
PYSCHOLOGICAL OPS (37A)
SPECIAL FORCES (18A)
ARSOF
CIVIL AFFAIRS (38A)
PYSCHOLOGICAL OPS (37A)
SPECIAL FORCES (18A)
DA PAM 600-3, para 3-4

5. Officer Functional Areas
FUNCTIONAL AREA (FA)
Grouping by technical specialty or skills other than an arm, service, or branch possessing an interrelated grouping of skills and tasks
May require months graduate-level training
The 15 FAs fall under the three Career Field Designations
Operations Division (OD)
Operations Support (OS)
Force Sustainment (FS)
SHOW SLIDE 6: FUNCTIONAL AREA (FA)
Definition comes from DA PAM 600-3, PARA 3-4(1)(b) And Chapter 8 DA PAM 600-3
Functional Area (FA) codes are also two characters (numeric) which are used to identify the principal or secondary position requirements and the officer’s designated functional area. FAs may require technical, specialized or graduate level training and can take up to 12 to 24 months to complete. Additionally, similar to enlisted critical MOSs, some FAs are considered low density (in inventory), but high in demand and require HR managers to pay close attention to these skills in concert with HRC personnel managers.
Functional Designation (FD) Boards are conducted for two COHORT year groups every year, usually in the 4th quarter of a Fiscal Year. A COHORT year group is determined by date of rank rather than basic year group. The two considered COHORT year groups typically align with the fourth and seventh years of service in an officer’s career. Only a select number of functional areas are included in the 4-year board while all functional areas (except FA51, Acquisition Corps) are included in the 7-year board.
Every FD board has a MILPER message released explaining the zones of consideration and detailed instructions. Officers in each considered COHORT year group receive instructions about the submission of FD preferences prior to the convene date of the board. Generally officers submit their preferences via on online application available prior to the board convene date. Officers should follow the specific instructions sent to their AKO address prior to their FD board.
FD requirements are determined by rank and COHORT year group. The requirements determine how many officers are needed in each functional area and how many are required to remain within their basic branch. The Army G-1 determines these requirements.
Officer Functional Areas
FA 24 – Telecom Systems Engineer
FA 30 – Information Operations
FA 34 – Strategic Intelligence
FA 40 – Space Operations
FA 46 – Public Affairs
FA 47 – USMA Stabilized Faculty
FA 48 – Foreign Area Officer
FA 49 – ORSA
FA 50 – Force Management
FA 51 – RD & Acquisition
FA 52 – Nuclear and
Counter proliferation
FA 53 – Systems Automation
FA 57 – Simulations Operations
FA 59 – Strategic Plans & Policies
When does this happen?
Chapter 8 DA PAM 600-3
DA PAM 600-3, PARA 3-4(1)(b) 5

6. Officer Career Management
Key Developmental (KD)
A key developmental position is one that is deemed fundamental to the development of an officer in his or her core branch or functional area competencies or deemed critical by the senior Army leadership to provide experience across the Army’s strategic mission. The majority of these positions fall within the scope of the officer’s branch or functional area mission.
Duty Detail Assignments
Army General Staff Defense Agencies General Staff with Troops
Inspector General Adjutant Appointments National Guard Bureau
Civil Works Detail (Corps of Engineer only)
SHOW SLIDE 7: OFFICER CAREER MANAGEMENT
Refer students to DA PAM 600-3, para 3-4, para 4.(d)
Once officers have completed KD requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are managed at Department of the Army level.
(1) These type of assignments include officer selected to work on the Army Staff.
(2) Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense.
General Staff with Troops. Commanders may utilize officers who are branch qualified and will not move in the near term. Examples of this type assignment include positions such as SGS, Aide-de-Camp, or Executive officer.
Inspector General duty has a minimum three year tour requirements. Officers are nominated and approved for duty by The Inspector General.
Adjutant appointments must be made by command memorandum.
National Guard Bureau has officer requirements to work within the command structure of the Army NGB.
Civil works detail is limited to Army Corps of Engineers officers.
NOTE: Immaterial codes are three characters (two numeric and one alpha), which are used to identify the principal or secondary position requirements when specific branch skills are not required.
Examples below:
01A – Officer generalist/Branch Immaterial – used to identify positions that can be filled by any officer
02A – Combat Arms Branch Immaterial (any CA branch can fill position)
03A – AR or IN branches ONLY
04A – Personnel Immaterial
05A – AMEDD Immaterial – used to identify positions requiring specific AMEDD or functional area affiliation
Immaterial Assignments: (OPS and Plans Division)
01A: Officer Generalist
01B: Aviation/Infantry/Armor/Military Intelligence Immaterial
01C: Chemical/Engineer/Military Police Immaterial
01D: Financial Management/Adjutant General Immaterial
02A: Combat Arms Generalist
02B: Infantry/Armor Immaterial
02C: Infantry/Armor/Field Artillery/Engineer Immaterial 6

7. WARRANT OFFICER (WO) CAREER MANAGEMENT
Developmental
The Warrant Officer Development Model is focused more on the quality and range of experience, rather than the specific gates or assignments required to progress.
Duty Detail Assignments
Army General Staff Defense Agencies General Staff with Troops
Adjutant Appointments National Guard Bureau
SHOW SLIDE 9: WARRANT OFFICER (WO) CAREER MANAGEMENT
(a) Pre-appointment training qualifies individuals to serve as officers. The purposes of pre-appointment training are to educate and train candidates, assess their readiness and potential for appointment to WO, and to prepare them for progressive and continuing development. All WO candidates (Active Army and RC) must attend the resident Warrant Officer Candidate School (WOCS) at Fort Rucker, AL. Warrant Officer Candidate School graduates are conditionally appointed to warrant officer one, grade WO1. The appointment is contingent upon certification by the MOS proponent that the WO is technically and tactically qualified to serve in the authorized WO MOS.
(b) The WOAC is a combination of common core and MOS proponent training that prepares the officer to serve in senior positions at the CW3 level. The WOAC includes 2 phases — a non-resident common core module and a resident phase which includes a common core module and MOS specific module. Career status (that is, voluntary indefinite status) is required for enrollment in the non-resident phase and selection for promotion to CW3 is a mandatory prerequisite for resident attendance.
(c) The Warrant Officer Intermediate Level Education Course (WOILE) is a branch-immaterial resident course which focuses on the staff officer and leadership skills needed to serve in grade of CW4 positions at battalion and higher levels. The course educates and trains officers in the values and attitudes of the profession of arms and in the conduct of military operations in peace and war. The course prepares WOs for duty as senior technicians and staff officers. Instruction includes decision-making, staff roles and functions, organizational theory, structure of the Army, budget formation and execution, communication, training management, personnel management, and special leadership issues.
(d) The Warrant Officer Senior Service Education (WOSSE) is the capstone for WO professional military education. It is a branch-immaterial resident course which provides master-level professional WOs with a broader Army level perspective required for assignment to grade CW5 level positions as technical, functional, and branch systems integrators and trainers at the highest organizational levels.
Immaterial Assignments
011A – Warrant Officer Generalist/Branch Immaterial – used to identify positions that can be filled by any Warrant Officer
Warrant Officer Education System
Pre-appointment training
Warrant Officer Candidate School (WOCS)
MOS certification (WOBC)
Warrant Officer Advanced Course (WOAC)
2 phases: non-resident common core module; resident phase
Warrant Officer Intermediate Level Education (WOILE)
Warrant Officer Senior Service Education (WOSSE)
DA PAM PARA 2-5 (b) 7

8. Roles Army G-1 HRC Brigade S-1 SHOW SLIDE 10: ROLES
NOTE: TRANSITION SLIDE
HR providers at all levels contribute to getting the Officer Distribution and Assignment System to work effectively. As the HR subject matter expert in your unit, it’s important that you understand each level and what their respective role is. Often the Army G-1 develops an officer distribution policy, HRC implements the policy, and the Brigade S-1 executes the policy. We are now going to look at each one of these organizations.

9. DA G1 Role Supervise the manning of the Army
Publish Army Manning Guidance (AMG)
Generate Personnel Management Authorization Document
(PMAD) / Update Authorization Document (UAD)
TAADS – SOLDIER
REQUIREMENTS BY
STRUCTURE (ARMY G-3)
MANNING
INITIATIVES
OPERATIONAL
REQUIREMENTS
PMAD/
UAD
SHOW SLIDE 11: ARMY G-1 ROLE
MISSION: To develop, manage, and execute, all manpower and personnel plans, programs, and policies across all Army components.
In addition to developing officer policies, the Army G-1 supervises the manning process. This guidance is established as priorities of assignment, operational requirements, and manning initiatives are simultaneously taken into consideration prior to calculating the required end strength.
The Army Manning Guidance drives the priority of fill. In a perfect world, the Army would have enough personnel to fill all required positions. What this means is that the G-3 would be able to allocate (through The Army Authorization Document System (TAADS)) all Soldiers required based on structure. Unfortunately, the Army does not have enough personnel to fill all the requirements.
Based on the information, the Army Manning Guidance fills shortages based on priority of fill while taking budgetary constraints into consideration. Once these two requirements and limitations are bounced off one another, Personnel Management Authorization Document (PMAD) identifies positions that need to be filled based on priority, and the information is forwarded to HRC for final distribution. TO
HRC
ARMY
PRIORITIES
ARMY
MANNING
GUIDANCE
ARMY BUDGETARY
CONSTRAINTS
ENDSTRENGTH 9

10. FY18-19 HQDA Manning Guidance Quick Reference
Manning Requirements for Deploying Units
RESET
TRAIN / READY
AVAILABLE P2 P1
CATEGORIES
DIRECTED FILL UNITS
- Filled at 100% by Skill and Grade
- CSA is the approval authority for directed Fill positions
ROTATIONAL FORCES
CATEGORY 1:
URGENT
- Target Manning Level is 100% aggregate except Army-wide critical shortage MOSs
- Sustain P-Level manning: P2 at Reset; P1 at Train/Ready
CATEGORY 2:
ROTATIONAL
- Planned at 95%
- Minimum manning level is 90%
- Commanders are responsible for cross-leveling to priority units
CATEGORY 3:
ESSENTIAL
- Planned at 85%
- Minimum manning level is 80%
SHOW SLIDE 11: HQDA MANING GUIDANCE QUICK REFERENCE
The Active Army is projected to downsize to an end strength of 450,000 by the end of FY18. Current Operational requirements and personnel authorizations exceed the distributable inventory in the Army.
URGENT FORCES- Consist of units that support IRPL Category A (Urgent) Operations, Missions, and Exercises
ROTATIONAL UNITS- Consist primarily of operating forces that support combat or contingency operations
ESSENTIAL FORCES- Consist of units that support IRPL categories B (Essential) and C (Important) Operations, Missions, and Exercises

11. THE ROLE OF HRC
HQDA
MANNING
GUIDANCE
PMAD
Goal: Place the right officer in the right place at the right time
The officer assignment system is a sub-system of the Officer Personnel Management System (OPMS)
Factors influencing the distribution process include:
Army requirements
Officer requirements and other factors
HRC EP/OP Branch
Managers fill
Requisition
Readiness
Division X
Unit Identifies
Requirement
(DMO, JMD)
HRC
creates requisition
EDAS
TOPMIS
Enlisted
Officer
Grade, Career Field, Education, Experience
Professional Development Needs
Availability
Stabilization / Tour Equity
Officer’s Potential for Advancement
Personal Issues (i.e., EFMP, Joint Domicile)
Regimental Affiliation
CSL Command / Project/Systems Manager
SHOW SLIDE 13: HRC ROLE
HRC is responsible for the proper execution of the Army’s manning guidance based on a unit’s priority of fill. Let’s take a closer look at how this process works.
(1) Whenever personnel shortages arise, the S-1 is responsible for submitting a strength related transaction in eMILPO. This provides visibility at HRC and allows the officer managers to identify shortages early on and establish a fill plan based on available inventory.
Once the personnel requirement has been opened, HRC must take the unit’s PMAD authorizations, provided by Army G-1, into consideration, as well as the latest Army Manning Guidance, in order to prioritize the unit’s personnel fill.
The final step for HRC is then to determine if there is distributable inventory to fill the unit’s requirements. In the event that an Officer is identified to fill the shortage, an Request for Orders (RFO) will be forwarded by the Officer Manager through TOPMIS to the unit’s Distribution Management Sub-Level (DMSL). The RFO will alert both, losing and gaining command in regards to the upcoming move. Likewise, a loss in another unit should then trigger the S-1 to forward a new requirement through eMILPO to have the loss filled as it has been identified as becoming vacant.
The ultimate goal of the assignment system is to place the right officer in the right place at the right time. The Officer assignments system is a sub system of the overall officer personnel management system (OPMS). A current operational aspect of the officer assignment system is that the Army has changed the long standing fundamental management tools of the officer assignment systems and no longer uses the Officer Distribution Plan (ODP) or the Dynamic Distribution System (DDS).
Regardless of the system in use by the Army, there are several factors that influence the officer distribution process. Those factors are the requirements of the Army and the requirements of the individual Soldier. Other assignment considerations include the following:
(1) Army priorities.
(2) Army Force Generation (ARFORGEN).
(3) Female officers will be assigned to positions that are coded female only or interchangeable.
(4) The officer’s grade, career field, education, and experience.
(5) The professional development needs of the officer.
(6) Availability.
(7) Policy considerations, such as PCS costs, stabilization, and tour equity.
(8) Officer’s potential for advancement.
(9) Personal preferences of the officer or family considerations, for example, exceptional family member program (EFMP), and concurrent assignment of family members to the same military unit.
(10) Regimental affiliation.
(11) Location and date of projected command selection list (CSL) command
Assignment
Instructions
RFO
AI/RFO creates a loss
in losing unit. S-1 reports
loss which generates a
requirement and the process
starts again.

12. THE ROLE OF HRC Executes manning guidance
Creates distribution based on manning guidance, known requirements, PMAD
Interprets competing priorities
HRC uses TOPMIS to distribute and assign officers
MANNING GUIDANCE
RECEIVED
FROM G1
PMAD
RECEIVED
FROM G1
OFFICER AND
ENLISTED
MANAGERS
FILL
REQUISITIONS
BASED ON
AVAILABLE
INVENTORY
AI/RFO
PASSED
THROUGH
EDAS/TOPMIS
IN DMSL
UNITS
SHOW REQT’s -
TAPDB
DMO/JMD
OPS and Plans CREATES
REQUISITIONS
SHOW SLIDE 14:
PMAD stands for Personnel Management Authorization Document
S-1 INPUTS TO
EMILPO – ALL
STRENGTH
TRANSACTIONS
RFO CREATES
A KNOWN LOSS
S-1 REPORTS;
GENERATES
REQUIREMENT 12

13. FACTORS THAT INFLUENCE THE DISTRIBUTION PROCESS
Balancing Priorities
Army Requirements:
Support Deployed/Deploying Expeditionary Forces
Transformation
Army Manning Guidance
Law & Policy Requirements
Professional Development
Education
Functional Area & Skill Training
Command Select List, Joint
Officer Preference
Career Opportunity
Individual Considerations
Army Requirements
SHOW SLIDE 3: FACTORS THAT INFLUENCE THE DISTRIBUTION PROCESS
Section III. Presentation.
Learning Step/ Activity 1. Factors
Method of Instruction:
Instructor to Student Ratio:
Time of Instruction:
Media: Small Group Instruction
Bottom line: The ultimate goal of the assignment system is to place the right officer in the right place at the right time. (AR , para 1-6)
Doctrinally, this process is listed as the Officer Distribution Plan. Soon after the Global War on Terror began, the shortage of officers to place against required billets placed a strain on the distribution system. Human Resources Command moved to a new process called the Dynamic Distribution System. Although some of the current logic behind this system is still in place, the Officer Personnel Management Directorate is currently working on a new system that will better cope with quickly changing distribution priorities.
Regardless of what system is used, many of the factors to be taken into consideration stay the same.
Unclassified

14. HQDA MANNING & DISTRIBUTION CYCLES
Prep
Distribution
Validation
15-02
Review 1
(V+30) 2
(V+60)
Mid Point
Review
(V+90)
(V+120)
Closeout
Orders Production
Report Window
Overlapping Cycles
Prep
Distribution
Validation
16-01
Review 1
(V+30) 2
(V+60)
Mid Point
Review
(V+90)
(V+120)
Closeout
Orders Production
Report Window
Preparation Phase: During this phase ORD Identifies all Army Requirements and the available Officer population.
Validation Phase: The MER is returned to HRC and staffed by the Account Managers and Assignment Officers for about four weeks before the Distribution Conference. During the Distribution Conference, HRC validates requirements based on several considerations with the objective of maximizing the number of units meeting ACMG/CARMG. The Distribution Conference results are final when the OPMD Director approves the Distribution Cycle Base Plan. During this phase ORD validates the Officer Distribution Plan in accordance with the Army Manning Guidance.
Distribution Phase: After the OPMD Director approves the Base Plan for the Distribution Cycle, the requirements are built and validated by the account managers and released to the AOs for individual officer assignments. This is when ORD actually Mans the Force. We do so by prioritizing Unit needs while also balancing the Officer’s personal and professional considerations.
Assess/Maintain Phase: This phase takes place concurrently throughout the manning process. During this phase ORD monitors unit strengths, evaluates distribution execution, responds to emergency requirements and communicates with the field. Approximately days after the distribution conference, HRC conducts a Course Correction. The purpose of the Course Correction is to re-validate inventory, re-validate requirements, and address changes since the distribution conference.
Endstate: The end state of the Officer Distribution Process is a prioritized, equitable distribution of Officers to positions commensurate with their capacity, and that Army essential requirements are met.
Planning vs. Process

15. Assignment Process (or…How a REQ is Born)
PMAD v. MTOE
What are you AUTH’d v. what HRC will fill?
Assignment Officers
ID available officers
TOS (24 months)
KD requirements
DEROS / deployment completion
Unit / branch requirements
VOUs
Valid
Open
Unfilled
AMs build
Filled if built
Not built at unit request
Not “killed” w/o reason
Unit Requirements
Vacancies
Anticipated shortages
Other
Validated Requirements
COS’ AMG
Army priorities
Unit needs
Officer preferences / timelines
Approved by OPMD Director
(Distribution Requirements List)
SHOW SLIDE 16: ASSIGNMENT PROCESS (OR…HOW A REQ IS BORN)
Account Manager
Unit requirements
Unit’s ARFORGEN timeline
COS’ Army Manning Guidance (AMG)
Cycle Manning Conference
DRL
Branch v. AMs
OPD Chief presides
DRL
Unit & branch input
Army-wide requirements
Cycle-specific
Disclaimer: Process shown is for REQs validated during manning conferences, not other manning events.

16. CG Officer Distribution
LTs – Officer accessions.
Distribution Plan: HRC distributes in conjunction with commissioning source and BOLC graduations based on unit strength. It is typical for units to be 125% strength LTs.
CPTs
Pre-CCC CPT distribution plan: Typically ‘grown’ from within a unit (LT to CPT promotions). Most organizations require post CCC CPTs for KD assignments.
Post-CCC CPT distribution plan: HRC operations distributes these requirements based on CCC course graduation dates (i.e. officers report to follow on assignment 1 month after CCC graduation). Distros are not announced like the major manning conferences, rather they are held once per month by Assignment Division (MFE, OSD, FSD, etc.).
HRC’s goal is to fill all CO CMDs with CCC CPTs. Typically units will receive enough CCC CPTs to cover each command position +10% bench.
Post-KD CPT distribution plan: Most BCTs are not authorized “senior,” post-command CPTs (i.e., J2s). These officers are usually pulled from units after command and sent to fill senior CPT assignments (AC/RC, CTCs, USAREC, broadening assignment, etc.).
Unit requirements: Notify HRC OPMD account manager regarding desire to place an officer in a second command or rear detachment command.
SHOW SLIDE 17: CG OFFICER DISTRIBUTION

17. FG Officer Distribution
MAJs
Majors are distributed during HRC manning conferences. This includes two Army ILE graduating classes per year and blended courses that graduate periodically throughout the year.
HRC account managers will compete these requirements during manning conference. Priority for fill is based on CSA’s Army Manning Guidance.
Unit requirements: HRC account managers will request units to submit their MER (Mission Essential Requirements) prior to manning conferences.
SAMS graduates are distributed by the HRC SAMS account manager. HRC fills requirements based on DA G3/5/7 priorities. These are not prioritized by HRC. HRC account managers will contact units prior to SAMS graduation dates for preferences.
Unit requirement: Contact HRC account manager for specific request or BNR
LTCs
Non-CSL LTCs are distributed during HRC manning conferences. HRC account managers will compete these requirements during manning conference. Priority for fill is based on CSA’s Army Manning Guidance.
Unit requirements: Include requirements on MER (Mission Essential Requirements) prior to manning conferences.
CSL LTCs are distributed by HRC’s command branch.
Former Battalion Commanders are assigned to specific FBC positions post-command. DCOs may fall into this category. DCOs are not distributed at HRC manning conferences and are filled six months prior to LAD.
SHOW SLIDE 18: FG OFFICER DISTRIBUTION

18. ILE Distribution Flow and Timeline
General Timeline
G3/5/7 hand off to HRC LDD (D-7 months) (e.g. JUL/JAN)
HRC LDD hand off to assignment divisions (AD) (D – 6 months) (e.g. AUG/FEB)
Winter ILE: ~ 193 slots
Summer ILE: ~ 630 slots
Satellite ILE: ~ 691 slots
Army G3/5/7 distributes ILE slots to HRC LDD
Assignment divisions hand off to basic branches (D – 6 months) (e.g. AUG/FEB)
Basic Branches NLT fill ILE seats (D- 120 days) (e.g. NOV/MAY)
HRC LDD distributes ILE slots to HRC assignment divisions
HRC assignment divisions distribute slots to basic branches
ILE Start (D)
(e.g. FEB/AUG)
Basic Branches coordinate with officer
SHOW SLIDE 19: ILE DISTRIBUTION FLOW AND TIMELINE
Basic branches use ILE ROE to determine ILE population
Officer coordinates with unit
Basic Branch (Assignment officer)
Publish RFO

19. Officer Assignment Policies
General Assignment Policies:
Made when required for national security
Made based on the officer’s professional qualifications
Qualified volunteers are considered first when all other factors are equal
PCS moves are not tied solely to the passage of time on station
Equal distribution within branch, FA and grade among overseas assignments and assignment locations
Restrictions - Orders should not be requested for:
Officers to PCS twice in the same fiscal year
Officers obligated to complete Army Educational Requirements System (AERS) utilization
Officers in an approved stabilized position
Officers serving a prescribed overseas tour
Officers assigned to a joint duty assignment list (JDAL) position
SHOW SLIDE 20: OFFICER ASSIGNMENT POLICIES
*(AR , CHAPTER 5)
As a HR manager you must be aware of the general characteristics of the Army’s officer assignment policy:
(1) PCS assignments are made when required for national security.
(2) The Army attempts to provide professional growth and development at various levels of responsibility and expose officers to the wide variety of organizational structures within the total force.
(3) All PCS movements require qualified officers to fill valid vacancies. When every other consideration is equal, officers who volunteer will be given preference over those who don’t for assignments and locations.
(a) Remember, all things being equal is a very broad context, and very few officers have career backgrounds and qualifications that are exactly equal.
(b) Therefore, do not always assume that any volunteer for an assignment is the best choice, but should be given consideration over an officer who does not volunteer.
The officer that does not volunteer may be the best officer for a specific vacancy.
(4) Although the Army supports stabilizing officers and their families, time on station does not necessarily dictate when an officer will move or not move.
(5) Hardships need to be share among everyone, particularly during these times of high OPTEMPO deployment.
REASSIGNMENT RESTRICTIONS:
Like most other HR management systems the Army has restrictions on reassignments. The Army intends to maximize the use of it’s funding; therefore PCS moves are limited.
Soldiers are not authorized to PCS twice within the same fiscal year. Low Cost Moves may be authorized. Low Cost Moves may be authorized when a Soldier is assigned within CONUS or within an overseas area where PCS travel is required and the move can be made for $500 or less, and when the commander is authorized to direct the PCS. The local finance office and the local transportation office will be contacted to determine if the Soldier’s legal entitlement to the PCS travel fund is $500 or less. The determination will be made, in writing, before a request for orders is prepared.
1) Officers incurring AERS utilization tours after completing funded education programs must complete their utilization tour before they can PCS.
2) Certain officers are assigned to approved stabilized positions. Ones that quickly come to mind might be BN and BDE Commanders who serve two year tours.
3) Overseas tour requirements must be met before officers can return to CONUS.
4) Joint duty requirements are prescribed in law must also be met before officer can leave those respective Joint organizations.
AR , CHAP 5

20. Utilizing Education & Experience
Army Educational Requirements System (AERS)
Graduate Degree Program, Tuition Assistance (TA) incur 2 yrs ADSO
Captains Career Course (CCC)
Command (18 months), reduced/increased by (6 months), additional command time requires HRC approval
Intermediate Level Education (ILE)
Focus on preparation for field grade command/staff positions
Advance Military Studies Program (AMSP / SAMS)
Minimum tour length (18 months), BQ officers normally go to Corps units; NBQ officers normally go to Division staff
Senior Service College (SSC)
Assigned according to specific nature of their education and individual qualifications
SHOW SLIDE 21: UTILIZING EDUCATION AND EXPERIENCE
NOTE: Refer the students to AR , Chap 5, Para 5-4 and DA PAM 600-3, para 2-5
The Army has a vested interest in utilizing specific officer training and experience to maximize the benefit of that training. Categories the Army is specifically interested in are shown here.
NOTE: Lead the discussion with several questions. Ask the students if they were aware of all of these professional training levels. Ask the students if they are aware that most of these schools are indicated on their officer records briefs upon completion by a specific Military Education Level (MEL) code.
The codes for each school completed are:
(a) Captain's Career Course (CCC) – MEL N
(b) ILE (Command and Staff College) – MEL 4
(c) SSC – MEL 1
NOTE: SAMS = School of Advance Military Studies. It is a one year follow on course to CGSC at Fort Leavenworth, and is very competitive. Only 50 CSC student officers per class out of 1000 per year stay for a second year to complete AMSP/SAMS. The officers selected are identified by the CGSC faculty.
AR , PARA 5-4/DA PAM PARA 2-5

21. Duty Detail Assignments
HQDA has interest in and directs assignments to the following duty details
Army General Staff
Defense Agencies
General Staff with Troops
Inspector General
Adjutant Appointments
National Guard Bureau
Civil Works Detail (Corps of Engineers only)
Duty detail assignments do not affect the officer’s basic branch
SHOW SLIDE 22: DUTY DETAIL ASSIGNMENTS
Refer students to AR , Chap 3-3a
Once officers have completed Key Developmental requirements in a particular grade, they may be selected for duty detail to meet Army requirements. These types of assignments are managed at Department of the Army level.
(1) These type of assignments include officer selected to work on the Army Staff.
(2) Defense agencies also have requirements. An example of this might include military aide to the Secretary of Defense.
General Staff with Troops. Commanders may utilize officers who are branch qualified and will not move in the near term. Examples of this type assignment include positions such as SGS, Aide-de-Camp, or Executive officer.
Inspector General duty has a minimum three year tour requirement. Officers are nominated and approved for duty by The Inspector General.
Adjutant appointments must be made by command memorandum.
National Guard Bureau has officer requirements to work within the command structure of the Army NGB.
Civil works detail is limited to Army Corps of Engineers officers.

22. AG Officer Talent Development Model
BZ MAJ PZ MAJ BZ LTC PZ LTC
1ST
BZ COL PZ COL
BOARD BOARD
BOARD (NOV)
BOARD CSL
BOARD BOARD
Years:
(JUL)
(JUL)
(NOV) (OCT)
(MAY) (MAY)
2 4 6
0-18mos 8 10 12 14
16 18
20 22 U
18-48 mos
4-11 yrs
11-16 yrs
16-21 yrs
Key Developmental
Battalion S-1/Adjutant BDE Strength Manager Platoon Leader
(HR or Postal)
BN/BDE S-1
BDE S-1
Division G-1 (CSL) BN CDR (CSL)
Commander, USMA Band DEP CDR, Special Band
Corps G-1 (CSL) Commander (CSL)
Commander, US Army Band
US Army Field Band
Company Commander*
Deputy DIV G-1*
XO, Special Band CDR, Army Band
Associate Bandmaster, US Army Band CDR, Army Band (HQ A6, B6, A7)
CMDT, Army School of Music
HR CO XO
Key Developmental:
(HQ A7, A9, B9)
“Determined by branch to be fundamental to the development of an officer in his or
XO, Army Band
Only a small % of LTCs and COLs are CSL; non-CSL officers can continue to make significant contributions at all levels of the Army in a myriad of challenging assignments.
(HQ A7, A9)
her core branch competencies…” DAPAM 600-3
A G
G-1 Div Strength Mgr
HR Plans and Ops Officer
HROC Chief
AG School Staff
Post-KD jobs are broadening:
AG School Staff/Faculty
HRC Staff
Utilization = KD
HRC Staff
JDAL Assignment
“Purposeful expansion of an individual’s capabilities and understanding… that are gained through experiences in different organizational cultures and interests…”
HRC Staff
ACOM/Army/Joint (JDAL)
ACOM/Army Staff Deputy Corps G-1
Post-KD
AG School Staff/Faculty ACOM/ Army Staff MEPS Ops Officer USASOM Staff/Faculty
MEPS Commander
BN XO
USASOM Staff/Faculty
Some LTC billets are
specifically for 1 A
Recruiting Staff USMA/ROTC Staff/Faculty ACOM/Army/Joint Staff
USMA/ ROTC Staff/Faculty ACOM/Army/Joint Staffs
FBC/former CSL officers
AR600-3
Inspector General
PME
BOLC
SHOW SLIDE 23: AG KEY DEVELOPMENTAL POSITIONS
In addition to meeting Army needs, the assignment officers at HRC are charged with managing your professional development. DA PAM has developmental models like the one depicted here for all branches and functional areas. The main items the assignment manager will focus on are schooling and key development positions. Although this can vary a little branch to branch, here’s the basic concept.
One person in the controlling branch at HRC manages LTs. This person tracks the officer through BOLC, and then makes their initial assignment. This person is also tracking any agreements for special schools, degree completion, etc.
Upon making the promotion list for Captain, the officer is transferred to the control of the junior captains assignment officer. In AG for example, this assignment officer maintains you in his control population until you complete this course. This means he has a population that spans several year groups. His challenge is to fill Army requirements, get you to the career course, and to meet any obligations the Army makes to you through programs such as officer retention.
Assuming the Army has made no obligation to you, the assignment officer is looking at three things. KDP highlights include:
DA PAM 600-3, para 3-5a(3) Before promotion. Prior to promotion to captain, officers must complete their baccalaureate degree. This requirement is from Title 10 United States Code (10 USC).
DA PAM 600-3, para 3-15d OPMD assignment managers. Responsible for balancing Army vs. officer.
They provide candid, realistic advice to officers about their developmental needs.
NOTE: Instructor should point out and explain that the term branch qualification has been replaced with Key Developmental Positions (KDPs).
CCC
ILE
SSC
ACS (1)
Other Training Opportunities
HR Plans & Ops Course
BDE S1 Course
Postal Supervisor
ABN, AASLT, Ranger
AG Branch & leaders engage top-tier officers; begin applications
Broadening
TWI
BOP .
Satellite ILE + Fellowship = MEL-4 (Congressional, Joint Staff, etc.)
BOP .
JIIM JIIM
Self-Development
Graduate Degree (encouraged, not required; ACS, fellowship, or tuition assistance)
nclassified 9
Professional Certification – PHR, SPHR, PMP, etc. (encouraged, not required)
As of AUG 16

23. US Army Adjutant General School
DA Pam Update
US Army Adjutant General School 23

24. Brigade S-1 Role
Manage the personnel strength of the Brigade and all subordinate units at the Distribution Management Sub-Level (DMSL)
Review and monitor officer strength, distribution, and assignments using the Total Officer Personnel Management Information System (TOPMIS)
Coordinate officer requirements with HRC
Develop officer slate for the brigade; anticipate requirements, KD assignment moves, changes of command, etc.
Take immediate action when there are changes in units’ MTOEs/TDAs; identify and keep track of any new requirements
Conduct Talent Management with the assistance of the Brigade CSM and XO.
SHOW SLIDE 25: BRIGADE S-1 ROLE
As we discussed earlier, the Brigade S-1 must take an active role in officer management for their brigade and subordinate units. Unlike enlisted personnel management, officers are managed by the “eaches” with every individual officer’s professional development and preferences factored in against Army requirements. This list is certainly not all inclusive; however, here are some key points:
Manage the personnel strength of the Brigade and all subordinate units at the Distribution Management Sub-Level (DMSL)
Review and monitor officer strength, distribution, and assignments using the Total Officer Personnel Management Information System (TOPMIS)
Coordinate officer requirements with HRC; keep in regular contact with your readiness/distribution manager
Keep TOPMIS straight (ORBs) so HRC has the right information and officers are eligible for the right assignments at the right time; submit timely eMILPO transactions
Develop officer slate for the brigade; anticipate requirements, KD assignment moves, changes of command, etc.
Monitor changes in units’ MTOEs/TDAs; identify and keep track of new requirements

25. Total Officer Personnel Management Information System (TOPMIS)
ENABLING SYSTEM
Total Officer Personnel Management Information System (TOPMIS)
**TOPMIS is an automated system
used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength
and distribution/assignment and maintain officer record data on the
Total Army Personnel Data Base-Active Officer (TAPDB-AO).
This system requires adjustments at HRC to support revised organizational relationships and recognize new requisitioning agencies.
SHOW SLIDE 26: ENABLING SYSTEM
TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

26. QUERY SYSTEM
The QUERY System menus provide the ability to create custom made queries to retrieve data specific to the request.
Cautions about the Query System:
Always use a filter when conducting a query otherwise, be prepared to wait a long time.
DMSL, UIC, PGRAD, CONGR, BABR are all good filters – recommend using at least one
Its better to “borrow” and modify an existing query than to start from scratch, but the choice is yours.
SHOW SLIDE 26: ENABLING SYSTEM
TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

27. REQUISITIONS & ASSIGNMENTS
Local Strength Managers do not build requisitions. They report vacancies to HRC and HRC produces the requisitions.
SHOW SLIDE 26: ENABLING SYSTEM
TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

28. DETAIL STRENGTH REPORT BY CONGR
SHOW SLIDE 26: ENABLING SYSTEM
TOPMIS is an automated system used by HRC to distribute and assign officers, and by HQDA/MACOMs/installations and brigades to manage officer strength and distribution/assignment and maintain officer record data on the Total Army Personnel Data Base-Active Officer (TAPDB-AO)

29. ENLISTED DISTRIBUTION & ASSIGNMENTS

30. REQUISITION PROCESS Monthly process
Allocation limited to share of available inventory determined by the EDTM
Allocated via EDAS at 4-character MOSC
Requisitioning activities expand allocations to 9-character MOSC
Lead times subject to change based on priorities
Once validated, requisitions are released via EDAS to HRC Career Mgmt Branches for fill
SHOW SLIDE 31: REQUISITION PROCESS
The monthly allocation of requisitions is limited to the command's share of available inventory, as determined by the EDTM.
(1) Requisitions are allocated to the field via EDAS at the 4-character MOS Code (MOSC) level.
(2) Requisitioning activities then expand the allocations to the 9-character MOSC level, adding security requirements, other details, and special instructions (SI), then transmit them to HRC by verifying requisitions in EDAS.
(3) The lead time required in submitting personnel requisitions provides time for selecting and preparing Soldiers for movement. Actual lead times necessary for each MACOM are established during the requisition allocation process or via HRC and the command. Lead times are subject to change based on priorities. However, as shown in paragraph 3-6, the minimum lead time is CM+4 and the maximum lead time is CM+12.
Once approved, the requisitions are released via EDAS to the appropriate career management branch for nominations to fill the requisitions.
The allocation of requisitions for each of the requisitioning activities listed below will be limited to the
command’s share of available inventory, determined by the EDTM. Requisitions are allocated to the field via EDAS at the 4–character MOS code (MOSC) level. Requisitioning activities then expand the allocations to the 9–character MOSC level, adding security requirements, other details, and special instructions (SI), if necessary, and transmit them to HRC by verifying requisitions in EDAS. The requisitioning activities are—
(1) CONUS installations.
(2) CONUS elements of functional commands.
(3) U.S. Army, Europe (USAREUR); Eighth U.S. Army (EUSA); U.S. Army, Pacific (USARPAC); and U.S. Army,
South (USARSO).
(4) U.S. Army Medical Command (MEDCOM).
b. All other requisitioning activities will determine their 9–character MOSC level requirements and any SIs and transmit them to by creating requisitions in EDAS. If no requisitions are received from a particular requisitioning
activity during the month, the assumption is that no requirement exists.
c. EDAS will generate the control and serial number when the requisition is created. (See EDAS Users Manual for details.)
d. The lead time required in submitting personnel requisitions provides time for selecting and preparing Soldiers for movement. Actual lead times necessary for each ACOM/ASCC/DRU are established during the requisition allocation process or via direct communication between HRC and the supported command. (Questions on this process may be referred to HRC (AHRC–EPD), 2461 Eisenhower Avenue, Alexandria. VA 22331–0450.
AR , PARA 3-7

31. ENLISTED DISTRIBUTION TARGET MODEL (EDTM)
Automated system that creates enlisted distribution targets for MOS, grade, and UIC
Fills each UIC reflected in the Personnel Manning Authorization Document (PMAD) with projected available inventory according to Army G-1 enlisted distribution policy
Model targets each UIC for fill according to Army G-1 enlisted distribution policy; therefore, units may be targeted at more or less than authorized
EDAS view capability (CM+4 through CM+12)
Targets are produced monthly, or more frequently, if warranted
The Enlisted Distribution Target Model (EDTM) is an automated system that creates enlisted distribution targets by MOS, grade, and unit identification code (UIC). The model fills each UIC reflected in the personnel manning authorization document (PMAD) with projected available inventory from the MOS Level System (MOSLS) according to DCS, G–1 distribution policy.
The EDTM constrains the assignment process to coincide with the projected operating strength targets. It represents assets the Army realistically expects to be available for distribution. The model targets each UIC for fill according to the DCS, G–1 enlisted distribution policy. Therefore, the possibility exists (depending on the fill priority and projected inventory) for a unit to be targeted at less than authorized strength.
By using the EDAS management information subsystem, field personnel managers may view the targets— grouped by private (PV1) through specialist (SPC), sergeant (SGT) through MSG, and SGM––for the current month plus four through 12 months (CM+4 through CM+12). This is accomplished by using either the REPORT REQUEST (MO) (reports A, B, E, F, and J) or the STAT QUERY (MQ) (reports A and D).
The targets are produced monthly, or more frequently if changes to projected authorizations or operating strength warrant an update. (Questions on the EDTM may be referred to HRC (AHRC–EPD–P), 2461 Eisenhower Avenue, Alexandria, VA 22331–0450.)
NOTE: Explain to students that based on the contemporary operational environment the Army G-1 may frequently change the distribution policy so that higher priority units (deploying units, etc.) have priority of fill for available inventory. Explain that as HR managers, it is important to know their unit's priority and be able to explain this to unit leadership.
AR , PARA 3-6

32. ENLISTED DISTRIBUTION TARGET MODEL (EDTM)32 A ta r g e t re p se n s h tr th
that a unit
should
have . T R
EAL ch a l i d
rmi w u ’
will be. Mo c o b to m te x : … ti v , f y fo
ffe ts
Sta zi D U
UNIT
AUTHORIZA
TIONS
PMAD + MO “o ” MA N I G C E
Army -1 PR O J EC ED
VEN Y M
PMA Pe Ma za Mi EL
When calculating monthly distribution targets, we must take several factors into consideration. First, we take the units’ authorizations, which are based off PMAD, DMO, and other inputs. Next, we look at what the projected inventory should look like and factor in the latest Army G-1 manning guidance. As all three factors are taken into consideration, the EDTM then calculates what the monthly targets for the Army will amount to.
AR , PARA 3-6

33. REQUISITION VALIDATION TOOL
Process to produce and validate requisitions
- Authorizations / Priorities
- Current strength
- Known gains and losses
The projected strength is compared to the DMSL’s target at MOS and grade level.
If the projected strength is below the target, requisitions are built to increase the projected strength.
Current Strength
Gains
Losses
Open Requisitions
Projected
Strength
Target
SHOW SLIDE 32: REQUISITION VALIDATION TOOL
It is important to understand that Strength Managers/S-1's need to learn who their HRC account manager is and maintain communication by talking to their account manager in order to report shortages and learn what the projected fix is. By being smart on EDAS they can see what requisitions are already built as well as what Initial Entry Training (IET)s and inbounds are projected.  In an effort to help produce and validate requisitions as needed, the Army has adopted a new system. This system was designed to help maintain unit strength at the target range. This process can be completed when a unit takes its projected strength and compares the numbers to the DMSL target at MOS & grade level. The projected strength can then be calculated by adding all outstanding requisitions and projected gains to the units’ current strength and deducting all known projected losses. Should calculations fall below the target, it is the units’ responsibility to report shortages, and thus have requisitions built. 33

34. GUIDANCE – EPMD DMSL MANGERS
Identify real problems and report them in a clear manner
Understand the “total Army” picture
Be familiar with the Army Manning Guidance, ARFORGEN, Army Campaign Plan, and Deployment Cycles
Communicate with your Account Manager at HRC
Learn and understand the capabilities of EDAS and COPS
Be familiar with the S-3 training calendar
Assist the S-3 or Commanders at all levels by providing comments for the S-1 portion during USR
SHOW SLIDE 33: GUIDANCE- EPMD DMSL MANAGERS
The most important thing is for a strength manager is to learn how to identify real problems and report them in a clear manner. To ensure that the commander is properly informed, it is imperative that strength managers understand the total Army picture. For example, if you are calling about a skill level shortage you should know what your total strength for that MOS is (with promotables).  Learn what MOSs are substitutable for another.  Research the total Army picture for an MOS you are reporting - HRC unit representative can assist. Communication and timing is critical.  Keep HRC informed as far out as possible about deployment shortages...3 months before deployment is too late. Becoming familiar with the Army Manning Guidance, ARFORGEN, Army Campaign Plan, and deployment cycles prior to a units deployment will allow S-1 managers to be set up for success as S-1s understand what the underlying concepts of manning a unit prior to, during, or upon completion of a deployment. Strength managers must understand the ARFORGEN process and how it will impact their unit.
Maintaining good communications with unit representatives will also assist in establishing a common operating picture for everyone involved.
Learn and understand EDAS and COPS. Although COPS is a step up for the field in terms of being user friendly and strength data provided in a single system for officer and enlisted, the program still lacks some of the capabilities EDAS can provide. Therefore, Strength Managers should become familiar with EDAS in order to look at Valid, Open, Unfilled (VOU) requirements, IET plans, organization tables, and so forth. HRC recommends that S-1s contact their unit representative if they encounter any difficulties and are looking for assistance. 34

35. ASSIGNMENT ELIGIBILITY & AVAILABILITY (AEA) CODES
Minimum TOS requirement in CONUS is months. Some exceptions apply:
Reassignment to OCONUS
Reassignment of first-term Soldiers
Reassignment for compassionate reasons
To fill a higher-priority assignment
Stabilization actions approved by HRC; HRC-processed AEA codes will have precedence over field processed AEA codes
SHOW SLIDE 34: ASSIGNMENT ELIGIBILITY & AVAILABILITY (AEA) CODES
NOTE: Refer students to AR , para. 3-8 and Table 3-1.
With regard to the stabilization of tours, the minimum TOS requirement for Soldiers assigned in CONUS is 48 months. Exceptions to this requirement are as follows:
(1) Reassignments to OCONUS.
(2) Reassignments to a different duty station for training or educational purposes including Soldiers being reassigned to the Sergeants Major Academy and all other schools requiring a PCS.
(3) Reassignments that are a direct result of major weapons system changes or unit conversions (for example, formation of a new unit manning system unit). Moves associated with replacing a Soldier selected to man a new weapons system or unit are not covered by this exception.
(4) Reassignments to retrain Soldiers into new specialties in-conjunction with reenlistment. In these instances, a 12-month minimum TOS will apply.
(5) Reassignments from the Office of the Secretary of Defense (OSD), the Organization of the Joint Chiefs of Staff, (OJCS), or a joint defense agency where the tenure is limited by statute or other provisions to a shorter tour.
(6) Reassignments for compassionate reasons.
(7) Reassignments to a different duty station in preparation for a unit deployment.
(8) Reassignments of first-term Soldiers.
(9) Reassignments to keep married Army couples together. In these instances, a 24-month minimum TOS will apply.
(10) Reassignments due to becoming disqualified to serve in the assignment or being relieved for cause from the assignment.
(11) Reassignments to fill a higher-priority assignment.
(12) Reassignments when HQDA has determined it is in the best interest of the service or the individual Soldier.
(13) Additional exceptions as announced by HRC.
j. AEA codes are a management tool used to identify the Soldier’s eligibility and availability for reassignment. When two or more AEA codes apply, the AEA code with the longest period of stabilization will be reported. AEA codes will be processed immediately upon change of a Soldier’s eligibility status. The eMILPO will be used for submitting AEA transactions. Stabilization actions approved by HRC and HRC–processed AEA codes will have precedence over field processed AEA codes.
k. Currently there are 35 AEA codes:
(1) HRC exclusive: D, E, H, I, J, M, N, O, P, R, S, T, Y, 1, 2, 3, 4, 5, 6, 7, 8, and 9.
(2) Field and HRC: A, B, C, F, G, L, P, Q, U, V, W, X and Z.
AR , PARA 3-8/Table 3-1 35

36. SOLDIER-INITATED ASSIGNMENTS
Exchange Assignments
Sole surviving son or daughter
Compassionate Actions
Married Army Couples Program (MACP)
Permissive Assignments
Stabilization for Soldiers with High School Seniors
24 Month Stabilization for Soldiers after the death of a
spouse
SHOW SLIDE 35: SOLDIER-INITIATED ASSIGNMENTS
NOTE: Refer students to AR , Chapter 5, Section II.
There are certain instances where a Soldier may request a reassignment, request to be deleted from existing assignment instructions (AI), or request to be deferred from reporting during the reporting month of an existing AI. Some of the most common reasons are:
(1) Compassionate actions, such as request for deletion, deferment, or reassignment due to extreme family problems.
Other Soldier-initiated assignments include Exchange assignments, sole surviving son or daughter, Married Army Couples Program (MACP), Permissive assignments, and Stabilization of High School Seniors.
** Effective 10 Oct 12, 24 month stabilization for Soldiers after the death of a spouse (RAR)

37. ENLISTED DISTRIBUTION & ASSIGNMENT SYSTEM (EDAS)
29 MAR 10
WELCOME TO THE
ENLISTED DISTRIBUTION AND ASSIGNMENT SYSTEM
(EDAS)
PLEASE ENTER:
EDAS ID _______
EDAS PASSWORD _______
IF YOU HAVE QUESTIONS, COMMENTS, OR PROBLEMS
PLEASE CONTACT: EDAS ASSISTANCE CENTER
DSN: COMMERCIAL: (703) 325
USE THESE EXTENSIONS:
EDAS is a real time, interactive automated system used to distribute and assign the enlisted force
Issues assignment instructions via automated data transmission (ADTRANS) that arrives in the field as eMILPO output
Provides EPMD and field users authorizations and assigned/projected strengths by MOS, Grade, SQI, ASI, and Language
Provides enlisted strength management information to field commands
Provides interactive update capability to post information directly to the TAPDB for authorized users, including field users, to delete or defer Soldiers and also to create requisitions
SHOW SLIDE 37: ENLISTED DISTRIBUTION & ASSIGNMENT SYSTEM (EDAS)
NOTE: For additional EDAS information, refer students to AR , para 3-5.
EDAS is the tool for distribution and assignment system for enlisted Soldiers. It is an automated program that:
(1) Is used to distribute and assign the enlisted force.
(2) Issues assignment instructions via automated data transmission (ADTRANS) that arrives in the field as electronic military personnel office (eMILPO) output.
(3) Provides Enlisted Personnel Management Directorate (EPMD) and field users authorizations and assigned/projected strengths by Military Occupational Specialty (MOS), Grade, Skill Qualification Identifier (SQI), Additional Skill Identifier (ASI), and Language (LANG).
(4) Provides enlisted strength management (ESM) information to field commands.
Provides interactive update capability to post information directly to the total Army personnel database (TAPDB) for authorized users, including field users, to delete or defer Soldiers.
Installations primarily use eMILPO to update data on the TAPDB. The principal data bases used by EDAS are—
(1) Total Army personnel data base (active enlisted) (TAPDB(AE)).
(2) Requisition data base (REQDB).
(3) Organizational data base (ORGDB).
(4) Statistical data base (STATDB).
c. Field users use EDAS to create requisitions and to read data that they are authorized—for example, information on Soldiers assigned to their commands and incoming personnel.
NOTE: EDAS is an Active Component system. Inform the students that detailed instructions and specifics on the various data bases can be found in the EDAS Users Manual.

38. CHECK ON LEARNING
1. Using the EDTM, what are three inputs are used to calculating monthly distribution targets?
2. What process/system was developed to assist in producing and validating requisitions which helps to maintain unit strength at the target range?
3. Why can't HRC fill every unit to its authorized level?
4. What identifies duty positions that require closely related skills and broadly identifies types of skill without regard to skill level?
5. What one character code is used with the MOS and SL to form the basic five character MOSC?
SHOW SLIDE 36: CHECK ON LEARNING
Q1: Using the EDTM, what are three inputs are used to calculating monthly distribution targets?
A1: Unit authorizations (based off PMAD, UAD, and DMOs); Inventory Projections; and current Army Manning Guidance.
Q2: What process/system was developed to assist in producing and validating requisitions which helps to maintain unit strength at the target range?
A2: The Requisition Validation Tool
Q3: Why can't HRC fill every unit to its authorized level?
A3: The inventory doesn’t exist to fill everyone to Auths. Therefore the Army G-1 creates an annual manning guidance document. Targets ensure the equitable distribution of scarce resources (people) according to the manning guidance.
Q4: What identifies duty positions that require closely related skills and broadly identifies types of skill without regard to skill level?
A4: The Military Occupational Specialty (MOS)
Q5: What one character code is used with the MOS and SL to form the basic five character MOSC?
A5: The Special Qualification Identifier (SQI)

39. DIRECTED MILITARY OVERSTRENGTH
(DMO)
Directed military overstrengths (DMOs) are HQDA active component manpower authorizations used for unforeseen, high–priority temporary manpower requirements of 12 months or less not budgeted or documented in
TAADS.
DMO positions are designed to support unprogrammed requirements for durations of one year or less until the need can be supported through one of the following:
(1) MACOM reassignment of priorities.
(2) Command Plan/TAA Process.
(3) The requirement terminates.
The Assistant Secretary of the Army (Manpower and Reserve Affairs) is the DMO manager and approval authority for the entire DMO program.
DMOs are signed by the Army G-1. There are currently 243 active DMOs as of March 2016.
The ASA (M&RA) is the DMO manager and approval authority for the entire DMO program and is responsible for the following:
(a) Approving and maintaining the appropriate level of authorizations to support the DMO account.
(b) Maintaining a database to account for all DMO requests.
(c) Staffing all DMO requests with the appropriate HQDA offices.
(d) Approving or disapproving all DMO requests.
(e) Notifying the ODCS, G-1/AHRC when DMO positions are approved and authorize assignment of personnel.
DMO requests are processed through the chain of command to OASA(M&RA), SAMR–MBA. Packets include:
(1) Mission and function changes necessitating the overstrength
(2) Organization, duty station, and UIC.
(3) Grade and specialty or MOS.
(4) Inclusive dates (desired start and end date). It generally takes a minimum of 180 days for ODCS, G-1/U.S. Total
Army Personnel Command (AHRC) to fill a DMO authorization; therefore, DMO start dates must be requested far
enough in the future to allow assignment of personnel so they may complete the full term of the DMO prior to
termination. When there is an immediate need for personnel to fill an approved DMO position, ASA(M&RA) and
ODCS, G-1/AHRC will attempt to make an appropriate assignment as expeditiously as possible.
(5) A point of contact in the requesting organization.
(6) Special qualifications required and supporting justification.
(7) Detailed supporting justification for the DMO, to include the reason that authorized resources cannot satisfy the
requirement and when authorizations will be provided.
(8) Notification to OASA(M&RA), SAMR–MBA, if DMO requirements terminate earlier than scheduled.
(9) Endorsement of DMO requests at the general officer or Senior Executive Service level.
AR 570-4, para 6-11

40. Shotgun Program
Process
Program
Internal program developed to provide a high level of customer service for GO level commands/agencies with high priority, key positions (Aide-de-Camp, Executive Officer to the CG).
Used to fill nominative positions working directly for the General Officer in units that do not have the population to nominate from within.
Requests are submitted by the requesting G1/J1 to the HRC account manager in conjunction with the unit MER for the applicable Distribution Cycle.
Officers nominated are the best qualified, available officer.
5. Requests are submitted by the requesting G1/J1 directly to their HRC account manager via DA Form 872.
6. OPMD exercises overall management and control.
Assignment Division
FSD HSD OD OSD
Provide Nominations
approved by Division Chief
Account Manager
Receives DA 872 request
from G1/J1
Shotgun Manager
Validates
&
Tasks
ORD
Chief approves consolidated slate
Unit G1
Notifies OPMD of selection
2-3 days
2-3 days
7-10 days
10-12 days
Commanders with large populations will use internal resources as a primary course of action to fill ADC and XO positions. Shotgun actions are closely scrutinized and have high visibility and priority.
Must be signed by a GO/SES/or COS
The process will take approximately 30 days from time of receipt to selection. Additionally, officers will have a minimum of 45 days and up to 90 days to report from time of selection.

41. BY-NAME REQUESTS
The BNR Program is internal to OPMD. Requests are managed to facilitate Senior Leaders at the General Officer or equivalent level, who personally request an officer to fill a specific authorization on their staff.
Officers considered for a BNR must meet the minimum utilization qualifications as outlined in AR 614–100.
Requests are submitted through the respective J1/G1 to their respective HRC Human Resource Specialist (aka Account Manager)
Must be signed by a GO or SES equivalent
The ability to support a BNR is based on a number of factors that impact assignment, including, but not limited to, Officer Preference, career management needs, Army requirements, and consideration of compelling personal matters.
Strength consideration. In accordance with CSA guidance to reduce excess, balance formations and remain within strength parameters defined in current Army Manning Guidance (AC/RC) Commands at strength or overstrength may be subjected to substitute an approved distribution requirement and/or a “Take-out” plan, which will require identifying available officers to move within the cycle in order to support the BNR.

42. Mission Essential Requirements

43. Mission Essential Requirements
The official method of influencing which requirements HRC validates
Allows commands to list required skills officers need to help the unit accomplish its mission
Allows units to prioritize and compete for limited grade/skill officers
TOPMIS II is the system of record for AC distribution
The MER is the unit’s best opportunity to provide input into the distribution process.

44. MER – “How To”
(1 of 3) A B C D E F G H I J K L M
** Columns A – M is prepopulated data provided by HRC to project unit vacancies . DO NOT alter columns A – M in any manner. Altering the data will prolong the analysis of MER data provided by the unit **
A. HRC internal designation number
Assignment Requisition Area Code (TWO DIGIT)
Distribution Management Level
D. Distribution Management Sub-Level
E. Officer Area of Concentration (AOC) or Warrant Officer Military Occupational Specialty (MOS)
F. Additional Skill Identifier
Division supporting requirement (OPERATIONS DIVISION (OD), OPERATIONS SUPPORT DIVISION (OSD), AND FORCE SUSTAINMENT DIVISION (FSD)
H. Branch assigned to support branch immaterial requirements (01A, 01C, 02A, AND 02B)
I. Control Grade
J. Unit authorization per TOPMIS
K. Projected officers assigned to unit per TOPMIS
Active Component Army Manning Guidance Category (DIRECT FILL, ROTATIONAL UNITS, URGENT FORCES, ESSENTIAL
FORCES AND IMPORTANT FORCES)
M. Active Component Army Manning Guidance minimum manning threshold

45. ** Columns N – X are populated by the unit.**
MER – “How To”
(2 of 3) N O P Q R S X T U V W
** Columns N – X are populated by the unit.**
N. Unit’s decision to KEEP or DELETE requirement produced for MER
O. Prioritize unit requirements 1 - N
P. When do you need this Officer to report by? The format is YYYYMMDD
Q. Fill this out if you want the ARPMAO different from that in column B.
R. UIC for requisition build.
S. What is the Paragraph and Line Number of the authorization in the MTOE on FMS Web? If unsure leave blank.
T. Short, but specific. Should mirror or be closely tied to the MTOE.
U. Current Fill: Incumbent’s Name or “VACANT”.
V. What we don’t know – should support information in columns N or I/J (Planned no cost moves, internal moves creating vacancies,
Retirement Submitted and date, Personal Situation, etc)
W. Type in the REQID if you have pre-built an un-validated requisition; if you do not build requisitions, leave blank
X. If the position has a valid JDAL #, then input it here. If this does not apply, leave blank.

46. Additional Requirements:
MER – “How To”
(3 of 3)
Additional Requirements:
In order to request addition requirements not captured by the MER, use the BLANK lines provided at the bottom of the MER:
**Complete columns B - X to provide Account Manager an accurate depiction of unit requirements not identified in the MER**
Fill out the columns that you can in B-M but ensure N-V are complete.
Pitfalls:
• Units submits WANTS versus approved authorizations. Units will not receive requirements unless authorized on the TDA/MTOE/PMAD/UAD.
• Requested report dates not in accordance with unit Mission requirements timelines or left blank.
• Mismanagement of Priority. Be specific on order – there will not be enough officer’s to fill all requests, ensure you get your #1.
• Position descriptions not clearly identified – A KD position or primary staff position will be weighed more heavily than an assistant.
• Remarks – Utilize this to ensure your Account Manager has the entire story. Don’t hide information that is pertinent.

47. Example of MER (Submitted to Account Manager)
RED (Columns A – M )
Prepopulated data provided by HRC to project unit vacancies and should not be altered.
GREEN (Columns N – X)
Blank fields are completed by unit representative based on unit Commander’s priorities A B C D E F G H I J K L M N O P Q R S T U V W X

48. TOPMIS pull used to validate projected vacancies
Load TOPMIS, select Detail Strength Reports By Congr
Input your DMSL, the appropriate AOC, Sort by “CONG”, and group selections as ACC
Then write down what TOPMIS provides as:
“# Projected/#Auth/%” : 1/2/50%

49. REFERENCES FM 1-0 Human Resources Support AR 570-4 Manpower Management
AR Personnel Accounting & Strength Reporting
AR Reassignment
AR Military Occupational Classification Structure Development and Implementation
AR Officer Assignment Policies
AR Requisitions & Assignment Instructions for Officers
AR Enlisted Assignments and Utilization Management
DA PAM Personnel Processing (In-Out, Soldier Readiness, Mobilization and Deployment Processing)
DA PAM Military Occupational Classification and Structure
DA PAM Commissioned Officer Professional Development and
Career Management
HQDA Active Component Manning Guidance for FY
Force Stabilization Playbook
Army Mobilization and Deployment Reference (AMDR) (formerly known as Personnel Policy Guidance-PPG)
SHOW SLIDE 38: REFERENCES
NOTE: Allow students to review the references.

50. Terminal Learning Objective
Action: Manage Personnel Distribution & Assignments
Condition: Given access to applicable regulations, readings, practical exercises, Army Manning Guidance, Personnel Policy Guidance (PPG), and awareness of Contemporary Operational Environment (COE) variables and actors.
Standards: Management includes:
1. Identify the components of Officer Strength Management
2. Identify the components of Enlisted Strength Management
3. Explain the role and responsibilities of HR organizations
SHOW SLIDE 2: TERMINAL LEARNING OBJECIVE
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT 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). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination.
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. Everyone is responsible for safety.
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. You will be given an Exam consisting of Multiple Choice, Essays and Matching which will cover Manage Personnel Distribution & Assignments. A passing score on this examination is 70%.
INSTRUCTIONAL LEAD-IN. Your responsibility is for understanding how to Manage Personnel Distribution & Assignments. You must know how the process works, and identify the components of Officer and Enlisted Strength Management and explain the role and responsibilities of HR Organizations.