1. Manage Personnel Distribution and Assignments
A D J U T A N T G E N E R A L S C H O O L

2. Two years later what will
F U T U R E
U N I T
U N I T
T O D A Y
Two years later what will
your unit look like?
Group Activity
Divide the Class into groups and have each group brainstorm on actions they would take to transition their organization from the “unit today” to a “future unit”
Responses will vary (brainstorming session to get Soldiers to think)
Some examples of response to project unit posture
Strength projections:
ACM FY 19-20
MOS Grade Precision
MOS/Grade/skill Projections
Reassignment (Gains/Losses)
Non-Available/Non-Deployable
Dwell Time
Reenlistment
Crew Stability

3. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Manage Personnel Distribution and Assignments

4. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Classroom environment and 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 :

5. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Met when student:
Identify the components of Officer Strength Management
Identify the components of Enlisted Strength Management
Explain the role and responsibilities of HR organizations
Explain to students ALA/GLOS
Safety Requirements
Risk Assessment
Environmental Considerations
Evaluation
Review FM 3-0/LSCO

6. U.S. Army strategic roles in support of the joint force
FM 3-0: LSCO
U.S. Army strategic roles in support of the joint force
Win
Shape 1
Deter 2
Seize
Initiative 3
Dominate 4
Stabilize 5
Refer students to FM 3-0 to discuss the strategic roles.
LSCO will impact Personnel Distribution and Assignments because Army history as shown when contingency operations occur, personnel distribution and assignments will be affected.
Units that are designated to deploy in theater will be HRC and commander’s priority to fill. Some Soldiers designated to move may have their assignment changed or deleted. in addition, schooling maybe delayed because the Army’s focus will shift to support this mission. HR professionals must assist the commanders in identifying the population affected and recommend COAs to manage the affected populations.
Joint Phases
Army’s Strategic Roles
Shape Operation Environment
Prevent Conflicts
Conduct Large Scale Combat
Consolidate Gains
Joint Phases
Shape
Deter
Seize Initiative
Dominate
Stabilize
Enable Civil Authority

7. 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 (AR , 3-3)
Area of Concentration (AOC): Identify position requirements and requisite qualifications
SLIDE SHOW: 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. BB
AOC
Name 19
19B
Armor
19C
Cavalry 42
420A
HR Technician
AR 611-1, PARA 4-2
DA PAM
Interactive Link for Officer Classification System:

8. Functional Designation
Officer Personnel Management System (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 Four (4) Functional Categories – Operations (OPS), Operations Support (OS), Force Sustainment (FS) and Information Dominance (ID).
ARSOF
CIVIL AFFAIRS (38A)
PYSCHOLOGICAL OPS (37A)
SPECIAL FORCES (18A)
HEALTH SERVICES DIVISION (HSD)
(Apart of FS but managed separately)
ARMY MEDICAL
ARMY MEDICAL SERVICE
ARMY DENTAL
READINESS BRANCH
ARMY VETERINARY
DIVISION SUPPORT
ARMY NURSE
HSD RESERVE BRANCH
ARMY MEDICAL SPECIALIST
LEADER DEVELOPMENT
OPERATIONS DIVISION (OD)
INFANTRY (11)
CHEMICAL (74)
AVIATION (15)
AIR DEFENSE ARTILLERY (14)
ARMOR (19)
ENGINEER (21)
FIELD ARTILLERY (13)
MILITARY POLICE (31)
SHOW SLIDE: FUNCTIONAL DESIGNATION
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
OPERATIONS SUPPORT DIVISION (OSD)
MILITARY INTEL (35)
VTIP
SIGNAL (25)
FA 46 - PUBLIC AFFAIRS
FA 26 NETWORK/INFO ENGINEER
FA 47 - ACADEMY PROFESSOR
SPACE OPNS (FA40)
FA 48 - FOREIGN AREA OFFICER
CYBER BRANCH
FA 49 - OP RESEARCH/SYS ANALYSIS
INFORMATION OPS
FA 50 - FORCE MANAGEMENT
FA 52 - NUCLEAR AND COUNTER PROLIFERATION
FA 26 - NETWORK/INFORMATION ENGINEER
FA 57 - SIMULATIONS OPERATIONS
FA 30 - INFORMATION OPERATIONS
FA 59 - STRATEGIC PLANS & POLICY
FA 34 - STRATEGIC INTEL
FA 40 - SPACE OPERATIONS
FORCE SUSTAINMENT (FSD)
TRANSPORTATION (88)
ADJUTANT GENERAL (42)
ORDNANCE (91)
FINANCIAL MANAGEMENT (36)
QUARTERMASTER (92)
ACQUISITION (FA51)
LOGISTICS (90)
CHIEF WARRANT OFFICER
INFORMATION DOMINANCE
ELECTRONIC WARFARE (FA29)
PYSCHOLOGICAL OPS (37A)
SPECIAL FORCES (18A)
DA PAM 600-3, PARA 3-4c

9. Functional Area (FA)
An FA is a grouping of officers by technical specialty or skill, which usually requires significant education, training, and experience. An officer receives their FA between the fifth and sixth years of service. Individual preference, academic background, manner of performance, training, and experience, and needs of the Army are all considered during the designation process.
May require months graduate-level training
The 12 FAs fall under the two Career Field Designations
Operations Support (OS)
Information Dominance (ID)
SHOW SLIDE 6: FUNCTIONAL AREA (FA)
Definition comes from DA PAM 600-3, PARA 3-4
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.
Functional Areas
FA 26 - NETWORK/INFORMATION ENGINEER (OS)
FA 47 - ACADEMY PROFESSOR (OS)
FA 30 - INFORMATION OPERATIONS (ID)
FA 48 - FOREIGN AREA OFFICER (OS)
FA 34 - STRATEGIC INTEL (OS)
FA 49 - OP RESEARCH/SYS ANALYSIS (OS)
FA 40 SPACE OPNS (OS)
FA 50 - FORCE MANAGEMENT (OS)
FA 46 - PUBLIC AFFAIRS (OS)
FA 52 - NUCLEAR AND COUNTER PROLIFERATION (OS)
FA 59 - STRATEGIC PLANS & POLICY (OS)
FA 57 - SIMULATIONS OPERATIONS(OS)
Chapter 8 DA PAM 600-3
DA PAM 600-3, PARA 3-4

11. Check on Learning
What is a Functional Designation?
Question 1
Question 2
When is an officer eligible to augment into a Functional Area (FA)?
DA Pam 600-3, Section II (TERMS)

12. Check on Learning
Functional Designation: The process whereby officers are reassigned from an accession branch to an FA or other branch. This designation is made by a formal panel within HRC that weighs factors including needs of the Army, officer preference, rater and senior rater recommendations, education, training, and unique skills or attributes.
DA Pam 600-3, Section II: Terms
Question 1
Question 2
Eligibility to FA: An officer receives their FA between the fifth and sixth years of service.
DA Pam 600-3, Section II (TERMS)

13. Officer Career Management
Key Developmental (KD)
Key developmental positions. These positions are specified by branch or FA, and revised periodically. A KD position is one that is deemed fundamental to the development of an officer’s capabilities in their core branch or FA 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 FA mission.
Branch/Duty Detail Assignments
A duty detail does not affect the branch in which a commissioned officer is assigned or appointed.
Some examples are:
*Army General Staff *Defense Agencies *General Staff with Troops *Inspector General
Branch or functional area generalist position
A 01A or 02A-coded position that may be filled by any officer, regardless of branch or FA designation. This is an umbrella term used to collectively describe two subset categories defined as officer generalist and combat arms generalist positions. Note. Previously termed immaterial positions.
01A: Officer Generalist B: Aviation/Infantry/Armor/Military Intelligence Immaterial
01C: Chemical/Engineer/Military Police Immaterial D: Financial Management/Adjutant General Immaterial
02A: Combat Arms Generalist B: Infantry/Armor Immaterial
02C: Infantry/Armor/Field Artillery/Engineer Immaterial
DA PAM 600-3, PARA 3-4e
AR , 3-6b

14. Warrant Officer 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.
Branch/Duty Detail Assignments
All key AC chief Warrant Officer Four and Chief Warrant Officer Five 011A positions are nominative capstone and broadening assignments.
Some examples are:
*Army General Staff SWO *Command Chief Warrant Officer *Commander, HHC WOCC
Warrant Officer Education System
Pre-appointment training
Warrant Officer Candidate School (WOCS)
MOS certification (WOBC)
Warrant Officer Advanced Course (WOAC)
2 phases: Distant Learning and Resident Phase
Warrant Officer Intermediate Level Education (WOILE)
Warrant Officer Senior Service Education (WOSSE)
DA PAM 600-3, PARA 3-11

15. HR Roles
Army G-1
HRC
Brigade S-1

16. DA G1 Roles Supervise the manning of the Army
INITIATIVES
OPERATIONAL
REQUIREMENTS
Supervise the manning of the Army
Publish Army Manning Guidance (AMG)
Generate Personnel Management Authorization Document
(PMAD) / Update Authorization Document (UAD)
ARMY
PRIORITIES
TAADS – SOLDIER
REQUIREMENTS BY
STRUCTURE (ARMY G-3)
ARMY
MANNING
GUIDANCE
PMAD/
UAD
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 BUDGETARY
CONSTRAINTS
ENDSTRENGTH

17. FY19-20 HQDA Manning Guidance Quick Reference
four categories to ensure organizations are filled to the right capacity to execute their mission

18. 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)
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 alignment 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
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
Assignment
Instructions
RFO
AI/RFO creates a loss
in losing unit. S-1 reports
loss which generates a
requirement and the process
starts again.

19. 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
SHOW SLIDE 14:
PMAD stands for Personnel Management Authorization Document
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
S-1 INPUTS TO
EMILPO – ALL
STRENGTH
TRANSACTIONS
RFO CREATES
A KNOWN LOSS
S-1 REPORTS;
GENERATES
REQUIREMENT 19

20. 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.
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)

21. HQDA MANNING & DISTRIBUTION CYCLES
Overlapping 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
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 Alignment Plan in accordance with the Army Manning Guidance and Talent Management.
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 Alignment Process is a prioritized, equitable distribution of Officers to positions commensurate with their capacity, and that Army essential requirements are met.
Planning vs. Process

22. Assignment Process (or…How a REQ is Born)
1. PMAD v. MTOE
What are you AUTH vs. 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
2. Unit Requirements
Vacancies
Anticipated shortages
Other
SHOW SLIDE 16: ASSIGNMENT PROCESS (OR…HOW A REQ IS BORN)
6. Validated Requirements
COS’ AMG
Army priorities
Unit needs
Officer preferences / timelines
Approved by OPMD Director
(Distribution Requirements List)
3. Account Manager
Unit requirements
Unit’s ARFORGEN timeline
COS’ Army Manning Guidance (AMG)
5. Cycle Manning Conference
DRL
Branch v. AMs
OPD Chief presides
4. DRL
Unit & branch input
Army-wide requirements
Cycle-specific
Disclaimer: Process shown is for REQs validated during manning conferences, not other manning events.

23. Company Grade (CG) Officer Alignment
LTs – Officer accessions.
Alignment Plan: Officers begin their professional development at pre-commissioning or appointment, referred to as BOLC A, followed by attending BOLC B.HRC distributes in conjunction with commissioning source and BOLC graduations based on unit strength. Officers begin their professional development at pre-commissioning or appointment, referred to as BOLC A, followed by attending BOLC B.
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. Officers should attend their branch CCC following selection for promotion to the grade of captain. This is the second major branch school officers attend before company-level command.
Post-CCC CPT distribution plan: HRC operations alignes 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 Alignment
DA Pam 600-3, para 3-5

24. Field Grade (FG) Officer Alignment
MAJs
Majors are aligned 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 aligned 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 aligned 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 Alginment
DA Pam 600-3, para 3-6/3-7

25. Officer Assignment Policies
General Assignment Policies (5-1):
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 (5-1i):
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

26. Utilizing Education & Experience
Army Educational Requirements System (AERS)
Graduate Degree Program, Tuition Assistance (TA) incur 2 yrs ADSO
See AR , Obligated Army Educational Requirement System Asset
Captains Career Course (CCC)
Command (18 months), reduced/increased by (6 months), additional command time requires HRC approval
See AR , para 5-9
Intermediate Level Education (ILE)
Focus on preparation for field grade command/staff positions See AR , para 5-9
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 See AR , para 5-9
Senior Service College (SSC)
Assigned according to specific nature of their education and individual qualifications See AR , para 5-9
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 5-9/DA PAM PARA 2-5

27. 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
Duty detail assignments do not affect the officer’s basic branch
Refer students to AR , Chap 3-6/3-7/3-8
SHOW SLIDE 22: DUTY DETAIL ASSIGNMENTS
Refer students to AR , Chap 3-6
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.

28. AG Officer Talent Development Model
SHOW SLIDE 28: 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).

29. AG Warrant Officer Talent Development Model29

30. Refer students to AR 614-100, Chap 7
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
Refer students to AR , Chap 7

31. 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)

32. Cautions about the 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)

33. 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)

34. 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)

35. ENLISTED DISTRIBUTION & ASSIGNMENTS

36. 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 3-5/3-6

37. 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

38. 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
EDTM
PMA Pe Ma za Mi
EDTM Model
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 3-5

39. REQUISITION VALIDATION TOOL
Process to produce and validate requisitions
- Authorizations / Priorities
- Current strength
- Known gains and losses
Current Strength
Gains
Losses
Open Requisitions
Projected
Strength
Target
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.
SHOW SLIDE 39: 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. 39
AR , PARA 3-6

40. 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. 40

41. ASSIGNMENT ELIGIBILITY & AVAILABILITY (AEA) CODES
Minimum TOS requirement in CONUS is 36 months
AR , 1-12c
Some example of exceptions are:
Reassignment to an overseas tour (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. 41
AR , PARA 1-12/3-7/Table 3-1

42. 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)
AR , Para 5-7

43. ENLISTED DISTRIBUTION & ASSIGNMENT SYSTEM (EDAS)
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
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:
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.
AR , Para 3-4

44. 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)

45. 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

46. 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.

47. Mission Essential Requirements
Active Duty Officer Assignment Interactive Module Version 2 (AIM.2)

48. Mission Essential Requirements
IAW AR , Chapter 7-1
The MER is used to report/request a unit’s officer and warrant officer vacancies. Currently, it is the official method of influencing which officer/warrant officer requirements HRC validates.
Units will prioritize vacant positions, grade, skill, or specialty, within their command and request validation of their vacancies through OPMD.
TOPMIS II is the system of record for active component distribution
The MER is completed and submitted via AIM 2 to HRC
AIM 2 Landing Page
The MER is the unit’s best opportunity to provide input into the distribution process.

49. AIM2 Capabilities/Characteristics
The Assignment Interactive Module 2.0 (AIM 2) is a web based information system, designed to enhance the effectiveness and efficiency of the officer management process, and facilitate communication between officers, units, and the Officer Personnel Management Directorate (OPMD).
Readiness is #1. ACMG determines jobs in a marketplace.
Who is in AIM2:
100% of AC Officers have AIM access. 100% of AC Units have AIM access. 84%+ of non-schooling, non- accession, AC assignments are AIM-enabled.
What Officers Can Do in AIM2: Active duty officers can preference available assignments when projected to move, advertise unique skills, knowledge, and behaviors on a resume, view all the authorizations in the Army, and submit personnel actions.
What Units Can Do in AIM2: Units view / preference officers available for vacancies, submit vacancy requests and job-specific details to OPMD, and Cdr dashboard / Army-wide search for talent.
Marketplace participation is increasing.
58% of ACC vacancies (LTC, MAJ, and Sr. CPT) had a unit submit preferences for officers, up from 26%.
Officer participation continues to improve: 70% of moving ACC officers had resumes, up from 51%.
Preferences drove assignments:
40% of officers received their most preferred assignment; 75% received their top 10% of choices.
When units vote, >50% of the officers they receive are officers they rate positively.
To obtain access to the unit market place; unit representative must contact their HRC account manager access.
The marketplace exists – units must realize they are better off when they participate, and commanders must prioritize market participation in their commands.

50. AIM2 Market Vision Officers’ View Units’ View OPMD
Find the Right Officer for the Right Job at the Right Time
Officers’ View
Participation = KSBs, Resume + vote
My Marketplace
When projected to move, officers preference adjudicated positions in their approved market.
Hot Assignments
Officers can view out-of-cycle positions that HRC is advertising including short notice “hot” assignments.
Personnel Actions
Officers can electronically submit certain personnel actions with HRC, to include VTIP.
Career Planning
Officers can learn about and highlight career timing and position options for the future.
Units’ View
Participation = MER, data + vote
Our Marketplace
For validated vacancies, units can preference officers in a marketplace specific to each vacancy.
Vacancy Requests
All officer requests are AIM2-enabled in the active component except ACC COLs and SJAs.
Strength Management
Units can track, with current data, strength projections associated with each requested vacancy.
Special Features
AIM2-enabled features include Commander’s Search and an SFAB portal.
Soldiers
Officers with Talents
Units
Commander Requirements
Market
OPMD
Informed interaction
Readiness considerations
Using talent data to manage talent

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

52. https://aim.hrc.army.mil/
HQDA EXORD
The Secretary Of The Army directs Active Component (Ac) units and officers to participate in the Army Talent Alignment Process (ATAP) via the Assignment Interactive Module 2.0 (AIM2). The Army is moving from an Officer Distribution System to an Officer Alignment Process that incorporates Talent Management Principles.
The ATAP employs a regulated talent marketplace to improve the alignment of officer knowledge, skills, behaviors, and preferences (KSB-P) with unit requirements. Effective 5 August 2019, all AC Officer Assignments will be executed through the ATAP (aligning units’ requirements with officers’ KSBs).
Units representatives must obtain access to AIM via their HRC Account Manager in our to obtain access to unit requirements in AIM 2.
SHOW SLIDE: ASSIGNMENT INTERACTIVE MODULE (AIM) 2.0 OVERVIEW
1. Assignment Interactive Module 2.0 (AIM 2) is a web based information system, designed to enhance the effectiveness and efficiency of the officer management process, and facilitate communication between officers, units, and the Officer Personnel Management Directorate (OPMD).
2. AIM 2 was fielded to Market Pilot DMSLs during the Distribution Cycle in order to ensure the system best transformed information technology to improve the active-duty officer management process.
3. The Unit Pilot in 18-02, tested that units in the field could submit their Mission Essential Requirements (MER) through the AIM web portal. Additionally, all units participated in the distribution cycle market and input data about each vacancy, reviewed the resumes of officers available to move, and indicated a hiring preference.
4. DMSLs will continue to submit their MERs through the AIM 2 portal for the Distribution Cycle. DMSLs will also continue to participate in the distribution cycle market and input data about vacancies, review resumes, and indicate hiring preferences of officers available to move.
Officers must update their KSBs in AIM 2.
Visit AIM 2, click on “My Resume” and “Knowledge, Skills, and Behaviors”. Use the information displayed to assist you in update your KSBs.

53. AIM 2 Our Unit (Unit Billboard)
Unit Dashboard
Information Available to the Marketplace
Unit POC, Mission, and information pertinent to Officers available to move during the cycle
SHOW SLIDE: OUR UNIT (UNIT BILLBOARD)
1. The Our Unit tab displays the following type of information for a specific unit:
a. Unit Dashboard.
b. Information Available to the Marketplace.
c. Unit POC, Mission, and information pertinent to Officer’s available to move during the cycle.
2. Units are able to share information about your organization and installation in order to find or attract the right officer or warrant officer for your unit.
3. The Our Unit tab may be the first impression an officer has about your organization, so ensure that your unit point of contact information is accurate.

54. AIM 2 Unit Access Tab SHOW SLIDE: UNIT ACCESS TAB
1. The purpose of the “Unit Access” tab is to show who has what level of access to your DMSL within the AIM2 portal. There are three levels of DMSL management within the AIM2 portal.
2. The Unit Access tab can provide your Account Manager with a list of personnel identified as DMSL Managers and personnel with View Only rights.
3. DMSL Managers have the ability to edit information in the Our Unit, Our Vacancies, Our Requisitions, and Our Marketplace Tabs.
4. The Unit Access tab can provide the DODID / EDIPI and the SNL for selected personnel to your Account Manager.

55. AIM 2 Mission Essential Requirements (MER)
SHOW SLIDE: AIM 2 MISSION ESSENTIAL REQUIREMENTS (MER)
1. The purpose of the “Our Vacancies” tab is to allow unit Commanders to provide prioritized mission essential personnel requirements for each distribution cycle.
2. The AIM 2 team relies on the assistance of units and organizations in order to document what type of officer is needed in your organization, to include knowledge, skills, behaviors and attributes.
3. It is critical that each unit/organization prioritize their vacancies. The commander’s priorities provide better clarity for HRC to make distribution decisions within the constraints of Army Manning Guidance metrics and availability.
1. REQ CAT #: Requisition code associated with your vacancy (HRC Generated) 2. Priority: Use this column to prioritize your unit’s requirements 1 – XX. THIS IS YOUR COMMAND’S VOTE. (Unit Input) 3. Unit Input: Keep or Delete (Unit Input) 4. AUTH: Unit Authorizations per TOPMIS (HRC Generated) 5. PROJ: Projected officers assigned to unit per TOPMIS. Combination of projected VOUs and remaining officers (HRC Generated) 6. MG Code: Active Component Army Manning Guidance Category (HRC Generated) 7. Incumbent: Who is currently filling that authorization (Unit Input) 8. Rank: Control Grade associated with the position (HRC Generated) 9. Requisition Type: HRC generated 10. ARP MAO: Assignment Requisition Area Code (HRC Generated) 11. RQRRD: Required Report Date. This date should fall within the manning cycle. Keep in mind PME / CCC graduation dates. (Unit Input) 12. ASG AOC: Area of Concentration (HRC Generated) 13. ASG UIC: Unit Identification Code (Unit Input) – Entering incorrect UICs could potential skew your auth/proj strength 14. Tour Length: 36 months (HRC Generated) 15. Unit Description: (HRC Generated) 16. Duty Title, Duty Description, Unit CMTs (Unit Input)

56. AIM 2 Providing Unit Input to a Vacancy
SHOW SLIDE: PROVIDING UNIT INPUT TO A VACANCY
1. The unit fills in the authorized Duty Title and authorized Duty Description under the “Position Information” tab.
2. The unit selects UIC, CONGR, AOC/MOS, and SQI from the drop down button and selects Report Date under the “Position Details” tab.
3. Click “Edit” when finished.

57. AIM 2 Providing Unit Remarks to a Vacancy
SHOW SLIDE: PROVIDING UNIT REMARKS TO A VACANCY
1. Provide clear and concise input only viewable to HRC (Account Managers and Assignment Officers), that is pertinent to your unit’s vacancy, i.e., planned no cost moves, internal moves creating vacancies, etc.
Note to Instructor: Remind the students not to enter PII in the Special Remarks section.
2. Click “Save Requisition Data.”
3. Click “Edit.”

58. AIM2 MER Unit Additions (1)
SHOW SLIDE: AIM2 MER UNIT ADDITIONS (1)
1. Click “Request Position Addition” under the “Our Vacancies” tab.
2. Click “New Position Request.”
3. Select the appropriate UIC from the drop down and input the remaining data (CONGR, AOC/MO, Create Account=1).
4. Fill out the Duty Title and Duty Description.

59. AIM2 MER Unit Additions (2)
SHOW SLIDE: AIM2 MER UNIT ADDITIONS (2)
1. Select Req Type R – Regular Requisition
2. Enter Incumbent information, if required.
3. Concise unit remarks illustrating what HRC doesn’t know, i.e., planned NCMs, internal moves creating a vacancy, etc.

60. AIM2 MER Unit Additions (3)
SHOW SLIDE: AIM2 MER UNIT ADDITIONS (3)
1. Click “Finish.”
2. Your addition will be displayed as an ADD in the Unit Input column and you will have the ability to rank accordingly after you click “Finish.”

61. Export Vacancies to Excel
SHOW SLIDE: EXPORT VACANCIES TO EXCEL
1. The “Export Vacancies” function allows users to export data under the “Our Vacancies” tab, and view in Excel format.
2. Click “Export Vacancies.”
3. The data will export to an Excel spreadsheet document.

62. AIM2 Key Takeaways
Readiness is #1. ACMG determines jobs in a marketplace
Validated requirements informed by MER process
Regardless of marketplace activity, HRC fills validated requirements
AIM2 operationalizes ACMG/Senior Leader guidance to create a new transparent assignment system
Goal: all available officers and validated vacancies in a market
Allows officers and units to interact and shape preferences
New system requires a cultural change across the Army
Empowers Cdrs to influence who comes to their formations
Units provided additional talent information on officers
Increased workload on units requires Cdrs to have talent search plan

63. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Manage Personnel Distribution and Assignments

64. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Classroom environment and 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 :

65. Terminal Learning Objective
A C T I O N
S T A N D A R D S
C O N D I T I O N
Met when student:
Identify the components of Officer Strength Management
Identify the components of Enlisted Strength Management
Explain the role and responsibilities of HR organizations
Explain to students ALA/GLOS
Safety Requirements
Risk Assessment
Environmental Considerations
Evaluation
Review FM 3-0/LSCO