(Photo Credit: U.S. Army) VIEW ORIGINAL

People are the foundation of the Army’s readiness, modernization, and reform efforts. Personnel management is a critical aspect of enabling the lethality of an organization.

From 2006 to 2017, the Army utilized the Army force generation (ARFORGEN) as the model for rotating organizations through the war on terrorism in the U.S. Central Command (USCENTCOM) area of responsibility. Organizations leveraged a stop move (SM) stabilization for the entire deploying population during this period. However, as rotational units prepare for rotations to theaters other than CENTCOM, they cannot leverage the SM stabilizations for whole units. In a personnel-constrained environment, organizations must use precision personnel management to enable sustainable readiness in the Regionally Aligned Readiness and Modernization Model (ReARMM).

The Army’s ability to develop, retain, and employ the right Soldiers at the right time is central to the success of implementing ReARMM. ReARMM organizations must utilize enlisted manning cycles and the Army manning guidance (AMG) to enable continuity and readiness of the organization. To enable readiness, units must mitigate manning cliffs, which are drastic personnel transitions in which units lose large personnel populations in a short period through stabilizations to maintain crew readiness throughout the ReARMM cycle.

The sustainability and lethality of crews are carefully managed through forecasted crew manning. The best practices to maintain sustainable readiness throughout ReARMM are leveraging crew stabilizations to maximize a crew’s sustainability, utilizing master gunner stabilizations, and stabilizing sustainment personnel as expert maintainers.

These best practices are enabled through personnel forecasting, manning cycle alignment, and retention efforts to provide a modernized, ready, and lethal force for the Army.

Read Full Document:

23-782_3ID_Personnel Management Paper (Mar 23) (Public).pdf [PDF - 1.4 MB]

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