Maintain Unit Personnel Readiness (PRM)

CDA42126 / Version 55

28 May 2010

SECTION I. ADMINISTRATIVE DATA

All Courses Including This Lesson / Course Number Version Course Title
7-12-C20 4 Adjutant General Basic Officer Leader
7C-420A 6 Military Human Resources Technician WO Basic Course
Task(s)
Taught(*) or
Supported / Task Number Task Title
Individual
805C-42B-6000 (*) Conduct Personnel Readiness Management (PRM)
Reinforced Task(s) / Task Number Task Title
Academic Hours / The academic hours required to teach this lesson are as follows:
Resident
Hours/Methods
3 hrs / Conference / Discussion
1 hr / Practical Exercise (Performance)
Test 1 hr
Test Review 10 mins
Total Hours: 5 hrs 10 mins
Test Lesson Number / Hours Lesson No.
Testing
(to include test review) N/A
Prerequisite Lesson(s) / Lesson Number Lesson Title
None
Clearance Access / Security Level: Unclassified
Requirements: There are no clearance or access requirements for the lesson.
Foreign Disclosure Restrictions / FD5. This product/publication has been reviewed by the product developers in coordination with the Adjutant General School foreign disclosure authority. This product is releasable to students from all requesting foreign countries without restrictions.
References /
Number /
Title /
Date / Additional Information
AR 220-1 / Unit Status Reporting / 19 Jan 2007
AR 600-8-6 / Personnel Accounting and Strength Reporting / 24 Sep 1998
AR 614-100 / Officer Assignment Policies, Details and Transfers / 10 Jan 2006
AR 614-200 / Enlisted Assignments and Utilization Management / 27 Jun 2007
DA PAM 611-21 / Military Occupational Classification and Structure / 22 Jan 2007
FM 1-0 / Human Resources Support / 21 Feb 200706 Apr 2010
Army Manning Guidance
Student Study Assignments / 1. Read FM 1-0, Appendix A, Personnel Readiness Management (PRM), Pages A-1 thru A-9 Paragraphs 3-5 through 3-43.
2. Read FMI 1-0.01, Chapter 2, Strength Management and Distribution, Paragraph 2-20 thru 2-38
23. Review HQDA Active Component Manning Guidance for FY 2008-2010
Instructor Requirements / 1 Certified Instructor.
Additional Support /
Name / Stu Ratio /
Qty /
Man Hours
Personnel Requirements / None
Equipment Required / Id
Name / Stu Ratio / Instr Ratio /
Spt /
Qty /
Exp
for Instruction / 5836013927680/96454N
LCD DATA PROJECTOR / 1:1 / No / 0 / No
673000SCREENW
Screen, Projection Wall/Ceiling Mount or Portable / 1:1 / No / 0 / No
7010-01-454-5951
Laptop/Notebook Computer (w/case & Windows OS) / 1:1 / 1:1 / No / 0 / No
7020-01-182-8535
Calculator / 1:1 / 1:1 / No / 0 / No
702500BOARD
Dry Erase/White Board / 1:1 / No / 0 / No
702500CPU
Computer, Personal/Desktop (only CPU w/std Mouse, Keyboard, Sound Card, CD-ROM, & WIN OS) / 1:1 / No / 0 / No
702500LCDPANE
LCD Projector Panel / 1:1 / No / 0 / No
7025015306674
Electronic Copyboard / 1:1 / No / 0 / No
* Before Id indicates a TADSS
Materials Required / Instructor Materials:
1. Lesson Plan
2. Slide Deck
3. Access to applicable ARs/FMs/DA PAMs
4. HQDA Army Manning Guidance
5. Practical Exercise
6. Practical Application
7. Performance Test
Student Materials:
1. Access to applicable ARs/FMs/DA PAMs
2. HQDA Army Manning Guidance
Classroom, Training Area, and Range Requirements / General All-Purpose Classroom, 36 Positions
Ammunition Requirements /
Id Name /
Exp / Stu Ratio / Instr Ratio / Spt Qty
None
Instructional Guidance / NOTE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material.
Throughout this lesson, solicit from students the challenges they experienced in the current contemporary operational environment (COE) and what they did to resolve them. Encourage students to apply at least 1 of the 11 critical variables: physical environment, nature and stability of the state, sociological demographics, regional and global relationships, military capabilities, technology, information, external organizations, national will, time, and economics.
Proponent Lesson Plan Approvals / Name
Myers, Gerald / Rank
YA02 / Position
Training Specialist / Date
Harrison, LZ / YC02 / OES Team Chief
Dancy, Lilla / YC02 / ISS Quality Control / 01 Jan 1900
Manning, Robert L. / COL / Commandant, AGS / 01 Jan 1900


SECTION II. INTRODUCTION

Method of Instruction: Conference / Discussion

Instructor to Student Ratio is: 1:36

Time of Instruction: 1020 mins

Media: Large Group Instruction

Motivator / SHOW SLIDE 1: PERSONNEL READINESS MANAGEMENT (PRM) OVERVIEWMAINTAIN UNIT PERSONNEL READINESS (PRM)
Personnel Readiness Management involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. PRM is directly interrelated and interdependent upon the functions of Personnel Accountability, Strength Reporting, and Personnel Information Management.
PRM is the process of distributing Soldiers based upon documented requirements, authorizations, and predictive analysis to support commander’s priorities. Effective personnel readiness describes the state of a unit’s operational preparedness, in terms of its ability to man its authorized structure. The process of PRM analyzes personnel strength data which indicates current operational readiness compared to expected readiness (authorizations). It also involves projecting future requirements while assessing the readiness of individual Soldiers.
Under Army HR Transformation, PRM became brigade-centric and the roles and responsibilities of HR leaders at all levels changed. Additional changes are forthcoming with the fielding of DIMHRS which will provide a single PRM database for all components - Active, Guard, and Reserve. As HR professionals PRM is one of the most important and critical areas you will be involved with.
SHOW SLIDE 2: HISTORICAL PERSPECTIVE
NOTE: Solicit students' responses to General Abrams' quote as a precursor to starting the PRM overview lesson.
SHOW SLIDE 3: TERMINAL LEARNING OBJECTIVE
Terminal Learning Objective / NOTE: Inform the students of the following Terminal Learning Objective requirements.
At the completion of this lesson, you [the student] will:
Action: / Maintain Unit Personnel Readiness (PRM)
Conditions: / Given access to FM 1-0, Army Manning Guidance, and awareness of Operational Environment (OE)/Contemporary Operational Environment (COE) variables and factors.
Standards: / Students will meet the standard when they correctly:
1. Define the Army's PRM mMission and pProcess
2. Correlate PRM relationships with R5, PIM and PASR
3. Determine the PRM tasks executed and by which organizationDefine PRM Responsibilities
43. Define HRC's role in Brigade PRM Implement the Distribution Process and Unit Reset Procedures
54. Interpret Army Manning Guidance and ARFORGEN
6. Define HRC's role in Brigade PRMCoordinate Pre-Deployment Readiness
5. Interpret Army Manning Guidance and ARFORGEN
76. Score 70% or higher on the Performance Test and international officers score 60%.
Safety Requirements / Everyone is responsible for safety. A thorough risk assessment must be completed prior to every mission or operation.
Risk Assessment Level / Low
Environmental Considerations / NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage.
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.
Evaluation / Students will participate in a group Practical Application and also complete a Practical Exercise. Additionally, Students also must score 70% or higher on the Maintain Unit Personnel Readiness Performance Test and. International officers must score 60%.
Instructional Lead-In / SHOW SLIDE 4: HR ENDURING PRINCIPLES
a. HR support uses a competency-based and performance-oriented strategy guided by HR enduring principles that assure a higher quality, more diverse and ready Total Army enabled by effective HR systems and agile policies. HR leaders have a responsibility to not only understand the importance of their efforts and unit mission, but also the missions of all their supported and supporting units. To meet the challenges of current and future operations, leaders are guided by six interdependent enduring principles of HR support that must be thoughtfully weighted and applied during the planning, execution, and assessment of missions.
b. The six enduring principles are:
(1)  Integration maximizes efficiency by joining all elements of HR support (tasks, functions, systems, processes, and organizations) with operations ensuing unity of purpose and effort to accomplish the mission.
(2)  Anticipation relies on professional judgment resulting from experience, knowledge, education, intelligence, and intuition to foresee events and requirements in order to initiate the appropriate HR support.
(3)  Responsiveness is providing the right support to the right place at the right time. It is the ability to meet ever-changing requirements on short notice and the apply HR support to meet changing circumstances during current and future operations. It involves identifying, accumulating, and maintaining sufficient resources, capabilities, and relevant information to enable commanders to make rapid decisions.
(4)  Synchronization is ensuring HR support operations are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at t decisive place and time. It includes ensuring the HR operational process is planned, executed, and assessed.
(5)  Timeliness ensures decision makers have access to relevant HR information and analysis that support current and future operations. It also supports a near real-time common operational picture across all echelons of HR support.
(6)  Accuracy of information impacts not only on decisions made by commanders, but impacts Soldiers and their Families. For Soldiers, accurate information impacts their carets, retention, compensation, promotions, and general well being. For Family members, accuracy of information is critical for next of kin (NOK) notification if a Soldier becomes a casualty. HR providers must understand the dynamic nature of HR system’s architecture and the fact that data input at the lowest level has direct impact on decisions being made at the highest level.
SHOW SLIDE 5 HR FOCUS
FOCUS OF HR OPERATIONS:
c. Meeting the goal of providing efficient and effective HR support relies on multi-functional HR leaders who focus their knowledge and skills in support of the Army’s most important asset – its people. Only those who think strategically and work collaboratively, while inspiring and leading Soldiers and civilians can achieve desired outcomes. In all areas, HR personnel should focus on the following:
agile and clear HR policies. HR policies must be clear, encompassing, and flexible enough to apply to the greatest number of personnel and address the widest range of circumstances. They must be adaptable enough to be able to guide and inform personnel in complex and changeable circumstances.
d. Effective HR practices. HR practices that emanate from the policy-level should be streamlined, intuitive, and able to effect stable and predictable process results.
competency-based skills. HR personnel must be competent and able to accomplish HR core competencies and key functions. Competencies align the responsibilities, knowledge, skills and attributes needed to fulfill mission requirements.
e. Outcome-oriented actions. In an environment that measures HR performance, the emphasis is on successful outcomes in fulfillment of mission priorities. While it is important to have effective HR processes and practices in place, it is critical that the ends drive the means.
f. Self- development. Self development is one of three domains of leader development and requires leaders to display discipline and a desire for excellence in lifelong learning. Using assessments, HR leaders must invest the time to become competent and confident in HR operations.
SHOW SLIDE 6: HR CORE COMPETENCIES
NOTE: Direct the students to FM 1-0, para 1-8,
This slide depicts the four fundamental core competencies that all HR personnel must accomplish in HR support operations. Each of the four competencies includes subordinate key functions which contribute to the success of the core competency.
g. Man the Force consists of all functions and tasks that affect the personnel aspects of building combat power of an organization. This includes Personnel Readiness Management (PRM), Personnel Accountability (PA), Strength Reporting (SR), Retention Operations, and Personnel Information Management (PIM). Although maintaining Personnel Accountability in a deployed environment has improved through the use of HR enabling systems (e.g., DTAS) and standardized procedures, many challenges remain.
h. Battalion and brigade S-1 Personnel Readiness teams are at the tip of the spear for managing the automation systems that support Army-wide personnel accountability and require a team of HR professionals who are competent with automated HR systems and understand the personnel accountability process. It is critical to the success of your unit on the battlefield for you to be able to maintain Personnel Accountability efficiently and effectively.
One of the most important duties that will determine your success as a Brigade or Battalion S1 will be your ability to manage the personnel readiness of your unit in an accurate and timely manner. Personnel Readiness Management (PRM) is a critical task that interlinks and derives information from many other personnel tasks, activities, and systems. Your knowledge of how and where to obtain PRM information, and what to do with the data once you have complied it, may determine how well your unit is resourced (with personnel) to handle its wartime mission.
SHOW SLIDE 4: REFERENCES
The main source of information for this class will be FM 1-0, Appendix A, FMI 1-0.01 (S1 Operations), Chapter 2, and the Army Manning Guidance. The other regulations listed may not be referred to during this lesson: however, as HR professionals you must be familiar with each one.
SHOW SLIDE 5: LEARNING ACTIVITIES (PART 1)
During the first part of the PRM Overview lesson, we will cover the following:
The Army's PRM objective and process
PRM relationships with R5, PIM, and PASR
PRM tasks and responsibilities
Human Resources Command's Role in PRM Possibly delete stated in TLO?

SECTION III. PRESENTATION

1. Learning Step / Activity 1. Define the PRM Objective and Process

Method of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36

Time of Instruction: 1 h15 minutesr

Media: Large Group Instruction

3

SHOW SLIDE 67: PRMIM / PA & SR / PRM RELATIONSHIP (1 OF 2)

a. Personnel Readiness Management involves analyzing personnel strength data to determine current combat capabilities, projecting future requirements, and assessing conditions of individual readiness. PRM is directly interrelated and interdependent upon the functions of Personnel Accountability, Strength Reporting, and Personnel Information Management.