Follow-up responses to commanding general's Facebook Town Hall meeting

NOTE: USAREC Commanding General Maj. Gen. Allen Batschelet spent an hour Jan. 24 answering a variety of questions from Soldiers, civilians and family members as part of his first Facebook Town Hall meeting.  The follow-up responses below are regarding topics the CG was not able to answer live during the actual Town Hall meeting because of time constraints.

1) G-1 has told Soldiers that there are assignment restrictions in place. Example you can't go back to the BDE you came from. Where is this written. It is not currently in any policy letters. (David Sloan)
*ANSWER FROM USAREC G1: There are minimal assignment restrictions.  By regulation, a Soldier cannot stay with one brigade for more than two consecutive tours (72 months). Ultimately, ensuring recruiting mission readiness and 79R professional development are the primary drivers in assignment determinations.  The G1 assigns Soldiers, based on brigade and battalion input, to fill priority positions as determined by USAREC G2, with emphasis on leadership (CCC/ACC) positions. From a professional development standpoint, it is in an NCO's best interest to be exposed to a variety of locations and regions to better grasp the differences of serving across our nation (and the world).  The G1 has relooked the whole process with an eye to supporting, as an example, longer time on station when conditions warrant. 

2) Why are 7PR AGR SC positions so limited? Why are they not given a larger amount of opportunities to lead a station? (Amber Heald)
*ANSWER FROM USAREC G1: Currently, USAREC has 56 center commanders and 37 assistant center commanders held by AGR personnel.  Not to get too technical, but part of the limitation is due to systemic limitations in the Active Guard and Reserve Management Information System (AGRMIS), which is a very cumbersome system to make changes to and slot people against.  USAREC G1 is working with HRC and OCAR to see if there are ways to get some more agility and flexibility into the system and process, which may, in turn, allow us to open up some additional opportunities.

3) Sir, could you please explain how the assignment/reassignment process will now take place for E8s since there is no longer a "slating"? Also, why can't I as a 79R call my Branch Manager to see what locations are available for me to PCS into based on where I am in my career and be placed on that assignment if I choose one that is available, as done by the other branches of the Army? Thank you. (Ryan Stainbrook)
*ANSWER FROM USAREC G1: We still slate all E8 assignments, and this year we'll work this in 3 phases: 1) Phase one will identify vacant and projected vacant 1SG positions and fill those positions from the FY14 MSG list. 2) Phase two will identify staff positions and prioritize fill. The longest tenured 1SGs will be identified to assume staff positions. 3) Phase three will reset the force toward cyclic moves to fill the commands needs and synchronize 1SG rotation with company commander rotations. Keep in mind that the standard tour for a 1SG is 36 months. The key driver of the slate is the release of the E8 list so we have visibility on our E7(P) population, and this year the release has been delayed  (expected list release is now mid to late March).  Great comment on contacting your branch manager.  For 79Rs, the professional development (PD) team in the USAREC G1 is your branch manager; you can and should be able to have an open dialogue with the PD team, just like any NCO can contact and be contacted by their HRC PDNCO. 

4) Improve process for determining new recruiter assignments. I.e. earlier? Allow more time from receiving orders to moving? (Amber Heald)

*ANSWER FROM USAREC G1: Unfortunately current rules and regulation prevent PCS orders from being published for CONUS-based Soldiers until they are fully qualified for recruiting duty.  Being fully qualified includes successful completion of the Army Recruiting Course (ARC) graduation. For this reason, requests for orders are released at ARC graduation, where the Soldier returns to home station to get orders. USAREC's goal is to provide Soldiers assignments 30 to 60 days out for their report date to the ARC for OCONUS Soldiers and 30-60 days out from DEROS for OCONUS Soldiers. Report dates for CONUS based Soldiers is approx 45 days from date of their ARC graduation. 

5) Is there anything currently in the making or planning process for a new regulation to come out that might combine the regs we currently use? We currently use numerous regs (601-210, 601-96, etc) that seem to at times contradict each other. Looking for an answer to a question a lot of times means looking in four different regs and three different USAREC messages if your lucky. It would be a lot easier if we could reference in one regulation and simplify the process. Thank you in advance sir. (Steven Payne)

*ANSWER FROM USAREC G7/9: The USAREC staff has a massive effort underway to reduce the number of regulations, forms, pamphlets etc -- currently the established suspense of this effort is 1 May 2014. Along with a reduction in the number of regulations, we also intend to change the naming conventions to align with established Army doctrine. Our intent is to reduce redundancy and contradiction in our established doctrine and to have fewer documents to reference.

6) Cut the overhead - get rid of the ARC as an institution and decentralize certified instructors to the division outreach guys and conduct the ARC training at brigade level. This would put the ownership on each brigade CSM to select the best NCOs to go out and recruit for their units. Too many CSMs believe they need to hide their best and keep them in their units (resulting in ARC having to use the "you're the top 10% of NCOs in your branch" lie to make them feel better about themselves). With ownership back on the brigade level CSMs, Division CSMs can do their checks to ensure this is being supported. Also, no tdy is spent, in and around miles, food, etc. But how much money is wasted when a NCO comes here and doesn't make tape? Doesn't pass a APFT? Doesn't pass the OCPFWD (center 1) screening? Let alone, how many "incidents" occur in which the NCO who has the TDY mentality resulting in getting kicked out and wasting more money for nothing? (USAREC Recruiting Forum)

*ANSWER FROM USAREC G3 TRAINING: The Army Recruiter Course (ARC) is established to ensure every Soldier being assigned to USAREC receives the same standardized foundational training.  Depending on the year, USAREC must replace approximately 1,600-2,200 recruiters for natural rotation and the list of eligible Soldiers that meet our criteria is not as large as you may believe. Additionally, every Soldier the Army loans us to recruit is one less seasoned team leader, squad leader, section leader, or platoon sergeant to perform operations. Many of you have been in units that resemble this fact.  Therefore, the proposal to allow Brigade CSMs to select only the best is not warranted because each one these Soldiers has already met the established criteria with the exception of the behavioral screening. There is a standard in place for selection that is fair and equitable, so tasking the Brigade CSM to perform this task not only takes them away from performing their normal duties, it also presents the opportunity to add additional, personalized, criteria that is unfair.

 

Regardless of school, and many of you have experienced this in your previous units, there is always a Soldier who arrives overweight or fails the APFT; therefore, it is not inclusive to the ARC only. I believe Soldiers assigned to USAREC are in the top 10% because after a Soldier meets all criteria for selection and training to be a recruiter, to include the our background and behavioral screening, it creates a very small list of qualified Soldiers.  Lastly, we are close to implementing changes that will dramatically reduce the cost to train the Army Recruiter Course and the benefit of having a standardized institution outweighs the TDY cost.

7) Sir, Any plans for having a "Master trainer" for Administrative Assistants at the Company level? I feel there is a large deficit in training for those brought aboard and expected to run with this ball. A trainer for those in the CCG's would greatly enhance the operational readiness of USAREC overall.

*ANSWER FROM G3 TRAINING: Over the past several decades, we have tested the assignment of master trainers to both the company and battalion headquarters.  In both cases, there were positive and negative results. Prior to 2009, master trainers were assigned to the company and more than 50% reported they performed only administrative duties such as writing NCOERs.  A second order of effect was the dependence on the master trainers to "fix" recruiters having difficulty. This methodology caused the leadership to step away from being first-line leaders and the focus on training their immediate subordinates. Simply, the master trainers were used as the primary, and in many cases, the only trainer.  The command moved master trainers to the battalion headquarters to provide the battalion commander and CSM a team that could deploy to a location and train by echelon while also performing Battalion training management. 

Last year, we took a hard look at our strength across the command and realized that we had a shortage of counselors as well as a gap in career development positions that severely limited our ability to assign senior guidance counselors with experience.  To mitigate this gap we had to reduce the number of trainers and reassign those to guidance and operations positions.  Lastly, master trainers are now training managers and this requires first-line leaders to perform their duties and train their subordinates.   

8)With all the cuts I don't see how they are going to be able to recruit as

much as they have been. Cut in pay, cut in benefits, longer time to promote, can't retire with the same benefits at 20 now, etc. Who wants to risk entering the military with constant changes? (Amber Heald)

*ANSWER FROM USAREC CG'S INITIATIVES GROUP: While I agree with you that we have much turbulence today in the military, and significant concerns about certain benefits and opportunities, but I think that is a different perspective for those we recruit.  While the Army may be downsizing, our model of up or out always puts a requirement out there for new talent...fresh perspectives are good for any organization. Our missions for the Army and Army Reserve remain around 80,000 or more combined over the next several years.  Additionally, the young men and women we recruit are normally looking at a term of service, not a career, so some of the longer range benefits that may concern those of us who have chosen a career aren't the same for most of those we recruit.

We don't know for sure what the results will look like after downsizing is complete. While we tend to prepare for the worst, historically we have been pleasantly surprised when everything was said and done that it didn't go deeper. Military compensation is at an all time high, and the debates are raging already over whether or not cuts may be too deep, perhaps stemming further cuts.

In the end, this is probably the best time to come into the Army, as we begin a transformation to a new future force.  Young men and women have the opportunity to be a part of that from the start.  When we are talking to them, it's about the opportunities to serve and shape the future of the country, to get their young lives started today, not the speculation over what benefits may or may not be there 20 years from now.

9) There were several Town Hall meeting questions regarding small unit recruiting. Col. Jim Iacocca, USAREC deputy commander, provided a video response:

 

 

10) Sir, I have been in USAREC for over 6 years, during this time I have noticed (along with peers throughout USAREC) a serious lack of female recruiters within our ranks. Within my own company that spans the entire panhandle of Texas and than some, we have a SINGLE female recruiter. In my last company we had NONE. I feel they are a great asset that our organization as a whole lacks. If we are the ambassadors of the Army I feel that we need to better represent who we really are within our communities. Is there anything being done to address this? (Justin Combs)

*ANSWER FROM USAREC G1: Yes, we are aware that the USAREC female demographics are a little short of where the Army overall is.  Currently there are several reasons that prevent USAREC from maintaining a female population that mirrors the Army's.  Unfortunately, less than 15%  of the Army's female NCOs are potentially available for assignment to USAREC, and this same population is also needed to fill other Army priority assignments like drill SGT, AIT platoon sergeant, nominative assignments, etc.  This 15% population is also before ALARACT and behavioral health screening and ARC attrition.  We and the Army are trying to find ways to improve the female fill but as you can guess there isn't an easy solution. 


11) Sir, what is being done for those 79R NCO's who were successful in leadership positions that lost them due to the implementation of SUR and are now slotted as recruiters. (Chris Kershaw)
*ANSWER FROM USAREC G1: 79R NCO's in the rank of SFC who were successful in leadership positions are fully qualified for promotion to E8.  As you indicate, there are fewer Center Commander positions now due to USAREC's transformation to SUR.  Interested NCOs can always contact their PDNCOs and indicate their interest in assuming another Center Commander position.  Soldiers should also continue to seek personal and professional development opportunities (such as pursuit of college degrees, certifications, improving physical fitness, etc) to ensure they remain competitive for promotion.

12) Sir, Can G1 publicize a list of ALL available assignments? Then have those assignments accessed and applied for by the 79R that meets the criteria of that position. Very much like Fortune 500 Companies and Corporate America does when internally posting an open position.(Kenny Ford)
*ANSWER FROM USAREC G1: Currently the G1 does publicize a list of all hard to fill locations and special duty assignment opportunities.  We have also stood up a 79R PDNCO cell within the G1 who can discuss assignment opportunities with you.  These discussions will be based on readiness, availability, location, professional development, and Soldier preference. All 79R NCOs are encouraged to converse with their PDNCO to discuss their future assignment opportunities.

13) Sir, I have been in USAREC for over 6 years, during this time I have noticed (along with peers throughout USAREC) a serious lack of female recruiters within our ranks. Within my own company that spans the entire panhandle of Texas and than some, we have a SINGLE female recruiter. In my last company we had NONE. I feel they are a great asset that our organization as a whole lacks. If we are the ambassadors of the Army I feel that we need to better represent who we really are within our communities. Is there anything being done to address this?  (Justin Combs)
*ANSWER FROM USAREC G1: We are aware the USAREC female demographics are a little short of where the Army overall is. Currently there are several reasons that prevent USAREC from maintaining a female population that mirrors the Army's. Unfortunately, less than 15% of the Army's female N...COs are potentially available for assignment to USAREC, and this same population is also needed to fill other Army priority assignments like drill sergeant, AIT platoon sergeant, nominative assignments, etc. This 15% population is also before ALARACT and behavioral health screening and ARC attrition. We and the Army are trying to find ways to improve the female fill, but as you can guess there isn't an easy solution.

14) Sir. As a DA select recruiter I am highly interested in converting to 79R and I understand you encourage Soldeirs to do so. However, as a SFC already I see very little incentive to do so. I see the best NCOs within USAREC stagnate at SFC. Converting to 79R is highly attractive to those SGTs and SSGs who would have difficulty making it to that level in their previous, probably over strengthed, MOSs. Is there any plan to change the system so SFCs have more opportunities for promotion within USAREC (MSG center commanders perhaps) or would USAREC be better served by changing the selection cretiria to disclued SFCs? By selecting SFCs, who by my estimation have a low propensity for conversion, slots are being taken away from Soldiers who are more likly to covert, in turn costing USAREC more training money. Keep in mind I think USAREC would be better served by having more senior NCO's at the center level to provide the leadership, guidance and coaching that many recruiters lack after years of being so "making mission" focused for years. (Jacob Weltsch)
*ANSWER FROM USAREC G1:  Unfortunately, USAREC cannot create additional 79R MSG positions. The Army establishes grade constraints know as "caps" for each Career Management Field (CMF).  CMF79 is at the maximum amount of MSG positions permitted by the Army.  USAREC fully supports reclassifying Soldiers who are fully qualified to MOS 79R; however, it is important for Soldiers to understand the career progression model established in DA Pam 600-25 for MOS 79R when considering reclassification.  It would also be difficult to build a case for the Army to increase USAREC's grade structure when the rest of the Army is rolling back grades on much of our enlisted force structure.

15) How can we develop a system where senior NCOs can plan or try to position themselves for assignments after doing first sergeant time and staff time when there are vacancies? (Amber Heald)
*ANSWER FROM USAREC G1: Our NCOs have the opportunity to provide assignment preferences. If a vacancy exists and the SM is eligible, the G1 makes every effort to support, provided the preference aligns with command readiness needs.  Most E8 assignments are made during the E8 slating process.  NCOs should place their assignment preferences in HSS and communicate with the G1 PDNCO.

16) My question relates to the recent decision to cut all gym memberships for Recruiters while upping the PT tests to quarterly. Living in Michigan with negative temperatures drastically limits the soldier's ability to exercise outside for group PT without severe cold weather injury. Will there be a plan to replace the current gym location with an alternative? (Lori Beth Zumbrun)
*ANSWER FROM USAREC G1: We are working with the Office of the Secretary of Defense to extend the DoD Fitness Initiative for an additional year through March 2015.  The current program runs through March 2014 so we are down to the wire in getting the program contracted.  Unfortunately, USAREC does not have sufficient funds to pay for the program at our level, so Soldiers may have to revert to utilizing community resources and use cold weather gear when conducting unit fitness training.

17) Sir, recently posted question from the USAREC Recruiting Forum- " Can Soldiers can be granted an ETP to use their monthly REA claim for gym membership? Most memberships are $30 or least, just a suggestion. (John Lewis Dodson III)
*ANSWER FROM USAREC G1: Unfortunately this does not appear to be an authorized use of REA.  We are working to confirm if this is an accurate interpretation or not.

18) Sir, I absolutely commend you on this venture. I spent 21 years on active duty and I know of no general officer that would submit himself to this type of venture. I have one question that can only be addressed by the USAREC commander: my co-workers received over 5 days PAID LEAVE TIME that I did not get. Let me explain: during last years furlough my co-workers were send home for 5 Fridays. Eventually they were paid for those Fridays. I, as well as many many other USAREC employees were forced to work. So, my co-workers received over 5 days PAID LEAVE TIME that I, as well as many USAREC employees did not get. Is there anything we can do to correct this PAID LEAVE discrepancy? (Clifford Williams)
*ANSWER FROM USAREC G1: Unfortunately, there is nothing we can do to correct this discrepancy.  Last year, USAREC civilians were affected by two furloughs.  The first was an administrative furlough due to sequestration.  No USAREC civilians were exempted from this furlough, and no retroactive pay was authorized for the furloughed workdays.  The second furlough was implemented due to a lapse in appropriations last October.  I had the authority to determine positions exempt from that furlough, and about 450 civilians conducting activities necessary to continue recruiting, or needed to ensure a legal or statutory requirement was met, were excepted.  Less than 10 were recalled during this furlough period. These civilians were all informed that retroactive pay will be granted once Congress made appropriated funds available. The civilians that were not excepted from the second furlough did not report to work for 3½ days, and were told there was no guarantee of retroactive pay.  Later, congressional legislation allowed these civilians to receive retroactive pay for furloughed workdays.

19) Given the restriction on budget resources for training and travel, will the command place more emphasis on telework/flex/compressed work schedules for the civilian staff to enable them to provide the same level of service and outreach to outlying centers? (Christopher Davis)
*ANSWER FROM USAREC G1: Employees can request flexibilities such as telework and alternative work schedules.  Approval levels within organizations may vary.  However, approval must comply with all regulatory, statutory, and policy guidance.  G-1 Civilian Personnel Management Division (CPMD) will add this topic to their next leadership informational briefing.  Civilian Personnel Advisory Center management-employee relations and G-1 CPMD staff are available to answer questions on this subject.

20) Do you believe the current plan of attack requarding possible suicide identification and prevention is adequate? (In my opinion--as a spouse) I feel it is not. The questionnaire soldiers fill out is a joke. Let's face it, not many soldiers who have been off to war are going to come home and say...help me. Not many soldiers or their families want to have others involved in their "business". I am quite concerned for returning soldiers coming into recruiting duty.....the constant and continual stress cannot be handled by many. My next part of this is...how does the backlash of a soldier suicide affect the careers of the leaders directly involved or are the standard counselling and questionnaire check marks adequate "cya"? I could on!y imagine how my family life would be affected by a soldier under my husbands watch, committing suicide. A soldier in the station has recently divorced, another just pulled into town, others have spouses suffering with health issues and depression..the soldiers suicide questionnaire cannot cover these possible triggers. Being remote is difficult at best, I just don't see soldiers and their families being looked after the way I feel would be best especially considering the current and constant changes in work hours, benefits, and pay.
*ANSWER FROM USAREC CHAPLAIN: Suicide prevention is an Army priority!  Leaders at every level in the Army are working smart and hard to care for Soldiers, Army families and DoD civilians.  Never has the Army done more than it is doing now, but more will need to be done, because Soldiers encounter many hardships throughout their careers. It is an Army goal to build a ready and resilient force.  Trainers and tools exist and are readily available to Army personnel.  All Soldiers and DoD civilian employees are trained in suicide prevention.Two types of Suicide Prevention Training are available to the Army at large: Applied Suicide Intervention Skills Training (ASIST) and Ask, Care, Escort Training (ACE).  USAREC developed a Suicide Prevention and Risk Reduction Training (SARRT) which is tailored especially for the recruiting force. Modern technology offers another resource to help prevent suicides.  Suicide prevention Apps are now available to download on Smart Phones.  The internet is another means the force can use to get help for someone in need.  Soldiers understand how the buddy system works and they know how to get help for a buddy when it is needed.  Soldiers can contact professionals at medical centers, hospitals, clinics, chapels, Army Community Services, Soldier Family Advocates, Family Assistance Coordinators, Marriage and Family Life Counselors, Suicide Hotlines, Military One Source, Police, Fire Departments, and their immediate supervisor or unit leadership to get help. Family members can do so too.

21) Sir, Can we please get the WIFI Hot Spots enabled on GOV phone's and do away with aircards? Hopefully, the change saves USAREC some money. I feel it will also be more effecicent for recruiters as GOV cell phones never get shut off, but aircards do. A hot spot or aircard is not needed everyday, but at times the are, and a disabled aircard does us no good. Thank you Sir. (Rockford East Recruiting Station)
*ANSWER FROM USAREC G6: We tested the hot spot feature on the phones and found that if you receive a call while using the hot spot feature, it pauses or in some instances breaks your data connection. This would have interrupted your work and may have resulted in lost work. We are currently finalizing a plan to replace all legacy air cards with 4G LTE Jet Pack MiFis that allow connection of 5 devices to one Jet Pack. As we cycle Smart Phones in the future we will revisit the hot spot capability.

22) Online Army FRG leader training does not adequately or at all address the geographical and technological necessities of a recruiting Company. There is an enormous, unacknoeledged difference from operational Army FRG. The needs of the families and the role of the leader is completely different and completely unaddressed. (Alison Savage Pulcher)
*ANSWER FROM USAREC G1: This is true, so in USAREC we work to leverage technology and modification of Family Programs to assist in program delivery to our geo-dispersed force.  We recommend using the USAREC Family Strong Resource Guide as a start point to help integrate how the Family can support the mission at the Company level.  Co FRGs should also use the Battalion resources available, to include the Soldier and Family Assitance Program Manager to assist in FRG support and training.

23) I posed this question during the Center Commander Course and the cadre expressed the same concern that I still have. Going through the CCC early last year, I was thoroughly impressed by the professionalism of the cadre and the overwhelming theme of the course was leadership skills, instead of just an advanced recruiting course. Seeing the leadership challenges that have existed within the 79R NCO leadership in the past, is there any effort being made to expedite the newly minted CCC graduates being moved immediately into leadership positions in order to maintain the enthusiasm and further develop the leadership skills that the CCC put into motion. (USAREC Recruiting Forum)
*ANSWER FROM USAREC G1: Great observation.  Priority of fill for CCC graduates is to go to a center commander position, although time on station projected vacancies, etc., are also considered.  The CG recently waived the CCC prerequisite for converting to MOS 79R.  This should allow us to move graduates into CCC positions sooner as you suggest, and also allow us to convert more high quality NCOs into the MOS. 

24) If USAREC has a dedicated enlisted MOS for recruiting, 79R, have you considered a dedicated AOC for officer in recruiting (i.e. 79A)? I figured if we have full time enlisted recruiter we should have a full time officer recruiter with a USAREC MOS/AOC. Unlike detailed officer recruiter who is in place for a two year assignment then leave, a USAREC recruiting officer will remain in USAREC and keep up with the many changes that USAREC goes through. (Louie Pineda)
*ANSWER FROM USAREC G1: USAREC has discussed development of a recruiting officer Area of Concentration (AOC) or Functional Area (FA) .  USAREC does not have the organic officer force structure necessary to develop either an AOC or FA for recruiting.  Obtaining the force structure nessary to develop a AOC/FA for recruiting would be difficult, because this would require enough authorizations to develop an officer career development pyramid.