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Finished BOLC! YAY! Survived a flooding room, and now working my way into the swing of things. We have JRTC coming up in July.. So flood me with all the information you know about JRTC and what it was like as an S1 during JRTC.
Ive been gone for four months due to school, and have missed A LOT in regards to all the personnel stuff preparing for JRTC. I have the master DMD and etc... but I feel like Im lost in the sauce trying to catch up.
Ive been gone for four months due to school, and have missed A LOT in regards to all the personnel stuff preparing for JRTC. I have the master DMD and etc... but I feel like Im lost in the sauce trying to catch up.
Posted in these groups: 
Battalion Personnel Officer (S1)
Battalion Personnel Officer (S1)
Edited 9 y ago
Posted >1 y ago
Responses: 15
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Ma'am, before crossing to Civil Affairs, I was a very long-running battalion S-1 guy. Started at the bottom doing awards and DA 4187s, topped out as a Section Chief, sometimes with an officer, sometimes not. Hardest challenge I ever had was running a Joint Task Force J-1 shop in Afghanistan with over 1000 troops in it from different services, components, and countries. I learned a lot of what I know from experience.
If I could boil down your job as a BN S-1 to one thing, it would be TRACKING. The BC/XO doesn't expect you to DO so much - that is what your section is for - but they do expect you to know exactly where all of your pending actions are at all times. Do that, and you are a rock star. Very rarely is an action late because of your shop, but rather because some rater or commander wasn't tracking something needed to be done. That's where you come in. Be particularly mindful of Evaluation Reports, Promotions, Pay Issues, and Readiness/ PERSTAT information in that order. They are important because YOUR boss has to brief HIS boss that exact information. Not only that, but they all have distinct importance to the Soldier and will thus be of interest to their CoC.
I'd echo the customer service advise, but add that it has everything to do with the mentality of your shop, and you need to set the tone. Things like "limited business hours" and requiring some sort of chit to get assistance are very maddening to a Soldier that has a personnel issue and wants support.
Don't try to be an expert at all things personnel, but DO strive to be an expert researcher. Most of the questions you'll get from staff and the commanders starts with "how do I do..." Never blurt out an answer, even if you think you know it. Go to the regulation or SOP, find it in black and white, and quote the answer WITH THE REFERENCE and you will buy all the credibility you will need (particularly relevant as a 2LT) and garner a reputation for thoroughness and competence that will serve you well.
Have your section task-organized and challenge them to be experts at what tasks are in their lane. Have them then cross-train to build depth and grow leaders within your shop. Having a guy that "only does pay, and he's the only guy that does pay" will undermine your service quality and your shop's elan. Pride in work and ownership go a long way towards team building.
I could go on and on, but if you have specific questions, feel free to contact me directly.
If I could boil down your job as a BN S-1 to one thing, it would be TRACKING. The BC/XO doesn't expect you to DO so much - that is what your section is for - but they do expect you to know exactly where all of your pending actions are at all times. Do that, and you are a rock star. Very rarely is an action late because of your shop, but rather because some rater or commander wasn't tracking something needed to be done. That's where you come in. Be particularly mindful of Evaluation Reports, Promotions, Pay Issues, and Readiness/ PERSTAT information in that order. They are important because YOUR boss has to brief HIS boss that exact information. Not only that, but they all have distinct importance to the Soldier and will thus be of interest to their CoC.
I'd echo the customer service advise, but add that it has everything to do with the mentality of your shop, and you need to set the tone. Things like "limited business hours" and requiring some sort of chit to get assistance are very maddening to a Soldier that has a personnel issue and wants support.
Don't try to be an expert at all things personnel, but DO strive to be an expert researcher. Most of the questions you'll get from staff and the commanders starts with "how do I do..." Never blurt out an answer, even if you think you know it. Go to the regulation or SOP, find it in black and white, and quote the answer WITH THE REFERENCE and you will buy all the credibility you will need (particularly relevant as a 2LT) and garner a reputation for thoroughness and competence that will serve you well.
Have your section task-organized and challenge them to be experts at what tasks are in their lane. Have them then cross-train to build depth and grow leaders within your shop. Having a guy that "only does pay, and he's the only guy that does pay" will undermine your service quality and your shop's elan. Pride in work and ownership go a long way towards team building.
I could go on and on, but if you have specific questions, feel free to contact me directly.
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1SG (Join to see)
One more thing, about the counseling... it pains me to say this, but officers in general and in the Guard or Reserve in particular STINK at conducting counseling. In my job, it comes up over and over during OER season when there is a mad scramble for rated officers to fabricate a support form so their boss has something to write (or cut/paste).
If you feel strongly about this - and you should - conveniently enough you are the battalion S-1 and are often responsible for policy writing. Sounds like an opportunity to me to leverage the BC's support of a policy that enforces following the regulation pertaining to counseling.
I would also argue that for you at this point, it would be more beneficial for them to do the DA 67-9-1a (Jr Officer Development Form) that is MANDATORY for raters to utilize for all LTs, CPTs, and WO1s. Link follows: http://www.apd.army.mil/pub/eforms/pdf/a67_9_1a.pdf
Good luck ma'am.
If you feel strongly about this - and you should - conveniently enough you are the battalion S-1 and are often responsible for policy writing. Sounds like an opportunity to me to leverage the BC's support of a policy that enforces following the regulation pertaining to counseling.
I would also argue that for you at this point, it would be more beneficial for them to do the DA 67-9-1a (Jr Officer Development Form) that is MANDATORY for raters to utilize for all LTs, CPTs, and WO1s. Link follows: http://www.apd.army.mil/pub/eforms/pdf/a67_9_1a.pdf
Good luck ma'am.
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1SG (Join to see)
CPT (Join to see) I would say 1SG (Join to see) did a fine job of covering it. From the standpoint as a 1SG at the unit, nothing used to make me madder than hell was to send a Soldier to the Bn S1 Shop for assistance and be sent back because he didn't have a PAC slip or note from his PSG. Let the unit NCOs worry about where the Soldier is, if he/she shows up, they have a problem and it's my and your job to fix it. If a Soldier begins to ever show his ignorance, I would expect you immediately notify me, so I can kick his ass before the CSM gets it all. Unit 1SGs can be your friend, they will come to you and your PSNCO when they need something, don't hesitate to do the say, especially the HHB 1SG. Being in an All-Male (as you called it), though it's not any more....you're there....if you're weak on PT, get in shape quick. You have to prove yourelf (just like every new member to the unit), only everyone is watching you, Soldiers, NCOs and Officers from all the units. Be approachable, but not gullable! As for your rater, I will assume he's the Bn XO. Walk lightly on that one for now, but don't give up.
Be patient, you are new to them as they are to you. Wish you the best of luck! Suggest you get 1SG Healy's email and put his phone number on your speed dial! Who knows, you may be the first 2LT to make 1LT without ever being counseled. Oh...and FB....if you haven't already figured it....let it go except for your personal friends. If you want help and advise...hang right here! You will plenty and mostly likely an answer or link to any issue you may have.
Be patient, you are new to them as they are to you. Wish you the best of luck! Suggest you get 1SG Healy's email and put his phone number on your speed dial! Who knows, you may be the first 2LT to make 1LT without ever being counseled. Oh...and FB....if you haven't already figured it....let it go except for your personal friends. If you want help and advise...hang right here! You will plenty and mostly likely an answer or link to any issue you may have.
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CPT (Join to see)
1SG (Join to see) , where were you hiding out in February when I was trying to find a slot in Minnesota! Jeepers! Ha. - I would love a slot within Minnesota, but would have to do some looking into it first. All ears on some details.
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1SG (Join to see)
I was (and still am, for now) in Africa. My unit is Reserve, so there would be some work on your part to secure a conditional release from the IANG. I'll attempt contact via RP once I am back in my DA Civilian job and in position to assist you. Expect it to be mid-November or so.
My Battalion is a very busy unit that has had at least one Soldier downrange at all times since 1990 except a short respite between May 1992 (Gulf War) and Haiti in 1994. This unit goes places and does stuff. As such, our S-1 position is pretty demanding on readiness and mobilization ops. Still interested? Give me a couple months to get back in my chair and we'll talk.
Badger 7
My Battalion is a very busy unit that has had at least one Soldier downrange at all times since 1990 except a short respite between May 1992 (Gulf War) and Haiti in 1994. This unit goes places and does stuff. As such, our S-1 position is pretty demanding on readiness and mobilization ops. Still interested? Give me a couple months to get back in my chair and we'll talk.
Badger 7
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LT Rolfing...I haven't seen a sitting BN CDR on here yet, so I'll give you my $1 and 2 cents. Answering your last question first, my MED PL is a female. She's one of the best I've seen. Got nothing to do with whether you have a hoo-ha or a jim-jim...nor what you do with it in your off time. No one cares, at least not in the Cavalry. One of my Top-2 Troop Commanders (out of 6) is a female. Same deal. It's about competence and confidence, not whether you carry your sexual organs inside or outside of your body. 'Nuff said...now on to the stuff you really care about...
1) You own OER tracking. Don't let one be late to HRC.
a. Understand EES and be able to navigate it for your Commander and everyone else in the officer rating scheme. Don't low-ball this. If you are there right now, you know the deal. Figure it out quick.
b. If your boss doesn't have a REALLY GOOD Senior Rater and Rater profile excel spreadsheet, you need to find one and put it into action. You must be able to predict OERs out 12 months, tracking the annual OER's and doing your best to track the Change or Rater, Change of Position, and PCS OERs. Never let your boss go over 45% without a big red light on his desk going off.
c. Reference (b), above, you along with the BN XO must understand and help the boss manage officer moves. It feeds the OER system. There are other reasons, but for you, this is the primary concern...the boss' profile tracker.
2) You manage the S1 shop. I say manage for a reason. Yes, we are all leaders, but I need both in the S1 shop and if I have to make a choice, I want a manger in the S1 shop. The NCOIC can run it, but you TWO need to sit down and figure out how to manage it. I assume you are understaffed, just like every other BN S1 shop. One person can only really do 1 job in there to an excellent standard, 2 jobs to a good standard. More than that and you start getting into mediocrity in jobs, and that ain't good. Find what people are good at and maximize it. Your NCOIC MUST get his/her hands dirty. They are a WORKER and a leader. They don't have the luxury to be "Big Sarge," sitting in their office chair with a cup of coffee telling people what to do. Same with you. Everything relating to officers falls in your lane.
3) Keep your boss informed about everything relating to HR in the Battalion, and in the Army. Know when promotion baords are coming up (1LT, CPT and MAJ). Make sure they are on the CALENDAR. Remind him 3 months out, because there needs to be complete the record OERs done or senior rater options completed. When promotion lists are released, he needs to know. At ANY level. From SFC to 4-star general. There are some he needs to take action on (promotions of LT's and CPT's, MSG's, etc), and there are some that require his social action (he will need to send congratulation notes to SGM's, LTC's, COL's, BG-LTG's who he knows or are in his community). Changes to HR regulations that affect the BN or general actions in the Army need to be relayed to him as well. If nothing else, it needs to be known for information.
4) If you have an adjutant, you are lucky. Try to convince the XO that you need one. If you don't...you own the ceremony of the Battalion. The pomp and circumstance is in your lane as the ADJ. I have an adjutant and it frees the S1 to focus on AG stuff vice things like hails and farewells, coins, managing access onto my calendar, cup and flower fund, etc, etc, etc. Find an adjutant (a 2LT waiting for a PLT, or a former XO who is waiting to move out to FACCC). It's worth it.
5) Become intimately familiar with the PERSTAT. If the PERSTAT is jacked up, I gut two kinds of people. Troop Commanders and the S1. I don't go for SPC Smith who creates it. I go for the S1's throat. Make sure you are doing what is necessary at your level. DO NOT just take the reports from the Batteries at face value. Someone needs to review it to see if it makes sense.
6) Never be late with a suspense. Whether it's NCOER's or OER's or AAA162's. The more you are late, the more attention you draw to yourself. You don't want to be the target that is stuck in the up position on the BN CDR's range. That weapon doesn't run out of ammunition.
7) Come in early, stay late, and finish the job. Don't you dare go home at 1730 if there is something going to be late tomorrow morning. See recommendation #6.
8) PT yourself until you quiver every morning. It will make you stronger...and it will help with the stress the rest of the day. Make your S1 shop do the same thing. Do PT with THEM every morning. Make them vomit, then PT some more. The S1 shop always gets a bad rap. If they see you smoking the dog-doo out of yourselves in the morning, they will instantly have more respect for the shop.
9) Learn from your NCOIC. If he/she sucks, get the XO and CSM to fire them...immediately. Replace them with a hungry SSG. Your life will improve.
That's just the tip of the iceberg.
Put your oars in the water and row like hell.
1) You own OER tracking. Don't let one be late to HRC.
a. Understand EES and be able to navigate it for your Commander and everyone else in the officer rating scheme. Don't low-ball this. If you are there right now, you know the deal. Figure it out quick.
b. If your boss doesn't have a REALLY GOOD Senior Rater and Rater profile excel spreadsheet, you need to find one and put it into action. You must be able to predict OERs out 12 months, tracking the annual OER's and doing your best to track the Change or Rater, Change of Position, and PCS OERs. Never let your boss go over 45% without a big red light on his desk going off.
c. Reference (b), above, you along with the BN XO must understand and help the boss manage officer moves. It feeds the OER system. There are other reasons, but for you, this is the primary concern...the boss' profile tracker.
2) You manage the S1 shop. I say manage for a reason. Yes, we are all leaders, but I need both in the S1 shop and if I have to make a choice, I want a manger in the S1 shop. The NCOIC can run it, but you TWO need to sit down and figure out how to manage it. I assume you are understaffed, just like every other BN S1 shop. One person can only really do 1 job in there to an excellent standard, 2 jobs to a good standard. More than that and you start getting into mediocrity in jobs, and that ain't good. Find what people are good at and maximize it. Your NCOIC MUST get his/her hands dirty. They are a WORKER and a leader. They don't have the luxury to be "Big Sarge," sitting in their office chair with a cup of coffee telling people what to do. Same with you. Everything relating to officers falls in your lane.
3) Keep your boss informed about everything relating to HR in the Battalion, and in the Army. Know when promotion baords are coming up (1LT, CPT and MAJ). Make sure they are on the CALENDAR. Remind him 3 months out, because there needs to be complete the record OERs done or senior rater options completed. When promotion lists are released, he needs to know. At ANY level. From SFC to 4-star general. There are some he needs to take action on (promotions of LT's and CPT's, MSG's, etc), and there are some that require his social action (he will need to send congratulation notes to SGM's, LTC's, COL's, BG-LTG's who he knows or are in his community). Changes to HR regulations that affect the BN or general actions in the Army need to be relayed to him as well. If nothing else, it needs to be known for information.
4) If you have an adjutant, you are lucky. Try to convince the XO that you need one. If you don't...you own the ceremony of the Battalion. The pomp and circumstance is in your lane as the ADJ. I have an adjutant and it frees the S1 to focus on AG stuff vice things like hails and farewells, coins, managing access onto my calendar, cup and flower fund, etc, etc, etc. Find an adjutant (a 2LT waiting for a PLT, or a former XO who is waiting to move out to FACCC). It's worth it.
5) Become intimately familiar with the PERSTAT. If the PERSTAT is jacked up, I gut two kinds of people. Troop Commanders and the S1. I don't go for SPC Smith who creates it. I go for the S1's throat. Make sure you are doing what is necessary at your level. DO NOT just take the reports from the Batteries at face value. Someone needs to review it to see if it makes sense.
6) Never be late with a suspense. Whether it's NCOER's or OER's or AAA162's. The more you are late, the more attention you draw to yourself. You don't want to be the target that is stuck in the up position on the BN CDR's range. That weapon doesn't run out of ammunition.
7) Come in early, stay late, and finish the job. Don't you dare go home at 1730 if there is something going to be late tomorrow morning. See recommendation #6.
8) PT yourself until you quiver every morning. It will make you stronger...and it will help with the stress the rest of the day. Make your S1 shop do the same thing. Do PT with THEM every morning. Make them vomit, then PT some more. The S1 shop always gets a bad rap. If they see you smoking the dog-doo out of yourselves in the morning, they will instantly have more respect for the shop.
9) Learn from your NCOIC. If he/she sucks, get the XO and CSM to fire them...immediately. Replace them with a hungry SSG. Your life will improve.
That's just the tip of the iceberg.
Put your oars in the water and row like hell.
(5)
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1SG (Join to see)
CPT (Join to see) . Get a good night's sleep and check back tomorow COL (Join to see) will have the Day 2 on the job of a newly assigned S1. NO better source than from a Battalion Commander himself! Cavalry too....Never forget that when future assignments come your way!
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COL (Join to see)
Also...get on S1 NET. It's the HRC blast that covers all MILPER and ALARACT messages as well as other ABSOLUTELY NECESSARY stuff that no one cares about except the S1. Oh...technically you also own the Retention NCO. This gets to my next point. It is highly likely that your BN CDR has given the CSM carte-blanche to go in and poop on the desk of anyone in the S1 shop at any given time. You and he need to come to terms as soon as possible. This is as simple as going into the CSM's office and requesting to speak with him. After he wipes the annoyed look off his face, ask him how to do your job. He will then spend a LOT more time than you expected talking about every problem he has ever had with the S1 shop as a 1SG, and then he will give you some GREAT advice. Take what I said, above, and then mix it up with what the CSM tells you needs to be done. Ask him about your NCOIC and how best to employ them. Ask about the strengths and weaknesses in the S1 shop and how he thinks you should shore them up. At the end of all that, you may even be able to mention that you need a 42A yesterday. Get in the CSM's hip pocket. It will help tremendously.
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COL (Join to see)
Just looked at your profile. We've got some guys with us in Idaho right now from 1/34. The Red Bull is on the loose against the IDARNG right now. Also...don't tell my wife I said this, but she started as an AG 2LT in the ILARNG. She's PAO now for the WAARNG...but you never lose your original branch when you do career field stuff.
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CPT (Join to see) I can tell you this - there's nothing worse than a butter bar (2lt for you Army types) trying to rush things. I agree with you on the delay of leadership taking the time to give you that inital counseling. There are 2 sides to that coin; your command may feel it would be best to see how you shake out without guidance. Afterall, this is NOT your first time in the military, so you have many of the courtesies, interpersonal realtions issues down pat. The other side may be they are not sure if you are a good fit and would rather you show them what you are doing and are capable of. I'm not in the ARMY and I'm certainly not in your COC - but I'm gonna with the first option.
As for what to do: (1) as 1LT(P) Michael Barden mentioned - I'd pretty much ignore whatever is said on FB. (2) Have you assessed your office, it's methods, etc and determined if there are issues that need to be fixed? There's not such thing as an office that doesn't have problems....we're human. (3) As SGT Ben Keen mentioned: maintain that division of Officer to Enlisted. There are things that are NCO business - be there; observe, listen. When the NCO's aren't taking care of NCO business - talk to the NCOIC and give them your support but INSIST they take care of business. While it may be initially easier to "fix" the issue yourself, you're only doing yourself a disservice and certainly not supporting your lower COC. (4) Customer Service. As MSG Wade Huffman mentioned your new job is customer centric. Don't forget; you have 3 sets of customers (a) your command (b) the soldiers that come to do the multitude of things personnel offices deal with (c) your staff. You have to answer to all three. Yes, only one of them writes your evals - but each of them can either make your job a success or watch you flail around like a mad person with their hair on fire, chuckling the entire time.
As for what to do: (1) as 1LT(P) Michael Barden mentioned - I'd pretty much ignore whatever is said on FB. (2) Have you assessed your office, it's methods, etc and determined if there are issues that need to be fixed? There's not such thing as an office that doesn't have problems....we're human. (3) As SGT Ben Keen mentioned: maintain that division of Officer to Enlisted. There are things that are NCO business - be there; observe, listen. When the NCO's aren't taking care of NCO business - talk to the NCOIC and give them your support but INSIST they take care of business. While it may be initially easier to "fix" the issue yourself, you're only doing yourself a disservice and certainly not supporting your lower COC. (4) Customer Service. As MSG Wade Huffman mentioned your new job is customer centric. Don't forget; you have 3 sets of customers (a) your command (b) the soldiers that come to do the multitude of things personnel offices deal with (c) your staff. You have to answer to all three. Yes, only one of them writes your evals - but each of them can either make your job a success or watch you flail around like a mad person with their hair on fire, chuckling the entire time.
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