Posted on Jun 6, 2022
Where can I find a current list of no fail tasks at the battalion level? Templates? Battle rhythms?
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About to take over as an Airborne Infantry Battalion S1 NCOIC for the first time. Anyone here have a current list of no fail tasks at the battalion level? Templates? Battle rhythms? Looking to soak as much refresher / cheat sheets on BN S1 flow as humanly possible over the next few weeks. 42Bs and 420As - what are the things your NCOICs do to make you view them as next level? Thank you SO much to anyone who takes time out of their day to respond to this RFI. AATW.
S1 Personnel NCO
42A: Human Resources Specialist
42B: Human Resources Officer
420A: Human Resources Technician
Posted >1 y ago
Responses: 5
3
3
0
Long winded, but this has helped me. Got this from a 42A page. Also, look at S1 net for lots of templates and examples on what you may need.
Battalion S1 NCOIC - The First 90 Days/Responsibilities and Tasks
< Battalion S1 NCOIC - The First 90 Days
1. Get the UIC and find out the current status of NCOERs/OERs; medical; and personnel strength-this will give you the ability to jump right in and address hot issues.
2. Go to FMSweb and pull your latest MTOE/TDA. Study it inside and out. Learn your force structure and what ranks/MOSs you're authorized.
3. Learn your UICs and what each of your Battalions/Companies are called.
4. Pull your AAA-342 from eMILPO. Calculate your MOSI and figure out what you're short...then make sure your BDE S1 is tracking your shortages.
5. Go through your rating scheme/evaluations tracker. Make sure everyone is on it. Verify all last evaluation dates through IWRS and calculate projected thru dates. If your evaluation tracker sucks, get a new one that calculates number of days due to HRC.
6. Review your BN CDR's senior rater profile (if you are designated to manage it), have him/her pull the latest DASH-2 (profile) from HRC so you can verify you're tracking it right.
7. Pull all the applicable regulations and DA Pams and put them on your desktop. If possible, put them on your phone so you always have the references with you.
8. Review all your Brigade/Battalion Personnel SOPs.
9. Ensure you have access to all the HR websites/programs: eMILPO, eTOPMIS, TOPMIS II, eDAS, PerNet, S1Net, FMSWeb; save links to those sites on your favorites bar for quick reference. 10. Get familiar with how your unit routes personnel actions to your CDR.
10. Pull your unit HR metrics. Fix any issues.
11. Review your unit's SOP for updating personnel records/SGLV/DD93 to ensure records stay updated.
12. Pull the Non-Deployable roster and review for discrepancies; have CO CDRs fix.
13. Ensure you have a loss tracker to ensure awards/evaluations are completed before Soldiers leave.
14. Develop counseling for your Soldiers and conduct it IAW AR 623-3.
15. Inspect your unit mail room and make sure it conforms to AR 600-8-3. Go get your DD Form 285 (if applicable).
16. Get your kit bag together and make sure it matches the unit SOP, you don't want to be "that guy."
17. Assess your section. Instill a "customer service" mindset. Remind them and yourself that AG is a Force Sustainment branch and you're there to provide support for your Soldiers. That means make sure your S1 section has vast hours of operation and that you're not kicking back every single action because there's a small mistake. Provide/schedule appropriate training where needed.
18. Develop a Troops to Task, so that everyone in your shop knows what they are supposed do and when.
19. Stay late - The S1 is really busy during the day and you aren't going to get anything done. This doesn't mean making your Soldiers work late; it isn't their fault if the S1 is out of shape. It may be in great shape or it may be a mess, I've taken on plenty of messes. You'll need to stay late to get the S1 whipped into shape.
20. Go through the filing cabinets and get rid of documents that are outdated and need to be shredded. Identify documents that should be archived.
21. Scrub all of your rosters that track awards, evals, finance actions, in/out processing, personnel actions.
22. Review your Command inspection forms and make sure you are in compliance with all regulations.
23. Automate - Now that you've scrubbed your trackers, make sure they are on the shared drive for your S1 to access. If you are capable, build and S1 Database or use the ones available on S1Net to start with and just modify to suit your needs.
24. Inventory - Take inventory on all of your equipment, what you have and what you need. Complete the appropriate forms to get the missing equipment; you need to do the leg work if you want to get this done. S4 and S6 can help you get it all completed and you can go get the signatures and get it turned in. Be someone that DOES instead of DOES NOT. Inventory continued - You've inventoried your equipment, now inventory your subordinates. Make sure you have someone covered down on all areas if not, you will want to find out when your next gain will be and possibly request an E4 from some other MOS be assigned to the S1 temporarily so all functions are handled. Identify strengths and weaknesses, promotions, awards and evaluations are high visibility put your best Soldiers on that, but at the same time ensure they are cross-leveling to back each other up.
25. Evaluations - If you have late evaluations, get them fixed immediately. Put a suspense on them and if they fail to meet the suspense, put your Commander in action. We had a nice evaluation meeting that lasted until 2200, the Officers and NCOs did not leave until every evaluation was turned in. Do that once or twice, you'll start getting evals on time when they know you mean business. This is worse case, bottom line stay on top of the evaluations.
26. Awards - Just as important as evaluations, people DO NOT leave without their awards completed. Scrub your rosters for losses and Good Conduct Medals that are due, make sure all awards are turned in as they are supposed to be. Also, if you send awards back for mistakes, track them until they are turned back in.
27. System access - EDAS, WebEDAS, TOPMIS, FMSWeb, eMILPO, the list goes on and on. Make sure you have all appropriate access and learn how to use it to your advantage.
28. Enlisted Strength Management – Automation is important, in order to do strength management you need to make sure you have an automated way to track assigned, gains and losses. I always build myself some kind of MS Access database and I know this isn’t an option for most. You need to find a way to get the process automated and accurate; this is the only way you will be able to get replacements in a timely manner from your Brigade.
29. Process – Put a process in place for everything, ie when a Soldier in processes make sure they completely fill out whatever forms you have before they leave. Awards, provide example formats to ensure all administrative data is complete. Review the current process and improve it wherever possible.
30. AWOL/DFR – After you scrub your rosters, make sure all personnel are accounted for. If you have AWOL personnel, make sure you follow all of the steps to move them into the DFR process and off your rosters when required.
31. Sharing information – You should make resources available to whoever needs them. A shared network drive can be used within your S1 and you can provide your company Orderly Rooms with a folder on the Shared Drive as well to get important information they may need. It is much better then emailing information in some cases. Place all applicable regulations, FMs, policies, automation, etc on the Shared Drive so anyone that needs it can get it. Another growing collaborative resource is Microsoft Sharepoint. Sharepoint combines the functionality of sharing folders or documents with tasking, calendars, automated workflow notices and other features.
32. Records Scrub – Check to make sure DD93/SGLI are updated, check they EFMP records are updated, usually maintained by the Orderly Rooms, check that Soldiers that are required have an updated Family Care Plan. These are things on your Command Inspection form and are your responsibility to check even if you don’t maintain the records.
33. Motorpool – Yes, I said it. If you have vehicles and field equipment go get it taken care of.
34. Follow up weekly with legal clerks to track legal actions that cause Soldiers to be non-deployable.
35. Know the BDE S1 Battle Rhythm in order to make the BN S1 shop run smoothly. Create a smooth Battle Rhythm within the BN S1 shop so you know which direction to tackle the personnel action or other actions with the 05/06 or CSM on their Battle Rhythm so both can be advise on what is BN S1"HOT" and what is BDE S1 "HOT." Remember 90 days is "HOT."
36. If asked a question, make sure to follow up with answers if you do not know at the current time. Again, it’s the first 90 days and first impression is a lasting impression. Be professional, confident, and come in with a game plan.
37. Begin with trying to grasp the Bn Cdr's HR intent for the command, and review the Command & Staff slides to see what areas the command could possibly improve in.
38. Review the internal tracking procedures, and monthly reports submitted by the companies.
39. Review the results of the last command inspection so that I could see what areas need immediate attention prior to the next inspection.
40. Communication, tracking, follow-up, feedback and the development of subordinates are always going to be essential to the success of any NCOIC.
41. Understanding your unit's mission is key. You must fully engage yourself in the day-to-day business. Demand your seat at the table otherwise you will get blown off when it comes to S-1 support.
42. Inspect your section before higher does. Using inspection checklists from higher, conduct an internal review of where you stand early. Within the 90 days you'll have time to identify most deficiencies and make adjustments IAW documented guidelines.
43. Know your job, it would not be pretty if you have been out of the S-1 Realm due to other assignments such as drill / recruiter etc and have no clue of what to do.
44. Be prepared to delegate because the amount of work can be overwhelming. Still, be prepared to work some long days.
45. Track everything, even if it seems minute. Trackers are a huge key to S1 success. There is no way to remember. Most may already be built but don't back away from making it your own. Don't reinvent it if it works but most can be enhanced or altered.
46. Take lots of notes. Make it digital and begin to build a "Lesson's learned binder."
47. You will find that other than the 100 daily fires, a large part of the job is centered around a daily, quarterly and yearly battle rhythm.
48. Constant AARs will help, even if you are the only one doing it. This will also help you either build or enhance any SOPs.
49. Go to any training that is offered. Preferably ones that are more geared toward your branch. No matter how mundane they can be, you will get something out of it. This will also help with networking.
50. Get to know the systems that are used. Many are listed above and each uses something a little different.
51. My first NCOIC gave me this advice and I have never forgot it and it is the simplest and most basic:
No transaction occurs without a supporting document.Always take care of the customer and remember that is what we are there to do, take care of the customer.Don't be that NCOIC or NCO that says no. There is always a yes, you just have to know where to look or who to call. And to follow up on that, don't be afraid to pick up the phone and call someone if you need to.Don't lead by email.Mentor your young OIC.Research, Research, Research.Don't be afraid to say you don't know.I believe the best NCOICs are the ones that understand what the S1 shop truly is...a combat multiplier for the commander, and uses their knowledge to best advise the S1 so that they can best advise the commander
Battalion S1 NCOIC - The First 90 Days/Responsibilities and Tasks
< Battalion S1 NCOIC - The First 90 Days
1. Get the UIC and find out the current status of NCOERs/OERs; medical; and personnel strength-this will give you the ability to jump right in and address hot issues.
2. Go to FMSweb and pull your latest MTOE/TDA. Study it inside and out. Learn your force structure and what ranks/MOSs you're authorized.
3. Learn your UICs and what each of your Battalions/Companies are called.
4. Pull your AAA-342 from eMILPO. Calculate your MOSI and figure out what you're short...then make sure your BDE S1 is tracking your shortages.
5. Go through your rating scheme/evaluations tracker. Make sure everyone is on it. Verify all last evaluation dates through IWRS and calculate projected thru dates. If your evaluation tracker sucks, get a new one that calculates number of days due to HRC.
6. Review your BN CDR's senior rater profile (if you are designated to manage it), have him/her pull the latest DASH-2 (profile) from HRC so you can verify you're tracking it right.
7. Pull all the applicable regulations and DA Pams and put them on your desktop. If possible, put them on your phone so you always have the references with you.
8. Review all your Brigade/Battalion Personnel SOPs.
9. Ensure you have access to all the HR websites/programs: eMILPO, eTOPMIS, TOPMIS II, eDAS, PerNet, S1Net, FMSWeb; save links to those sites on your favorites bar for quick reference. 10. Get familiar with how your unit routes personnel actions to your CDR.
10. Pull your unit HR metrics. Fix any issues.
11. Review your unit's SOP for updating personnel records/SGLV/DD93 to ensure records stay updated.
12. Pull the Non-Deployable roster and review for discrepancies; have CO CDRs fix.
13. Ensure you have a loss tracker to ensure awards/evaluations are completed before Soldiers leave.
14. Develop counseling for your Soldiers and conduct it IAW AR 623-3.
15. Inspect your unit mail room and make sure it conforms to AR 600-8-3. Go get your DD Form 285 (if applicable).
16. Get your kit bag together and make sure it matches the unit SOP, you don't want to be "that guy."
17. Assess your section. Instill a "customer service" mindset. Remind them and yourself that AG is a Force Sustainment branch and you're there to provide support for your Soldiers. That means make sure your S1 section has vast hours of operation and that you're not kicking back every single action because there's a small mistake. Provide/schedule appropriate training where needed.
18. Develop a Troops to Task, so that everyone in your shop knows what they are supposed do and when.
19. Stay late - The S1 is really busy during the day and you aren't going to get anything done. This doesn't mean making your Soldiers work late; it isn't their fault if the S1 is out of shape. It may be in great shape or it may be a mess, I've taken on plenty of messes. You'll need to stay late to get the S1 whipped into shape.
20. Go through the filing cabinets and get rid of documents that are outdated and need to be shredded. Identify documents that should be archived.
21. Scrub all of your rosters that track awards, evals, finance actions, in/out processing, personnel actions.
22. Review your Command inspection forms and make sure you are in compliance with all regulations.
23. Automate - Now that you've scrubbed your trackers, make sure they are on the shared drive for your S1 to access. If you are capable, build and S1 Database or use the ones available on S1Net to start with and just modify to suit your needs.
24. Inventory - Take inventory on all of your equipment, what you have and what you need. Complete the appropriate forms to get the missing equipment; you need to do the leg work if you want to get this done. S4 and S6 can help you get it all completed and you can go get the signatures and get it turned in. Be someone that DOES instead of DOES NOT. Inventory continued - You've inventoried your equipment, now inventory your subordinates. Make sure you have someone covered down on all areas if not, you will want to find out when your next gain will be and possibly request an E4 from some other MOS be assigned to the S1 temporarily so all functions are handled. Identify strengths and weaknesses, promotions, awards and evaluations are high visibility put your best Soldiers on that, but at the same time ensure they are cross-leveling to back each other up.
25. Evaluations - If you have late evaluations, get them fixed immediately. Put a suspense on them and if they fail to meet the suspense, put your Commander in action. We had a nice evaluation meeting that lasted until 2200, the Officers and NCOs did not leave until every evaluation was turned in. Do that once or twice, you'll start getting evals on time when they know you mean business. This is worse case, bottom line stay on top of the evaluations.
26. Awards - Just as important as evaluations, people DO NOT leave without their awards completed. Scrub your rosters for losses and Good Conduct Medals that are due, make sure all awards are turned in as they are supposed to be. Also, if you send awards back for mistakes, track them until they are turned back in.
27. System access - EDAS, WebEDAS, TOPMIS, FMSWeb, eMILPO, the list goes on and on. Make sure you have all appropriate access and learn how to use it to your advantage.
28. Enlisted Strength Management – Automation is important, in order to do strength management you need to make sure you have an automated way to track assigned, gains and losses. I always build myself some kind of MS Access database and I know this isn’t an option for most. You need to find a way to get the process automated and accurate; this is the only way you will be able to get replacements in a timely manner from your Brigade.
29. Process – Put a process in place for everything, ie when a Soldier in processes make sure they completely fill out whatever forms you have before they leave. Awards, provide example formats to ensure all administrative data is complete. Review the current process and improve it wherever possible.
30. AWOL/DFR – After you scrub your rosters, make sure all personnel are accounted for. If you have AWOL personnel, make sure you follow all of the steps to move them into the DFR process and off your rosters when required.
31. Sharing information – You should make resources available to whoever needs them. A shared network drive can be used within your S1 and you can provide your company Orderly Rooms with a folder on the Shared Drive as well to get important information they may need. It is much better then emailing information in some cases. Place all applicable regulations, FMs, policies, automation, etc on the Shared Drive so anyone that needs it can get it. Another growing collaborative resource is Microsoft Sharepoint. Sharepoint combines the functionality of sharing folders or documents with tasking, calendars, automated workflow notices and other features.
32. Records Scrub – Check to make sure DD93/SGLI are updated, check they EFMP records are updated, usually maintained by the Orderly Rooms, check that Soldiers that are required have an updated Family Care Plan. These are things on your Command Inspection form and are your responsibility to check even if you don’t maintain the records.
33. Motorpool – Yes, I said it. If you have vehicles and field equipment go get it taken care of.
34. Follow up weekly with legal clerks to track legal actions that cause Soldiers to be non-deployable.
35. Know the BDE S1 Battle Rhythm in order to make the BN S1 shop run smoothly. Create a smooth Battle Rhythm within the BN S1 shop so you know which direction to tackle the personnel action or other actions with the 05/06 or CSM on their Battle Rhythm so both can be advise on what is BN S1"HOT" and what is BDE S1 "HOT." Remember 90 days is "HOT."
36. If asked a question, make sure to follow up with answers if you do not know at the current time. Again, it’s the first 90 days and first impression is a lasting impression. Be professional, confident, and come in with a game plan.
37. Begin with trying to grasp the Bn Cdr's HR intent for the command, and review the Command & Staff slides to see what areas the command could possibly improve in.
38. Review the internal tracking procedures, and monthly reports submitted by the companies.
39. Review the results of the last command inspection so that I could see what areas need immediate attention prior to the next inspection.
40. Communication, tracking, follow-up, feedback and the development of subordinates are always going to be essential to the success of any NCOIC.
41. Understanding your unit's mission is key. You must fully engage yourself in the day-to-day business. Demand your seat at the table otherwise you will get blown off when it comes to S-1 support.
42. Inspect your section before higher does. Using inspection checklists from higher, conduct an internal review of where you stand early. Within the 90 days you'll have time to identify most deficiencies and make adjustments IAW documented guidelines.
43. Know your job, it would not be pretty if you have been out of the S-1 Realm due to other assignments such as drill / recruiter etc and have no clue of what to do.
44. Be prepared to delegate because the amount of work can be overwhelming. Still, be prepared to work some long days.
45. Track everything, even if it seems minute. Trackers are a huge key to S1 success. There is no way to remember. Most may already be built but don't back away from making it your own. Don't reinvent it if it works but most can be enhanced or altered.
46. Take lots of notes. Make it digital and begin to build a "Lesson's learned binder."
47. You will find that other than the 100 daily fires, a large part of the job is centered around a daily, quarterly and yearly battle rhythm.
48. Constant AARs will help, even if you are the only one doing it. This will also help you either build or enhance any SOPs.
49. Go to any training that is offered. Preferably ones that are more geared toward your branch. No matter how mundane they can be, you will get something out of it. This will also help with networking.
50. Get to know the systems that are used. Many are listed above and each uses something a little different.
51. My first NCOIC gave me this advice and I have never forgot it and it is the simplest and most basic:
No transaction occurs without a supporting document.Always take care of the customer and remember that is what we are there to do, take care of the customer.Don't be that NCOIC or NCO that says no. There is always a yes, you just have to know where to look or who to call. And to follow up on that, don't be afraid to pick up the phone and call someone if you need to.Don't lead by email.Mentor your young OIC.Research, Research, Research.Don't be afraid to say you don't know.I believe the best NCOICs are the ones that understand what the S1 shop truly is...a combat multiplier for the commander, and uses their knowledge to best advise the S1 so that they can best advise the commander
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SPC (Join to see)
MAJ Ken Landgren Sir, I found this on a Facebook 42A page that I subscribe to. It has helped me a lot.
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MAJ Ken Landgren
SPC (Join to see) - I thought holy hell that is a lengthy SOP. Good job finding it. Sometimes the apogee of the battle is finding "it" or "who".
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CPT Lawrence Cable
Pretty good list, although some of the electronic personnel systems were not online yet when I was S-1. The S-1 NCOIC other very important job is to make sure that the S-1 isn't blindsided by that call from the Brigade Commander wondering why he just got a call from Senator Bob's office enquiring about why Private Snuffy hasn't been promoted and/or why his awards are still sitting on someone's desk.
It was probably my least favorite position as an Officer, but I walked in knowing that a bad or even mediocre S1 sections caused all kinds of problems downstream, which the S1 then hears about from everyone. I had a pretty good section and NCOIC, so my time there was not unpleasant, but it is busy. I find I answer more question here from my time there than almost any other military experience.
It was probably my least favorite position as an Officer, but I walked in knowing that a bad or even mediocre S1 sections caused all kinds of problems downstream, which the S1 then hears about from everyone. I had a pretty good section and NCOIC, so my time there was not unpleasant, but it is busy. I find I answer more question here from my time there than almost any other military experience.
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If you’d like, shoot me your email and I’ll add you to HR Professional distro I send to the 42s here at Irwin: [login to see] . Some might be helpful, some may be stuff you already know but it will help strengthen your toolkit.
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You know. I was going 2 give advice, but it is 2 arduous to 2 give a thumbs up. That settled things for me.
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