How many people have multiple problems with S-1 at the Battalion level?

2014-02-02T15:44:48-05:00

Working as an Operations Clerk at the company level, I have seen first hand the direct impact a S-1 shop can have on a unit. Are most S-1 shops in the Army squared away or is this a common issue. If it is an issue, what can be done to insure Soldiers have their records updated in a timely manner? 

Response by SFC James Baber made Feb 2 at 2014 8:01 PM

2014-02-02T20:01:45-05:00

In my 27 years I never had a single S-1 that I didn't have or see issues with, I think that at times it is the I am bigger and senior to you and I will do what I feel is necessary and not what you want mentality. Not sure how much it has changed in the last few years since I retired but I doubt much, and the only way for it to change is for the command levels to get involved, but that is not a reality either from the political standpoint of the command or S-structure.

Response by LTC Yinon Weiss made Feb 2 at 2014 10:28 PM

2014-02-02T22:28:39-05:00

Many will say this is a universal problem. However, S-1 Soldiers should be no different than other support Soldiers in theory, so I think we need to look deeper than just pointing a finger at the individuals...<div><br></div><div>The Army is WAY behind on software/technology when it comes to human resources. Almost every unit I've seen has had to invent their own systems and tools to keep track of things, whether it's a paper ledger, sticky notes, Excel, or create their own database of records. Unit commanders cannot easily answer basic questions like "What is the average dwell time of all E-5s in my unit?" or "How many of the Soldiers in this unit have been to Air Assault school in the last two years?" -- if the Army has a system to answer questions like that, then I've never seen a unit that was trained on how to access that/those system(s). </div><div><br></div><div>Furthermore, S-1 personnel are often not sufficiently trained for the tasks that are actually expected of them (a common problem in many MOSs), and they are not given the best tools to succeed either. Can you imagine how much emphasis a high performance company of 500+ people would place on managing their personnel? Compare that to the tools and the training that an S-1 shop has, and you unfortunately get a lot falling through the cracks.</div><div><br></div><div>Commanders can make a positive difference, but I see this as a DoD wide issue. </div>

Response by SSG Private RallyPoint Member made Feb 3 at 2014 6:52 AM

2014-02-03T06:52:50-05:00

Good NCOIC equals good Battalion S1. Don't think you know what all those guys do in a daily basis if you've never done it. Most of the time, you don't see the hard work and hours they put in, unfortunately, there are some sorry ones out there.

Response by SSG(P) Private RallyPoint Member made Feb 3 at 2014 10:45 PM

2014-02-03T22:45:00-05:00

As an until recently S-1 NCO, here is my perspective:

1.) As has been mentioned, the systems 42As use are outdated, cumbersome to use, and the interactions between the various systems (the Army uses 6 separate HR systems) are confusing at best.

2.) Each S-1 shop has to develop their own methods of tracking documents both paper and digital (sometimes both versions of the same document). When new leadership comes into the shop, chances are that leader will want to change what has existed before (regardless of its efficacy). This means the Soldiers in the shop have to readjust to not only a new leadership style, but a new methodology of how the shop will run.

3.) BN S-1 shops are not always staffed effectively. Depending on the number of slots a BN has for 42As, the shop may become seriously undermanned due to PCS, ETS, or attrition due to UCMJ. Replacements are not always forthcoming. Additionally, BN S-1 shops MTOE has recently changed to eliminate SSGs from BN S-1s. So you will have a SFC, a couple of SGTs, and a few junior enlisted Soldiers in the S-1 shop.

4.) While Orderly Rooms/Company PACs deal only with their own company personnel, BN S-1s deal with the entire BN. That's 4+ CPTs, 4+ XOs (1LTs), 4+ 1SGs, 4+ PACs, all the Soldiers in those companies, and partially answer to the BN CSM. Each of these leaders will be operating on their own schedules, and will think their needs are the only ones the S-1 should be dealing with at any given time. They all have their own biases for/against the BN S-1, and methods of dealing with the S-1.

5.) There are not always SOPs for the relationships between the company Orderly Rooms/PACs and the BN S-1. Thus the processes that require both company and battalion interaction can be problematic at best. Even when there are SOPs for this interaction, the rules tend to get "bent" and thus turn the system on its head. Additionally, interaction between battalion and brigade, and higher levels can be turbulent as well. Each higher echelon of command has its own SOPs, timetables, and personalities who will affect how and when things get done.

6.) On a strictly personnel note, promotion points for 42As have traditionally been high all the time. Thus, promotions are few and far between after a Soldier attains SPC. This often leads to Soldiers reclassing out of the MOS in hopes of better career progression. So turn-over rates are high in the 42A world. High turn-over usually equates to not a whole lot of experienced people in the MOS, and those who are experienced are either trying to get out/away from the MOS, or are senior NCOs who no longer have to worry about cutoff scores.

I hope this has shed a little bit of light or understanding on the subject. Every MOS has its drawbacks. 42As just tend to be more visible, as they are seen and utilized more often by more people.

Response by MSG Private RallyPoint Member made Mar 11 at 2014 12:00 AM

2014-03-11T00:00:29-04:00

When I left basic training I had 10 days of leave and I used them all during my PCS. When I arrived to my unit I had to bring in an LES and my team leader pointed out that I somehow had negative 20 days of leave. I had zero instruction of how to read an LES during basic training and I saw the DA31 once - When I signed it. I recall signing it before anything was written on it, and the DS told us that they would fill the rest out. The S1 shop there dated my form 30 days early and the commander there actually signed the thing, and I took the hit for it.

I spent two years with two different BN S1 shops submitting and re-submitting the paperwork to get it fixed with no result. I wound up getting a new LT and he had a friend in the BDE S1 shop who looked at my situation, typed the memorandum and took me to the finance office and the problem was solved by the time my next LES generated.

I honestly believe that both of those S1 shops never made sure my paperwork hit the finance office's desk.

When I went to the promotion board, I had to sit down with someone to update my record and submit my promotion points worksheet. They added in my PT score and Rifle qualification and then decided that they didn't want to finish that day and asked me to come back. I told them no and that I would gladly sit there all day until they had the spare time to help me. No more than 5 minutes later my PPW was fully updated and submitted.

I am typically shocked when they actually help me on the spot.