Synergy Across Commands Discussed
By Shae Warzocha
Army PaYS Program
Photo right - MG Allen Batschelet, Commander, United States Army Recruiting Command (USAREC), Major Jesus Ceja, USAREC, and Mrs Angela Byrd, PaYS Program Manager, Army Marketing & Research Group (AMRG)
MG Batschelet's Recruiting Command Priorities and Supporting Objectives include: To Strengthen & Extend Outreach Network; Specifically engage Army and Civilian leaders at every level; Tell the Army story in ways, places and to audiences that inspire and educate more to enlist and Strengthen Grassroots/Education Outreach. With this in mind, the PaYS team assembled in the conference room at the Maude Complex on Fort Knox to update the USAREC Commander on the PaYS Program and discuss the way forward to support the Army's recruiting mission.
Photo left - AMRG's Director of Marketing, Mr. James Ortiz
Leading the brief was the PaYS Program Manager, Mrs. Angela Byrd from Army Marketing and Research Group (AMRG). Also in attendance was AMRG’s Director of Marketing, Mr. James Ortiz. Recapping the history and recent accomplishments, the briefing included best practices to reconnect America with its Army. Mrs. Byrd shared how in the In the past two years, the PaYS Program has grown tremendously, through value added programs like social media and outreach events. She validated the program’s success citing that since FY14, (October 2013) 8,614 Future Soldiers have ascended into the Regular Army and 2,176 into the Army Reserves with the PaYS Program as an enlistment option. “At AMRG, we strongly believe the PaYS Program is a powerful recruiting incentive to increase the Army's ability to man the force, overcome parental objectives and assist recruiters in meeting their mission” Mrs. Byrd said.
The meeting was the first between AMRG PaYS and the USAREC Commander. The PaYS team recommitted their efforts to support USAREC's mission while increasing support and awareness of the Army's Brand.
Photo right - USAREC/AMRG PaYS briefing
Chicago Recruiting Battalion Reserve Partnership Zone Conference
By Shae Warzocha
Army PaYS Program
Photo left - Rupali Deshmukh, Military Sourcing Recruiter, Accenture, Roseann Darabaris, Senior Manager, Accenture, Danny Free, PaYS Program, Nicole Cecola, Recruiting Manager, Draftfcb, Inc.
The Midwest PaYS Marketing Analyst, Danny Free, represented the Army PaYS program at the Chicago Reserve Partnership Zone Conference. Working with CPT Jackson, the Reserve Operations Officer for the Chicago Recruiting Battalion, two PaYS partners were in attendance Rupali Deshmukh, Military Sourcing Recruiter for Accenture, Roseann Darabaris, Senior Manager at Accenture, and Nicole Cecola, Recruiting Manager, Draftfcb, Inc.
Photo left -
Nicole Cecola, Recruiting Manager, Draftfcb, Inc., speaks with a local TPU Commander
The PaYS partners were introduced to the TPU Commanders and together they discussed how Army Reserve Soldiers are a great fit for their mid and short term hiring needs. The commanders were surprised at the investment the civilian companies have made in the past and how willing they were to work together for future collaborations. Accenture offers resume preparation for Veterans on their web site every Friday. Ms. Darabaris told the commanders that they have helped numerous veterans maneuver through the civilian hiring process.
During his briefing, Danny reinforced the need for Soldiers to take advantage of resume building resources like Accenture’s. He also encouraged them to reach out to local PaYS Partners and provided several events where joint partnership would benefit both.
PaYS Featured at the Raleigh Army Partnership Zone Conference - Raleigh Bn
By Shae Warzocha
Army PaYS Program
Photo right - Ms. Yves-Marie Daley, Chief A&PA, Raleigh BN, Shelley Haith, Corporate Recruiter, Eaton Corporation and SGM David Rieger, Operations Sergeant Major, Raleigh BN
PaYS Southeast Marketing Analyst, Willie Harris, attended and presented a PaYS briefing to members of the Raleigh Partnership Zone Conference. Mr. Harris shared the many ways the PaYS Partnership could enhance the relationship between the Army and the local Raleigh community. He emphasized the importance of Reserve Unit personnel creating a relationship with local PaYS Partners. He cited examples of partners attending drill weekend activities, assisting in resume competencies as well as offering to interview qualified unemployed or under-employed unit members in specific job skills.
Partners in attendance included Time Warner Cable, Eaton Corporation, and North Carolina State Highway Patrol.
Photo left - Sergeant Charles Genaudeau – NC State Highway Patrol
Robert (Rob) Thomas takes the PaYS Midwest Marketing Zone
By Shae Warzocha
Army PaYS Program
The PaYS Marketing Team added a new Marketing Analyst, Rob Thomas, responsible for a portion of the Midwest region. The PaYS program celebrated its 500th partnership at the beginning of the year and after 14 years the zones were due for a re-alignment. Rob is no stranger to 3rd Recruiting brigade as he was an Army recruiter for six years in Indianapolis and Great Lakes Recruiting battalions.
Rob is originally from Augusta, Georgia and after one tour in the Marine Corps as a mechanic he joined the Army as a supply specialist with tours at Fort Erwin, CA and Korea. He finished his career as an Army recruiter and retired from the Recruiting Command Headquarters managing the Hometown Recruiter Program. After his retirement Rob worked for the Accessions Command NASCAR team.
He is married with three sons and one daughter. Rob is a devoted father and avid golfer.
#505 Frank C. Alegre Trucking, Inc. - Sacramento Bn - Frank C. Alegre Trucking,
Inc. is the number one bulk transportation trucking company in Northern
California and the Bay Area. They offer four services; hauling aggregate
rock, dirt and sand; food grade plastic; liquid, pneumatic & vacuum powdered
cement; as well as an interior tank wash.
#506 Flynn's Tire Group - Cleveland Bn - Flynn's Tire Group has 27 locations in Pennsylvania, Ohio and New York. The business has been family owned for over 40 years. They have positions that range from automotive technicians to retail store managers.
#507 City of Cape Girardeau, MO - Kansas City Bn - The City of Cape Girardeau, MO is south of St. Louis and east of Springfield. They have opportunities in city level finance, human resources, parks & recreation, public safety, inspections, transportation, and public works.
#508 Rivera Consulting Group, Inc. - Nashville Bn - Rivera Group Inc. is a information technology software and system engineering company specializing in maintaining and improving existing systems. They currently have contracts in eight federal agencies and multiple private companies. Over 40% of their employees are prior military.
Army Transition Programs Merge to Become Stronger
By COL Robert Yost
Director, Transition Strategic Outreach
COL Rob Yost, Director, Transition Strategic Outreach, announced that Soldier for Life (SFL) and the Transition Strategic Outreach (TSO) have merged effective 1 Feb, 2014. "Combining the two programs strengthens the Army's outreach to employers across the nation" COL Yost said.
The U.S. Army Soldier for Life (SFL) - Employer Outreach Office (formerly known as the Transition Strategic Outreach (TSO) office) is the primary conduit for employers, and industry, to access the Army talent pipeline. The office helps civilian employers navigate the Army's reintegration network by developing lasting relationships and connecting Employers to transitioning Army talent. This targeted effort then builds the foundation for numerous long-term, value-added synergies between the business community, the Army, and Soldiers, highlighting the fact that Soldiers can Reintegrate Strong.
To accomplish the function of connecting Employers to Transitioning
Soldiers, the Army realigned the Connection mission to the SFL program office, effective February 1, 2014. As part of the ongoing realignment of operating functions, the Retirement Services Office (RSO) and TSO offices were realigned from the Army Human Resources Command to the SFL program office and became an enduring, operating program further realigned to Director, Military Personnel Management/Army G1 for operational control. SFL remains a Chief of Staff of the Army (CSA) program and is assigned to Army G1, who establishes priorities based on CSA guidance.
SFL Employer Outreach orchestrates the connection between industry employers and Army Transition Stakeholders in order to connect employers to transitioning Soldiers from all Army components: Active Duty, National Guard, and Reserve. "Central to the heart of connecting employers to transitioning Soldiers the
SFL - Employer Outreach Office fuses together the various efforts of our
Army Transition Stakeholders (the "Fusion Cell") - while creating a seamless, coordinated flow of transition information internal and external to the Army" COL Yost explained.
The Fusion Cell includes: Army Commands and Directorates, Military and
Veteran- centric programs, and Federal / State / Civic / Educational
Organizations and the Partnership for Youth Success program (PaYS).
Science, Technology, Engineering and Mathematics (STEM)
By Shae Warzocha
Army PaYS Program
The Army invests in educational initiatives that support and further STEM. By looking at the jobs in the Army that rely on STEM skills our PaYS Partners can see firsthand how Soldiers are exposed and ultimately gain STEM proficiencies. This month we will highlight the Mathematics proficiencies that PaYS Soldiers in these fields bring to their post Army civilian employers.
Enlisted Technology Military Occupational Specialties
Financial Management Technician 36B - The finance management technician is responsible for financial management duties such as budgeting, disbursing and accounting for government funds. They make sure vendors are paid, budgets are balanced and financial matters are met so the Army keeps running.
Geospatial Engineer 12Y- Geospatial engineers are responsible for using geographic data that supports military/civilian operations for Disaster Relief and Homeland Security. They collect, analyze and distribute geospatial information to represent the terrain and its possible effects. Job training for a geospatial engineer requires 10 weeks of Basic Combat Training and 20 weeks of Advanced Individual Training. Part of this time is spent in the classroom and part in the field with on-the-job instructions, including on-the-job instruction for geographic information systems.
Human Intelligence Collector 35M- The human intelligence collector is responsible for information collection operations. They provide Army personnel with information about the enemy force's strengths, weaknesses and potential battle areas. This involves screening human intelligence sources and documents then analyzing and preparing intelligence reports.
Ammunition Stock Control and Accounting Specialist 89A- The ammunition stock control and accounting specialist operates the Standard Ammunition and Accounting System-Modernized computer hardware and software, and utilizes manual records to perform stock control and accounting procedures for ammunition, explosives and associated explosive components.
Automated Logistical Specialist 92A- The automated logistical specialist is primarily responsible for supervising and performing management or warehouse functions in order to maintain equipment records and parts. The establish and maintain stock records and other documents such as inventory, material control, accounting and supply reports, review and verify quantities received against bills of contracts, purchase requests and shipping documents.
Unit Supply Specialist 92Y- The unit supply specialist is primarily responsible for supervising or performing tasks involving the general upkeep and maintenance of all Army supplies and equipment. Receive, inspect, inventory, load/unload, store, issue and deliver supplies and equipment. They maintain automated supply system for accounting of organizational and installation supplies and equipment, issue and receive small arms. Secure and control weapons and ammunition in security areas as well as schedule and perform preventive and organizational maintenance on weapons.
Test Measurement and Diagnostic Equipment Maintenance Support Specialist 94H- Distance, pressure, altitude, underwater depth — they're all measured by precision instruments. The test measurement and diagnostic equipment support specialist keeps all the Army's precision instruments in top condition. They adjust and repair weapon-aiming devices, such as range finders, telescopes and ballistic computers, calibrate weather instruments (e.g., barometers and thermometers) and repair and calibrate engineering instruments, such as transits, levels, telemeters and stereoscopes, repair gyrocompasses, watches, clocks and timers and calibrate electrical test instruments.
Officer Careers in Science
Military Intelligence Officer 35- The Army's military intelligence is responsible for all collected intelligence during Army missions. They provide essential information that often save the Soldiers fighting on front lines. Military Intelligence Officers specialize in Imagery intelligence, collection and analysis of imagery using photogrammetry and terrain analysis. They also perform collection management/surveillance/reconnaissance. Using counterintelligence methods they provide coordination and participation in counterintelligence investigations, operations and production. The MI officer uses signals intelligence/electronic warfare and collects signal intelligence and engages in electronic warfare.
Financial Manager 36- The financial manager is in charge of the Army's Finance Corps, who are responsible for sustaining missions through purchases of services and supplies. They command financial operations and combined armed forces during combat/peacetime, and coordinate employment of Finance Soldiers at all levels of command. Finance Officers are in charge of Army pay, commercial vendor support, disbursement of public funds, auditing, travel allowances, accounting, financial management information systems and banking.
Recruiting Force Remains Unchanged, Despite Shrinking Goals
By C. Todd Lopez
Photo left - Staff Sgt. Roger L. Whaley speaks with Phillip McDonald about the possibility of becoming a journalist or X-ray technician for the Army at the U.S. Army Recruiting Station in Radcliff, KY. Leads obtained by the Cyber Recruiting Center are often followed up by recruiters after qualifying information about the potential Soldier has been submitted.
WASHINGTON (Army News Service, Jan. 16, 2014) -- Military budgets have declined, the U.S. military is preparing to pull out of Afghanistan, and the Army is drawing down its force.
But the Army must still recruit new Soldiers every year, and less money means it may be harder to put young Americans into uniform.
Maj. Gen. Thomas Seamands, the Army's director of Military Personnel Management, discussed those challenges with members of the House Armed Services Committee, subcommittee on Military Personnel, Jan. 16.
"Our Army is now made up of the highest quality, best trained, most experienced, and highest skilled Soldiers ever," Seamands said. "Our ability to meet the challenges of the current and future operational environment depends on our ability to recruit great citizens and retain great Soldiers."
The general told lawmakers the Active Army met its recruiting mission, while the Army National Guard and Army Reserve fell short. He also said the active Army and Army Reserve exceeded their retention missions and the National Guard met 86% of its assigned mission.
"The total Army percentage of newly enlisted Soldiers with a high school diploma was 98 percent," he said. "Well above historic rates. Additionally, the Army achieved 99 percent for each of its military occupational specialties."
Seamands told lawmakers that the recruiting mission for the Army is shrinking, but that it has decided to maintain its pool of recruiters because their presence in communities builds and maintains trust between civilians and the military.
"What the Army is doing is taking a long-term view of the issue," he said. "If you look at our accessions mission for 2014, there is a reduction from 2013. What we opted to do is leave the recruiting force in the communities. We feel that what recruiters do ... is built on trust. You need to keep the recruiters in the high schools, in the communities, in the cities, to have that relationship and that trust. So we maintain roughly the same level of support, despite a reduced mission out in the recruiting force."
Vee Penrod, deputy asistant secretary of Defense for Military Personnel Policy, also addressed lawmakers. She said that health and fitness issues prevent many youth from joining the military. Additionally, she said, the opinions of young Americans are changing away from considering the military as an "attractive" lifestyle.
Seamands said that while the Army met recruiting goals, other indicators may be a harbinger of tough recruiting times ahead. One of those indicators is the number of young people enrolled in the Army's Delayed Entry Program.
"As we look at our delayed entry pool, we see that decreasing," Seamands said. "We see that as kind of a canary in the coal mine in terms of warning about a tough environment ahead. If you were to go back in time about a year ago, we would have had about half our mission in the Delayed Entry Program. If you look at it now, it's about a third. It's going down."
With declining budgets, and the money military services receive for recruiting also decreasing, it becomes more important that the services be able to manage their own funds and use them where they think the funds can best be used.
"We believe the services are really in the best position to determine how to spend recruiting dollars," Pinrod said. "They understand their force, they know the requirements, they understand the culture. When the services are directed, or not directed to spend recruiting dollars, it is, we believe, a misdirection of funds. So we absolutely believe the decision should be left to the services. And we provide oversight to ensure they follow policy and law."
The Army does not just recruit, it also works to retain Soldiers. When Soldiers choose to leave the active force, the service hopes they transition to the Army National Guard or Army Reserve. To facilitate that, Seamands said the Army has bolstered its relationships with the two reserve components.
"We have developed a great partnership with the Reserve and the Guard, and work hand-in-hand with them as we identify and downsize the active component," Seamands said. "If you were to look at the active-component to reserve-component transition, the last couple of years we've exceeded 157 percent two years ago. We've raised the standard, or the goal for that across the board. My counterparts in the Guard and Reserve understand what our process is."
The general said one of the things the Army has done with the Reserve recruiters is ensure that Reserve recruiters get to meet earlier with departing active Soldiers.
"It becomes part of their thought process about getting out, going into the Reserve and Guard," Seamands said. "We talk about Soldier for Life, where you continue to be a Soldier after you leave the service. We don't like using the words separation of service. It's really a transition, whether you go to be a civilian, or you go into the reserve component."
Seamands also told lawmakers that the Army is working to increase recruiting of Soldiers who are equipped to go into the Army's cyber career fields. To that end, he said, recruiters are looking to recruit more among those who have educations and backgrounds in science, technology, engineering, and mathematics.
He also told legislators that continued support from Congress for funding of recruiting efforts is what will help the Army continue to meet its recruiting goals in a difficult recruiting environment.
"Recruiting is expected to become increasingly more difficult due to the tough recruiting environment and the impacts of the budget," Seamands said. "These will likely cause a decline in the entry pool. The continued support of Congress for competitive military benefits and compensation, incentives, bonuses for our Soldiers, and marketing to help us tell our story will remain critical to the all-volunteer Army's effort to recruit, retain, and support the highest caliber Soldier. While we transfer to a smaller Army, we will remain dedicated to improving readiness, and building resilience in our Soldiers, civilians and families."
(For more ARNEWS stories, visit www.army.mil/ARNEWS, or Facebook at www.facebook.com/ArmyNewsService)
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