Attachment 08-ARNG Attrition and Retention Management Leader Guide-16FEB22.pdf

Attrition and Retention Management Leader Guide

PHOTO BY SGT SARAH SANGSTER

NATIONAL GUARD BUREAU

STRENGTH MAINTENANCE DIVISION

111 S. GEORGE MASON DRIVE

ARLINGTON, VIRGINIA 22204

16 February 2022

Retention Leader Guide 16 February 2022

Table of Contents

Chapter 1. Table of Contents and Introduction Page 1-3

Chapter 2. Command Awareness and Emphasis Page 4-5

Chapter 3. Develop a Strength Maintenance SOP Page 6

Chapter 4. Evaluate a Unit’s Retention Program Page 7-9

Chapter 5. Sponsorship Program Page 10-11

Chapter 6. Soldier Retention Interviews and Counseling Page 12-13

Chapter 7. ETS Counseling Page 14-15

Chapter 8. RMS Implementation Strategies Page 16-23

Chapter 9. Retention and Attrition Metrics Page 24-25

Chapter 10. Retention Awards and Extension Ceremonies Page 26

Chapter 11. National Exit Survey Page 27

Chapter 12. Retention Accreditation Program Page 28-29

Access to all SOPs can be found at https://www.milsuite.mil/book/groups/arng-hrr-attrition-management-branch-amb

Chapter 1

Introduction Return to Table of Contents

1-1. Mission - The mission is to retain highly qualified Soldiers in the ARNG at a rate to meet end strength objectives. Our attrition management effort is not only an action that happens as Soldiers near their ETS date, but a consistent education and development of our leaders and Soldiers at every opportunity.

1-2. Vision - We’ve developed this guide by assembling seasoned retention leaders representing each

SMAG. The Retention Leader Guide provides the base document that will constantly be updated as more and more retention personnel add to the samples and templates of a quality and successful retention program.

1-3. Intent - In the continuing effort to provide tools and resources to retention leaders throughout the

ARNG, we want to develop a Retention Leader Guide compiled of information designed to assist both incoming and seasoned leadership as they manage retention programs or develop initiatives.

1-4. Important Note - This guide is intended to be an online resource. We expect to make needed edits and additions to the guide in a timely manner. If you have potential documents or best practices that could be added to the shared folder of example documents, send them through your contract Regional Manager.

1-5. Field Retention Team - Currently, we have five contractors stationed geographically in five regions with a vast amount of retention knowledge and experience. They are assigned to support your retention efforts in any way possible, i.e. trend analysis, RMS issues, assistance in developing SOPs or command guidance and training requirements.

1-6. NGB Retention Contacts - Provided here are the current retention team contacts at NGB.

LTC Sonny Louie Branch Chief sonny.w.louie.mil@army.mil 703.607.9389

MAJ Elizabeth Adesida Retention Section Chief elizabeth.k.adesida.mil@army.mil 703.607.1102

MSG George Churchill NGB Retention NCO george.a.churchill.mil@army.mil 703.607.6750

SFC Jessica Dozier NGB Retention NCO jessica.s.dozier.mil@army.mil 703.601.6750 mailto:sonny.w.louie.mil@army.mil mailto:elizabeth.k.adesida.mil@army.mil mailto:george.a.churchill.mil@army.mil mailto:jessica.s.dozier.mil@army.mil

Chapter 2 Command Awareness and Emphasis

2-1. Command Emphasis - Command Emphasis is best found in published letters, policies and guidance. Without command emphasis, units and personnel are focused in other, more emphasized areas of responsibility. Proper emphasis on retention issues ensures effort is focused on critical tasks leading to successful retention results. Naturally, command emphasis would start with your state’s strength maintenance (SM) goals, objectives and missions, while your state’s SM SOP would provide the details of how you’re going to achieve them. Further information on developing a SM SOP is found in chapter 3 of this guide. Below is a list of helpful information as Commanders make decisions on directing command emphasis for retention.

a. Define and publish your retention task organization: This is the wire diagram of those personnel within your organization with responsibilities to perform tasks related to retention. It’s important that information (i.e. SRIP updates) is able to move throughout your retention task organization.

Below are key task organization retention positions.

(1) State Retention Administrator

(2) Brigade/Battalion Retention NCO

(3) M-Day Additional Duty Unit Retention NCO

(4) Recruiting & Retention NCO

b. Provide the connection between roles and responsibilities by publishing a retention battle rhythm.

This battle rhythm ensures that all retention tasks are well defined and communicated. Consider the items below when defining your retention battle rhythm.

(1) Retention task

(2) Team member(s) responsible

(3) Frequency or timing

(4) Task performance standard. Retention task performance standards are identified as part of each retention battle rhythm task. An example would be letting Unit Retention NCOs know that they need to record the Soldier’s intent in RMS during the 365-450 day ETS window.

c. The development of your retention battle rhythm tasks should start with the RSP Battle Hand-Off, or Sponsorship, through exit interviews. These tasks should include:

(1) RSP Battle Hand-Off

(2) Sponsorship Program

(3) Annual Career Development Counseling

(4) Annual Retention Briefings

(5) Extension Interviews

(6) Required Retention Counseling

(7) Processing Extension Documents

(8) Processing Extension Waivers

(9) Final Formation Program (if applicable)

(10) Exit Interviews and Surveys

d. Become familiar with retention related metrics found on Director’s Personnel Readiness Overview

(DPRO). See chapter 9 for more details:

(1) Identify which metrics your organization might be struggling with and publish goals to improve in those areas.

(2) Look for best practices in other states or organizations within your state that are doing well in those areas.

e. Publish monthly retention statistics:

(1) Most people are motivated by competition and the desire to be the best. Publishing retention statistics will also help to create a “buzz” and stimulate retention conversations.

(2) Creating an opportunity for everyone to see what other organizations are doing can foster the sharing of best practices between units and organizations.

(3) Picking the correct metrics to publish will help focus retention efforts in critical areas.

(4) If you ask a commander what their DMOSQ rate is, they will usually be able to answer accurately. However, ask them what their attrition or 1st term loss rate is, and they will struggle to come up with anything accurate.

f. Consider recognizing units and organizations quarterly and/or annually for meeting retention objectives, or for achieving superior results in measurable retention goals.

g. Ensure M-day unit retention personnel are required to have retention related bullet comments on their NCOER IAW NGR 601-1 Chapter 2 paragraph 2-6a.

2-2. Command Awareness - Command Awareness is best described as the information that leaders know about their organization’s retention status and more importantly, what subordinate organizations think the leader is interested in knowing. Typically, this is evident in the information that is briefed to organizational leaders on a regular basis. Develop retention reporting guidelines to ensure briefings will accurately describe the retention climate within the State/Territory. When developing the reporting criteria, understand that you are also providing focus to the retention effort.

Additionally, as leaders interact with subordinate organizations, they should have researched certain retention information and casually bring it into the conversation.

a. Monitoring the retention effort is a critical part of command awareness.

Leaders and senior RRB retention personnel should frequently spot check for compliance with published guidance.

b. Effective leaders are aware of retention trends of assigned units through the analysis of retention data. When considering what information might be relevant for leaders to know on a regular basis, data is available from DPRO and RMS and may include the following examples:

(1) Re-enlistment Mission Performance Rate

(2) Attrition Rate

(3) 1st Term Loss Rate

(4) Expired ETS

(5) 90 Day Retention Alerts

(6) Extension Counseling Conducted/Not Conducted

(7) Soldier Intent of Retention Eligible Population

(8) Losses by Reason

(9) Total Reenlistment Success Rate

More information can be found on our MILSUITE page folder Retention SOPs

Chapter 3 Develop a Strength Maintenance SOP

3-1. Developing a local strength maintenance SOP is an important part of command emphasis. New retention leaders may find existing strength maintenance plans for use, which might require revisions, updates or re-writes. Though not all encompassing, this chapter provides a list of subjects that are typically included in strength maintenance SOPs. See NGR 601-1, Chapter 2, paragraph 2-1 for regulatory guidance.

3-2. Consider these topics on Retention and Attrition when developing your Strength Maintenance SOP:

a. Objectives. Provide retention goals assigned by NGB and The Adjutant General’s directives.

b. Roles and responsibilities. This chapter is where you define your retention task organization from State to unit level. Include all personnel required to perform retention tasks or provide support to the retention effort. Additionally, describe all tasks assigned to task organization personnel and the performance standards (also known as retention battle rhythm). Include duty descriptions for AGR Retention Personnel.

c. Retention personnel training. Describe any mandatory or retention related training opportunities for your task organization.

d. Sponsorship program. Provide purpose and procedural information relating to sponsorship activities not previously described in your Roles and Responsibilities chapter.

e. Attrition management. Provide program and initiative guidance for any retention effort not covered in other chapters, i.e. AWOL recovery and career development counseling.

Consider adding 1st Term attrition loss prevention measures as an area of emphasis.

f. Extension interviews and counseling. Provide purpose and procedural information relating to retention activities affecting Soldiers within 15 months of ETS not covered in previous chapters.

g. Automated systems. Describe automation systems that are available as a resource to manage and conduct retention activities, i.e. DPRO and RMS.

h. Retention reporting. Define retention metrics reporting or briefing requirements at all levels.

More information can be found on our MILSUITE page folder Retention SOPs

Chapter 4 Evaluate a Unit’s Retention Program

4-1. Conduct evaluations at the unit level ensuring retention activities are occurring and policies are effectively communicated. Use standardized checklists to collect and analyze information informally or as part of an Organizational Inspection Program (OIP). (See Chapter 8 for RMS Sponsorship, Extension and AWOL Recovery Module)

4-2. Informal retention evaluations provide information on unit retention activities and offers insight into

Unit personnel’s knowledge on retention issues, policies and procedures. These evaluations should be non-threatening and result in training opportunities. Prior to Unit evaluations, evaluators would research the following:

a. Commander’s Strength Maintenance Plan

b. Unit Commander’s Retention Policy Letters

c. State Retention Policies and Guidance (i.e., SOP and TAG SM Memorandums)

d. Unit Personnel tasked with Retention Duties

e. Attrition Rate

f. 1st Term Attrition Loss Rate

g. ETS Eligible (next 12-months)

h. Total Losses by Reason (previous 12-months)

i. ETS discharges vs Extension Data

j. DMOSQ and NoVal Pay Rate

k. Unit’s Authorized and Assigned Strength

4-3. Evaluators speak with all unit personnel that have retention responsibilities. Asking different personnel the same questions provide information on consistency and occurrence of retention activities. Include the following in the evaluation process.

a. Sponsorship Program

(1) RSP Battle Hand-Off Ceremony – Unit Representative Attendance

(2) Pre-Drill Contact

(3) Sponsor Assignment

(4) Checklist Utilization

(5) Sponsorship Process Completion Monitoring

b. Annual Career Development Counseling

c. Annual Retention Briefings

d. Extension Process

(1) Retention Eligible List Management

(2) Initial Interview: who and when

(3) Follow-on Extension Interviews: who and when

(4) DA Form 4856 Counseling Required for Soldiers Declining to Extend: who, when and what was discussed

(5) DA Form 4836 Oath of Extension Document Preparation

(6) Extension Ceremony

(7) Extension Presentation Items

e. Retention Reporting/Briefing Requirements to Higher HQs

f. Exit Interviews or Surveys (or Final Formation Program if applicable)

4-4. When unit evaluations are complete, develop training plans to improve retention efforts. Identify areas where policy and guidance require training, development or implementation prior to skills training. Periodic inspections will sustain retention programs.

4-5. Periodic evaluations as part of an OIP are recommended to check unit retention activity. OIP retention items target tasks and standards rather than who performs the task or manages the program. OIP line items should consider:

a. Include the regulatory requirements of sponsorship, annual career development counseling and retention interviews. Final formation programs are not regulatory but could be an OIP evaluation item.

b. State retention policies and guidance maintain focus on retention issues critical for success.

c. Questions relating to retention metrics ensure all personnel share the same goal toward improving end strength and readiness. Consider questioning personnel on the unit attrition rate, 1st term attrition loss rate, extension statistics or NGB and TAG stated goals.

d. Describe retention battle rhythm tasks in their simplest form. As an example: how many months prior to a Soldier’s ETS is the initial retention interview conducted and where are the results documented? Answers to questions like this should be known by all retention personnel at every level. Battle rhythm items are typically part of the state retention SOP.

4-6. Example Guide to Evaluating a Unit’s Retention Environment

a. Unit Status

(1) What is your unit(s) current end strength by percent?

(2) What is your unit(s) FY end strength goal by percent?

(3) What is your unit(s) current attrition loss rate for the FY by percent?

(4) What is your unit(s) FY attrition loss rate goal?

b. Sponsorship Program

(1) Does the unit maintain and follow sponsorship program written publications?

(2) Does the unit document that all new Soldiers are being sponsored?

(3) Does the program include sponsoring the Soldier’s family?

(4) Is Recruit Sustainment Program (RSP) Battle Hand-Off addressed in the unit sponsorship program?

(5) Is the sponsorship process for every new Soldier tracked to completion?

c. AWOL Recovery. Does the unit have written guidance for AWOL recovery?

d. Retention Management

(1) How many months prior to ETS is the initial retention interview conducted?

(2) Is unit leadership involved in the interview/counseling process?

(3) How many months prior to ETS do Soldiers declining to extend receive required counseling on the DA Form 4856?

(4) Does the unit conduct extension ceremonies?

e. Attrition Management

(1) Has the commander developed and implemented a SM plan that incorporates attrition/retention goals?

(2) Does the unit utilize surveys to capture information about attrition management?

f. Retention Battle Rhythm

(1) Is the retention battle rhythm well defined and implemented?

(2) Does the unit have a RRNCO assigned to provide retention support?

More information can be found on our MILSUITE page folder AWOL Recovery, Sponsorship, Extension Guidance, and Retention SOPs

Chapter 5 Sponsorship Program

5-1. The Sponsorship program directs how we welcome new Soldiers into Army Guard units.

Commanders at every level are responsible for developing a proactive and comprehensive sponsorship program supporting the successful transition of Soldiers into their unit whether transferring from a different unit within the State, an Interstate Transfer (IST), transfer from another reserve component or Non-Prior Service Soldiers (NPS) coming from the Recruit Sustainment Program (RSP). It’s important to note that the RSP conducts a version of sponsorship called Soldierization; best described as how we make a new Soldier feel like a Soldier. Sponsorship is more about how we integrate a new Soldier into the unit and help them to feel like part of the team.

5-2. Active Component (AC) transitions, ISTs and transfers from other reserve components: States should inform gaining units of any impending AC transitions and ISTs in order for unit leadership to begin the sponsorship process. AC to ARNG transitioning Soldiers are already trained, and in many cases DMOSQ, but require sponsorship in order to fully integrate and understand the requirements of membership in the ARNG.

5-3. Conducting a sponsorship program is required by regulation. Below are suggestions to consider as you conduct this crucial retention initiative:

a. Contact the Soldier prior to drill. This should be accomplished with a welcome letter and personal contact. Waiting to start the sponsorship process at first formation is asking for problems. New Soldiers should know what’s going to happen during their first drill prior to showing up at the Armory. Sponsors or full-time unit personnel need to verify these items with the new Soldier during the pre-drill contact:

(1) Address any concerns the Soldier may have regarding battle assembly attendance, to include transportation coordination, directions to the armory, points of contact of the unit and instructions in case of an emergency

(2) Discuss uniform requirements or any special equipment needed

(3) Establish a time and location to meet the sponsor prior to formation

(4) Discuss any issues the Soldier may have had during transition including pay and/or incentives.

b. Assigning the right sponsor is important. Not all current unit members are best suited for this assignment. In addition to the requirements in AR 600-8-8 and NGR 601-1, consider these characteristics and abilities when assigning a sponsor to new members:

(1) The sponsor should be the Soldier’s First Line Leader (FLL) or a member of the same section or squad as the new Soldier

(2) Not flagged for any negative action (i.e. APFT or height/weight)

(3) Is an obvious choice to willingly represent the unit leadership as a sponsor for new Soldiers

(4) Has been with the unit for at least a year and has at least a year left on their contractual obligation

c. Utilize a sponsorship checklist. The checklist ensures the Commander’s intent is met on how new Soldiers are welcomed into the unit. The assigned sponsor is given the checklist prior to meeting the new Soldier so they have a chance to review the requirements of the process and have time to become familiar with the new Soldier’s personal information as necessary. An effective checklist includes the following:

(1) Introduce new Soldiers to:

(a) Commander

(b) First Sergeant

(c) Full Time Unit Personnel

(d) Supply Room Personnel

(e) Battalion and/or Brigade Leadership (if available)

(f) Section/Platoon/Squad leadership and personnel

(g) Unit Retention NCO

(2) Familiarize new Soldiers with the following unit areas:

(a) Restroom/Shower Facility

(b) Exercise/Fitness Room

(c) Mess Hall

(d) Orderly Room

(e) Location of Commander and First Sergeant Offices

(f) Supply/Locker Room

(g) Section/Squad Area

(h) Motor Pool and Vehicle Wash Rack

d. The Retention Management Software (RMS) includes a sponsorship module that helps to implement and manage this critical retention initiative. The use of RMS for sponsorship is required by regulation. Benefits of utilizing the Sponsorship module in RMS include:

(1) Visibility of Soldiers requiring sponsorship

(2) Sponsor assignment tracking

(3) Sponsor initial contact with new Soldier documented

(4) Sponsorship process status

(5) Storing completed sponsorship checklists

(6) Leader abilities to see utilization of sponsorship program

(7) Ability to quickly make changes to the sponsorship checklist

More information can be found on our MILSUITE page folder Sponsorship

Chapter 6 Soldier Retention Interviews and Counseling

6-1. As part of an effective Retention Management Program, Soldier interviews and counseling are conducted periodically. Retention interviews are traditionally thought of as the effort to retain Soldiers in the year prior to their ETS date. However, this chapter will focus on retention interviews and counseling as an integral part of a Soldier’s entire enlistment term. The process starts as a Soldier enters a unit until they choose to leave. Retention interviews are designed to influence the Soldier’s intent to be retained and extended while considering the Soldier’s family needs, wants, and desires.

6-2. The types of retention interviews and counseling conducted through a Soldier’s career IAW NGR 601-1, paragraph 6-14 will include:

a. Orientation Counseling - This counseling is formal and is incorporated within the Unit

Sponsorship Program. It will cover duty expectations along with providing the Soldier his or her chain of command with appropriate POCs. The new member shall be given a schedule of all upcoming training dates and ensure that the Soldier gives this information to employers.

Additional items to be discussed include: goals while serving, career development, personnel and finance issues, family support groups, military programs, education incentives and benefits, and any reenlistment incentives due to the Soldier.

b. Annual Career Development Counseling - First Line Leaders are required to counsel

Soldiers on potential career progression opportunities on a regular basis (annually at a minimum). This includes discussing the various training opportunities available, i.e. NCOES and ASI. Career goals identified in orientation should be reviewed for progress or changes.

Upward mobility opportunities will be identified, and if not possible, reclassification should be explored. Soldiers not eligible for continued service should be advised of their status and how to overcome any obstacles they are facing.

c. Family Interviews - Units need to explore options of bringing family members into events as much as possible (annually at a minimum). Benefits are briefed to family members at these events utilizing the correct personnel. Offices brought into the event could include: State ESO, State EOC, FRG, ESGR and VA representation, among others.

d. Employer Interviews - Soldier and Employer relationships can be strengthened by recognizing employers on a regular basis. ESGR should be used to identify employers recommended for awards. Soldiers with employer conflicts must have the opportunity to immediately share these with their chain of command to resolve them at the lowest level. EGSR should also be used for any issues that cannot be resolved otherwise. Briefings can be provided to employers to help them understand how the Guard operates. Employers should be briefed by the Soldier, or unit, as to state active duty for disaster operations and other contingencies. Units can invite employers to unit functions, such as family day, to enable better understanding of our organization.

e. Extension Interviews - Everyone involved in the process of retaining quality Soldiers must be aware that a few extension interviews cannot overcome the absence of the other types of interviews and counselings mentioned above. These types of interview are to be conducted no later than 15 months, 12 months, 270, 180, 120, 90, 60, and 30 days from the Soldiers ETS date. They focus on the Soldier’s qualifications for extension, options, goals, decisions, and available reenlistment incentives.

f. Unscheduled Interviews - Unexpected problems will often result in interviewing the Soldier at other than a predicted time. Every commander, FLL and the NCO support channel must be involved in the retention management effort. They must be prepared to take prompt action to resolve any real problems or provide information and assistance to overcome real or perceived problems.

More information can be found on our MILSUITE page folder Career Development Counseling

Chapter 7 ETS Counseling

7-1. For the purpose of this guide, it is important to explain the difference between an extension interview and ETS counseling. An extension interview, although documented, is simply a discussion between a unit member and an eligible Soldier. Extension interviews are designed to understand a Soldier’s intent to extend or to ETS (and the reasoning behind that decision). ETS Counseling is documented on a DA Form 4856 for future revisit follow-up if necessary. It is for the benefit of the Soldier to ensure they understand the options available and what they may be giving up. Both types of counseling should be documented in RMS.

7-2. Below is a list of items that could be included as discussion points recorded in the counseling session on a DA Form 4856. Keep in mind the reasons, needs, and wants a Soldier initially enlisted with the ARNG for does not necessarily mean they are same discussion points for the ETS counseling. It is critical to rediscover new reasons, needs, and wants the Soldier has now.

a. Extension Bonus Eligibility

b. Student Loan Repayment Program

c. Tricare

d. Continued use of ID Card for access to military posts and facilities (Commissary, PX, Base Gyms, Base Medical Facilities)

e. State and Federal Education Incentives - to include tuition assistance and eligibility for active-duty GI Bill programs.

f. Monthly drill pay / 2 week annual pay

g. Life insurance for Soldier, spouse, and children

h. Retirement potential earnings and retirement benefits

i. Travel – MWR with active duty bases, lodging, camping, recreational facilities

j. VA benefits for an open LOD

k. Military One source

l. Legal Services

m. Training, position, and promotion opportunities

n. Service to country

o. Being a part of something greater than oneself

p. Friendships they have made in the Guard, and continuing that friendship

q. On the job training

r. Business connections and networking potential

7-3. As Soldiers near their ETS date, interviews/counseling will be conducted. NGR 601-1 lays out a timeline of when a Soldier should be counseled within their ETS window. That timeline correlates with the work buckets in RMS. The following is an example timeline with what could be discussed and by whom:

a. 450-365 days from ETS: The purpose of this interview is to record the Soldier’s intent. The

URNCO should discuss the Soldier’s interest in and eligibility to extend along with career progression and MOS advancement opportunities within the unit.

b. 365-270 days from ETS: Discuss benefits and incentives that the Soldier may be eligible for. The

Soldier should be asked to extend, if eligible. If the Soldier is apprehensive, make sure all options are explored to include transferring units, reclassification and special assignments.

c. 270-180 days from ETS: The unit 1SG should discuss any issues or problems that are unresolved. All options, incentives and benefits of the ARNG should be reviewed. If the Soldier is still undecided on his/her decision, previously stated goals, aspirations and desires should be reviewed.

d. 180-0 days from ETS: The primary purpose of this counseling is to encourage eligible Soldiers to extend. The Company Commander should present benefits and options tailored to the individual Soldier’s needs. Introduce the ING as an option if unit membership is not possible or practical.

7-4. Plan of Action – Document and record all retention counseling with designated individuals into

RMS IAW regulatory guidance and compliance and the battle rhythm retention process mandated by state policies. Each counseling is for the Soldier’s benefit and questions can be answered at any time.

More information can be found on our MILSUITE page folder ETS Counseling

Chapter 8 RMS Implementation Strategies

8-1. Retention Management Software (RMS) - RMS is a case management system that assists state/unit retention personnel, Unit leaders and Recruiting & Retention NCOs in the execution, tracking and monitoring of unit retention activities. The software was created to alleviate the antiquated paper driven retention processes at the unit level. RMS system usage is imperative #4 of the Retention Accreditation Assessment Checklist. Use of RMS is a specified task IAW NGB 601-1, Chapter 2, paragraphs 2-10 and 2-20; and Chapter 6, paragraphs 6-11, 6-13 and 6-14.

8-2. RMS significantly improves the accuracy and efficiency of unit retention operations with emphasis on decreasing the number of exceptions to policy submissions also providing state and unit leaders with the ability to track and monitor unit retention activities and reports.

8-3. RMS is a simple user interface system familiar to users of the Guard Incentive Management System

(GIMS). The RMS Software enables users to track and monitor their respective assigned unit Soldiers for uncompleted work through the case management work buckets.

8-4. The five program modules in RMS are AWOL Recovery, Sponsorship, Career Developmental

Counseling, Extension/Counseling, and Interstate Transfer. There is a document repository tab in each Soldier’s RMS case work file to upload and download documents pertaining to any of the five modules. Each module is explained in detail below to better understand the RMS Software:

a. The AWOL Recovery module allows users to track AWOL/NOVAL Soldiers. Unit leadership determines why the Soldier missed drill and counsels the Soldier using a pre-populated DA form 4856 and a unit specific AWOL letter. The module also contains alternate contact information for making contact with a Soldier other than his or her primary contact means.

b. The Sponsorship module emphasizes that commanders have ownership of the sponsorship program. It provides detailed guidance on procedures and duties of the sponsor for newly assigned officers and enlisted Soldiers. The sponsorship process is designed as a basic feature IAW NGR 601-1, Chapter 6 for all ARNG units that can be modified by each unit to meet their specific unit sponsorship program requirements. The process is automated allowing the unit first sergeant to track and monitor his/her sponsorship program with better efficiency than a paper tracking process. The RMS Software allows the URNCO/Readiness NCO to choose the sponsor from the UIC. After the sponsor is chosen, an email is sent to the sponsor and the electronic checklist is downloaded for action.

c. The Career Developmental Counseling module focuses on annual career development counseling. Work buckets are separated by yearly increments prior to the ETS date up to 6 years out from ETS. This module assists first line leaders to conduct required annual counseling IAW NGR 601-1, Chapter 2 and provides leaders retention effort visibility above the unit level.

d. The Extension module within RMS assists users by identifying and tracking Soldiers within the 365-day extension window. It automatically determines if a selected Soldier with an approaching ETS date is eligible to reenlist, and if the Soldier is eligible for reenlistment incentives at time of reenlistment. This module enables the RMS user to view eligible population, evaluate eligibility, document history of counseling and capture Soldier’s intent. It also allows the ability to produce and print extension and incentive documents when needed, provide leader reports on all extension processes.

e. The Interstate Transfer module effectively tracks Soldiers conducting an interstate transfer between states for losses and gains by ensuring states have visibility of the packet and are aware of the status of the packet in the process.

8-5. The Extension module was beta tested and is currently in use by most states in some capacity.

Any Soldier extending with a bonus must be processed in the RMS Extension module in accordance with NGR 601-1, Army National Guard Strength Maintenance Program. Below is an implementation checklist that can be used as states decide to initiate statewide implementation of this module.

8-6. Identify State/Territory Retention Task Organization

a. Unit Level

(1) Commander

(2) 1SG

(3) Full-Time Support (FTS) Personnel

(4) M-Day Unit Retention NCO (URNCO)

(5) RRNCO assigned by unit

b. Personnel above Unit Level (if applicable)

(1) BN/BDE S-1

(2) BN/BDE Retention NCOs

(3) RRNCOICs

c. RRB Personnel

d. State G1 Personnel

e. State Retention POC

f. State Retention Administrator

g. State Incentive/Education Branch POC

8-7. Determine Retention Battle Rhythm

a. Management of Retention Eligible Personnel

(1) Retention Eligible Roster Management

(2) Initial Interview

(3) Extension Document Production

(4) Subsequent follow-up Interviews and Counseling

(5) Process Extension Documents

b. Extension Waiver Submission

c. Extension Document Submission

8-8. Develop State/Territory Specific Documents

Examples

a. Strength Maintenance Plan - Specifies mandatory RMS usage of the five RMS modules, AWOL Recovery, Career/ETS counseling, Sponsorship, Extension/counseling, and IST actions at unit level and higher. Details of task organization RMS roles and responsibilities (RMS Battle Rhythm) required to be performed daily, weekly, monthly, quarterly, and annually.

b. AWOL Recovery Plan Policy/SOP - Mandates RMS usage at unit level to track and record AWOL

Soldier recovery efforts.

c. Sponsorship Program SOP - Mandates units to use the RMS Sponsorship module to track and monitor new Soldier sponsorship and integration progress until completion.

d. Sponsorship Program Checklist

e. Career/ETS counseling policy - State CSM policy on mandatory requirement that every Soldier will be counseled at least 450 days out from ETS. Policy mandates counseling results and intent is recorded into RMS and on DA Form 4856, counseling statement is then uploaded into Soldier’s file. Guidance should include counseling timeline of when to counsel and by whom.

f. Extension processing - State policy referencing NGR 600-200, paragraph 8-4 that mandates

RMS will be utilized to process all extensions and produce RMS generated reenlistment documentation, i.e. DA Form 4836 and incentive addendums.

g. Specific state only pre-filled DA Form 4856 or similar documents for authorized standardized use.

h. URNCO RMS Battle Rhythm Flow Chart - Specifies what tasks a URNCO will do on RMS:

(1) Daily

(2) Weekly

(3) Monthly

(4) Quarterly

(5) Annually

8-9. Determine State/Territory Train-the-Trainer Plan

a. RMS User Guides dated 14 Jan 16

b. RMS Training Videos

c. Contracted Regional Retention Manager

d. Retention NCO Workshops/Symposiums

e. RRB Annual training Retention/Attrition Workshop

8-10. The State must identify and implement their retention task organization. It is critical as these personnel need access to RMS and must have the training to perform the necessary duties IAW NGR 601-1. Once the task organization is set, you can begin to determine who will have access to do each retention task in RMS using the User Management Tool (UMT). Examples of who conducts the initial ETS interview or who completes extension documents are below. The retention battle rhythm should include all tasks within RMS and also any tasks that are completed outside of RMS, such as the actual interview.

8-11. RMS Overview

a. The RMS Solution

(1) Challenge: Retention Activities at the unit level are currently using antiquated paper driven processes that are not efficiently tracked in a way that can be consistently monitored and reported to leadership.

(2) Solution: Creation of Retention Management Software modules that assist staff in the execution of retention activities using automated processes. It provides traceability, including interstate transfers, sponsorship of Soldiers to extensions, and recovering AWOL Soldiers back into a drilling status.

b. RMS User Interface

(1) Retention Management Software is a user interface that is composed of several modules and is familiar to users who have seen the Guard Incentive Management System (GIMS).

(2) RMS uses Case Management and work buckets to help users monitor all of the work assigned to them and keep tabs on the work they have not completed.

(3) Even after completing RMS training within your respective state, RMS users should review the RMS User Guides and Training Videos located under the “Resources Tab” under the Management Center in RMS. The user guides and training videos can answer questions that arise after completing RMS training.

(4) Users begin by choosing a Soldier from one of the work buckets.

(5) Users are initially asked to verify the selected Soldier’s intent whether that may be extension, ETS, retirement, or undecided.

(6) Users can also add detailed Counseling information based on the Soldier’s intent.

(7) After selecting the Soldier’s intent concerning his/her, extension users see the screen below, which indicates if the Soldier is eligible to extend (based on the underlying rules engine).

(8) After verifying the Soldier’s eligibility, users can select a scenario that best describes the

Soldier’s current situation.

(9) The option chosen (or not chosen) determines how long the Soldier can extend.

(10) Users are shown contract information and whether or not the Soldier is eligible to receive a bonus.

(11) Users can preview or print the pre-populated DA form 4836; preview, print, or upload a bonus addendum; and then transfer the case to the next level.

c. Extension

(1) The Extension module automatically determines if a selected Soldier with an approaching ETS date is eligible to reenlist and which (if any) benefits and incentives are available to the Soldier.

(2) The Retention NCO then walks the Soldier through the extension process, including explaining the incentives for re-enlistment.

d. Sponsorship

(1) Sponsors are identified for Soldiers entering a Unit.

(2) An NGB approved checklist and a state checklist contained within the module assist the sponsor with introducing the new Soldier to all aspects of the unit before the first sergeant signs off on the sponsorship process.

e. AWOL Recovery. After a Soldier misses a drill, the Soldier appears in a work bucket allowing users to determine why the drill was missed and counsel the Soldier using a pre-populated DA Form 4856 Counseling Form.

f. Interstate Transfer. Communication occurs between the losing state/unit and the gaining state/unit to ensure that a transfer is tracked from its initiation through to when the Soldier arrives at the new unit.

8-12. Requesting RMS Access

a. The Retention Management Software (RMS) is a simple user interface that is familiar to users who have seen the Guard Incentive Management System (GIMS). It uses individual Soldier case management and work buckets to allow users to monitor all of the work assigned to them.

b. Requesting RMS access step by step process

(1) Log onto RMS located on the ARNG StrengthNet website at:

https://smms.ngb.army.mil/SMMS/smmsmenu.aspx

(2) Ensure you add the web link to your browser favorites for future reference

(3) Double click the “RMS” icon

(4) A text box will appear indicating “You do not have permission to access RMS. Do you want to request access?” Click “YES”

(5) Input the following requested information

(a) Position title – “RRNCO”

(b) Office name – “Duty Station”

(c) Office Abbreviation – “MNRR”

(d) DSN – “NA”

(e) City – Self explanatory

(f) State – Self explanatory

(g) Zip code – Self explanatory

(h) UIC you support – indicate UIC of the unit you support i.e. “WQHYAA”

(i) Reason for request – input justification for access request

(6) Click the “SELECT POSITION” icon

(7) “Double click the arrow to the left of your State” yellow folder. DO NOT CLICK THE YELLOW

FOLDER. IT WILL REVERT YOU BACK TO THE ACCESS REQUEST WINDOW.

(8) Double click the arrow to the left of your respective Brigade. DO NOT CLICK THE YELLOW

FOLDER, IT WILL REVERT YOU BACK TO THE ACCESS REQUEST WINDOW.

(9) Double click the Folder of the unit you wish to have access to in the Roles and Permissions

Hierarchy. This will revert you back to the Request Access window. You should now see the UIC of the unit appear in the “Position Hierarchy” line.

(10) Click “Submit Request” icon.

(11) You will receive an email notification that your RMS access request has been submitted to the ARNG SMMS Held Desk. Approval is within a 24-hour period after submission.

https://smms.ngb.army.mil/SMMS/smmsmenu.aspx

8-13. RMS Training Videos

More information can be found on our MILSUITE page folder RMS and SMOMs

Chapter 9 Retention and Attrition Metrics

9-1. Retention and Attrition Metrics require leaders to become familiar with statistical data. The Director’s Personnel Readiness Overview (DPRO) and Retention Management Software (RMS) are two sources for effective command awareness.

9-2. States develop specific retention metrics for publication. Listed below are key reports found within

DPRO that you should monitor:

a. Reenlistment Mission Performance. NGB Goal: > = 100% Go to DPRO>Leadership Reports>Retention>Reenlistment Mission Performance Reenlistment Mission Performance provides information relating to Careerist, Obligor and Total extension rates. A Careerist is defined as any enlisted Soldier that has more than 96 months in service or the grade of E8 or E9. An Obligor is defined as any Soldier at pay grade E7 and below with less than 96 months in service. View Higher Unit, State and NGB percentages and mission contained within the link.

b. Attrition Loss Rate. NGB Goal < = 13%

Go to DPRO>Leadership Reports>Losses>Attrition Loss Rate This report contains all Attrition Losses for any reason. Included are both Officer and Enlisted losses.

c. First Term Attrition Losses. NGB Goal is < = 10%

Go to DPRO>Leadership Reports>Losses>First Term Attrition Losses This report contains Soldiers discharged prior to completion of six years of service. This category excludes Training Pipeline losses.

d. 90-Day Retention Alert.

Go to DPRO>Leadership Reports>Alerts>90-Day Retention Alert This report contains Soldiers within the 90-Day ETS window. Use this report to identify near term ETS loss projections

e. Losses by Reason –FYTD.

Go to DPRO>Leadership Reports>Losses>Losses by Reason – FYTD This report contains all FYTD losses by category and is useful in examining Attrition Management Strategies.

f. Retention Eligible.

Go to DPRO>Leadership Reports>Retention>Reenlistment Eligible This report contains Soldiers within one year of ETS. Command emphasis would be to monitor this report as it represents the greatest risk of losses.

g. Total Reenlistment Success Rate.

Go to DPRO>Rankings>Top 10 Reports Change the drop down arrow to “Total Reenlistment Success Rate.”

9-3. Correlations exist between losses. Analyze or monitor these additional statistics:

a. Non-DMOSQ Skill Level 1

b. E5 vacancies percentage and average number of days vacant

c. Population of Soldiers who have never deployed

d. Number of Soldiers who are SPFA (flagged)

9-4. For additional information or Retention/Attrition analysis, please contact your respective Regional

Retention Support Team Representative.

More information can be found on our MILSUITE page folder Retention and Attrition Metrics

Chapter 10 Retention Awards and Extension Ceremonies

10-1. As part of an effective retention program, commanders must implement a tracking system to ensure Soldiers receive awards and recognition in a timely manner. This tracking system needs to alert FTS personnel at the appropriate time to identify eligible recipients and process recommendations for awards. Additionally, training is scheduled as part of the unit NCODP/ODP to ensure unit leaders are knowledgeable of the procedures to recommend their Soldiers for an award when action is justified.

10-2. Often presentation items for Soldiers extending their current enlistment are available as part of a national recognition program funded by NGB. These items are currently received and distributed through the Recruiting and Retention Battalion. Typically, presentation items for a spouse or family member are often included in the recognition program. The current nationally funded presentation items program is described below. This program is dependent on funding from fiscal year to fiscal year.

10-3. States must develop a comprehensive plan to distribute all presentation items in a timely and efficient manner as to not lose the effectiveness of the incentive.

10-4. Soldiers that decide to not reenlist and opt to ETS should be recognized for their service to their unit.

A service recognition ceremony for ETS Soldiers is recommended to be conducted. The intent is to recognize the Soldier for his/her faithful committed service in the presence of their respective assigned unit. By doing so, the unit has just improved the likelihood of the Soldier re-enlisting and returning to continue their ARNG service. Service recognition awards should be presented to the Soldier no later than his/her final service.

10-5. Extension Ceremony. NGR 601-1 provides guidance on conducting an extension ceremony. In addition, below are some ideas that units may want to consider as they recognize their extended Soldiers.

a. Consider establishing a quarterly extension ceremony program at the BDE level or higher

b. Try to have BN/BDE CSM/CO present for the ceremony

c. Encourage maximum attendance by the Soldier’s coworkers and fellow unit members

d. Give family members ample time so they may plan to attend the ceremony

e. Provide a suitable waiting area (possibly with refreshments) for attending family members

f. If the Soldier is married, consider completing a DA Form 5612 (Certificate of Appreciation for

Army Spouse). If the spouse will be in attendance, include presentation of the COA in the planning of the extension ceremony.

g. BN/BDE/TAG letter of appreciation and thanks for the extending Soldier

More information can be found on our MILSUITE page folder NGR 601-1

16 February 2022 Retention Leader Guide

Chapter 11 National Exit Survey

11-3. The ARNG has developed a National Exit Survey in order to analyze the reasons for separation for

Soldiers who choose to ETS. The National Exit Survey will allow retention leaders to cater retention and attrition programs specific to the needs of their individual states. Delivery will be managed at the unit level. While the exit survey may be completed by any Soldier within 365 days of ETS, it is recommended that distribution of the exit survey be limited to Soldiers within 120 days of ETS who have indicated their intention to separate.

a. The National Exit Survey will be administered by providing Soldiers with a link or by scanning a QR code.

b. The National Exit Survey will begin with general demographic questions and will be followed with 10 questions specific to the reasons for separation. No Personally Identifiable Information (PII) will be collected during the National Exit Survey. The National Exit Survey is both desktop and mobile compatible.

c. RRB commanders, senior enlisted leaders, and retention leaders can view state National Exit

Survey results via a real-time reporting link managed by the vendor. Special attention should be paid to the open text fields of the survey responses, as these sections contain personal concerns of separating Soldiers. Contact your Regional Retention Manager if you have not received your state reporting link or password.

More information can be found on our MILSUITE page folder Final Formation and the National Exit Survey

Chapter 12 Retention Accreditation Program

Return to Table of Contents

12-1. Purpose - The Attrition and Retention Accreditation Program (ARAP) provides an assessment to determine the progress toward accomplishing and implementing the tasks described within identified regulations, memorandums and guidance concerning attrition and retention management. The assessment provides focused, accurate and timely feedback for the development, and refinement of plans. The total results are designed to focus the commander’s emphasis and enhance awareness on the attrition and retention management program making both programs more effective.

12-2. Implementation - The Accreditation Program utilizes the Army’s Operations Process to organize the effort, integrate consistently, and synchronize efforts throughout the 54 States and Territories.

a. Plan - The Retention Accreditation Program repeats over a three-year cycle with four phases of repetition: 1) Criteria review and development; 2) Publish memorandum identifying imperatives;

3) Self assessments; 4) Staff Assistance Visit.

(1) The designated personnel from the Strength Maintenance Division (the NGB Team) will complete an analysis of data and evaluate the operating procedures, trends and emphasis concerning the attrition and retention management program. The analysis determines the areas of emphasis and awareness which produces the Self-Assessment Checklist.

(2) Upon the approval of the Criteria Review and Development, the first of two memorandums will be sent to the State’s Recruiting and Retention Commands. The first memorandum provides the following:

(a) Purpose of the Accreditation Program and area of concentration.

(b) Start and end dates for the self-assessment, self-assessment checklist, submission address, and a point of contact for your Regional Retention Manager.

(3) Upon completion of the end date for the self-assessment, States will be identified and contacted to determine the best timeframe to host the Retention Assessment Team. The second memorandum for the fourth phase provides the following:

(a) Purpose of the Retention Accreditation Program

(b) The areas of concentration during the assessment

(c) The procedures during the assessment

(d) Timelines for visitation and completed evaluations

(e) Identified States for the assessment

b. Prepare – Preparation for the NGB Team’s Accreditation Assessment consists, two areas must be completed prior an assessment.

(1) Once the checklist is approved for distribution, each State’s retention representative will receive the checklist.