ATTACHMENT_11 _Retention_Leader_Guide.pdf

Retention Leader Guide

National Guard Bureau

Strength Maintenance Division

111. S. George Mason Drive

Arlington, Virginia 22204

3 april 2015

Retention Leader Guide 3 April 2015

SUMMARY of CHANGE

Table of Contents

Chapter 1. Introduction Page 1

Chapter 2. Command Awareness and Emphasis Page 2-4

Chapter 3. Developing a Retention SOP Page 5

Chapter 4. Evaluate Unit Retention Programs Page 6-9

Chapter 5. Sponsorship Program Page 10-12

Chapter 6. Retention Interviews and Counseling Page 13-14

Chapter 7. ETS Counseling Page 15-16

Chapter 8. RMS Implementation Strategies Page 17-19

Chapter 9. Retention Metrics Page 20-21

Chapter 10. Retention Awards and Extension Ceremonies Page 22

Chapter 11. Final Formation Program Page 23

Chapter 1 Introduction

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1-1. Mission - The mission is to retain highly qualified Soldiers in the ARNG at a rate to meet end strength objectives. Our retention 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 SMAC. 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.

Unit Attrition / Retention Chief

RSP NCOIC

Senior Retention NCO

Attrition Management Branch (AMB)

Chief, Attrition/Retention Management Branch

LTC Andrew Bishop

Senior Operations

NCOIC

MSG Duane HemphillTraining Pipeline Section Chief

Attrition/Retention NCO

Chapter 2 Command Awareness and Emphasis

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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. 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. Information needs to freely and quickly travel throughout this wire diagram. Below are key task organization retention positions.

(1) Assign State Retention Administrator

(2) Brigade/Battalion Career Counselor

(3) 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. They should include:

(1) Retention task

(2) Team member(s) responsible

(3) Frequency or timing

(4) Task performance standard

(a) Retention task performance standards that are identified as part of the retention battle rhythm is simply a way of letting your task organization know what you are looking at and what results you are expecting to see.

(b) An example would be letting unit retention NCO’s know that the expectation is that all Soldiers will have their intention recorded sometime in the 365-450 day window and that you will be checking to see if it’s happening.

c. Developing your retention battle rhythm tasks starts with RSP Battle Hand-Off or Sponsorship and ends with exit interviews. Tasks should be identified for:

(1) RSP Battle Hand-Off

(2) Sponsorship Program

(3) Career Development Program

(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 (DPRO).

(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 or, at least, not be the worst. Publishing retention statistics will also help to create a “buzz” and stimulate retention conversations.

(2) Creating an opportunity for all to see who is doing well can foster the sharing of best practices between units and organizations.

(3) Picking which metrics to publish will help to focus retention effort in pre-determined critical areas.

(4) If you ask a Commander what their DMOSQ rate is, they will usually be able to answer fairly accurately. However, ask them what their Attrition or 1st Term Loss Rate is and they will struggle to come up with a guess.

(5) Without publishing retention metrics, organization leaders are out there doing retention activities without knowing whether or not they are being successful.

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 Recruiting & Retention personnel are required to have retention metric or activity related bullet comments on their NCOER/OER.

2-2. Command Awareness - Command Awareness is best described as the information that leaders know about their organizations 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. Probably the most common example of command awareness is when retention personnel report

(by name) the status of Soldiers nearing their ETS date.

b. Leaders should be 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’s

(5) 90 Day Retention Alerts

(6) Extension Counseling Conducted/Not Conducted

(7) Soldier Intent of Retention Eligible Population

(8) Losses by Reason

NOTE: Example of a MT Extension Counseling Schedule as part of Command Emphasis can be found using the link below.

MT Extension Counseling Schedule

Chapter 3 Develop a Retention SOP

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3-1. A most common form of command emphasis is contained in published policies, procedures and guidance. The most comprehensive form is found in a published Retention Standard Operating Procedures (SOP), containing task organization and battle rhythm directives. As a new retention leader you may find an existing SOP that needs to be revised, updated or completely rewritten.

3-2. This chapter attempts to provide a list of areas that should be included in any Retention SOP.

3-3. Consider these chapters when developing your Retention SOP:

a. Objectives. Provide retention goals and benchmarks assigned by NGB or as contained in TAG

Strength Maintenance guidance.

b. Roles and responsibilities. This chapter is where you define your retention task organization from the State to the unit level which will 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 standard to which they are to be performed (also known as Retention Battle Rhythm).

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

d. Sponsorship program. Provide purpose and procedural information relating to sponsorship activities not previously described in the 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.

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

g. Automated systems. Describe the different automation systems that are provided as a resource to manage and conduct retention activities.

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

NOTE: Examples of a Retention SOP can be found using the links below.

MOARNG SOP

NCARNG SOP

Chapter 4 Evaluate Unit Retention Programs

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4-1. One method to confirm that retention activities are happening, and retention publications and policies are effectively communicated is to conduct an evaluation at the unit level. This evaluation can be conducted informally or as an inspection, as part of an Organizational Inspection Program (OIP), with standardized checklists of information to be collected and analyzed.

4-2. Conducting an Informal Retention Evaluation provides information on how retention activities are currently conducted and offers insight to how knowledgeable (or up to speed) unit personnel are on specific retention issues, policies and procedures. Conducting an informal retention evaluation should also be a non-threatening activity that results in training opportunities. Prior to conducting the evaluation, the evaluator should research and know the following information:

a. Authorized and Assigned End Strength

b. Attrition Rate

c. 1st Term Attrition Loss Rate

d. By Name Listing of all Losses (previous 12 months)

e. ETS vs. Extension Data

f. DMOSQ and No-Val rate

g. Mobilization Statistics (unit population of how many times Soldiers Deployed)

h. Unit Personnel tasked with Retention Activities (i.e. M-day Retention NCO, etc.)

i. State Retention Policies and Guidance (i.e. SOP and TAG SM letters)

j. Unit Commander Retention Policy Letters

k. Commanders Strength Maintenance Plan

4-3. The evaluator should ensure that they speak with all personnel in the unit that have retention responsibilities during the evaluation process. Asking different personnel the same questions provides information on how consistently retention programs are being conducted. The following retention activities should be part of 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

(a) Who

(b) When

(3) Follow-on Extension Interviews

(a) Who

(b) When

(4) DA 4856 Counseling Required for Soldiers Declining to Extend

(a) Who

(b) When

(c) What is discussed

(5) DA 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. Once the unit evaluation process is completed, a training plan should be developed to enhance unit retention efforts. Evaluators should first look for situations where policy and guidance needs to be trained, developed or implemented before focusing on skills training. Once complete, the unit is ready for periodic inspections to sustain a successful retention program.

4-5. Retention Inspections - Retention category line items as part of an OIP is a good method to perform periodic checks on unit level conduct of retention activities. Focus of the retention line items should target the tasks and standards of programs and initiatives while being less concerned with who does the task or who manages the program. When developing retention related line items as a section of an OIP, consider the following:

a. Regulatory requirements should always be included. These are items such as conducting a sponsorship program, annual career development counseling, and retention interviews among others.

Having a final formation program is a best practice and good idea (and could be part of an OIP) but, it’s not necessarily required by the regulation.

b. Line items concerning state retention policies and command guidance letters help to maintain focus on the retention issues that are critical to success as determined by local leaders vs. national issues.

c. Asking unit personnel questions relating to retention metrics ensure that all personnel share the same goal of improving strength readiness and also know what success looks like. It’s too easy to focus on task completion and lose sight of whether or not your efforts are successful based on national or state goals and benchmarks. These questions could be about knowing the unit attrition rate, 1st term loss rate or extension statistics and their NGB or TAG stated goal.

d. Retention Battle Rhythm line items are tasks described in their simplest form. As an example;

How many months prior to a Soldiers 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. Recruiting and Retention NCOs (RRNCO) are among the personnel most qualified and trained to conduct Informal Retention Evaluations. Performing this task is also part of their three tenet mission as described in NGR 601-1. However, RRNCOs should not be tasked to inspect the unit they are assigned to support.

4-7. 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.

(1) 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?

Chapter 5 Sponsorship Program

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

Typically, new Soldiers are integrated into the Recruit Sustainment Program (RSP) that provides for them throughout the training pipeline. Most Soldiers won’t see their unit until the battle hand-off phase at the end of Initial Entry Training (IET) and the final drill a Soldier has with the RSP.

However, prior service gains not required to attend IET, do report directly to their assigned unit and will need to benefit from our sponsorship process along with those being received from RSP battle hand-off.

5-2. 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.

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

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

(1) Transportation to drill and directions if needed

(2) Uniform requirements or any special equipment needed

(3) Time and place to meet up with sponsor

b. Arrange to meet the new Soldier at a designated place in the Armory prior to first formation.

Ensure the new Soldier is met immediately upon reporting to drill.

c. Assigning the right sponsor is important. Not all current unit members are best suited for this assignment. Consider these characteristics and abilities when assigning a sponsor to new members:

(1) Preferably a member of the same section or squad as the new Soldier

(2) Is 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

d. Utilize a sponsorship checklist. The checklist is the Commanders policy on how new Soldiers are welcomed into the unit. The assigned sponsor should be 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. The checklist should include 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

e. The Retention Management Software (RMS) includes a Sponsorship module that should help to implement and manage this critical retention initiative. Benefits of utilizing the Sponsorship module in RMS include:

(1) Sponsor Assignment Tracking

(2) Sponsor initial contact with new Soldier documented

(3) Sponsorship Process Status

(4) Storing completed sponsorship checklists

(5) Leader abilities to see utilization of sponsorship program

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

NOTE: Example of a MT Sponsorship Checklist can be found using the link below.

MT Sponsorship Checklist

Chapter 6 Retention Interviews and Counseling

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6-1. As part of an effective Attrition Management Program, Soldier interviews and counseling should be conducted periodically. Extension 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 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.

6-2. The types of interviews and counseling discussed will include:

a. Orientation Counseling

b. Career Development Counseling

c. Family Interviews

d. Employer Interviews

e. Unscheduled Interviews

6-3. Orientation Counseling - This counseling is formal and should be incorporated within the Unit

Sponsorship Program. It will cover duty expectations along with providing the Soldier his or her chain of command with appropriate POC’s. Leaders should identify any issues that the new Soldier may have and apply the correct solutions. The new member should be given a schedule of all upcoming training dates and ensure that the Soldier gives this information to employers.

6-4. Career Development Counseling - First Line Leaders should 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 should be identified ASAP. Upward mobility opportunities should be identified and if not possible reclassification should be explored.

6-5. Family Interviews - Units should explore options of bringing family members into events as much as possible. Benefits should be 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.

6-6. Employer Interviews - Soldier and Employer relationships should be strengthened by recognizing employers on a regular basis. ESGR should be used to identify employers recommended for awards.

Soldiers with employer conflicts should 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 a family day, to enable better understanding of our organization.

6-7. 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.

NOTE: Example of a MT Career Development Checklist can be found using the link below.

MT Career Development Checklist

Chapter 7 ETS Counseling

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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 Soldiers intent to extend or to ETS (and the reasoning behind that decision). ETS Counseling is documented on a DA Form 4856 and is for the benefit of the Soldier to ensure they understand what they are giving up. This chapter focuses on the ETS Counseling required by NGR 601-1.

7-2. As Soldiers near their ETS date, counseling will be conducted for all who have not already executed their extension. Below is a list of items that could be included as discussion points recorded in the counseling session on a DA Form 4856.

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 – tuition assistance

f. Monthly drill pay, 2 week annual pay

g. Life insurance for Soldier and spouse

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

7-3. Plan of Action - Need to attend each Retention Counseling with designated individuals in order to comply with the Retention Process that is established thru State Policies. Each counseling is for the Soldier’s benefit and questions can be answered at any time. If at any time the Soldier changes his/her mind and decides to extend his/her tour with the NG this counseling will become null and void in place of a signed DA Form 4836.

NOTE: Example of a MT DA Form 4856 ETS Counseling Statement can be found using the link below.

MT DA Form 4856 ETS Counseling Statement

Chapter 8 RMS Implementation Strategies

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8-1. Retention Management Software (RMS) - RMS is a case management system that assists Unit

Retention personnel, Unit Leaders and Recruiting/Retention NCOs in the execution of unit retention activities. The Software was created to alleviate the antiquated paper driven retention processes at the unit level.

8-2. The capability exists to significantly improve the accuracy and efficiency of unit retention operations possibly decreasing the number of Exception to Policy submissions while also providing State and Unit Leaders with visibility of unit retention activities and reports.

8-3. RMS displays a simple user interface that is familiar to users who have seen the Guard Incentive

Management System (GIMS). The Software allows users to monitor all of the work assigned to them and will keep tabs on the work they have yet to complete through individual Soldier case management work buckets.

8-4. There are now five program modules in RMS which are explained in detail below and include

Sponsorship, Interstate Transfer, AWOL Recovery and Extension/Counseling.

a. The Sponsorship module emphasizes that commanders have ownership of this program and 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 for all ARNG units however can be modified by each unit to meet unique unit needs. The process is automated allowing the 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.

b. 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. This module provides visibility of the eligible population, evaluates eligibility, enables documentation of retention counseling, captures Soldier intent, produces extension documents and provides leader reports on all aspects of the extension process.

c. The Career Development module is focused on annual career development counseling. Work buckets are separated by yearly increments prior to the ETS date. This module assists first line leaders as they conduct annual counseling and allows retention effort visibility to leaders above the unit level.

d. The AWOL Recovery module allows users to track AWOL/NOVAL Soldiers to determine why the drill was missed and to counsel the Soldier using a pre-populated DA 4856 and provides an example AWOL letter.

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 has been beta tested and is currently in use by most states in some capacity.

It’s expected that using the extension document production feature of the module will be required sometime during FY-15 for Soldiers extending with a bonus. Below is an implementation checklist that can be used as states decide to initiate statewide implementation of this module.

8-6. Identify Retention Task Organization.

a. Unit Level

(1) Commander

(2) 1SG

(3) Full-Time Support (FTS) Personnel

(4) M-Day Unit Retention NCO

(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

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 Interviews and Counseling

(5) Process Extension Documents

b. Extension Waiver Submission

c. Extension Document Submission

8-8. Develop State Specific Documents.

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

8-10. Identifying the retention task organization is critical as these are the personnel that will need access to

RMS and will also need to receive training. Once the task organization is set, you can begin to determine who will have access to do each retention task in RMS. Examples are who conducts the initial ETS interview or who completes extension documents. 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.

NOTE: Using the links below you will find PowerPoint presentations about the Overview and how to request access to RMS.

RMS Overview

Requesting RMS Access

NOTE: Example of a MT AWOL Contact Form as part of AWOL Recovery can be found using the link below.

MT AWOL Contact Form

Chapter 9 Retention Metrics

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9-1. As part of an effective command awareness program leaders should become familiar with statistical information relating to retention which is available from different sources. The most commonly used source is the Director’s Personnel Readiness Overview (DPRO). The Retention Management Software (RMS) will also provide statistical information as States fully implement this system.

9-2. States are encouraged to develop their own retention specific metrics for publication within their

State. Although several metric categories are available, listed below are a few reports that represent key indicators of retention success that should be monitored often.

a. Reenlistment Mission Performance Rate. Located in the Retention tab under Leadership

Reports, this report provides, as a percentage, information relating to the number of extensions as compared to the State’s NGB reenlistment mission assigned. The report also provides separate results for obligors and careerists. NGB goal is 100%.

b. Attrition Loss Rate. Located in the Losses tab under Leadership Reports, this report provides, as a percentage, the State’s current Attrition Loss Rate (attrition losses include all losses to the ARNG for any reason) and is broken down by Officer and Enlisted. NGB goal is <=18%.

c. First Term Attrition Losses. Located in the Losses tab under Leadership Reports, this report provides, as a percentage, the State’s current loss rate for Soldiers discharged prior to completing their initial term of service (Training Pipeline Losses are not counted in this category). NGB goal is <=12%.

d. 90-Day Retention Alert. Located in the Alert tab under Leadership Reports, this report provides the number of Soldiers inside the 90-day window of their ETS date. This report is extremely helpful in projecting near term ETS losses.

e. Losses by Reason – 12 Months. Located in the Losses tab under Leadership Reports, this report provides a breakdown of why Soldiers were discharged. The report is extremely helpful when attempting to identify loss trends or specific retention issues as improvement strategies are discussed.

f. Retention Eligible. Located in the Retention tab under Leadership Reports, this report provides by name information on all Soldiers within one year of their ETS date. Additionally, whether or not a Soldier is eligible to extend is included on the report. Command emphasis on monitoring this report is extremely important as this population is at the greatest risk for losses to the ARNG.

9-3. Recently correlations between losses and other factors were found and you may want to consider doing your own analysis or monitoring 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. Using the links below you will find several tables that describe the different reports and the information found on each report that can be accessed in DPRO. Additionally, NGB goals and benchmarks are also listed in these tables where applicable.

DPRO Leadership Reports

DPRO View Reports

Chapter 10 Retention Awards and Extension Ceremonies

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10-1. As part of an effective SM program, commanders should implement a tracking system to ensure

Soldiers receive awards and recognition in a timely manner. This tracking system needs to alert FTUS personnel at the appropriate time to identify eligible recipients and process recommendations for awards. Additionally, training should be 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.

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. Extend to Defend Program (E2D).

a. E2D items will be sent to all R&R Commands so they may facilitate the distribution to units within their respective States and commands.

b. Ensure E2D items are only presented to Soldiers extending for at least three years IAW SMOM

13-043.

c. It is the States responsibility to distribute E2D to their commands as quickly as possible to ensure they are received in a timely manner.

d. Formal recognition for E2D items is required. Extension ceremonies are the preferred method of recognition. Every effort should be made to have the Soldier’s spouse available for the presentation.

e. IAW SMOM 13-043 a record identifying E2D recipients is required to be maintained.

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

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

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

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

e. BN/BDE/TAG letter of appreciation and thanks

Chapter 11 Final Formation Program

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11-1. The best practice is to implement a program designed to provide transition assistance to Soldiers leaving the ARNG while at the same time making one last effort to retain quality Soldiers who have indicated their intent to leave the ARNG. Commonly known as a “Final Formation Program” this effort has proven to be successful in providing appropriate information, reviewing records for accuracy and offering opportunities for continued membership that may not have been discussed previously.

11-2. It is highly recommended that States make every attempt to retain quality Soldiers. Typically, unit leadership will rarely offer Soldiers opportunities outside their own unit. Therefore it is imperative to have a plan to ensure that all Soldiers are provided every option available throughout the State to continue membership in the ARNG.

11-3. Need a paragraph about the exit survey.

NOTE: An example of a “Final Formation Program” can be found using the link below.

Final Formation SOP Example

MOARNG SOP Example Return to Chapter 3

MISSOURI NATIONAL GUARD REGULATION

NUMBER 601-280 (ARMY)

Effective 01 February 2006

HEADQUARTERS MISSOURI NATIONAL GUARD

OFFICE OF THE ADJUTANT GENERAL

2302 Militia Drive Jefferson City, MO 65101-1203

Personnel Procurement Army National Guard Retention Program

Chapter 1 GENERAL Paragraph Page

Section I Policy and principles Purpose 1-1 1-1 Scope 1-2 1-1 General 1-3 1-1 References 1-4 1-1 Explanation of abbreviations and terms 1-5 1-1 Equal Opportunity 1-6 1-1

Section II Objectives Reenlistment objectives 1-7 1-2 Non-ETS attrition objectives 1-8 1-2 Retention objectives 1-9 1-2

Section III Responsibilities The Adjutant General’s responsibilities 1-10 3-2 Commander’s responsibilities 1-11 3-2 Commander’s (battalion and higher) responsibilities 1-12 1-3 Unit Commander’s responsibilities 1-13 1-4 Command Sergeants’ Major responsibilities 1-14 1-5 The Platoon Leader’s responsibilities 1-15 1-5 First Sergeant’s responsibilities 1-16 1-5 Platoon Sergeant’s responsibilities 1-17 1-7 First Line Leader’s (FLL) responsibilities 1-18 1-7

CHAPTER 2 RETENTION STAFFING, SUPPORT IDENTIFICATION

Section I Staffing ARNG Full-Time Attrition, Retention Force (FTARF) 2-1 2-1 Organization and Utilization 2-2 2-1 State Recruiting and Retention Commander’s (RRC) Responsibilities 2-3 2-1 FTARF / Responsibilities 2-4 2-1 Recruit Sustainment Coordinator’s Responsibilities 2-5 2-2 Area Retention Counselor’s Responsibilities 2-6 2-3 Additional Duty Unit Retention Counselor’s Responsibilities 2-7 2-3

Section II Support Funding 2-8 2-3 Vehicles 2-9 2-3 Office spaces 2-10 2-3 Publicity and awareness 2-11 2-3 Presentation items 2-12 2-4 Administrative 2-13 2-4 Active Duty Training (ADT) Man Days 2-14 1-4

Section III Retention Identification Career Counselor Badge 2-15 2-4 Local Badge 2-16 3-2

CHAPTER 3 INTERVIEWS, RECORDS and COMMITMENTS Paragraph Page

Interviews and Counseling 3-1 3-1 Phases of Interviews 3-2 3-2 Retention Data Form (Form 31) 3-3 3-2

Section I General Section II Interviews Section III Sponsorship Section IV Guide for Career Development

CHAPTER 4 Sponsorship and Orientation Program Design of the program 4-1 4-1 Sponsor Selection 4-2 4-1 Appointment 4-3 4-1 Who administers the program 4-4 4-1 Procedures 4-5 4-1 Termination 4-6 4-2

CHAPTER 5 Participation Enhancements and Retention Control Measures Measures to improve participation 5-1 5-1 Participation requirements 5-2 5-1 Reporting 5-3 5-1 Accounting of Personnel 5-4 5-2 Contacting Absent soldiers 5-5 5-2 Follow up Actions 5-6 5-3 Authorized absence 5-7 5-3 Unexcused absence 5-8 5-3 Attachment 5-9 5-3 Transfers 5-10 5-3 Validation 5-11 5-4

CHAPTER 6 TRAINING REQUIREMENTS

Primary duty Retention NCO 6-1 6-1 Additional Duty Unit Retention Counselor 6-2 6-1 Other Personnel 6-3 6-1 Career Development 6-4 6-1 Update Training 6-5 6-2

CHAPTER 7 Recruit Sustainment Program (RSP) Scope 7-1 7-1 Purpose 7-2 7-1 Goals 7-3 7-1 Reference to Recruit Sustainment Program SOP 7-4 7-1

ANNEXES

A Reference A B Retention Data Cans B C Unit Counseling Worksheet C D Unexcused Absence Report D E Area Career Counselors E

Summary: This regulation covers retention and attrition management in the Missouri Army National Guard.

Interim Changes: Interim changes to this regulation are not critical unless they are authenticated by the Executive, Missouri Army National Guard. Users will destroy interim changes on their expiration dates unless sooner superseded or rescinded.

Suggested improvements: The proponent agency of this regulation is the RRC Office. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to 27th Recruiting and Retention Battalion, 2302 Militia Drive, Jefferson City, MO 65101-l203

CHAPTER 1

INTRODUCTION

Section I General

1-1. Purpose: This regulation provides policy, outlines specific responsibilities and establishes uniform procedures to assist commanders in implementing and maintaining a comprehensive retention program within the Missouri Army National Guard.

1-2. Scope: Retention policies and procedures prescribed herein are applicable to all units and personnel in the Missouri Army National Guard. This regulation establishes the minimum requirements and associated administrative procedures which are mandatory for enlisted personnel and which can be utilized, where deemed appropriate, for officer retention.

1-3. General: The Missouri Army National Guard Retention Program is based on the premise of command involvement in the retention process from duty section to senior command level.

This program is intended to retain the required number of trained, qualified and motivated personnel in order to maintain strength levels and allow the command to perform its assigned mission.

1-4. References: Required and related references are listed in Annex A.

1-5. Explanation of abbreviations and terms: Abbreviations and special terms used in this regulation are explained in glossary.

1-6. Equal Opportunities: The Missouri Army National Guard Retention Program will be free of discrimination based on race, color, national origin, religion, sex, age, or non-disqualifying handicap.

Section II Objectives

1-7. Reenlistment objective: The reenlistment (this includes extension) objective is established to enable the MOARNG to attain and maintain specified strength levels. There are two categories in the reenlistment objective, the total of which must equal the state goal established annually by the Adjutant General.

a. First term: NPS soldiers who have less than 72 months of creditable service for pay at the time of separation or ETS. This includes obligated soldiers who will complete Selective Reserve obligations and who will be eligible for transfer to the Inactive National Guard (ING) or the Individual Ready Reserve (IRR) under the 6x2, 3x5 and 8x0.

b. Career: Soldiers who will have more than 6 years of service creditable for pay as of their currently scheduled ETS.

1-8. Non-ETS attrition objective: The NON-ETS attrition objective has been established to minimize personnel turbulence; to help attain and maintain authorized strength levels; to conserve fiscal training, and personnel resources; and, through these efforts to enhance readiness.

1-9. Retention objective: in order to ensure that each senior command has a goal that is both challenging and attainable, senior command goals will be determined on the basis of their percent of the States enlisted assigned strength compared with the same percent of the State enlisted loss objective. Unit goal will be established by each senior command.

Section III Responsibilities

1-10. The Adjutant General’s responsibilities: The Adjutant General should:

a. Develop and implement comprehensive retention programs.

b. Establish policies IAW DA and NGB guidance and procedures for the managers of retention personnel.

c. Ensure that sponsorship, orientation, and interview programs, and that participation enhancement and retention control measures discussed in Chapter 5 are adequately implemented and applied.

1-11. Commander’s Responsibilities: Commanders at all levels will develop, implement and conduct comprehensive retention programs using the guidance in this regulation Their responsibilities include, but are not limited to, ensuring that:

a. Every qualified soldier who is serving honorably and faithfully, and who meets the criteria in NGR 600-200, chapter 7 (including those with waivable disqualifications) is interviewed. This interview will determine the soldier’s career plans and intentions and will ensure he/she is counseled on the various career opportunities for which he/she may be qualified and eligible.

b. Every qualified soldier is given the opportunity for continued service.

c. Every qualified soldier is counseled IAW Chapter 3 of this regulation, and FM 22-101, and is provided every reasonable opportunity to become qualified if allowed by current directives.

d. Every qualified soldier is given the opportunity to compete for position vacancies to enhance personal, professional, and career development as well as unit readiness.

e. All soldiers are informed of the Selective Reserve Incentive Program (SRIP) and that all eligible soldiers are properly counseled on, and processed for, incentive(s) to which they are entitled.

f. All commanders and other leaders are periodically informed of current procedures, responsibilities, and authorized and required actions for soldiers who do not attend training.

g. Unsatisfactory participants who possess the potential for rehabilitation or who had extenuating circumstances that led to being declared unsatisfactory participants are not summarily separated.

h. Soldiers defined in AR 135-178 and NGR 600-200 as untrainable, undesirable, or unsatisfactory performers, and those who cannot or will not be qualified and immediately available for active duty in the event of a call, order, or partial or general mobilization, are prevented from extending or immediately reenlisting. (NOTE: Soldiers with temporary situations may be qualified for transfer to the ING or IRR).

i. Each subordinate element is assigned equitable objectives and resources.

j. Public affairs, command information and retention resources are used to publicize current information that may affect soldiers’ career decisions and the overall retention program.

k. Every organizational element has the retention personnel prescribed in NGB, State, and organizational directives which prescribe their proper training and use.

1-12. Commander (battalion and higher) responsibilities: Battalion (and higher) commander’s responsibilities include:

a. All of paragraph 1-11 above.

b. Provide the necessary command emphasis through staff members and subordinate commanders to ensure that the retention program reaches its assigned objectives.

c. Scheduled command retention NCO visits to subordinate command elements to assist the chain of command in the analysis of the retention program and the development of corrective measures to any noted deficiencies.

d. Prepare a command retention SOP: This SOP will conform to and in no area be less restrictive than the guidance provided by this regulation.

1-13. Unit Commander’s Responsibilities:

a. Comply with the requirements of the MOARNG Sponsorship program outlined in Chapter

4 of this regulation.

b. Comply with the requirements of MONGR 350-1 in regards to pre-IADT training.

Additionally, commanders should develop an orientation program for all new members from other services to assure an orderly transition into the MOARNG.

c. Prepare a unit retention SOP: This SOP will conform to battalion and higher guidance and in no area be less restrictive than the guidance provided by the regulation.

d. Insure that orders appointing URCs and Assistant URCs are published with an information copy forwarded to the RRC office. A copy of the orders will be posted on the unit’s bulletin board and in the Unit Retention Binder.

e. Insure that the AGMO Form 31, Retention Data Form, is completed and kept current for all enlisted personnel (E-6 and below) within the command.

f. Insure that retention counseling is conducted and recorded per the following:

(1) Primary counseling responsibilities - First Line Leader (FLL) and chain of command.

(2) Secondary/additional counseling - URC and other retention assets.

(3) Commanders will conduct an orientation briefing/interview during the new member’s first drill with the unit and will also personally counsel all members nine to twelve months prior to their ETS. All counseling will be recorded on the Retention Data Form, AGMO Form 31.

g. Insure that the chain of command is sensitive to retention related problems that might exist, and that these problems are addressed immediately by the chain of command with the support and assistance of retention personnel.

h. Recognize individuals who extend or reenlist in appropriate ceremonies.

i. Prepare an annual Strength Management Plan, and ensure that the activities scheduled are executed. The plan should include, but not be limited to ESGR recognition program, award ceremonies involving family members, open house and family day activities.

1-14. Command Sergeant Major responsibilities:

a. Emphasize the use of the chain of command and ensure that the NCO support channel is viable and functioning throughout the command.

b. Provide special attention to the involvement of senior noncommissioned officers throughout the command, providing the leadership necessary to unify them into a cohesive force through professional development down to and including the squad, section and team leaders.

c. The CSM will provide guidance to ensure that all personnel understand the proper use of the chain of command and its importance in the retention mission.

d. The CSM will make retention related activities a paramount point of interest in all unit visits and inspections. Special emphasis will be placed on monitoring the command’s sponsorship program.

1-15. The Platoon Leader responsibilities:

a. Perform unscheduled interviews with a cross section (random sample) of the platoon to develop attitudes and reinforce the fact that the unit is interested in each person as an individual.

b. Ensure that the platoon sergeant utilizes squad leaders to conduct training.

c. Ensure that all members of the platoon are receiving meaningful training.

1-16. First Sergeant’s responsibilities: The first sergeant or the detachment NCOIC is the key enlisted member of any unit and as such must take a leading role in the training and retention efforts of the command. This role must not be secondary to anything else if the unit is to reach and maintain a high degree of readiness.