@ArmyHRC Episode 7 Enlisted Promotions

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@ArmyHRC Correspondent, Sgt. 1st Class Aisha Mason talks enlisted promotions and records updates.

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Telephone number is (575) 678-6871 or DSN 258-6871.

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Army Enlisted Rank Promotion System Breakdown

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Promotion Points Cutoff Scores March 2018 Army Cut Off And

Active Duty Army Cut Off Scores by Month May 2018 Cut Off Scores April 2018 Cut Off Scores March 2018 Cut Off Scores February 2018 Cut Off ScoresSee the current Army cutoff scores and promotions points Find out if you qualified for a promotion to Corporal or Specialist to Staff Sergeant this month Army Cut Off Scores and Enlisted Promotions

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Hrc Senior Enlisted Promotion Board Results

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Hrc Senior Enlisted Promotion Board Results

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REFERENCEAR 600-8-19, Chapter 4

Screen results of HRC Senior Enlisted Promotion Boards and identify 100% of White Sands Missile Range Soldiers Selected for promotion. Distribute results to commanders to ensure 100% of Selectees are notified on date of release.

Upon receipt of HRC promotion board results, AG screens to identify WSMR Selectees. A promotion analysis report is prepared for information to commanders. Major subordinate commanders and Directors may be provided board results one day prior to release date.

WEBSITE CONNECTIONShttps// Selection and Promotion Page

42A Human Resources Specialist Duty Dcriptions

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Human Resources Readiness NCOIC Duty Descriptions

Senior Human Resources Sergeant Readiness NCOIC

Serves as the Senior Human Resources Sergeant Readiness NCOIC for an Army Service Component Command (ASCC) G1. Directly responsible for supporting over 106,000 service-members across all Components in eight major subordinate and theater enabling commands dispersed across Hawaii, Alaska, Japan, Korea, JBLM and the Pacific; actively assists in the preparation of the Strategic Readiness Update (SRU) analysis; conducts personnel distribution analysis; conducts analysis on and coordinates release of selection board results; routinely coordinates with HQDA G1 and subordinate units on readiness, personnel support, JPERSTAT, DTAS, Operational Planning Teams, IPPS-A, HR Metrics working groups.

Brigade HR NCOIC/Enlisted Strength Manager/42A5O

Senior HR NCO of a Force Entry Combat Aviation Brigade (CAB) consisting of six battalions and a Headquarters Company with approximately 2900 Soldiers; serves as the Brigade strength manager and advisor to the Brigade S1, the Brigade Command Group, and subordinate unit S1 personnel on all strength management issues; actively involved in the daily operations of the Brigade S1; leads and mentors a deployed HR Management Center consisting of three NCOs and four junior enlisted Soldiers in performing their HR duties in a combat theater.

NCOIC, Enlisted Strength Management/42A4P2S

Performed duties as the Enlisted Strength Management NCOIC, for the XVIII Airborne Corps G1, Strength Management Division (SMD) comprising of over 107,000 Soldiers across four divisions, eight separate brigades and a special troops battalions located on six different installations. Manages requisitions, allocations, assignments, diversions, intra-post transfers (IPT) and orders for over 40,000 Fort Bragg and tenant units Soldiers; coordinates with Human Resources Command (HRC) for Soldiers reassignments, issues, deferments and deletions; and coordinate stop-move request for all units within XVIII Airborne Corps. Assists the Corps Command Group with processing and distribution of senior enlisted promotions selection board results.

Manage and oversee the day-to-day operation of more than 150 officers and senior NCOs assigned as Drilling Individual Mobilization Augmentee (DIMA) and Army Reserve Element (ARE) members to an active duty joint combatant command; serve as the primary interface between U.S. Pacific Command and Human Resource Command (HRC) Fort Knox; manage development and implementation of programs, policies, and procedures for IMA/ARE Soldiers; process and coordinate orders for active duty training and mobilization for operations and emergent requirements in the HQ USPACOM AOR; supervise three Soldiers.

Serves as an Equal Opportunity NCOIC for a Combined Joint Task Force deployed to Kandahar Afganistan; assists in the implementation of the EO program; receives and processes complaints; conducts staff assistance visits to subordinate Task Forces and Sustainment commands; disseminates EO policies and guidance to over 17,400 Soldier, Sailors, Airmen, and civilians; coordinates and instructs a 40 hour Equal Opportunity Leaders and a 20 hour Unit Victim Advocate Course; plans, coordinates, and implements ethnic observances to include requesting guest speakers; quarterly collects, organizes, and interprets demographic EO data in a CJTF.

Serves as Chief of Staff to Political Advisor serve as assistant to the three Deputy Political Advisors and liaison with US Aide for the USN SE civil affairs office in Pristina, Kosovo, Yugoslavia; As Chief of Staff serve as liaison assistant with the Yugoslav people and US on special events to include coordination with national support units within NATO Multilateral and Regional Affairs Office; Worked closely with such as the notably EU and the WEU, to include dealing with NATO Foreign Ministers on the local level.


Serves as the principal advisor for the Area Support Group-Kuwait (ASG-KU) Command Group on all administrative matters; directly responsible for one NCO and one civilian in the distribution and supervision of general administrative duties and transportation require-ments for the command group; plans and organizes office operations to include calendar maintenance, travel itineraries and reservations for the ASG-KU Commander, Deputy Commander, Command Sergeant Major, Garrison Commander and Garrison Sergeant Major; reviews and edits all correspondence prior to submission for Commanders signature; responsible for equipment valued in excess of $250K.

Serves as the Senior Human Resourses Sergeant for the 4th Brigade Support Battalion (BSB), 1/4 ID, consisting of 400 personnel; responsible for planning, directing, and managing all HR competencies; supervises and manages the processing and tracking of all Personnel Actions, Awards, NCOERs, Promotions, Suspension of Favorable Actions, Leaves and Passes, and Military Pay; responsible for timely Personnel Accounting and Strength Reporting; resonsible for the Accountability and readiness of all assigned and attached personnel, to include direct supervision of one NCO and over eleven Soldiers.

Monitors and manages the Army Casualty Program, one of the Armys most sensitive programs; provides guidance and assistance to 34 Casualty Assistance Centers (CAC); coordinates, synthesizes, and confirms facts surrounding the death, injury or serious illness of Soldiers, Family members and civilians worldwide; makes quick decisions that have lasting effects on Family members; provides Soldiers medical status and updates to distraught Family members, and communicates with senior military officials in the event of an Army casualty.


Serves as the 42A School Course Manager for the 80th TTC Support Battalion, consisting training 1500 personnel; responsible for planning, directing, and managing all PS Course competencies; supervises and manages the processing and tracking of all Students at the school, Suspension of Favorable Actions, Leaves and Passes, and responsible for timely Personnel Accounting and Strength Reporting; resonsible for the Accountability and readiness of all assigned and attached personnel, to include direct supervision of eight Instructors/NCOs.

Administration Sergeant for a worldwide deployable, thirty-seven personnel Battle Command Training Program (BCTP) team; responsible for coordination, supervision and preparation of daily status reports, all officer and enlisted evaluations, daily status and PERSTEMPO reports, awards, mail distribution, all leaves and passes, appointment orders, TDY orders, flight arrangements, unit alert and social rosters, and any additional personnel service support required of the team.

Served as the Platoon Sergeant for the 2nd Platoon, 48th Human Resouces Company; responsible for the health and welfare of 20 Soldiers and their families; responsible for providing postal support to the military communities of City, serving over 25000 Soldiers, retiress, civilians and their families; responsible for Soldiers training and readiness; and the accountability and maintenance of of over $1,850,00 of MTOE and United States Postal Service equipment; manages all Soldiers technical and tactical training.

Serve as Personal Security NCO at brigade level maintaining over 750 clearances, report issues and resolutions to command and staff bi-weekly, Maintains the brigades security control access roster (SCAR). Assist NCOIC with developing and executing Intel training, prepare Language and Country Culture plan of instructions for more than 1,200 PRT and COIN troops in support of Operation Enduring Freedom (OEF). Responsible for over $200,000.00 worth of facilities and equipment used to administer OEF Language/Country Culture Training. Perform random urinalysis at the commanders request. In/out process personnel.

Assist in assessing the state of efficiency, discipline, morale, and readiness of the command; maintain liason with MACOM and subordinate brigade unit SGM to accomplish mission; resolves complaints and requests for assistance from Soldiers, Family members, civilians, and retirees for a community of 12,000 personnel; assist in conducting inquiries and investigations into alleged improprieties; conducts inspections; provides career development and professional guidance to three NCOs and a soldier; responsible for an fiscal budget of $25,000.

Responsible for personnel and administrative support to over 20 Soldiers; processes, reviews, and coordinates all actions pertaining to actions, and military awards; screens and updates promotion packets for Semi-centralized Promotion Boards; establishes and maintains unit Alert Rosters; coordinates and schedules APFT, weapon qualifications and required training for Soldiers in the Postal Platoon.

Reviews soldier in-processing, out-processing, birth month audits, maintains military personnel files, medical and dental records; types all correspondence in draft and final form; prepares and process evaluations, all personnel requests for promotions, OCS, awards and decorations; posts changes to Army regulations and other publications

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Enlisted Promotions Branch

The Select, Train, Educate, Promote (STEP) system took effect Jan. 1, and Command Sgt. Maj. David Davenport, command sergeant major of U.S. Army Training and Doctrine Command, said NCOs have noticed the new education requirements and are filling Army schoolhouses.

Right now, we have a backlog of Soldiers needing school, and theyre our priority, Davenport said. But if we dont get our Soldiers to school on time, and if theyre not prepared to go to school, what were going to have is a promotion backlog, not an education backlog.

Davenport said STEPs requirements that NCOs be completely up to date on their formal education before they can be promoted will help the Army and noncommissioned officers.

Before STEP, we didnt value education, Davenport said. We thought that just because you did something over and over, that certified you in that core competency. Knowing the standard from doctrine and knowing the standard from something that has been handed down over time are two different things.

Through formal education, we make sure that noncommissioned officers are certified in their core competencies before being promoted, Davenport said.

Requiring the proper education before promotion should help noncommissioned officers step smoothly into the roles and responsibilities they are assigned, said Sgt. Maj. Michael Haycraft, chief of the enlisted promotions branch at Human Resources Command.

STEP is important to the Army because it allows us to train and prepare these Soldiers and these NCOs these leaders before we put them in the position, Haycraft said. In the past, we would put them in a position before we actually had a chance to get them through school and get them the education they needed. Now, this will better prepare them for the added responsibility of that promotion.

The biggest misconception is that a lot of NCOs think its going to have a negative impact on them. However, I disagree, Haycraft said. Based on us preparing them upfront, it makes them ready to have that added responsibility and take that promotion. Whereas in the past, we would throw them in the position, promote them, and then get them to school hopefully in the next year, sometimes later. The Army didnt receive the added advantage of having a school-trained leader in that position.

Senior NCOs will first notice STEP requirements with coming promotion boards, Haycraft said. There will be a master sergeant promotion board in March, but STEP wont take effect for senior NCOs until June.

In June, were having a sergeant first class promotion board. With that one, the results will come out, and they will be the first ones that the STEP process will be applied to, Haycraft said.

But for junior NCOs, STEP took effect Jan 1. And with STEPs implementation comes changes to the Promotion Points Worksheet for those being promoted to sergeants and staff sergeants. Accumulating points, up to a max of 800 points, is how junior NCOs get promoted. How many points Soldiers need to get promoted depends on the military occupational specialities.

Because of STEPs education requirements, Soldiers will no longer receive promotion points for the Basic Leader Course or Advanced Leader Course. Those courses are now required for promotion.

We took away promotion points for school, but we added in points to APFT, Haycraft said. Were trying to promote health and wellness more. We added points to weapons qualification. If you get commandants list, or you get honor graduate or the distinguished leader award in one of your Noncommissioned Officer Education System courses, we give points for that. We added points for language proficiency. Were trying to put it back in the Soldiers hands and give them the motivation to go out there and do great things and better themselves. We doubled the points in civilian education to try to promote the young Soldiers and NCOs to become critical and creative thinkers.

To take a closer look at the Promotion Points Worksheet, or to find answers to commonly asked questions about the worksheet or STEP, Haycraft pointed NCOs to the Human Resources Command website.

I think the biggest thing Id like to have NCOs understand is our website, if they have any questions at all about STEP, go to the Enlisted Promotions website, Haycraft said. Any questions they have should be answered on that website. It has all the current policies. It has points of contact for us if they have questions they cant find the answers to.

•Human Resources Command, Enlisted Promotions:

•HRCs Personnel Information Systems Directorate:

•Command Sgt. Maj. David Davenports blog:

In this era of Army transition, noncommissioned officers at U.S. Army Human Resources Command at Fort Knox, Ky., are on the front lines in determining the right Soldier for the right unit at the right time. With new career tools and processes on the way, Soldiers will be better prepared for what lies ahead by taking ownership of their records now, said Sgt. Maj. Jonathan A. Uribe-Huitron, chief of the Enlisted Promotions Branch at Human Resources Command. That means noncommissioned officers must take responsibility for ensuring that their records are correct and current.

The Armys promotion system is the Armys way to shape its future leaders, Uribe-Huitron said. By following the leader development strategy, the U.S. Army Human Resources Command wants to guarantee that leaders have a certain level of knowledge, experience and training for their skill set, he said.

Sgt. Maj. Felix RamosRosario (left), HRCs Command Management Branch sergeant major, urges the senior enlisted population of the Army to remain flexible when competing for promotion. Sgt. Maj. Rodney Allen, former senior NCO at HRCs Enlisted Personnel Management Directorate, says programs such as Centralized Selection Lists, the Qualitative Management Program and the Qualitative Service Program are going to have a significant impact on Soldiers. (Photo by Martha C. Koester)

However, if Soldiers are wondering what they need to do in order to improve their chances for promotion, Uribe-Huitron said its all outlined in DA Pamphlet 600-25, the NCO Professional Development Guide. [It tells the Soldier] that they should have completed X, Y and Z in military education; in civilian education, they should be doing this; as far as key positions, they should have done that; and so on, and so on, he said.

Because vacancies may be limited in some career management fields within the evolving Army, flexibility is important for Soldiers at any level, said Sgt. Maj. Felix RamosRosario, sergeant major of the Command Management Branch at HRC.

In fiscal year 2015, which begins Oct. 1, the Army is due to begin an initiative in which sergeants major wishing to serve at the command sergeant major level will have one opportunity to serve at the battalion level and one opportunity to serve at the brigade level. As an exception, there are additional opportunities to serve at the command sergeants major level, but only at installations where the mission is to train battalion command sergeants major and to set the conditions for units to deploy successfully. Such positions are located at the National Training Center at Fort Irwin, Calif.; Joint Readiness Training Center at Fort Polk, La.; Joint Multinational Readiness Center in Grafenwöhr, Germany; and 1st ArmyDivision East and Division West. Some NCO academies also require this second-time exception.

After filling the brigade and battalion positions at the command sergeant major level, sergeants major are then eligible to compete for nominative positions, may be assigned in other broadening type assignments or may elect to retire. In years past, command sergeants major were selected for up to a third or fourth battalion or up to a second or third brigade.

The [one battalion, one brigade] concept promotes competition, RamosRosario said. The limited vacancies make it a lot harder for individuals to get an opportunity to serve at the command sergeant major level.

Though the Army is downsizing, opportunities still exist and the Army leadership strives to put the right person in the right place at the right time, said Command Sgt. Maj. Charles E. Smith, command sergeant major of Human Resources Command. Competition counts, and thats why Soldiers always have to stay a little bit ahead of their peers, Smith said.

NCOs wishing to compete at the senior-most level should know that remaining flexible regarding their career options will go a long way, officials said.

The best advice I can give is to remain flexible when competing because the No. 1 message is that serving as a command sergeant major or a sergeant major in a key billet, at any level, any location, in any unit across the Army is an extraordinary privilege and honor, RamosRosario said.

The biggest issue affecting NCO promotions that regularly challenges HRC branches such as the Enlisted Promotions Branch is that NCOs are not doing their due diligence to update their records, Uribe-Huitron said.

Sgt. Maj. Ron Culbreath, chief of the Sergeants Major Branch at U.S. Army Human Resources Command at Fort Knox, Ky., describes the assignment process for sergeants major and command sergeants major. (Photo by Martha C. Koester)

NCOs seemingly wait until the last minute to update their records, and theres a specific calendar [for semi-centralized promotions to sergeant and staff sergeant] that we have to follow, Uribe-Huitron said. Everything has to be updated by the eighth of the month because we pull an order of merit list. Were not looking on the ninth, the 10th, the 11th. [We have a certain amount of time] to do the various processes so we can meet the Army requirements.

Soldiers must update their records thoroughly and not at the last minute, Enlisted Promotions Branch officials urge. Soldiers often wait until the day eligibility closes, which does not allow enough time for a thorough review, officials say.

Where enlisted promotions are concerned, its all about ensuring data accuracy, Uribe-Huitron said. Soldiers competing for senior NCO positions in the Army can be derailed by an out-of-date record.

A Soldier should always continue to have his or her records updated, because when youre competing for a brigade command sergeant major position we are looking for key indicators, RamosRosario said. There are Soldiers in our inventory who have failed to keep their records updated [with requisite skill identifiers], and we could not identify them to either be eligible or to compete for a brigade.

So, it never ends. It doesnt matter how long you have been in the military − even if you are trying to transition out and complete your certificate of release or discharge, or if you need to update Exceptional Family Member Program paperwork. Updating things like that are critical so we can manage who is eligible for what board, where we can assign a Soldier post-board, etc.

Dealing with the senior enlisted population, the Sergeants Major Branch at HRC follows a professional development road map to ensure that the right sergeant major is going to the right formation at the right time, said Sgt. Maj. Ron Culbreath, chief of the Sergeants Major Branch at HRC. In developing the future leaders of the Army, branch officials know that, though Army readiness takes priority, it doesnt have to be at the expense of the service member and his or her familys preferences.

In the career branches, you have to set Soldiers up for their next promotion; you have to set them up for their next school, whether its going to be Drill Sergeant School or to keep them competitive in the Army, Culbreath said. In the sergeant major arena, you have to balance Army readiness a lot more with Soldier preference because for a lot of these Soldiers, its their last assignment.

Plans are in motion to downsize the Armys active-duty force from 510,000 Soldiers to 450,000 by 2015, and positions Armywide are at a premium.

As we complete the Army structure and we reduce our force, certain positions and certain units are going away, RamosRosario said. So, we have reduced the number of opportunities [sergeants major can] serve at a particular level, whether it is battalion or brigade. There are opportunities to serve, but they are few and far between.

Along with tools such as promotions and the centralized selection list process, the Qualitative Management Program, or QMP, and the Qualitative Service Program, or QSP, will help to shape the future of the force.

Soldiers must make sure their NCO Evaluation Reports have quantifiable bullet comments and substantive information that set him or her apart from their peers, said Sgt. Maj. Wayne A. Penn Jr., sergeant major of the Transition Branch at HRC.

Under QSP, the Army is really looking to retain the best of the best of the best, Penn said.

As the Army transitions to a smaller force, its focus will remain on the business of building strong leaders, HRC officials said. Though some senior NCOs may face involuntary separation through a number of tools, Soldiers are advised to remain competitive and flexible under the Armys leader development strategy.

Every decision that a Soldier makes should be a calculated one, RamosRosario said.

At [HRC], we have a very huge mission, and our mission is very important because we affect many Soldiers, said Sgt. Maj. Rodney Allen, the former senior NCO of the Enlisted Personnel Management Directorate at HRC. As the Army prepares to draw down, programs, such as CSL, QMP, QSP, are going to have an impact on Soldiers. [At HRC,] we strive here to make sure that were making the best decisions, using the most extreme precision that we can to guarantee we put the right person in the right place at the right time.

More than 26,000 telephone calls and 40,000 e-mails are answered each fiscal year at the Enlisted Promotions Branch at U.S. Army Human Resources Command at Fort Knox, Ky., said Sgt. Maj. Jonathan A. Uribe-Huitron, chief of the Enlisted Promotions Branch at HRC. The branch helps contribute to Army readiness by providing the Army with a system for Soldier advancement, which ensures a continuous supply of well-trained people to fill vacancies of the next higher grade. Branch personnel works to ensure the Army has a fair and equitable system that is consistently merit-based. Noncommissioned officers may reduce the likelihood of their promotions being hampered by keeping the following tips in mind.

▪ Boards convene as early as the 20th of the month proceeding the board month and are completed no later than the fourth day of the board month. The president of the board is a command sergeant major or sergeant major unless the membership consists of both officers and NCOs, in which case the president will be the senior member.

▪ Leaders should assist Soldiers in reviewing their promotion point worksheet, or PPW, and enlisted record brief, or ERB, for accuracy. Soldiers must be integrated onto the PPW by the eighth day of the board month.

▪ It is the Soldiers responsibility to ensure that his or her record is current, that all required updates are complete and that the information is accurate in the ERB and the PPW.

▪ Soldiers eligibility for promotion consideration is based upon the parameters established by the Army G1.

▪ Promotion eligibility will be announced in a military personnel, or MILPER, message, which will also include the parameters for the board.

▪Who is eligible for promotion is determined by a query of the electronic records in the Total Army Personnel Database, or TAPDB, or the Total Army Personnel Database Reserve, or TAPDBR.

▪If a Soldiers electronic record is found to be incorrect, it will not be pulled into the eligible population. It is the Soldiers responsibility to notify the Enlisted Promotions Branch as stated on the MILPER message.

▪ Soldiers must read the MILPER message to ensure that they meet eligibility requirements.

▪Soldiers may access their My Board File using the link cited in the respective MILPER message. If a Soldier cannot access their board file, this means that the Soldiers records indicate that they are ineligible for consideration based upon the parameters established in the MILPER message. Soldiers who meet the eligibility requirements cited in the MILPER message but who cannot access their board file should contact the Enlisted Promotions Branch.

The Command Selection List system fills the Armys brigade- and battalion-level command sergeant major and sergeant major key billets with the Armys best-qualified senior noncommissioned officers.

Beginning in fiscal year 2016, command sergeants major and sergeants major will be required to opt-in to compete. This will also mean that they are all-in and will therefore compete in all sub-categories in which they are eligible.

Using the command preference designator, or CPD, sergeants major and command sergeants major will rank their CSL sub-category preferences and associated units. The board will create one Order of Merit List for each functional category, of which there are now four: operations, generating, training and key billets. Primary choices are then aligned to sub-categories based on OML order and NCO preferences.

HRC has consolidated its officer and enlisted Command Management Branches. This puts the program management of all CSL billets, boards and slating processes now under the Officer Personnel Management Directorate.

Sources: U.S. Army Human Resources Command,

The official magazine of noncommissioned officer professional development

The NCO Journal is an official website of the U.S. Army and is published at the U.S. Army Sergeants Major Academy, Fort Bliss, Texas.

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Regular Army (United States

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For other uses, seeRegular Army (disambiguation).

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TheRegular Armyof the United States succeeded theContinental Armyas the countrys permanent, professional land-based military force.[1]Even in modern times the professional core of theUnited States Armycontinues to be called the Regular Army. From the time of theAmerican Revolutionuntil after theSpanishAmerican Warandvolunteerregiments organized by the states (but thereafter controlled by federal authorities and federalgeneralsin time of war) supported the smaller Regular Army of the United States. These volunteer regiments came to be calledUnited States Volunteers(USV) in contrast to the Regular United States Army (USA). During theAmerican Civil War, about 97 percent of theUnion Armywas United States Volunteers.

In contemporary use, the term Regular Army refers to the full-time active component of the United States Army, as distinguished from theArmy Reserveand theArmy National Guard. A fourth component, theArmy of the United States, has been inactive since thesuspension of the draftin 1973 and the U.S. armed forces became an all-volunteer armed force.[2]

The American military system developed from a combination of the professional, national Continental Army, thestate militiasand volunteer regiments of theAmerican Revolutionary War, and the similar post-Revolutionary War American military units under theMilitia Act of 1792. These provided a basis for the United States Armys organization, with only minor changes, until the creation of the modern National Guard in 1903.[3]The Militia Act provided for the use of volunteers who could be used anywhere in time of war, in addition to the State militias who were restricted to local use within their States for short periods of time. Even todays professional United States Army, which is augmented by the Army Reserve and Army National Guard, has a similar system of organization: a permanent, professional core, and additional units which can be mobilized in emergencies or times of war.

The United States Army traces its origin to the founding of the Continental Army on June 14, 1775, when the Continental Congress authorized a one-year enlistment of riflemen from Pennsylvania, Maryland, and Virginia to join the New England militia army besieging Boston.[4]Late in 1776, Congress called for the Continental Army to serve for the duration of the war. The army was to consist of 88 battalions raised and equipped by the states, with officers appointed by the states. Appointment of officers actually continued to be a collaboration between Congress, the Commander in Chief, George Washington, and the states. The number of battalions was to be apportioned to the states according to their populations.[5]While the initial number of battalions approached the authorized strength, by 1 January 1787 the Continental infantry was only able to maintain enough regiments for fifty battalions.[6]During the Revolutionary War, battalions and regiments were essentially the same.[6]By October 19, 1781 when the British army under General Cornwallis surrendered to the American and French forces at Yorktown, the Continental Army had grown to sixty battalions.[7]

For varying short periods of time during the war, many state militia units and separate volunteer state regiments (usually organized only for local service) supported the Continental Army. Although training and equipping part-time or short-term soldiers and coordinating them with professionally-trained regulars was especially difficult, this approach also enabled the Americans to prevail without having had to establish a large or permanent army.[8]

Because of the inability of Congress to raise much revenue under the Articles of Confederation, American suspicion of standing armies and perceived safety from foreign enemies provided by large oceans effectively controlled by the then non-threateningBritish Navy, Congress disbanded the Continental Army after theTreaty of Paris, the peace treaty with Great Britain, became effective. Congress retained 80 caretaker soldiers to protect arms and equipment atWest Point, New York and Fort Pitt and called on the States to furnish 700 men from their militias for one year of service on the frontier.[9]The delegates to theConstitutional ConventioninPhiladelphiain 1787 recognized the need for a more permanent military establishment and provided for a national regular army and navy and a militia under state control, subject tocivilian controlthrough congressional control of appropriations and presidential leadership as commander in chief of the regular forces and of the militia when called into federal service.[10]

On June 3, 1784, the day after the Continental Army was reduced to 80 men, the Congress established a regiment which was to be raised and officered by obtaining volunteers from the militia of four of the states.[11]This unit, theFirst American Regimentwas commanded until 1 January 1792 byJosiah Harmarof Pennsylvania, gradually turned into a Regular regiment known as the 1st Infantry in 1791, and in 1815 was it redesignated as the 3d Infantry in the reorganization of the army following theWar of 1812.[11]Congress gradually increased the military establishment from 700 men in 1784 to 5,104 in 1793.[12]

The United States military realised it needed a well-trainedstanding armyfollowingSt. Clairs Defeaton November 4, 1791, when a force led bywas almost entirely wiped out by the Western Confederacy nearFort Recovery, Ohio.[12]The plans, which were supported by U.S. PresidentGeorge WashingtonandHenry KnoxSecretary of War, would lead to the creation of theLegion of the United States. The command would be based on the 18th-century military works ofHenry Bouquet, a professional Swiss soldier who served as acolonelin theBritish Army, and French.

In 1792 Anthony Wayne, a renowned hero of theAmerican Revolutionary War, was encouraged to leave retirement and return to active service as Commander-in-Chief of the Legion with the rank ofMajor General. The Legion, which was recruited and raised inPittsburgh, Pennsylvania, was formed around elements of the1stand2nd Regimentsfrom the disbandedContinental Army. These units then became theFirstandSecond Sub-Legions. The Third andFourthSub-Legions were raised from additional recruits. From June 1792 to November 1792, the Legion remained cantoned atFort LaFayettein Pittsburgh.

The new command was trained atLegionville, near present-dayBadenPennsylvania. The base was the first formalbasic trainingfacility for the United States military. Throughout the winter of 1792-93, existing troops along with new recruits were drilled in military skills, tactics and discipline. The Legion then went on to fight theNorthwest Indian War, a struggle betweenAmerican Indiantribes affiliated with theWestern Confederacyin the area south of theOhio River. The overwhelmingly successful campaign was concluded with the decisive victory at theBattle of Fallen Timberson August 20, 1794. The training the Legion received at Legionville was seen as instrumental to this victory.

However, after Waynes death,, who was once Waynes second-in-command of the Legion, began disbanding his former superiors organization in December 1796. His policy was to re-establish a military model based on a regimental system. Wilkinson, who was later found to be apaid agentfor theSpanish Crown, tried to rid the US Army of everything Wayne had created. This resulted in the 1st, 2nd, 3rd and 4th Sub-Legions becoming the 1st, 2nd, 3rd and 4th Regiments of the United States Army. Nevertheless, the new regiments honored their foundations:

Part of the shield in the coat-of-arms of the1st US Infantry Regimentis red in honor of the 2nd Sub-Legion.

TheDistinctive Unit Insigniaworn on the uniformepauletteandberetby the3rd US Infantry (The Old Guard)show a golden cocked hat with plume. This insignia represents the crest of the Old Guardscoat of armswhich shows a black cocked hat with white, which were the colors of the 1st Sub-Legion.

The coat-of-arms of the4th US Infantry Regimentis green and white in honor of the 4th Sub-Legion.

In 1808, Congress agreed to the expansion of the Regular Army. This led to the establishment of the 5th, 6th and 7th Regular infantry regiments, and aRegiment of Riflemen. The decision was undertaken partly due toBritish aggression on the high seas.[12]But it was also motivated by fears that the British were offering military support to theAmerican Indianswho were offering armed resistance to the expansion along theNorthwest American frontier.[13]There was also a powerful motivation for the American government to uphold national honor in the face of what they considered to be British insults (such astheChesapeakeaffairin 1807).[14]

In January 1812, with the threat of war with Britain looming larger, Congress authorized the army to add ten more regiments of infantry, which were to be larger than the existing regiments and authorized the President to call 50,000 militiamen into service, but in June 1812 Congress authorized a total of 25 infantry regiments of equal strength for the Regular Army.[15]All the while the States competed with the Federal government for soldiers with shorter terms of enlistment for their regiments. Congress then directed the creation, in January 1813, of twenty new infantry regiments enlisted for just one year. Nineteen of them were raised.[16]Early in 1814 four more infantry regiments and three more regiments of riflemen were constituted. These 48 regiments of infantry and 4 rifle regiments were the greatest number of infantry units included in the Regular Army until theFirst World War.[16]Despite this increase in Regular Army units, nine out of ten infantrymen in the War of 1812 were militiamen.[17]

At the end of the war, by an act of March 1815, Congress set the peace establishment of the Regular Army at 10,000 men, divided among 8 infantry regiments, 1 rifle regiment; and a corps of artillery, but no cavalry regiments.[18]In effect, most of the new regiments raised for the War of 1812 were treated as if they were volunteer regiments raised for the duration of the war and disbanded at its end.

In 1821 Congress felt safe enough to cut expenses by disbanding the Rifle Regiment and the 8th Infantry and reducing the size of companies to fifty-one enlisted men, the smallest ever.[19]This arrangement endured for fifteen years when the Indians forced an enlargement. A mostly militia force won theBlack Hawk Warof 1831-1832. However, the Regular Army needed to be increased by 39 men per company plus one infantry regiment and volunteer and militia units had to be used, at least at first, in order to win the Seminole Wars in Florida, which began in December 1835 and lasted until 1842.[19]After the war, the companies were reduced to minimum size but the second regiment of dragoons which had been added to the army was turned into a regiment of riflemen.[19]When they were reconverted to dragoons after a year, the rifle corps disappeared.[20]

At the start of theMexican War, Congress tried to get along with just eight infantry regiments of Regulars, but gave the President power to expand their companies to one hundred enlisted men during the war. After hostilities commenced, Congress had to add nine new regiments with the same organization as the old ones to the Regular infantry.[20]The cavalry of the U.S. Regular Army consisted of two light regiments trained to fight mounted or dismounted and designated as dragoons.[21]Although raised as Regulars, the nine new infantry regiments created during the Mexican War were disbanded when the war was over.[20]By contrast to the army of mainly militiamen who fought the War of 1812, in the Mexican War, one of every ten soldiers was a militiaman, three were Regulars and six were war volunteers.[17]During the Mexican War, some 73,260 volunteers enlisted, although fewer than 30,000 actually served in Mexico.[22]

Congress added two new regiments to the Regular Army in 1855 because of the need to protect the large additional territory obtained from Mexico.[20]

During theAmerican Civil War, theUnion Armyconsisted of a very small contingent of pre-war U.S. Army or Regular Army personnel combined with vast numbers of soldiers in state volunteer regiments raised and equipped by the States before being federalized and led by general officers appointed by thePresident of the United Statesand confirmed by theUnited States Senate. In many ways, these regiments resembled and might be analogized to the modern dayNational Guard. Due to their pre-war experience, they were considered by many to be the elite of the Union Army, and during battles regular army units were often held in reserve in case of emergencies.

Officers during the Civil War from the state forces were known by theranksuffix of volunteers; if Regular Army, these officers were known by the rank suffix USA. Thus, a state regiment colonel would be known as colonel of volunteers while a Regular Army captain would be known as Captain, USA. Regular Army officers of the Civil War could accept commissions in volunteer forces and could also be grantedbrevetranks (higher ranks than the permanent commission). In some cases, officers held as many as four ranks: a permanent rank (called full rank) in the Regular Army, a full rank in the volunteers, and brevet ranks in both as a result of battlefield promotion, meritorious service or Congressional action. The officers typically would only refer to themselves by the highest rank they held. An example isUnion ArmyofficerJames Henry Carletonwho was a full captain, a brevet major in the regular army, a colonel of volunteers, and a brevet brigadier general.

After the Civil War ended in 1865, the term Regular Army was used to denote an officers permanent rank only when a brevet commission had also been received. Such was the case withGeorge Custerwho was a brevetmajor generalof volunteers and a brevet Regular Armybrigadier generalwhile holding the permanent rank oflieutenant colonelin the Regular Army. If no brevet rank was held, the officer was simply referred to by his permanent rank and the suffix USA. Enlisted personnel could not hold brevet ranks and were all considered simply as United States Army personnel.

TheConfederate Armyhad its own approximate of the Regular Army, this known as the Army of the Confederate States of America or the ACSA. The ACSA was considered the professional military while, as in the Union Army, theConfederacymustered massive numbers of state volunteers into the Provisional Army of the Confederate States or the PACS. Nearly all Confederate enlisted personnel were PACS while most senior general officers held dual commissions in the ACSA and PACS.Thomas Stonewall Jackson, for instance, was a lieutenant general in the PACS while holding the permanent rank of major of artillery in the ACSA. The ACSA concept was also used to ensure that none of the senior Confederate officers could ever be outranked bymilitiaofficers, considered subordinate to the PACS.

DuringWorld War I, with the founding of theNational Army, the term Regular Army was used to describe a persons peacetime rank in contrast to the commissions offered to fight in the First World War. The Regular Army, as an actual U.S. Army component, was reorganized by theNational Defense Act of 1920(amending theNational Defense Act of 1916), when the large draft force of the National Army was demobilized and disbanded. The remaining Army force was formed into the peacetime Regular Army (which included inactive units in the Regular Army Inactive [RAI]), augmented by the Organized Reserve (created by combining the Officer Reserve Corps (ORC) and the Enlisted Reserve Corps (ERC) authorized by the 1916 act), predecessor to the United States Army Reserve.[citation needed]

During the 1920s and 1930s, the Regular Army was badly underfunded and ranked 16th in the world. Promotions within the Regular Army were also very slow. Commissioned officers could easily spend 10 to 15 years in the junior grades. Enlisted personnel would often never rise above the rank ofprivateDwight Eisenhower, for instance, spent sixteen years as amajorbefore being promoted tolieutenant colonelin 1936.[citation needed]

DuringWorld War II, the Regular Army served as a corps of professionals who helped formed the initial leadership of theArmy of the United States. Regular Army officers would sometimes hold two ranks: a permanent rank in the Regular Army and a temporary rank in theArmy of the United States. Promotions within the Army of the United States were also very rapid and some officers were known to hold the permanent Regular Army rank ofcaptainwhile serving as acolonelin the Army of the United States. The Army of the United States rank could also be revoked (sometimes known as loss oftheaterrank) meaning that an officer would revert to Regular Army rank and, in effect, be demoted.

Enlisted personnel did not hold dual ranks; rather, they were soldiers either in the Regular Army or the Army of the United States. To be a Regular Army soldier was also seen as a point of honor because they had voluntarily enlisted rather than beingdrafted.[citation needed]Enlisted Regular Army personnel were known by the RA abbreviation before their service numbers in contrast to the AUS of the Army of the United States.

After the demobilization of the Army of the United States in 1946, the United States Army was divided into the Regular Army (RA) and the Army Reserve (USAR). During theKorean War, the Army of the United States was reinstated but had only enlisted draftees. Officers after this point held Regular Army rank only, but could hold an additional temporary rank in addition to their permanent rank. Temporary Regular Army ranks were not as easily revoked as the former AUS ranks.

Since theVietnam War, officers permanent rank is their RA rank. Active duty officers can hold an RA commission and rank and may also hold a higher rank with a USAR commission.[citation needed]Reserve officers hold only a USAR commission, but may serve in either the reserve component or on active duty. That is, all non-permanent ranks (including theater rank, temporary rank, battlefield promotions, etc.) are handled through USAR commissions. Those officers without RA commissions do not have a permanent rank. Enlisted ranks are all permanent RA ranks.

After Vietnam, mostReserve Officers Training Corps(ROTC) andOfficer Candidate School(OCS) graduates, and those receiving direct commissions were commissioned as RA, US Army Reserve (USAR), or into the Army National Guard of the United States (ARNG). USAR officers could be assessed into the basic USAR component; that is, officers who served one weekend a month and two weeks a year for training, or as an Other Than Regular Army (OTRA) officer. RA and OTRA officers were those who came on active duty and were expected to serve their full commission service obligation or until retirement. At promotion to major, OTRA officers had the option of requesting integration into the RA or remaining OTRA. If not selected for promotion to lieutenant colonel, OTRA majors were required to retire at 20 years unless the Secretary of the Army authorized further service as part of the Voluntary Indefinite (VOLINDEF) program. In the late 1990s, as part of a series of officer management regulatory changes, upon promotion to major all OTRA officers were required to integrate into the RA or exit service within 90 days. Recently, OTRA is rarely used with virtually all new officers being commissioned RA, USAR, or into the National Guard as appropriate.

After the abolition of the draft, the Regular Army became the primary component of the United States Army, augmented by the Army Reserve andArmy National Guard of the United States. In the early 1980s, the use of temporary Regular Army ranks was suspended.

Since passage of the 2005National Defense Authorization Act(NDAA), all active duty officers are commissioned in the regular army. Eligible commissioned officers serving on active duty were automatically converted to RA on/or after Veterans Day, 11 November 2005.[23]

That Body of Brave Men: The U.S. Regular Infantry and the Civil War in the West

, p. ix. Cambridge, MA: Da Capo Press, 2003.

Bailey, Beth, Americas Army: Making the All-Volunteer Force, Belknap Press; (November 23, 2009)

Wright, Jr., Robert K. and Morris J. MacGregor, Jr.

Soldier-Statesmen of the Constitution

, Center of Military History, United States Army, Washington, D.C., 1987, First Printing-CMH Pub 71-25. Retrieved September 28, 2010.

Hogan, Jr., David W., U. S. Army Center of Military History,

Centuries of Service, The U.S. Army, 17752004

, pamphlet, Center of Military History, United States Army, Washington, D.C., 2004, CMH Pub 70711, p. 4. retrieved September 28, 2010; retrieved September 28, 2010;ArchivedJuly 29, 2013, at theWayback Machine.

, p. 6. Office of the Chief of Military History, United States Army, Washington, D.C., 1972, Library of Congress Catalog Card Number: 74-610219. Retrieved September 28, 2010.ArchivedMarch 1, 2010, at theWayback Machine.

Hogan, Jr., 2004, p. 6; Mahon and Danysh, 1972, p. 11.

Jasper M. Trautsch, The Causes of the War of 1812: 200 Years of Debate,

Norman K. Risjord, 1812: Conservatives, War Hawks, and the Nations Honor.

The Occupation of Mexico, May 1846 – July 1848

, p. 9, CMH PUB 73-3, U.S. Army Center of Military History, U.S. Government Printing Office, Washington, D.C., Last updated 23 May 2006ISBN0-16-075744-4. Retrieved September 28, 2010.

US Army Human Resources Command. Hrc.army.mil (2012-01-25). Retrieved on 2013-08-17.

The Occupation of Mexico, May 1846 – July 1848

. CMH PUB 73-3, U.S. Army Center of Military History, U.S. Government Printing Office, Washington, D.C., Last updated 23 May 2006.ISBN0-16-075744-4. Retrieved September 28, 2010.

Hogan, Jr., David W., U.S. Army Center of Military History,

Centuries of Service, The U.S. Army, 17752004

, pamphlet, Center of Military History, United States Army, Washington, D.C., 2004, CMH Pub 70711. Retrieved September 28, 2010.

. Office of the Chief of Military History, United States Army, Washington, D.C.,1972, Library of Congress Catalog Card Number: 74-610219. Retrieved September 28, 2010.

Wright, Jr., Robert K. and MacGregor, Jr., Morris J.,

Soldier-Statesmen of the Constitution

, Center of Military History, United States Army, Washington, D.C., 1987, First Printing-CMH Pub 71-25. Retrieved September 28, 2010.

After Action Reports (AARs) and other official documents about the American Divisions during the Second World War

House Armed Services CommitteeHouse Subcommittee on Air and Land Forces)

Senate Committee on Armed ServicesSenate Subcommittee on Air and Land Forces)

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