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MOS 42A Human Resources Specialist

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Provided direct human resources services support to tenant commands throughout the (insert BN/BDE/Corps name)s area of operation, in support of over XXXX assigned Soldiers and their family members. Took control of enlisted promotions duties and responsibilities singlehandedly due to personnel shortages. Conducted all promotion board updates for enlisted and officers, to include the annual record reviews. Through his/her ability to multi-task, no lapse in customer services to the remaining Soldiers within the command occurred.

Developed battle rhythms and task matrices for enlisted promotions, records maintenance, assignments, actions and separations. Trained and mentored XX subordinate (PAC/BN/BDE/etc.) S-1 personnel and MILPER OPS civilian staff to ensure each were set for future success. Provided eMILPO refresher training, Promotion Point Worksheet training, UCFR, UTL training in conjunction with coordinating enlisted reassignments.

Informed subordinate units of newest HR developments through bi-weekly HR Notes messages to (PAC/BN/BDE/etc.,) points of contact. Shared his/her breadth of HR knowledge with Soldiers and staff, expanding their knowledge of HR processes and policies, which improved customer service for the S1/G1/J1 section.

For outstanding achievement as Orderly Room NCO, 411th ASB, while deployed in support of Operation Iraqi Freedom. SGT Lucky tracked and processed over 150 unscheduled leaves and passes while maintaining a 99% manning rate. Under shifting command and conditions, she organized and prepared the unit for redeployment and reintegration into central region upon completion of their 15 month deployment with zero loss of accountabilty. The accomplishments of SGT Lucky bring great credit upon herself, the 411th ASB, and the United States Army.

SSG DOE served as a Human Resources NCO and Battalion Unit Prevention Leader for 9 months during Operation Enduring Freedom-Kuwait. He meticulously executed his duties in a manner equivalent to a Senior Human Resources NCO. He resolved over 500 personnel discrepancies ranging from complex pay and entitlement issues, to multifaceted Soldiers personnel actions. He developed a matrix to manage and track 510 personnel actions submitted to the Battalion for processing that resulted in 100% actions resolution.

SSG DOEs determination and commitment to mission accomplishment ensured the accurate completion 284 personnel records review and the creation of 240 DA Form 2-1s within a two month period. SSG DOE implemented an awards tracking process which resulted in effectively processing 50+ COAs, 20 impact and over 300 End of Tour awards. He personally created all templates, published taskers and conducted training for subordinate companies; ultimately contributing to overall higher award accuracy.

SSG Buie served as the Human Resources Sergeant and assistant NCOIC for three years. During her tenure, she supported over 6,000 AIT Soldiers and 600 cadre. Her untiring work ethic contributed to the overall management and mission success within the Battalion. SSG Buie stood in as the NCOIC flawlessly and never let the pressure get to her. She personally maintained accountability and processed over 500 awards, 400 personnel actions, and thousands of AIT students finance issues with a timeliness rate of over 95%.

While serving as the Companys Human Resource Sergeant, Sergeant Doe performed and oversaw day to day operations of Delta Forward Support Company. His duties included Personnel Actions, Officer and Enlisted Evaluations, Promotions, Awards Processing, Finance, and Military Personnel files maintenance for over 109 officers, NCOs, and Soldiers assigned to the Unit. On a monthly basis he would travel to all Village Stability Operation (VSO) sites to provide better support in Human Resources for the Company.

Sergeant Doe in and out-processed over 109 assigned Soldiers and ensured all Soldiers awards and any other pertinent information were input into eMILPO before they redeployed. SGT Doe also updated and uploaded the SGLI/DD93s for 109 assigned Soldiers to meet the new Brigades standard before the Department of the Army suspense date. He single-handedly adjusted all assigned Soldiers dwell time and tour credits IAW Army policies upon the redeployment of Delta Forward Support Company.

Sergeant Doe diligently processed all administrative paperwork in a timely manner, processing over 109 End of Tour awards for all members of Delta Forward Support Company. SGT Doe facilitated the promotion of his fellow Soldiers and compiled and maintained 100% accountablility of all members personnel records including all red cross messeges during the units deployment. His task-oriented demeanor allowed him to successfully upload over 600 Tattoo policy memos to IPERMS.

While assigned to the PAC office, SPC Dukes was responsible for answers and inquiries from the command team to help and advise them on personnel actions, administrative and clerical issues. She performed typing and clerical duties showing a preceding level of skill and provided technical guidance on administrative data to Platoon Sergeants. She also prepared suspense control documents and maintained active control of suspense files ensuring that they were in accordance with the Army Records Information Management System.

SPC Dukes dedication to duty and superb organizational skills were essential to the daily operations of the 227th Quartermaster Company PAC office. She effectively managed and completed over 1500 personnel actions and various additional administrative tasks which proved instrumental to the success of the companys daily actions. With her intense competitive spirit and a refreshing motivational ability, she set the example for her peers to emulate.

o implemented systems to improve the processing rate of daily status reports, awards, evaluation reports and all personnel actions from 75% to 98%

o received a commendable rating for admin personnel actions and movement tracking during UFG 10; received a coin of excellence from the JNCC.

o demonstrated the patience and ability to articulate clearly so others understood the task at hand; resulted in a 100% success rate

o commended by the Director for outstanding performance as his Executive Assistant; while simultaneously performing her duties as Admin NCOIC

Served the S1 section commendably throughout his tenure with the battalion. He provided personnel support for seven active components, three Active Guard Reserve and over 115 Reserve component personnel. His advice, assistance and resourcefulness were often sought and needed as a direct result of the professionalism and mature judgment he displayed. Deeply involved in all facets of S1, he took charge, made sound recommendations and decisions and led by example.

For outstanding achivement in the management of current operations in the S-1 office. As the systems expert, he performed regular and thorough inspections of the S-1 section, completed over 40 additional duty memorandums, and ensured all programs were in compliance with regualtions. SPC Carls acheivemnt demostrates his technical expertise as a professional soldier and sets the example for all others to emulate. Specialist Carls outstanding performnce reflects great credit upon him, the S-1 section, and the United States Army.

For outstanding achievement as Orderly Room NCO, 411th ASB, while deployed in support of Operation Iraqi Freedom. SGT Lucky tracked and processed over 150 unscheduled leaves and passes while maintaining a 99% manning rate. Under shifting command and austere conditions, she organized and prepared the unit for redeployment and reintegration into central region upon completion of their 15 month deployment with zero loss of accountabilty.

SGT Coxs dedication to duty and superb organizational skills allowed him to effectively manage and assist in all facets of HHC orderly room operations, directly impacting the companys ability to accomplish the mission. He not only executed his assigned tasks quickly and efficiently, he anticipated taskings and took the initiative to prepare for them beforehand. This facilitated and increased the companys speed in meeting HHC suspenses and made our office the model of the battalion.

o personally ensured each one of his Soldiers were intimately familiar with the purpose, employment, and operation of all Data Systems within the HR Arena

o competence and close attention to detail proved to be an asset in cross-level training for each soldier increasing the S1s effectiveness by 50%

o productively ensured the completion of over 453 Family Seperation Requests while deployed with zero deficiencies

o created and enforced a strict accountability of all administrative documents within the S1, ensuring prompt and reliable service for over 800 Soldiers in the Battalion

o task oriented and detail minded; completes assignments to the fullest while staying focused to make sound and thoughtful decisions

o coordinated all S1 and administrative actions, prepared all student documentation, drafted and published graduation publications and documentation

o coordinated and pushed the daily status report and the JPERSTAT with excellent accuracy

o maintained administrative data for 76 soldiers assigned to Delta Battery from 3 different services

o refused mid-tour leave and contributed hundreds of hours of off-duty time to ensure all tasks were accomplished on time

o selected as Financial Obligation Officer, ensured all funds accounted for and spent in accordence with regulation

o served as acting Battalion Senior Human Resource NCO, trained 4 new Battery Admin NCOs and ensured battalion operations countinued

o processed 120 Red Cross Messages in support of deployed members

o Kept the Commander up to date with Personnel Accountability

o pushed 355 troops forward, fully equipped and administratively prepared

SPC Williams worked in the battalion mailroom and excelled in her duties as the mail clerk. SPC Williams conducted daily mail operations including picking up, sorting, and distributing mail to over 1,000 Soldiers. SPC Williams attention to detail and hard work were immediately evident.

SPC Williams exemplified the total Soldier by seeking self improvement while assigned to the 502nd HRC. She exhibited determination by taking college classes earning 30 college credits towards her Associates Degree. Her commitment to higher learning set the example for fellow Soldiers to follow which resulted in four other members of the platoons enrollment in Distant Education programs.

SPC Williams participated in numerous platoon and company postal training exercises. She lived the Warrior Ethos by always placing the mission first. SPC Williams encouraged her team to perform the assigned tasks above the standards and ensuring the platoons success on postal operations.

SPC Bronson graduated from the Postal Operations class as the Distinguished Honor Graduate. SPC Bronson completed and graduated from the Warrior Leaders Course (07-10), Combat Life Savior Course, and the Combat Service Support Automated Information Systems Interface (CAISI) Course.

SPC Bronson volunteered and received training as the units Training Aid Support Soldier. As the Training Aid Support Soldier, SPC Bronson was responsible for creating numerous projects that promoted visual and motivational awareness throughout the unit. He trained his peers how to create and accomplish visual/training aid projects for the 81st AG (Postal) Detachment. SPC Bronsons work ethic ensured all projects were completed in a professional manner.

SPC Bronson volunteered to serve as the Unit Mail Clerk upon returning from deployment, ensuring mail was properly safe guarded, efficiently distributed, and fulfilled all mission requirements required to perform his duty.

SPC Bronson stepped up to take on extra responsibly and duties whenever possible, in order to help out his peers to accomplish their missions. With his intense competitive spirit and a refreshing motivational ability, SPC Bronson sets the example for his peers to emulate and accomplish their own goals and desires.

o deployed to Iraq in support of Operation Iraqi Freedom and 222d Broadcast Operations Detachment

o compiled and maintained 100% accountablility of all members personnel records including cross-leveled Soldiers as the unit prepared for deployment

o selected over 9 of his peers to act as Bn mail room clerk, a duty outside his MOS, maintained 100% accountability

o supervised the Companys efforts to get all its Soldiers through the Kuwait gateway and in and out of Iraq

o assisted in the DEMOB of 22 UICs; equipment evaluated, repaired, and stored, ready for immediate redeployment

o tracked and processed all unit leaves while maintaining a 90% manning rate

o coordinated with active and Reserve component agencies to achieve great success

o completed 5 Mobile Postal Missions to austere locations, across unsecured terrain, resulting in 100% mission completion

o organized and provided Public Affair coverage for multiple Brigade-level Change of Command ceremonies and 3 major command events

o established the Pass and Leave program within the BCT, coordinating the flow of Soldiers in and out of theater

o processed over 1,000 End of Tour awards for all of DSTB and attached units, meeting 95% on time

o devoted over 500 hours to checking DCS checklists for all units, ensured accuracy of over 3000 DCS checklists

o embodied the Warrior Ethos by placing the mission first at all times and completing all admin requirements prior to deployment

o put in long hours with few days off, and although junior in rank, continues to manage our most critical projects

o cleared 275 Soldiers through the Soldier Readiness Center

While serving as a Battalion Human Resource Sergeant, SGT Costas performed and oversaw day to day operations of the Special Troops Battalion S1. His duties included Personnel Actions, Officer and Enlisted Evaluations, Promotions, Awards Processing, Reassignment Processing, Finance, and Military Personnel files maintenance for over 1100 officers, NCOs, and Soldiers assigned to a rear detachment and a forward deployed unit composed of multiple companies of a variety of MOSs.

In absence of his supervisor, SGT Costas covered the responsibilities of the S1 NCOIC for an entire month while continuing to maintain his own assigned duties. He sacrificed his off-duty time to ensure the mission did not falter in the absence of the NCOIC. A perfect example of the NCOs dedication to the success of the S1.

SGT Costas educated himself on the new semi-centralized promotion system; he provided accurate and timely information and assistance to Soldiers affected by the change in the system. He conducted effective training for the unit and his peers with a professional and confident attitude which eased the transition for the S1 and the Soldiers assigned to the unit.

SGT Costas in and out-processed over 200 assigned Soldiers and ensured all Soldiers awards and any other pertinent information were inputted into eMILPO before they departed. He single-handedly adjusted all assigned Soldiers dwell time and tour credits IAW Army policy upon the redeployment of individual companies. He also updated and uploaded the SGLI/DD93s for all assigned Soldiers to meet the new CAC standard before the Department of the Army suspense date.

Staff Sergeant (SSG) XXXXXXXXXXX served with distinction as third squad leader in Headquarters Platoon and oversaw the day to day operations of the Human Resources section of the 308th Military Police Company from 15 April 2014 through 30 May 2016. As the unit S-1 NCOIC, he utilized external resources to improve and expand the capabilities of the 308th Rest and Recuperation (R&R) tracking system to include each of the 308th housing units within the Detention Facility In Parwan (DFIP). He developed the only leave-by-housing-unit tracker that exists on the LSA which allowed the Guard Force Commanders to edit their DA-6 in real time in response to daily manning changes. His improvements enabled each housing unit to track its Soldiers absences so that they could plan accordingly and forecast and overcome shortages. SSG Blivett was also instrumental in the creation of the NCOER, medical, award, and promotion tracking modules.

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42AHuman Resources Sergeant Duty Dcriptions

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Human Resources Sergeant for a Combined Arms Battalion with the First Cavalry Division consisting of 836 Soldiers; Responsible for the in and outprocessing of Soldiers; oversees leave management log, award processing, postal operations and expendable supplies within the S1; Ensures recurring reports and suspenses are met; Advises the Command and Staff on personnel, promotions, and finance related matters to include strength levels of subordinate companies; reviews consolidated promotions and financial reports, statistics, and prepares recommendations to higher echelons on personnel utilization; supervises, mentors, and counsels eight Soldiers.

Serves as a Human Resources Sergeant for the 112th Quartermaster Company in the 113th Combat Sustainment Support Battalion, 13RD Sustainment Brigade; supervises and manages the processing and tracking of all Personnel Actions, Awards, NCOERs, Promotions, Suspension of Favorable Actions, Leaves and Passes, Change of Command, Award Ceremonies and Military Pay consisting of 177 officers and enlisted; responsible processing transactions into E-MILPO; responsible for the health and welfare of one NCO and five junior enlisted Soldiers; responsible and accountable for equipment valued over 200,000 dollars.

Performs duties as a Human Resources Sergeant for a Military Police Internment/Resettlement Battalion consisting of an HHC, two MP I/R Companies forward deployed in direct support of the Global War on Terrorism; coordinates all battalion personnel and administrative functions; serves as the subject matter expert and command advisor for awards, evaluations, promotions, leaves, passes, reassignments, eMILPO, ARIMS, mail sistribution and other pertinent administrative functions for 467 Soldiers; responsible for the health, welfare, morale and training of two NCOs and two Soldiers.

Serves as a Human Resources Sergeant in a Brigade Support Battalion in the 82nd Airborne Division capable of deploying anywhere in the world within 18 hours of notification to sustain combat service support to the 3rd Brigade Combat Team; responsible for the accountability and maintenance of 409 Soldier Readiness Processing (SRP) files; responsible for processing of personnel actions, awards, promotions, and NCOERs; serves as a Team Leader, responsible for the combat readiness, accountability, morale, health and welfare of two Paratroopers.

Serves as a Human Resource Sergeant for the Personnel Administration Center in the Combat Aviation Brigade Rear Detachment; provides support to 200 Soldiers and Officers; performs duties of and supervises personnel support activity; maintains enlisted rating scheme; provides daily readiness reports (PERSTAT) to G1, to include monthly Personnel Management Indicator (PMIR); reviews awards, applications and promotion correspondence, exceptions to policy, personnel actions, consoldiated reports, QNSR and finance; responsible for the training and welfare of one NCO and four Soldiers.

Responsible for the processing of Operational Deletions/Deferments and High School Stabilizations for two divisions and six separate brigades; processes Officer Candidate School; manages all personnel actions to include Conscientious Objector packets, Dwell time waiver requests, Manning requests, Command Extension requests, Special Leave Accrual requests, Exception to Policy, Stop Loss/Stop Move, ETP Type II Recruiter Investigation, and OCONUS Leave.

Serves as a Human Resources Sergeant for a (division level command), responsible for 2 Brigades and a battalion; coordinates all personnel and administrative functions; responsible for the integration of all aspects of personnel accountability, personnel actions, financial and personnel records review; reviews Soldiers in-processing for AGR; serves as subject matter expert; types all correspondence in draft and final form; prepares and processes enlisted actions; prepares and processes operational orders for tasking of brigades (eLAS). Serves as the primary point of contact and advisor on a variety of HR related programs including Yellow Ribbon and AGR personnel and finance management.

42A3O/Battalion Human Resource Sergeant

Serves as the Human Resources Sergeant of a 425 member Brigade Support Battalion; responsible for personnel and administrative support; reviews, tracks and processes NCOERs and submitted awards; ensures timely and accurate submission of personnel actions, iPERMS/SIDPERS document review and input; responsible for distribution of the battalion mail and correspondence; maintains operational readiness of equipment within the section; trains four Soldiers within the section on administrative tasks.

42A3O/Regimental Human Resources Sergeant

Serves as the Regimental Human Resources Sergeant. Responsible for the timely processing of medical requirements, OER and NCOER processing, education and benefits assistance, awards processing and personnel actions; updates and maintains unit rosters, correspondence; processes Soldier documents into I-Perms; maintains status reports and files; answers inquiries from staff and provides administrative support.

Serves as Human Resources Sergeant (and PSDR Clerk), which: Is responsible for personnel and admin support of () personnel; serves as a SME and advisor of all personnel functions; manages, processes, reviews, and coordinates admin tasks pertaining to personnel accountability, strength management, evaluations, awards, promotions, reductions, and legal actions; processes needed updates to Soldiers electronic files; accountable for equipment valued at ($) dollars; supervises, mentors, and is accountable for the health, welfare, morale, training, and actions of two Soldiers.

Served as the Human Resources Sergeant for Headquarters and Headquarters Company, 264th Combat Sustainment Support Battalion (CSSB); responsible for all administrative and personnel actions; supervised subordinates processing promotion reports and packets, leaves, awards and preparing monthly unit reports generated by EMILPO; compiled personnel data for the monthly Unit Status Report (USR); responsible for the maintenance of one M1078 LMTV and one M1151 Up-Armored HMMWV worth $250,000; responsible for the health, welfare, training and professional development of two Noncommissioned Officers and one Soldier.

Serves as the Human Resources Sergeant in a PSDR Sustainment Brigade providing administrative support to over 2,100 Soldiers assigned and attached; works as the Promotions NCO preparing all Brigade NCO and Soldier of the Month and Quarter boards; supervises Battalion level promotion board proceedings, transactions and conducts monthly promotion audits; processes awards, evaluations, promotions and personnel actions; manages the operation of the Brigade RAPIDS ID card system; supervises the processing of transactions on Emilpo, IPERMS, TOPMIS and EDAS; supervises and maintains the health and welfare of three subordinate Soldiers.

42A4O Senior Human Resources Sergeant

Ensures all documents are filed properly in MPF & Medical records; ensures Soldiers audit their MPF annually; prepares award documents as required; ensures ARIMS files are managed properly; ensures additional duties book is kept current; supervises the preparation of NCOER and OER shells; prepares command memorandums as required; ensures promotion packets are properly prepared; supervises and trains subordinates; performs other administrative duties as assigned.

42A40 SENIOR HUMAN RESOURCES SERGEANT (G1)

Administrative supervisor in the Officer Strength Management Division for Maneuver Center of Excellence (MCoE); responsible for managing, reviewing, and processing all Officer personnel actions; assists with strength accounting and management of approximately 7,000 Soldiers; monitors Officer gains and losses; builds Officer requisitions and maintains current fill status; manages Officer personnel readiness for the MCoE; manages DA 6 for Officer; interacts daily with the Human Resources Command (HRC), and installation DHR on Officer personnel matters; updates the BOLC A and BOLC B instructors reports.

Human Resources Sergeant for a Field Artillery Battalion

Human Resources Sergeant for a Field Artillery Battalion with the Brigade Combat Team consisting of 294 Soldiers; advise the S-1 on administrative functions; which includes the ARMIS, AWOL reports, reviewing column H remarks on DA Forms 1379, reduction orders, strength reports, forward discharge packets to the brigade, review NCOERS, distribute mail for the armory, and monitor unit level suspenses; manages medical suspense and PHA reports; supervises, mentors, and counsels the performances of the Personnel Service SGT, Personnel Admin SGT, Legal NCO, and Personnel Admin Specialist Clerks.

Human Resources Sergeant for an 821 Paratrooper Airborne Infantry Battalion capable of deploying world-wide in 18 hours or less; responsible for supervising the processing and accountability of NCOERs and awards; promotion; updates personnel rosters; manages correspondence, unclassified and classified mail; maintains status reports; processes TDY orders; manages equipment and supplies within the battalion S1 section; responsible for the accountability of equipment valued at $200,000; supervises one Non-commissioned Officer and eight Paratroopers.

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Aviation Operations Specialist

Qualifications for initial award of MOS 15P, Aviation Operations Specialist:

AIT Length / Location: 7 weeks at Ft Rucker, Alabama

Aviation Operations Specialist (MOS 15P) Description / Major Duties:

The aviation operations specialist schedules and dispatch tactical aircraft missions and performs associated operational administrative duties.

Duties for MOS 15P at eachskill levelare:

MOSC 15P1O. Processes cross country and local flight clearances, including examination for conformance with flight rules and regulations. Prepares and maintains cross country kits. Checks accuracy of flight plans. Coordinates flight plans with all related agencies. Maintain flight information on inbound and outbound flights. Monitor, with the proper agencies, overdue flights. Alerts crash crew for emergencies. Maintains current file on aircraft flying regulations and navigation information, such as Army, DoD and FAA regulations, DoD flight information publications (FLIPS) and aeronautical charts. Safeguards classified material. Knows terminology used in air navigation and is aware of air traffic control advisory radio procedures. Encodes, decodes and posts notices to airmen (NOTAMS). Interprets and posts teletype weather reports. Maintain individual flight records and functional files. Maintain flight operations equipment in a tactical environment. Prepare, submit operator meacoming, intrusion, jamming and interference reports. Participate in maintaining situation map.

MOSC 15P2O. Supervises and instructs subordinates in proper work technique and procedure. Reviews, consolidates and prepares technical reports. Know procedures for reporting flight violations. Prepare situation map. Supervise receipt and transfer of classified material. Participate in the development of a tactical crash rescue system.

MOSC 15P3O. Provide technical guidance to subordinate personnel. Supervise the preparation of the situation map. Assist in preparation of operations estimates and orders. Supervise airfield services and administration. Apply operational and administrative techniques in movement of military personnel and supplies by air. Perform administrative duties in aircraft accident investigations. Prepares operations letters.

MOSC 15P40. Provide tactical and technical expertise to subordinates and superiors in aviation operations. Plans, coordinates and supervises activities pertaining to organization, training, combat operations and combat intelligence. Coordinates implementation of operations, training programs and communications activities.

MOSC 15P50. Plans, organizes and manages ATC facilities. Serves as chief instructor in the ATC School. Serve as ATC operations NCO in ATC Battalion, Brigade, ATC School and as senior staff NCO at Brigade level or higher.

(1) Alcohol and drug abuse as defined below will disqualify any Soldier or potential enlistee from this MOS. This disqualification will not be waived, even though the Soldier/potential enlistee satisfactorily completes the Army Substance Abuse Program (ASAP) or a civilian equivalent, except as specified below:

a. A medically diagnosed history of alcohol abuse as defined in the substance use disorder section of the Diagnostic and Statistical Manual , 4th Edition, 2000(DSM IV) is disqualifying. Cdr, HRC may waive this disqualification after a Soldier/potential enlistee in this MOS successfully completes the ASAP Education, out-patient or inpatient programs, or its civilian equivalent, based on the recommendations of the chain of command and the Cdr, USA Aeromedical Center. A Soldier/potential enlistee who completes any aspect of ASAP and is involved in an additional offense involving alcohol or alcohol abuse will be immediately reclassified or denied enlistment in this MOS as a high risk.

b. Except as provided in (e) below, a wrongful or improper use of narcotic or other controlled substance or dangerous drug as defined by 21 USC 801, et seq, is disqualifying.

c. A positive result of urine test administered per AR 600 85 that leads to medical evaluation and a finding of no diagnosis apparent, improper use is disqualifying.

d. Except as provided in (e) below, a documented instance of the use, sale, transfer, possession, or manufacture of any narcotic or other controlled substance or dangerous drug as defined by 21 USC 801, et seq, is disqualifying. A documented instance includes conviction by any courts martial or any civilian court. Convictions include juvenile adjudication, non judicial punishment under Article 15, UCMJ, or voluntary confession after proper rights warning according to Article 31(b), UCMJ.

e. A Soldier or potential enlistee will not be disqualified for teenage civilian experimentation with marijuana or other cannabinoids disclosed in voluntary confessions of drug experimentation documented solely by information obtained from SF 2808, or SF 2807-2. (Experimentation is defined as one time use or casual use over a short period of time resulting from peer pressure.) The use disclosed must have occurred prior to the individuals eighteenth birthday and prior to enlistment in any armed force.

(2) Formal training (completion of a resident MOS 15P course conducted under the auspices of the U.S. Army Aviation Warfighting Center) mandatory. Waiver for formal training criteria must be submitted to Cdr, USAAWC, ATTN: ATZQ-AP, Ft Rucker, AL 36362-5000 for approval.

Additional Skill Identifiers for MOS 15P:

Q2Aviation Life Support Equipment (ALSE).

1XGreen Belt in Lean Six Sigma (personnel only).

1YBlack Belt in Lean Six Sigma (personnel only).

1ZMaster Black Belt in Lean Six Sigma (personnel only).

2ANon-Lethal Weapons Trainer (personnel only).

2BAir Assault (personnel only).

2SBattle Staff Operations (skill level 3 and above).

5AJoint Air Tactical Operations.

5WJumpmaster (personnel only).

6QAdditional Duty Safety NCO (Reserve Component personnel only).

6TMilitary Auditor (Reserve Component personnel only).

8PCompetitive Parachutist (skill level 2-4 personnel only).

Return to:Aviation MOS Listor the top levelArmy Jobs / MOS List

United States military occupation code

United States military occupation code

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AUnited States military occupation code, or amilitary occupational specialty code(MOS code), is a nine-character code used in theUnited States ArmyandUnited States Marinesto identify a specific job. In theUnited States Air Force, a system ofAir Force Specialty Codes(AFSC) is used. In theUnited States Navy, a system of navalratingsand designators are used along with theNavy Enlisted Classification(NEC) system.

Since an individual can obtain multiple job specialties, a duty military occupational specialty (DMOS) is used to identify what their primary job function is at any given time. An individual must complete and pass all required training for their military occupational specialty qualification (MOSQ).

Originally, the MOS system had three to five digits. The first four-digit code number indicated the soldiers job; the first two digits were the field code, the third digit was the sub-specialty and the fourth code number (separated by a period) was the job title. A fifth code digit was for the soldiers special qualification identifier (SQI), which indicated what specialized training the soldier had. If the soldier did not have an SQI, the digit was listed as 0 or was omitted.

One-one is the field code for infantry, 1.1 is the sub-specialty of light weapons, and seven is the SQI for airborne training. Therefore, 111.10 is the MOS for an infantryman and 111.17 is for an airborne-qualified paratrooper. Nine-one was the old field code for the medical field, 912.0 is the MOS for medical NCO and 912.00 is a generalist medical NCO with no SQI.

In 1965 the system was revamped. There were completely different codes for enlisted / non-commissioned officers, warrant officers, and commissioned officers.

Enlisted and NCO personnel had a five-symbol code. The first four code symbols were made up of a two-digit code for the career field, a letter code for the field specialty, and a number code (1 to 5) indicating level of instruction in their field specialty. The fifth code symbol was an SQI code letter indicating training in a special skill (the letter O indicating that the soldier had no SQI). An exception to the 5-symbol rule was made for an SQI which indicated language fluency. In this case, 7 symbols were used, with L as the language qualification indicator, followed by two characters indicating the specific language.

Warrant officers also had a five-symbol code but it was different. The first three numbers were the career field, then a letter code for the field specialty, and ended in the SQI code letter.

Officers had a four-digit code number for their career field and specialty. Officers with a special qualification also had an SQI code number prefix to their MOS rather than a code letter suffix. Officers without a special qualification had no prefix number.

In 1983, there was a reform of this system. Some of the field code numbers were changed and the MOS codes were streamlined.

Warrant officers and officers received the same career field codes as enlisted and NCO personnel and ended in the same SQI letter codes. Warrant officers received a five-symbol MOS consisting of a four-symbol field specialty code consisting of the two-digit field code, a one-digit sub-field code number (usually 0), the field specialty code letter, and followed by the SQI code letter. Officers now had a four-symbol alphanumeric MOS. It consisted of the three-symbol field specialty code of two numbers and a specialty code letter and ended in the SQI letter code.

The field code 18 was created forUS Army Special Forces, which are now considered part of the regular US Army. Previously they had been considered a layer between the intelligence services and the army. The 18A was for special forces officers and 180A was for special forces warrant officers. The 18X was for special forces candidates who had not yet passed the Q course. The A team leaders had to be captains instead of lieutenants and were rotated to conventional postings.

Certain field specialty code letters were reserved. The X was for recruits or candidates who have pre-selected a career field but had not graduated from AIT. The Z is for senior NCOs of E8 or E9 grade. The A is for officers and warrant officers in a general capacity. Specialist officers and warrant officers have other field code letters reserved for them.

The current list of army military occupational specialty codes is published on theUnited States Army Human Resources Command(HRC) PAMXXI website.[1]

The MOS code (MOSC), consisting of nine characters, provides more information than a soldiers MOS. It is used by automated management systems and reports. The MOSC is used with active and reserve records, reports, authorization documents, and other personnel management systems.

The elements of the MOSC are as follows:

First three characters: the MOS. The first two characters are always numbers, the third character is always a letter. The two-digit number is usually (but not always) synonymous with the career management field (CMF). For example, CMF 11 covers infantry, so MOS 11B is rifle infantryman. Among the letters,

is reserved for senior sergeant (E-8), such that 11Z is senior infantry sergeant.

The fourth character of the MOSC represents skill level (commensurate with rank and grade):

0 is used to identify personnel undergoing training for award of a primary MOS (PMOS).

1 identifies aprivate(PVT) throughspecialist(SPC/pay grade E-4) orcorporal(CPL/also pay grade E-4)

2 identifies asergeant(SGT/pay grade E-5)

3 identifies astaff sergeant(SSG/pay grade E-6)

4 identifies asergeant first class(SFC/pay grade E-7)

5 identifies amaster sergeant(MSG) orfirst sergeant(1SG) (see E-8, below)

6 identifies asergeant major(SGM) orcommand sergeant major(CSM) (as of 1 April 2011)

Fifth character: a letter or number and a special qualification identifier (SQI). It may be associated with any MOS unless otherwise specified. Only Enlisted Soldiers without any special SQI are assigned the SQI O (oscar), often confused with a zero. Warrant Officers without any special SQI are assigned the SQI 0 zero.

Sixth and seventh characters: an additional skill identifier (ASI). They are an alphanumeric combination and may only be associated with specified MOSs, although in practice some ASIs are available to every MOS (e.g. ASI P5 for master fitness trainer). Soldiers without any ASIs are assigned the default ASI of mk lmk00 (zero-zero).

Eighth and ninth characters: two-letter requirements and qualifications which are a language identification code (LIC). Soldiers without a language skill are assigned the default LIC YY (Yankee-Yankee).

Language identification codes can be found in AR 611-6.

When an enlisted soldier is promoted from sergeant first class to master sergeant in most career types, that soldier will be reclassified administratively to the senior sergeant of their career management field. For example, a combat engineer (MOS 12B, part of CMF 12) is promoted from sergeant first class to master sergeant. That soldier is reclassified administratively from MOS 12B to MOS 12Z senior engineer sergeant). An example of when this conversion occurs at the MSG to SGM level is the 68 (formerly the 91) CMF. In this case, the soldier becomes a 68Z at the SGM level, not the MSG level. When promoted from master sergeant or first sergeant or sergeant major to command sergeant major, that soldier will be reclassified administratively from their previous senior sergeant MOS to the MOS 00Z (zero-zero-zulu), command sergeant major. Some MOS do not change though, for example 25U starts out as 25U10 (E1-E4), 25U20, (E5/SGT), 25U30 (E6/SSG), 25U40 (E7/SFC), 25U50 (E8,E9/MSG,1SG,SGM,CSM)

Warrant officersare sometimes specialized technicians and systems managers, and were not originally assigned to traditional arms or services of the Army. Approximately 50% of warrant officers are aviators[4](aircraft pilots, rotary wing and fixed wing), and can be appointed directly from civilian life[5]or within the service, regardless of previous enlisted MOS. The remaining 50% are technicians appointed from experienced enlisted soldiers and NCOs in a feeder[6]MOS directly related to the warrant officer MOS.[7]

During 2004, all army warrant officers began wearing the insignia of their specialtys proponent branch rather than the 83-year-old Eagle Rising distinctive warrant officer insignia.[8]The following year, a revision of commissioned officer professional development and career management[9]integrated warrant officer career development with the officer career development model. In practice, warrant officer MOSC are very similar to enlisted codes except they begin with three digits instead of two before the first letter, and do not have a skill level identifier. They are then followed by the SQI, ASI, and SLI as an enlisted MOS would be.

Commissioned officers occupational codes are structured somewhat differently. A newly commissioned army officer first receives a career branch. This is similar to the career management field of the enlisted personnel. Career branch numbers range from 11 to 92. For example: 13 for field artillery, 19 for armor/armored cavalry and 92 for quartermaster. Within each occupational field, there are usually several codes available. Within armor (branch 19) there are three specialties available: 19A (armor, general), 19B (armor), and 19C (cavalry). After an officers fifth or sixth year of service, he or she may receive a functional area designation. More specific than a career branch, this is a specific skill set in which the officer is proficient. For example, an artillery officer who has had schooling in communications and public speaking could end up with a functional area in public affairs (FA46).

The U.S. Marine Corps begins by separating all jobs into occupational fields (OccFld), in which no distinction is made between officers and enlisted marines. The fields are numbered from 01 to 99 and include general categories (intelligence, infantry, logistics, public affairs, ordnance, etc.) under which specific jobs fall.

Each field contains multiple MOSes, each designated by a four-digit numerical indicator and a job title. For example, the infantry field (03) has ten enlisted classifications: rifleman (MOS 0311),riverine assault craftMarine (MOS 0312), light armored vehicle Marine (MOS 0313), scout sniper (MOS 0317), reconnaissance Marine (MOS 0321), machine gunner (MOS 0331), mortarman (MOS 0341), infantry assault Marine (MOS 0351), antitank missile gunner (MOS 0352), and infantry unit leader (MOS 0369).

Each of the jobs have authorized ranks associated with them. For example, anyone ranking from private to sergeant can be a rifleman (0311), but only marines ranking from staff sergeant to master gunnery sergeant can be an infantry unit leader (0369).

Duties and tasks are identified by rank because the marine corps MOS system is designed around the belief that increased duties and tasks accompany promotions. The first two digits designate the field and, the last two digits identify the promotional channel and specialty.

For example, the MOS 0311 indicates that it is in occupational field 03 (infantry) and designates the rifleman (11) MOS. For warrant officers, the MOS 2305 indicates that it is in occupational field 23 (ammunition and explosive ordnance disposal) and designates the explosive ordnance disposal officer (05) MOS. For officers, the MOS 0802 indicates that it is in occupational field 08 (field artillery) and designates the field artillery officer (02) MOS.

On September 29, 2016, the Navy announced it will modernize all rating titles for Sailors with a new classification system that will move towards occupational specialty codes similar to how the other services operate.

Former Master Chief Petty Officer of the Navy Michael Stevens led the controversial review earlier this year for the Secretary of the Navy on behalf of Chief of Naval Operations, Admiral John Richardson.

Initially, the Navy Rating Modernization System eliminated all rating titles. The current Master Chief Petty Officer of the Navy, Steven S. Giordano, said:

Sailors would no longer be called, Yeoman Second Class or YN2, for example, he said. Instead they will be Second Class Petty Officer, or Petty Officer. However, Sailors rates will not change: an E-7 will remain aChief Petty Officerand an E-3 will remain a Seaman. Additionally, there will no longer be a distinction between airman, fireman and seaman.

The fleet at large did not respond to this favorably. As a result, Admiral Richardson rescinded this change on December, 21, 2016, restoring all rating titles.[10]

However, the plan retains the goal of producing sailors with more than one NOS, which might give them a broader range of professional experience and expertise and will be grouped under career fields that will enable flexibility to move between occupational specialties within the fields and will be tied to training and qualifications.

The transformation will occur in phases over a multi-year period and the Chief of Naval Personnel will lead the implementation efforts

TheUnited States Navyhas not released its NOS details yet and has not changed designators for officers.

The Navy indicates its ratings by a two or three character code based on the actual name of the rating. These range from ABE (aviation boatswains mate – equipment) to YN (Yeoman). EachsailorandChief Petty Officerwears a rating badge indicating their rating as part of their rate (rank) insignia on full dress and service dress uniforms.

The navy officer designator is similar to an MOS but is less complicated and has fewer categories. For example, a surface warfare officer with a regular commission has a designator of 1110; a reserve officer has an 1115 designator. A reserve surface warfare officer specializing in nuclear training (i.e., engineer on a carrier) has a designator of 1165N. Navy officers also have one or more three-character additional qualification designators (AQD) that reflect completion of requirements qualifying them in a specific warfare area or other specialization. In some senses this functions more like the MOS in other services. An officer with the naval aviator designator of 1310 might have an AQD of DV3,anti-submarine warfare helicopter pilot, or DB4,F-14fighter pilot. An officer designated 2100, medical corps officer (physician) may hold an AQD of 6CM, trauma surgeon, or 6AE,flight surgeonwho is also a naval aviator. Some AQDs may be possessed by officers in any designator, such as BT2, freefall parachutist, or BS1, shipboard Tomahawk strike officer. Navy officer designators and AQD codes may be found in NAVPERS 15839I,The Manual of Navy Officer Manpower and Personnel Classification.ip

TheUnited States Coast Guarddoes not use the military occupational specialty concept either, instead dividing their occupational specialties into groups such as aviation, administrative and scientific, deck and weapons, and engineering and hull. Their rating system is very similar to the Navys (e.g. BM, boatswains mate).

The Coast Guard indicates its ratings by a two or three character code based on the actual name of the rating. These range from AMT (aviation maintenance technician) to YN (yeoman). Coast Guardsmen wear a rating badge indicating their rating as part of their rate (rank) insignia on full dress and service dress uniforms.

The air force utilizes a similar system, but titled Air Force Specialty Code (AFSC). Enlisted airmen have a five digit code, and officers have a four digit code.

US Army Human Resource Command (HRC) PAMXXI websiteArchivedOctober 11, 2013, at theWayback Machine.

New codes to identify right talent for senior-enlisted positions. US Army.

Army Regulation 611-1: Military Occupational Classification Structure Development and Implementation

September 24, 2006, at theWayback Machine.

January 7, 2007, at theWayback Machine.

August 14, 2006, at theWayback Machine.

September 23, 2006, at theWayback Machine.

Army Pamphlet 600-3: Commissioned Officer Professional Development and Career Management

NAVADMIN 283/16, NAVY RATING MODERNIZATION NEXT STEPS

Korean War Educator, Topics – Military Occupational Specialty (MOS)

, Korean War Educator Foundation. Provides list of MOSs during the Korean War era.

What Was my MOS? Vietnam-era MOS Codes, 4th Battalion (Mechanized)/23rd Infantry Regiment Tomahawks Association Website. Provides list of MOSs during the Vietnam War era.

Military occupation codes, military occupation codes for air frame and power plant maintenance personnel by service branch.

US Army Human Resource Command (HRC) PAMXXI Website – list of Officer, Warrant Officer and Enlisted Army personnel MOS

AR 611-1Military Occupational Classification Structure Development and Implementation

DA Pam 611-21Military Occupational Classification And Structure

U. S. Air Force Classification Branch- has current documents describing the classification system and specific classifications

MCBUL 1200 – 2006 Military Occupational Specialties Manual (MOS Manual)- PDF file

The Manual of Navy Officer Manpower and Personnel Classification

Navy Enlisted Occupational Standards

Commander-in-chiefPresident of the United States

Deputy Secretary of Homeland Security

United States Congress: Committees on Armed Services:

Department of Homeland SecuritySecretary)

Air Force Historical Research Agency

Articles lacking in-text citations from May 2008

All articles lacking in-text citations

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