Retention New Jersey Style: How You Can Retain Soldiers: Chapter 2: Duties

CHAPTER 2: DUTIES AND RESPONSIBILITIES

This chapter identifies mandatory retention tasks. It provides an alphabetical listing of these tasks. The tasks are then broken down into component sub-tasks. Each task or sub-task has an "owner." A National Guard soldier's duty position designates him as the owner. If a commander does not have a soldier (owner) in a position listed in this program, the commander is still responsible for completing all tasks. Therefore, all commanders must ensure that they identify an owner for each task and sub-task. If this program does not address a commander's specific situation and needs, he will designate an owner for each listed task and sub-task.

The designation of the task owner will be in writing in a unit retention SOP. Commanders may make pen-and-ink changes directly to this chapter when creating their unit SOP. This will preclude the necessity of commanders having to create their own document. Simply make the changes to this chapter and make it part of the company's specific retention SOP. The intent is to identify owners of specific tasks, not to create more paperwork. However, commanders at all levels can only make changes to those tasks having related owners who are subordinate to them. Commanders will not make changes to tasks for which they have no control. Further, the requirement of completing all of the tasks greatly outweighs the relevance of who is completing them.

Layout of this Chapter

This chapter is divided into two parts:

Part 1 - The task/owner matrix (Table 2-1): The matrix consists of all mandatory retention tasks shown down the left column of Table 2-1. The owners of all of the tasks are shown in the top row of Table 2-1. The Xs in all corresponding columns and rows identify a role in task ownership.

Part 2 - The task and sub-task breakout and the role of the owner: Each retention task consists of sub-tasks. The role of each owner for any task or sub-task is specifically described in this portion of the chapter.

The retention tasks are in alphabetical order. They are not in order of precedence. Each task in the far left column of Table 2-1 has an accompanying number. This is the page number location in the chapter or a chapter which describes the task and sub-task breakout. It is provided for easy cross-referencing.

Use of this Program

Each task owner will have a copy of this program. The task owner should identify his position on the top row of Table 2-1. Take a highlighter, and highlight the entire column beneath the owner's designated duty position. Any corresponding row and column position that contains an X signifies that the owner has a role in that task. If a commander does not have a soldier (owner) in a designated position in the top row of Table 2-1, he must assign someone the responsibility of completing the task, in writing, as stated earlier.

Adding Tasks

The Adjutant General strongly encourages commanders at all levels to develop unit specific retention tasks not identified in this program. Each unit has its own unique mission and lineage. This program is the foundation of unit commander-sponsored initiatives. If commanders identify successful supplementary tasks, they should provide them to the Recruiting and Retention Manager (RRM) at Detachment 4, HQ STARC, and place them in the appropriate unit-level SOP. The RRM will analyze them for possible inclusion in this regulation. If this is not appropriate, the RRM may provide the supplementary information to other commanders via another forum (i.e., the Battalion Commander's monthly mailing or at a TAG commander's call).

Clarification

Unless specifically stated as "Battalion Retention NCO," all references to the Additional Duty Unit Retention NCO (ADURNCO) apply to all Traditional Drilling Guardsmen (TDG) assigned the additional duty retention NCO, at any level.

PART 2: TASK BREAKOUT

Administrative Support for Retention Documents

ADURNCO

Identify potential ETS soldiers six months out.
Get paperwork together for re-enlistment or extension and provide to commander at 90-day NJDMAVA Form 1315 interview.
Upon re-enlistment/extension, initiate new 1315 card for E-5 and below.

Administrative Specialist. Type paperwork for extension and other applicable forms (bonus, certificate, NOBE form, etc.).

ADURNCO Training (see Chapter 8)

Annual Training (and IDT) Retention Planning

FTSR&RNCO

Assist with development of retention block plan for Annual Training (AT).
Assist family support coordinator with providing post-AT activities.
Review retention program.
Provide level of support (time "on the ground") to unit as designated by RRM.
Provide retention services as per unit needs.

RRM

Coordinate with commanders and approve FTSR&RNCO AT support requests.
Provide any available AT resources for AT team building activities.

DOL. Ensure units receive vehicles in support of retention activities regardless of TOE/TDA authorization.

DPCS. During AT, coordinate soldier's college registration requirements between units and all schools our soldiers attend (if conflicts arise).

PAO. Provide media coverage for AT.

ADURNCO

Develop retention activities with the company commander.
Submit transportation requests to battalion ADURNCO.
Complete signature cards to draw equipment at installations.
Bring retention-related documents and conduct career counseling interviews.
Coordinate soldiers morale activities (i.e., PX, ballfields, company picnic, set up and operate retention center, etc.).
Disseminate morale activity information.
Ensure that you complete individual training requirements as a secondary function.

Battalion ADURNCO

Develop retention activities with the battalion commander.
Submit transportation request to battalion S4.
Complete signature cards to draw equipment at installations.
Coordinate soldiers morale activities (i.e., PX, ballfields, Bn/Co picnics, set up and operate retention center, etc.).
Conduct retention-related training.
Brief and obtain approval for retention AT block plan.
Coordinate with installations for support of retention activities.

S4 (all levels). Process, coordinate and provide vehicles for ADURNCO use at AT, regardless of TOE/TDA authorization.

Commanders (at all levels)

Develop retention policies for AT.
Resource retention activities.
Require and approve retention block plans.
Ensure primary function of ADURNCO is concentrated on providing unit retention functions/activities during AT. The secondary function of the ADURNCO is MOS performance.
When requesting FTSR&RNCO support, submit a plan for their projected duties and responsibilities.

Attendance Improvement (see chapter 5)

Career Counseling (see Chapter 4)

Contact Soldiers Prior to Drill

First Line Leader (FLL). Contact soldiers identified as potential problems prior to each drill.

Education Benefits

Education Servicing Officer (ESO)

Write a training program to train FTSR&RNCOs and the FTSF.
Provide Army Continuing Education System (ACES) training to the FTSR&RNCOs and the FTSF.
Send continuous and current updates for the Features and Benefits Binder to the RRM.
Provide ACES guidance to the unit level upon written request.

FTSR&RNCO

Receive training and stay current on ACES program.
Train units on ACES programs during weekend drills.

Administrative Specialist. Process all required education documents and forward to appropriate and responsible agency as per the Features and Benefits Binder (See Chapter 7, Retention Tools).

Establish Retention Guidance

TAG

Establish overall retention goals.
Establish strength management program.
Direct RRM to track retention data.
Allocate resources for retention.
Make specific bullet comments regarding retention on all NCOERs and OERs.
Direct an annual strength management briefback from subordinate commanders.

RRM

Write, maintain and post changes to retention-related documents.
Develop tools to track the success and failure of unit strength management.

Commanders (at all levels)

Establish overall retention goals.
Establish strength management program.
Allocate resources for retention.
Make specific bullet comments regarding retention on all NCOERs and OERs.
Direct an annual strength management briefback from subordinate commanders.
Take a personal, active role in retaining individual soldiers.

Evaluation of Retention Environment

Commanders (any level)

Assemble a retention assistance team to assess the retention environment at any level.
Assessment will be made at the request of commanders at all levels.
Plan for and implement actions to correct unit retention deficiencies.

RRM

Assemble a retention assistance team to assess the retention environment at any level.
Perform assessment at either the request of the commander (all levels) or at TAG or RRM discretion.

FLL Attrition Management Training (see Chapter 8)

FTSF Retention Training (see Chapter 8)

FTSR&RNCO Training (see Chapter 8)

Greet New Unit Member (also see Chapter 3)

FTSR&RNCO

Initiate NJDMAVA Form 1315-1, New Enlistment Notification.
Distribute this five-part form to the addressees on the form.
Escort new soldier to the armory for introduction to the force (either FTS or TDG during IDT).
Contact the new soldier after the first drill to display a caring attitude to the soldier.

FTS Readiness NCO or Administrative Specialist or FTSS

Coordinate appointment with FTSR&RNCO to greet new soldier.
Initiate NJDMAVA Form 1315-2-R, Sponsorship Checklist, and complete all "first meeting" requirements.
Add new soldier to the Alert Roster.
Provide a friendly reception and answer any questions.
Obtain soldier's uniform measurements if Supply Sergeant is not available.
Confirm and/or arrange Pre-IET dates.
Confirm and, if necessary, coordinate IDT transportation requirements (i.e., Section SGT notification or car-pooling arrangements).
When you complete "first meeting" requirements of NJDMAVA Form 1315-2-R, give it to the ADURNCO.
Above all, MAKE THE SOLDIER FEEL LIKE HE OR SHE IS PART OF A CARING TEAM!

Supply Sergeant

Obtain soldier's uniform measurements and order uniform immediately.
Provide the soldier his uniforms and unit patches by the morning of his first drill.
Assist the soldier in procuring the proper name tags for his uniform.

ADURNCO

Receive NJDMAVA Form 1315-2-R, Sponsorship Checklist, from FTS Readiness NCO.
Welcome new soldier to the unit.
Introduce soldier to the unit leaders.
Introduce and hand off new soldier and Sponsorship Checklist to the sponsor appointed by the commander or 1SG.
Monitor and track Sponsorship Program for the First Sergeant using the NJDMAVA Form 1315-4-R, Sponsorship Log, and track the Sponsorship Checklist to ensure the sponsor is completing the list.
Report to the 1SG any positive or negative occurrences regarding the new soldier's status.

Battalion commander. Seek out new soldiers through the company commanders.

Battalion CSM. Seek out new soldiers through the 1SGs.

Interstate Transfers (ISTs)

RCT-IST Coordinator. Initiate and distribute NJDMAVA Form 1315-1.

1SG. Ensure FTSF starts sponsorship process using NJDMAVA Form 1315-2-R (also see Chapter 3).

FTSS or FTS Readiness NCO

Contact new soldier to initiate the face-to-face meeting.
Begin sponsorship process using NJDMAVA Form 1315-2-R (also see Chapter 3).
Initiate a soldier training folder and file the NJDMAVA Form 1315-1.

National Guard Soldier and Family Orientation Program

The briefing topics will include, at a minimum:

ESGR Issues

NJARNG Mission

NJARNG Features and Benefits

Satisfactory Participation

Education (Civ/Mil)

Drug/Substance Abuse

Payroll

Family Support

Mobilization

The frequency of the briefing will depend on the Major Subordinate Command (MSC). When an MSC has a minimum of 25, or a maximum of 75 new soldiers, the MSC will request the briefing from the training coordinator (see duties and responsibilities). If the MSC cannot guarantee at least 25 new soldiers at the briefing, do not request it because it is not cost effective.

Duties and Responsibilities

MSC Commander

Ensure every new MSC soldier attends (NPS and PS).
Request this briefing based on the criteria above.
Provide logistical support (training area, food, training aids, etc.).
Establish plan to get families involved.

MSC Additional Duty Retention Officer

Track all new soldiers in the MSC to ensure their attendance.
Update and provide roster of all soldiers requiring this briefing to the MSC commander.
Attend the briefing as the MSC representative.
Coordinate the logistical support (training area, food, training aids, etc.).
Provide an AAR to the MSC commander and to the RRM regarding the conduct of the briefing.
Get to know the soldiers by interacting with them and providing the MSC commander early information regarding their needs and concerns.
Ensure subordinate units receive notification of the briefing 120 days out.
Provide training schedules to the company commanders.
Provide positive feedback and/or constructive criticism to facilitate improving the program.

Company Commander. Ensure all soldiers and their families have transportation or directions to the briefing.

Staff Directors. Provide instructors, administrative and logistical support when requested.

RRM

Provide instructors and POI.
Analyze AARs of the briefing and direct improvements to subordinates or suggestions to MSC commanders to make the briefing and participation better.

RRM OPS RET

Training coordinator for this briefing (with MSC Cdr POC).
Write the training schedule and POI for this briefing.
Provide training schedule to the MSC.

FTSR&RNCO. Primary instructors.

Reenlistment Ceremonies

Commanders (all levels)

Provide a ceremony in a timely and appropriate manner that will recognize soldier reenlistments. The ceremony may and should be concurrent with other award proceedings (i.e., awarding medals).
The prescribed ceremony should be standing operating procedure.

S1 or MPT (all levels)

Track re-enlistments.
Provide framed, typed, re-enlistment certificates to the commander for presentation to the soldier.

Resourcing for Retention

TAG. Allocate maximum possible resources to retention efforts and activities.

Commanders (all levels)

Provide resources, such as time, vehicles, equipment, facilities, office space, phones, personnel, etc., to support your retention efforts.
Request and use additional vehicles for "attendance improvement team" activity and AT Retention Planning (see task, this chapter).

RRM. Provide to units the services of the FTSR&RNCO for retention planning, guidance and assistance.

The Director of Logistics (DOL)

Ensure that all units receive vehicle/transportation support during IDT and AT for Retention NCOs and retention activities.
This support is for vehicle requirements other than those which are on the unit TOE/TDA.

Retention AARs

Sponsorship AARs

1SG. Responsible for gathering information from sponsored soldiers. Recommended each drill. Retention AARs.

Commanders (all levels). Share with the RRM any success or challenges pertaining to retention activities.

Training AARs

Commanders (all levels). Include both the positive and negative effects the current training had on retention.

FLL (at all levels). Include both the positive and negative effects the current training had on retention.

Retention Bulletin Boards

MSC/Battalion Commander. Require each commander in each armory to have a retention bulletin board.

Company Commander. Provide a retention bulletin board in the armory.

ADURNCO. Maintain the retention bulletin board.

Retention Tools (see Chapter 7)

R&RFTSF, Liaison with Units and Commanders

Commanders (all levels)

Allow and encourage all R&RFTSF soldiers to drill , and attend meetings, with your unit(s).
Give the R&RFTSF recruiting leads and information on successful retention initiatives.
Receive subject matter expert (SME) guidance concerning establishing R&R programs and initiatives.

RRM

Attend drills and unit meetings (especially battalion and brigade levels) to establish a mutually beneficial rapport with units.
Direct FTSR&RNCO to attend drills and unit meetings to establish a mutually beneficial rapport with units.
Provide subject-matter expert guidance concerning the establishment of R&R programs and initiatives.
Schedule FTSR&RNCO to attend AT with units for a mutually agreed-upon length of time.

RRM OPS RET

Attend drills and unit meetings (especially battalion and company levels) to establish a mutually beneficial rapport with units.
Provide SME guidance on establishing R&R programs and initiatives.

FTSR&RNCO

Attend drills and unit meetings (especially battalion and company levels) to establish a mutually beneficial rapport with units.
Provide SME guidance on establishing R&R programs and initiatives.
Attend AT with units and commanders for a length of time mutually agreed-upon between battalion-level commanders and the RRM.

Sponsorship (See Chapter 3)

Sponsorship Training (See Chapter 8)

Supervise ADURNCO and Officer. This position includes the "Additional Duty" Unit/Battery/Troop/Company Retention NCO (ADURNCO), the STARC TDA Battalion Retention NCO and the MSC Additional Duty Retention Officer (ADRO).

Battalion/Company Commander

Make the primary duty "Retention" for the ADURNCO.
Commander must allow the NCO to meet his STPA requirements.
Make term of duty minimum two, maximum three years.
TOE/TDA supervisor is the NCOER Rater, who concentrates on STPA-related duties and requirements.
The battalion/company commander will be the Senior Rater.

MSC Commander

Assign on orders, an Additional Duty Retention Officer to serve as a primary retention supervisor.
Assign the TOE/TDA supervisor as the OER Rater.
MSC Commander will be the Senior Rater.
Make term of duty minimum two, maximum three years.

Unit Climate Profile (UCP) (see Chapter 6)

Unit Newsletter

TAG. Ensure financial resourcing for unit newsletters.

FTSS. Ensure production and distribution of unit newsletter.

Company Commander

Ensure you provide a newsletter to the soldiers.
Content will include, at a minimum:
- Scheduled drill date and location
- Training highlights
- Uniform
- Commander's retention comments
- Time of formation
- 1SG comments

Unit Retention Activities with Installations

Battalion ADURNCO. Coordinate installation services/activities for the command's retention program.

Use of ETS Roster

1SG. Identify potential future re-enlistment problems.

MPT. Produce an ETS Roster every six months with ETS dates for the next six years and distribute to the other owners of this task.

ADURNCO

Validate the NJDMAVA Form 1315, Career Counseling Card, suspense file.
Cross-check this roster when selecting soldiers for their retention interviews (don't miss anyone!).

Use of Features and Benefits Binder (see para 7-6)