LOSE THE PAPER


and preferences delivers two things they want: recognition for their unique talents and more control over their Army careers. Army leaders believe providing Soldiers with more choices in their careers, such as consideration for their preferred jobs and loca- tions, will incentivize Soldiers to perform better and stay longer. Tereby, Soldiers will make the Army stronger.


Leaders can see the 25-point Soldier talent profile for every Soldier in all three components. Ultimately, this 360-degree view of each Soldier will help leaders make better informed talent deci- sions, ensuring that the right Soldier is paired with the right job. For example, during a pandemic such as COVID-19 that requires personnel with medical skills, certifications and training, commanders could easily input these requirements and search for Soldiers in any component, in any physical location, to support the mission. IPPS-A eventually will initiate a talent marketplace for assignments of enlisted Soldiers and officers that combines one standard model with the talent profile to match assignment preferences between units and Soldiers for all three components. Soldiers will be able to see positions that are available to them, and Soldiers and units can interact and network to increase Soldier, unit and family satisfaction. In turn, IPPS-A will facilitate assess- ment management and streamline career and succession planning.


For HR professionals, IPPS-A provides automated workflows for pay-impacting HR transactions, such as promotions, to avoid pay delays that may occur in current systems. Streamlined processes not only increase efficiency and productivity, but also reduce errors caused by inaccurate and repetitive data entry. Tis will ensure Soldiers receive entitled benefits and timely, accurate pay—avoid- ing financial hardships for Soldiers and their families. IPPS-A is an online solution to fill the capability gap in personnel, pay, talent and data; enhance total Army readiness; and improve the lives of Soldiers and families as part of the Army People Strategy.


CHANGING THE WAY THE ARMY DOES BUSINESS Te transition to IPPS-A will change how the Army manages personnel actions. Come December, over 150 business processes across three components will be condensed into 46 standard- ized business processes. Tis change necessitates updates to laws, regulations and policies. IPPS-A’s most recent operations order providing guidance to commands and units, fragmentary order 5 published in August 2020, detailed the initial 187 laws, regu- lations and policies requiring modification. Tese included those that govern military pay and allowances, personnel account- ing and strength reporting, military awards, command policy


IPPS-A ALL DAY


Despite the challenges posed by COVID-related telework, the IPPS-A program has completely rolled out the system to the National Guard, and is continuing to prepare for Release 3, when the active and Reserve components migrate to IPPS-A. (Photo by Justin Creech, IPPS-A)


For the first time, all 350,000- plus Army National Guard Soldiers are performing electronic self-service personnel action requests, such as changes to marital status, name and beneficiaries.


158 Army AL&T Magazine Fall 2021


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