WORKFORCE
Finally, these summits set conditions for IPPS-A Release 3— how organizations will function in the new environment and how roles, responsibilities and processes will change. Tis infor- mation will ensure HR transactions are performed correctly in the system and will facilitate a smooth transition in December.
To prepare the Army for this major change in HR and pay prac- tices, IPPS-A communicated directly with leaders and experts in all three components; requested and acted upon feedback and lessons learned; developed and distributed educational products; and shared information through discussions, correspondence and social media. Tese efforts had positive impacts on the system build, requirements and training—enabling the Army to adapt for tomorrow.
CONCLUSION Modernization efforts will not stop in December. IPPS-A will continue to refine and improve upon the system through 2030. Once Release 3 is fielded in late December 2021, focus will shift to Release 4, which will incorporate additional functionality like base pay, taxes, allowances, bonuses, allotments and leave.
FAREWELL, FORMS
IPPS-A is shredding the Army’s reliance on paper forms for HR actions. The DA Form 4187 and DA Form 31 will soon be submitted electronically via the Personnel Action Request and Absence/Leave requests in IPPS-A. (Graphic by Justin Creech, IPPS-A)
IPPS-A is the Army’s future, and there is still much more to come. For more information, go to
https://ipps-a.army.mil/.
and more, replacing outdated references and adding new policy information.
Over the last year, IPPS-A’s HR transformation team worked with affected Soldiers, HR professionals, commands and units to review key changes and decisions that need to be made to prepare for Release 3. Areas of discussion included audit and inter- nal controls, military pay error resolution, and tools to manage interactions with Soldiers using the system (known as customer relationship management). Te team also conducted HR trans- formation summits during the summer and fall of 2021.
Tese summits served several purposes. First, they provided a forum for IPPS-A experts to educate the field on the system’s benefits. Tey also communicated critical knowledge—a lesson learned from Release 2 about how to use IPPS-A—and how end- to-end business processes work both inside and outside of IPPS-A.
COL. REBECCA EGGERS became the functional management division chief for IPPS-A in 2021. She holds an MBA in human resource management from the University of Wisconsin – Whitewater and an M.S. in national resource strategy from the Eisenhower School, National Defense University. She is a career Army Adjutant General’s Corps officer, commissioned through the Reserve Officer Training Corps program at Bryant College, where she earned a B.S. in accounting. Before IPPS-A, she served as the division G-1, Combined Joint Forces Land Component Command – Operation Inherent Resolve J-1, Iraq, for the 101st Airborne Division (Air Assault), Fort Campbell, Kentucky, and as the executive officer, joint management officer and 4-star and 3-star nominations officer in the Army General Officer Management Office, Washington. She also served as the deputy chief, XVIII Airborne Corps, Readiness Division, for the Enlisted Personnel Management Division at Army Human Resources Command, Fort Knox, Kentucky, and she deployed to Kuwait to serve as the chief, Personnel Accounting and Strength Reporting Branches, for U.S. Army Central.
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