Next year, close to 1.1 million Soldiers will have access to IPPS-A, a web-based human resources system that integrates personnel, pay and talent management functions that will also be accessible on mobile devices, said Roy Wallace, the assistant deputy chief of staff, G-1.

In March, program officials transitioned the entire Army National Guard to the new system under “release 2” of the program, said Col. Gregory Johnson, director of IPPS-A’s Functional Management Division.

Army leaders will soon have visibility of all personnel under one system once the remaining force transitions under “release 3” of the IPPS-A transition, he added. Therefore, it is essential that all active and Reserve Soldiers review, verify, and monitor their military records to ensure a seamless transition.

Soldiers will need to reach out to their unit S-1 to verify their basic pay and assignment information, active-duty service and promotion dates, military education and training records, and other applicable military record information, Johnson said.

Conducting a proper review will ensure a Soldier’s data is correct before it populates under IPPS-A at the end of the year.

The shift to IPPS-A is slated to eliminate close to 40 HR and pay related systems by 2025, as program leads continue to merge all of the Army’s payroll applications under “release 4” of the program.

“One of the biggest problems that IPPS-A is solving is that there are [close to 200] HR and pay systems throughout the Army,” Johnson said. “We are consolidating these systems down into one focal point.”

Providing Soldiers access to their records under one centralized system will help increase transparency, he added. Personnel actions generated in IPPS-A will automatically generate a notification and send it to the Solider and appropriate personnel.

If a Soldier submits a leave form, they can track it through the chain of command’s approval process, he said.

IPPS-A will also serve as a foundation to facilitate the Army Talent Alignment Process. ATAP is a decentralized, regulated, market-style hiring system that aligns officers with jobs based on their preferences.

Personnel currently use the Assignment Interactive Module 2.0 until it transitions to IPPS-A, program officials said. Through the new system, commanders will have access to enhanced decision-making and search-and-match capabilities, giving them the ability to match a Soldier’s knowledge, skills and behaviors, or KSBs, to critical positions.

The Dragon’s Lair program is focused on encouraging creative thinking across the U.S. Army. This program solicits ideas from Soldiers of any career field or background, and their families, in order to spur innovation to a better quality of life and improve the service as a whole.

What are the current and past efforts of the Army?

Army Futures Command drives enterprise-level modernization efforts across the Total Force Army. In support, the XVIII Airborne Corps developed the Dragon’s Lair Program to encourage creative thinking across its ranks that may benefit units in the corps.

• October 2020- Developed a prototype for an emerging concept, the RangeFinder App. This is a mobile application for scheduling and coordinating training areas
• November 2020- More than 180 Soldiers submitted innovative concepts. The submissions were narrowed to the final finalists by the XVIII Airborne Corps Innovation Council, a group of leaders within the Corps focused on Army modernization. The Soldier with the winning solution earned a four-day pass and entry into the Army school of his or her choice.

What continued efforts does the Army have planned?

The Army will continue to pursue a pathway for implementation for innovative concepts that will arise out of the future Dragon’s Lair challenges.

• The XVIII Airborne Corps and Army Futures Command will work in concert to develop and implement solutions identified in previous Dragon’s Lair challenges
• The XVIII Airborne Corps will host the third Dragon’s Lair challenge in January 2021

Why is this important to the Army?

The Army is adapting innovating and adapting concepts, equipment to prepare to meet future operational challenges. The Dragon Lair’s program develops and implements the Soldier-identified creative concepts to modernize the Army.

The Army must grow its operational force by reshaping it to be more robust and successful in all domains along with modernizing it with the best weapons and equipment available.

WASHINGTON — The Army’s first Multi-Domain Task Force is charting an unknown path to help reshape how the total force fights and wins on future battlefields, its commander said Wednesday.

Initiated in March 2017, the MDTF pilot program focused on defeating an enemy’s anti-access/area denial, or A2/AD, capabilities in the Indo-Pacific region. Since then, through exercises and assessments, the program ensured the task force was able to deploy and operate in the region before it officially activated in the fall.

“There is little doctrine for [MDTFs],” said Brig. Gen. Jim Isenhower, the commander, adding his trailblazing unit will be a centerpiece of Army modernization.

As a centerpiece for the future Army, MDTFs are “new, networked, maneuver theater assets, focused on adversary A2/AD networks,” Isenhower said. Their capabilities also provide deterrence options for combatant commanders.

“The Army has empowered us, and asked us to figure out how we’re going to maneuver effectively in all domains, which will characterize how we fight in the future,” he added.

Down the road, the MDTF, which is based at Joint Base Lewis-McChord, Washington, won’t be alone. Later this year, a second MDTF is being planned to stand up in Europe. A third task force may also stand up and serve the Indo-Pacific next year.

The first MDTF originally had a field artillery brigade as its core that merged with an Intelligence, Information, Cyber, Electronic Warfare and Space, or I2CEWS, element.

“Through distributed operations and with access to requisite authorities, MDTFs are advanced headquarters that synchronize kinetic and non-kinetic capabilities in support of strategic objectives,” Isenhower said.

“We face increased physical and virtual standoff through layered and integrated networks, where adversaries leverage all instruments of national power to blur the lines between competition and conflict, altering international norms to the detriment of the international community,” he said.

Great power competition

For the MDTFs, the plan ahead is to evolve and outpace the speed of any persistent, great power competitors like China and Russia, said an officer assigned to the task force.

“Great power competition requires an Army that is capable of complete integration across the joint force to compete with our adversaries,” he said.

From a joint warfare perspective, this is where the MDTF comes in. “Our exercises are joint, our plans are joint, and we incorporate input from across the joint services at every turn,” he said.

That foundation enables the total force to use a broad range of multidisciplinary capabilities. It also gives joint forces the freedom of action to fit the needs of each service, he said.

 Preparing Soldiers

Like with other Army organizations, it’s the individuals selected who make the task force exceptional, according to one of its senior enlisted members.

“Within our ranks are highly-trained Soldiers with specialized skill sets, [and are] technologically astute, creative thinkers, who are looking at new ways to address complex problem sets,” they said. “The diversity of our formation fosters an environment of critical thinking, and the Soldiers who comprise our task force are leaders at the front of their career fields.”

The MDTF Soldiers reflect the nation, he added, and are “the best at coming together to leverage technology and joint resources to meet the imperatives of our national defense strategy.”

After qualifying for the task force, they said, each member represents the best of each priority they specialize in. “That’s one of the most exciting parts of this — the Soldiers who comprise our organization,” he said.

Whether in exercise or garrison, the MDTF members do things others simply cannot, they said. Specifically, the experience of working in joint exercises, or becoming fluent in the synchronization and planning efforts typically linked to the joint environment.

“Every member on the MDTF values their opportunity to contribute to the Army’s — and the joint force’s — efforts to develop these new concepts, like [multi-domain operations] and all-domain warfare,” Isenhower said.

Joint problems need joint solutions

But the task force will only be as successful as the joint partnerships they maintain, they said. Those partnerships have come with their share of eye-openers.

“Our proximity to joint partners [has given us] a few lessons learned,” said a senior officer assigned to the task force. “We tend to get these large gains out of exercises that we’ve been on in the Pacific, but one of those lessons we were coming away with is that we need a more persistent training environment.”

On any given week, the MDTF may partner alongside a Carrier Strike Group from the U.S. Navy or fire planners from the U.S. Air Force.

These are prime examples of how the task force is a joint-enabler, and “without those joint partners, we’d become an Army solution [for] only Army problems,” the officer said. Instead, “we’re looking to work [with] joint partners toward joint solutions.”

“Many times, joint solutions are inhibited by closed architectures within respective forces, Isenhower said.

The task force “found opportunities to accelerate joint interoperability by just getting the right people in the room to talk to each other and figure out how to break down both literal and figurative firewalls that might inhibit rapid communication,” he said.

Although there is still work to do, the task force is on the right track, he said. MDTFs will simultaneously integrate joint partners and emerging technologies to inform the Army’s transformation into a faster, more dynamic force.

“This is a unique opportunity, and the MDTF — Soldiers and family members alike — feel privileged to be a part of it and don’t take for granted the responsibility and the privilege the Army’s given us to chart this path forward,” Isenhower said.

Army senior leaders approved several upcoming grooming and appearance modifications, said Sgt. Maj. Brian Sanders, senior enlisted leader of Army G-1’s uniform policy branch.

The announcement will be followed by an all-Army activities message that will take effect late February and will supersede the standards outlined in the grooming and appearance chapter of Army Regulation 670-1 until the next scheduled revision.

“This is one of the many facets of putting our people first and recognizing who they are as human beings,” he said. “Their identity and diverse backgrounds are what makes the Army an ultimate fighting force.”

The changes originated from a panel of 17 Soldiers — 15 women and two men — who assessed a list of proposed grooming and appearance modifications connected to the professional appearance, health and wellness, diversity, and inclusion of Soldiers.

The panel included Soldiers from all components, representing a cross-section of ranks, units, ages, cultural backgrounds, career fields and races. The process also included two Army dermatologists, an Army psychologist, and an Army equal opportunity advisor as subject-matter experts, who provided medical or EO knowledge to back the panel’s findings.

The push to change the Army’s grooming standards proves that the force is evolving and making a concerted effort to make everyone feel included, said Master Sgt. Quintana Mitchell, the uniform policy NCO for G-1.

“I use the analogy, ‘If you look good, you feel good — and if you feel good, you perform [well],” Sanders said. “If I am in the Army long enough, it would be nice to see how these changes have improved productivity … and make Soldiers perform better.”

Minimum hair length

One of the updates will authorize no minimum hair length for all personnel, to include making it an optional style for female Soldiers. Under the current policy, a Soldier’s hair length can be no shorter than 1/4 inch from the scalp unless otherwise exempt due to a medical condition or injury.

Panel findings determined that females attending Ranger, Special Forces, or Sapper training were often encouraged to cut their hair to abide by health and hygiene recommendations while training in an austere environment, Sanders said.

If the Soldier were to washout or graduate from training, their hair was often below the 1/4 inch minimum length requirement and outside Army regulations.

Multiple hairstyles

Soldiers will also be authorized to wear multiple hairstyles as long as it maintains a neat and professional appearance, and if the hairstyle doesn’t impede the use of headgear or other equipment, Sanders said.

Under the current standard, Soldiers are allowed to braid, twist, lock, or cornrow their hair if they are uniform and no greater than 1/2 inch in width. Individuals must also have appropriate size and spacing between each braid, cornrow, twist, or lock, and are authorized one distinct type of hairstyle at one time. The updated standard removes the constraints of dimension requirements.

By eliminating some of the restrictions, Soldiers will now have more flexibility, all while keeping it within the confines of professionalism, Mitchell said. Further, having a choice to wear multiple hairstyles will allow female Soldiers more ways to secure their hair so that it can fit appropriately under their headgear.

Ponytails

Female Soldiers with medium-length hair will have the option to wear a ponytail if the individual’s hair length or texture prevents them from securing it into a tight bun, Sanders said. A medium-length hairstyle must extend more than 1 inch from the scalp and cannot exceed the lower edge of the collar in all uniforms.

Under the new policy, medium-length ponytails are only authorized for wear on the back of the scalp and cannot exceed the head’s width or interfere with the proper wear of a Soldier’s headgear.

The updated standard will also allow females with long hair the option to wear a ponytail while wearing an Army Combat Uniform during physical training, or while wearing tactical headgear during tactical training or combat operations. The Army defines long hair as a length that extends beyond the collar. Army standards require this hairstyle to be neatly and inconspicuously fastened above the collar’s lower edge.

“We can’t tell a Soldier to cut their hair so their helmet can fit,” Sanders said. “We can still allow a female Soldier with longer hair to put into a long ponytail and tuck it in their ACU top so they can still conduct their mission.”

Dermatologists involved in the review process provided critical input tied to the updated ponytail policy, Sanders said. The authorized wear of a medium-length ponytail could lower an individual’s risk of hair loss, reduce scarring, or decrease the likelihood of migraine headaches caused by repeatedly pulling hair into a tight bun.

The lack of hairstyle options as a result of a Soldier’s hair length or texture can often stress an individual as they try various techniques and devices to secure their hair to maintain a neat appearance, Mitchell said.

Hair highlights, root growth

The Army plans to authorize the wear of highlights if it presents a natural appearance and is not a prohibited color, Sanders said. Further, if a Soldier decides to color or highlight their hair, root growth of a different color should not exceed 1.5 inches of the original color.

“Some Soldiers develop natural highlights,” Sanders said. “We cannot assume that a Soldier’s hair should be a specific color” based on their complexion.

Under the current regulation, Soldiers are only authorized to dye, tint, or bleach their hair. The color of their hair must also be uniform and not detract from their professional appearance. Unauthorized pigments include, but are not limited to, purple, blue, pink, green, orange, bright red, and fluorescent or neon colors.

“The emphasis is on natural hair colors,” Mitchell said. “It doesn’t necessarily have to be a color that is typically seen on a certain ethnic group. It just has to be a natural hair color” that presents a neat and professional image.

Optional wear of earrings with ACU

Female Soldiers will soon be authorized to wear earrings with their ACU. Earrings can either be screw-on, clip-on, or post-type earrings in gold, silver, or diamond and must be unadorned and spherical without exceeding 6 mm or 1/4 inch in diameter.

Pearl earrings are not authorized with the ACU, Sanders said. Females are currently authorized to wear earrings when wearing their service, dress, mess, and evening mess uniforms.

Individuals will not be allowed to wear earrings in a field environment or during a combat-related deployment, or in locations where access to regular hygiene is limited.

“Our identity is important,” Sanders said. “If we care about people first and the Soldier as a whole, we have to care about the many aspects to who they are as well. This is a small, but significant change that positively impacts a considerable size of our force.”

Additional colors of lipstick, nail polish

Along with supporting a Soldier’s identity, the Army approved the use of additional colors of lipstick and nail polish, including the wear of clear nail polish by male Soldiers. Females also have the option to wear an American manicure, a two-tone nail style that maintains a natural appearance.

“Some male Soldiers in certain occupation specialties rely on their hands, which are under constant bombardment while working with tools or harsh chemicals,” Sanders said. “A male Soldier would take this opportunity to keep their nails protected.”

According to the updated policy, extreme colors and nail shapes, such as a coffin, ballerina, and stiletto nails, are prohibited while in uniform or on duty in civilian clothes. Unauthorized pigments include, but are not limited to, purple, blue, pink, green, orange, bright red, and fluorescent or neon colors.

Offensive wording change, updated imagery

Another update will remove and replace potentially offensive and weaponized words and phrases, such as “Mohawk, Fu Manchu, dreadlock, eccentric, and faddish,” Sanders said.

Army officials are currently replacing phrases of concern with alternative verbiage to provide increased clarity and guidance about a Soldier’s professional appearance based on safety, good order, and military bearing — instead of relying on the phrase at the discretion of the commander.

“This is how we shift the culture and embrace forward thinking,” Sanders added. “It is time to dig deeper and use our lexicon and vocabulary to describe what is authorized and what does not conform to a professional military appearance, good order and discipline.”

The updated standard will also include a link to imagery and videos to provide Soldiers with specific examples of proper grooming and appearance standards, Sanders said. Current images are too vague, outdated, and leave too much room for interpretation without adequate guidance.

“Pictures speak 1,000 words,” he said. “We won’t be able to capture every grooming and appearance standard, but we will be able to categorize them to equip Soldiers at all levels” with the information needed to ensure regulatory standards are being realized in a fair and inclusive way that is easily understood across the force.

Project Athena, named for the Greek goddess of war and signifying wisdom and learning, is a leader development program designed to inform and motivate Soldiers to embrace personal and professional self-development. These assessments are intended to serve Soldiers throughout their career and over the next year will extend to noncommissioned officer, warrant officer and Civilian Education System courses at all levels of professional military education.

Specific assessments vary based on the level of PME. Trained proctors at the Centers of Excellence are currently delivering a series of introductory assessments to BOLC-B students. Assessments tapping into more advanced capabilities are given progressively to CCC and later to other more senior military students in the Command and General Staff Officers’ Course.

Mission Command Center of Excellence Director Brig. Gen. Charles Masaracchia is spearheading the program for TRADOC and the Combined Arms Center. “Leaders need to ask themselves three questions: ‘Am I as good as I want to be, or need to be, to lead Soldiers? Am I willing to honestly answer an assessment about who I am right now? Am I willing to put in the effort to improve?’ If the answer is ‘I’m not as good as I need to be,’ then Athena can help.”

As an example, BOLC-B students execute the following assessments during the program of instruction: Nelson Denny Reading Test, Criterion Online Writing Evaluation Service, Social Awareness and Influence Self-Assessment, Self-Assessment Individual Difference – Inventory (SAID-I), Army Critical Thinking Test, and a Leader 180 (self and peer assessment). In contrast, CCC students conduct a full Leader 360 (includes self, peer and superior assessments), Social Skills Inventory, Individual Adaptability, SAID-I, and the Military and Defense Critical Thinking Test and Inventory.

Staff and faculty are then made available to interpret the results and provide feedback to the individual, upon request. This feedback, a crucial component of the program, will help students gain self-awareness, learn where they need improvement and guide them in the creation of a self-development plan.

Hundreds of learning resources, tied to each assessment and the areas assessed, are available at no cost to the individual. Armed with this information, Soldiers can begin the self-development process immediately and proceed at their own pace.

“Athena takes a comprehensive view of what Soldiers and leaders need to be able to do and the ways they can improve,” said Col. Samuel Saine, director of the Center for the Army Profession and Leadership. “Better self-awareness allows individuals to make better choices about what they do – with tangible feedback, they can quickly take action to address how they lead, communicate, think, and interact with others.”

Athena assessments began in July 2020 and CAPL and the CoEs are continuously reviewing the program’s execution and making adjustments as necessary. All students in the remainder of the CCCs and in CGSOC will begin using Athena assessments in early 2021.

“Leaders that answer their assessments openly and honestly, will benefit the most,” said Saine. “They can continue to evaluate feedback and adjust their personalized programs throughout their careers. The intent is to fuel a lifelong commitment to self-development and improvement. If we’ve accomplished that, we’ve met our goal.”