text: Chapter 3
  Man the Force
  This chapter discusses the subordinate key functions of man the force that affect the
  personnel aspects of building and maintaining combat power of an organization. Man
  the force ensures there is an uninterrupted flow of Soldiers to the battlefield and
  accurate accounting for all Soldiers, DOD and DA Civilians, and CAAF. Properly
  manned units are vital to assuring the fulfillment of missions as a strategic element of
  national policy, enhancing predictability, and ensuring commanders have the people
  necessary to perform assigned tasks. Man the force key functions are PRM, PASR, HR
  support to replacement operations, HR support to casualty operations, and is supported
  by PIM.
  3-1. Man the force influences the effectiveness of all Army organizations, regardless of size, and may affect
  the ability to accomplish all other HR core competencies and subordinate key functions. Man the force is any
  action or function affecting strength or readiness of an organization. This HR core competency combines
  anticipation, movement, and skillful positioning of personnel so the commander has the personnel required
  to accomplish the mission.
  3-2. Human resources professionals rely on HR databases and systems to accomplish man the force
  functions. The enduring principles of timeliness and accuracy are paramount in man the force because data
  integration occurs at multiple levels with multiple systems used by decision makers up the chain of command
  and at the national HR provider level (for example, the HRC and the Army G-1). Human resources providers
  must take ownership of data they control to eliminate or reduce errors affecting man the force functions. Man
  the force includes five subordinate key functions:
  * Personnel readiness management.
  * Personnel accounting and strength reporting.
  * HR support to replacement operations.
  * HR support to casualty operations.
  * Personnel information management.
  SECTION I – PERSONNEL READINESS MANAGEMENT
  3-3. The mission of PRM is to distribute Soldiers and Army Civilians to subordinate commands based on
  documented manpower requirements or authorizations and the commander’s priorities. Personnel readiness
  describes a state of wartime readiness; PRM is a process for achieving and maintaining that state. Personnel
  readiness management involves analyzing personnel strength data to determine current combat capabilities,
  project future requirements, and assess conditions of unit and individual readiness. Personnel readiness
  management in formations starts by comparing the organization’s personnel strength against its requirements
  or authorizations and ends with a personnel readiness assessment and allocation decision. By adding
  predictive analysis of manpower changes (non-deployable rates, projected casualty rates, evacuation policies,
  and replacement flows), units can assess the personnel readiness of the organization and determine
  replacement allocation priorities.
  3-4. Personnel readiness management is directly interrelated and interdependent upon the functions of
  PASR and PIM. In support of the Army’s sustainable readiness model, the national HR provider (for example,
  HRC, Army Reserve, and National Guard Bureau) determines individual replacement packages based on
  forecasted losses and allocated to units IAW HQDA manning guidance. The manning levels for units are