During medpros training, soldiers learn to recognize various medical conditions and respond to them appropriately. The importance of proper equipment and timeliness cannot be underestimated. These skills are essential to any warfighter, especially if the patient is at risk. These skills are also necessary for APFT (Advanced Practice Forces Training) and Weapons Uniform (WU) operators.
Being tardy is not only a sign of poor time management skills, it is also a sign of disrespect. A soldier who is regularly late will put the trust of those around him in jeopardy. Moreover, it can cause problems in his personal relationships and in his work.
It’s not always possible to control your employees’ behavior, but you can set rules and consequences for persistent tardiness. For example, if an employee is consistently late for work, he may receive a written warning or even face a reduction in bonus. If he is persistently late, his employer will be very annoyed and may even terminate him or her.
If you are concerned about an employee’s tardiness, the first thing you should do is sit down with him and discuss the matter. Possibly, his tardiness is due to a family commitment or medical condition. If so, discuss it with your manager and come up with an alternative work schedule for him. However, remember not to react in anger. Instead, make him realize that being late to work is not acceptable and will not be tolerated.
Medical non-availability codes
In MEDPROS, you can update medical data and personnel information for your assigned Soldiers to meet the USR status reporting requirements. For example, you can use MEDPROS USR Medical Non-Availability codes to describe why a Soldier is not yet medically available and how long it will take them to be ready to deploy. The tool also allows you to export this data to an Excel spreadsheet and submit it with your USR.
In an example scenario, a strategic leader may want to track a population of 9,000 Soldiers with dental problems. He thinks this would be the easiest way to improve the organization’s Medical Readiness. However, his staffing processes identify that there are also 3,500 Soldiers in his population with other Deployment Limiting Codes. Even if this would improve the overall Medical Readiness of his organization, it would only improve the health of a small percentage of the Soldiers in his population.
If a Soldier is not yet medically ready to deploy, the commander must ensure he has enough formally trained MEDPROS personnel to complete the training. The MEDPROS database should be updated regularly as well. This allows commanders to track progress and identify problems before they arise.