UNITED STATES ARMYSOLDIER SUPPORT INSTITUTE

ADJUTANT GENERAL SCHOOL

HUMAN RESOURCES TECHNICIANWARRANT OFFICER INTERMEDIATE LEADERS EDUCATION

FOLLOW-ON COURSE

Evaluate Army Enterprise Human Resources (HR)

LP LESSON PLAN LP

February 2020

U.S. ARMY SOLDIER SUPPORT INSTITUTEUS ARMY ADJUTANT GENERAL SCHOOL

Warrant Officer Intermediate Leaders Course – Follow-on CourseEvaluate Army Enterprise Human Resources (HR)

Lesson Plan

Lesson: 5.5 HoursLesson Author: CW4 Andrea Ebanks-JoynerDate Lesson Prepared: February 2020Last Update: February 2020

1. SCOPE: Evaluate Army Enterprise Human Resources (HR) is a 5.5-Hour lesson aimed at providing knowledge on enterprise HR at the strategic level. The lesson begins by reviewing doctrinal guidance on HR functional proponency system. HR professionals must understand that the system of functional proponents provides technical support and guidance to HR support providers at all levels.

While the lesson provides basic key information you must know and understand to be successful in your strategic future assignments, it cannot and will not provide you with everything you need to know. Executing human resources actions at the strategic level, like many HR services and functions, are filled with complex and dynamic events. To best prepare you for these events, this lesson uses information to highlight responsibilities and challenges faced by HR providers at echelon above corps. You are expected to come to class prepared to participate, sharing knowledge and your real-world experiences to reach conclusions. Often you will find that there is no one “right” answer to a question. Instead you will be required to propose and defend possible “best” answers. If your group works together well, you may even find the “best” questions are the ones you ask yourselves.

Take note that there is one assignment due before the lesson begins in addition to your pre-class reading. Several self-development products are also provided for you to learn more about what interests you, or what you feel you need to spend more time on. We will discuss the various National Strategies, Force Management Overview, Army Organizations, Mobilization and Deployment, National Guard and Reserve Components, Force Readiness and Military HR Management. Think about these topics now, and what questions you may want to raise during class.

The lesson is interrelated with most of the other key function lessons you have had or will receive, and will support the other lessons in the WOILE-FO Course.

2. LEARNING OBJECTIVES:

TLO: Evaluate Army Enterprise Human Resources (HR)

Action: Evaluate Army Enterprise Human Resources (HR)

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Condition: Senior Human Resources Warrant Officers in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, handouts, personal experience, discussions, and with an awareness of the operational environment (OE) variables and actors.

Standard: 1. Analyze Human Resources Enterprise Organizations and the mission of US

Army G1

2. Appraise Human Resources Command (HRC) eight significant responsibilities, list and provide at least one example of why they are important for each

3. Prepare for Senior Warrant Officer Brief by generating three questions in reference to Human Resources Enterprise Organizations

Learning Domain: Cognitive

Level of Learning: Application

Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.

Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete the current Deliberate Risk Assessment Worksheet (DD Form 2977) in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM 3-11.4, Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM 3-11.5, Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.

Risk Assessment Level: Low

Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the

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Environment from harmful effects. Refer students to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT.

3. STUDENT PREREQUISITE WORK:

a. Online familiarization:

1) United States Department of Defense, Defense Human Resources Activity: https://www.dhra.mil/

2) United States Army G: https://www.army.mil/g-1#org-about

3) Human Resources Command (HRC): https://www.hrc.army.mil/content/HRC%20Leadership

4) The Adjutant General Directorate (TAGD): https://www.hrc.army.mil/content/The%20Adjutant%20General%20Directorate

b. Assigned Readings. Review the Following and be prepared to discuss:

1) AR 600-8, Military Human Resources Management.

2) FM 1-0 Human Resources Support 2014a. What is Strategic HR Support?b. What is Operational and Tactical HR Support?

3) FM 3-0 Operations 2017a. How is FM 3-0 organized?b. What presents the greatest challenge for Army force?c. What tools can strategic HR professionals use to understanding an

operational environment to aid in decision-making?d. As a Theater Army HR professional, what are some of your operational

responsibilities?

4) FM 4-0 Sustainment Operations What are the strategic level support organizations and sustainment units’ roles and capabilities at echelon?

Assignment reading times based on the following guidelines for reading rates:

1. INSTRUCTOR ADDITIONAL READING(S)/MATERIAL:

NOTE: In addition to the student readings listed above, instructors should visit each website listed to learn the navigation prior to the execution of the lesson.

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5. TRAINING AIDS, REFERENCES, AND RESOURCES:

This lesson is intended to be taught in a small group classroom setting with the ability to project PowerPoint slides. Several additional resources are available digitally for students to reference on their laptops without having the need to print.

6. CONDUCT OF LESSON:

a. Lesson Timeline: 5 minutes Introduction20 minutes Concrete Experience20 minutes Publish and Process10 minutes Break5 minutes Introduction50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break50 minutes Generalize New Information10 minutes Break 50 minutes Generalize New Information10 minutes Break 40 minutes Apply (Practical Exercise-Student Discussion)10 minutes Break10 minutes Closing

NOTE: While the main purpose of this lesson is to impart knowledge – it is also intended to get students thinking about the differences between human resources management at echelons above and below corps. There are not many slides in the lesson, but there is great potential for discussion. While topic slides do introduce knowledge for consideration, they are primarily designed to start discussions and constantly engage students, even in the GNI portion. The information covered in this lesson is basic, and even students with no background can prepare for the lesson by completing the reading assignment. There is no reason for anyone to not participate!

Your purpose in this block of instruction is to first help students Evaluate Army Enterprise Human Resources Organization, to facilitate discussion and critical thought of new information, and then to push students to the next level and have them apply their knowledge in an application process. Instructors must be thoroughly familiar with the topics and structure of the lesson to properly facilitate a small group. For each topic, ask students “Why is this important – particularly as you prepare for your next strategic assignments?”

Motivator: Strategic HR support involves the national-level capability to plan, resource, manage, and control the HR management life cycle functions for the Army. It involves integrating HR functions and activities across the Army staff, among the respective

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components, and among the Services. At the strategic level, the Army G-1; Chief, Army Reserve; and Director, Army National Guard (ARNG) manages HR support for their respective component.

Instructor Lead-in: If you are attending the WOILE-FO Course, the Department of the Army has designated you as an HR professional to serve at corps-level and above. The information in this class will provide an introduction to Enterprise Human Resources.

a. Introduction (5 min):

Slide 1: Title SlideObjective: Introduce the lesson to the students.

Evaluate Army Enterprise Human Resources is a 5.5 hours block of instruction to provide an overview of the purpose of strategic organizations above Division levels

c. Concrete Experience (20 min):

Slide 2 OpenerObjective: This ice breaker is designed to have students discuss and collaborate. It will also teach them how individual decisions have an effect on the people associated with you.

Please note: There are no wrong answers, this question is intent to generate discussion.

Objective: Ice breaker to become better acquainted

Group size: Any number, in groups of two to four (instructor discretion). To form groups, instructor can have them count of in sets of threes (1, 2, 3; 1, 2, 3…) all the 1s, 2s, and 3s will form a group.

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Time: 10 to 20 minutes

Equipment: Pen and paper to record the group answer (or use blackboards if available).

Process: The instructor will pose the Questions, What are 6 Army related things you would take with you if you were marooned on an island?”

1) Each group will discuss the question for 10 minutes within their group and write the answer down.

2) Each group will select a representative to present a response to the class and instructor

Please note: There are no wrong answers. The question is meant to generate discussion. Additional follow-up questions should be asked to keep generating ideas and allow for class participation. Some follow-up/substitute questions are below.

1) What item that had to be implemented posed as a problem from the group and why?

2) Were there members of the group that went along to get along?

d. Publish and Process (20 min): This phase is student-centered and instructor facilitated.

The “publish” portion is a short discussion on how group members felt during their group exercise. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in ADP 6-22. Questions the instructor may ask to assist in the publishing phase:

1) During your group, what happened (How did you go about generating ideas to meet the object)? How did you feel about that?

2) Who had a similar or different experience, and why? Were there any surprises?

Discussion and questions are directed toward making sense of the data for the individual and the group.

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e. Introduction (5 min): Although instructor focused, this lesson has been designed for student involvement and discussion.

Slide 3-5: Terminal Learning ObjectiveNOTE: Inform the students of the Terminal Learning Objective (TLO) requirements. Remind them that all references are available on Blackboard and they should have review the references prior to class.

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The Army is transitioning from a COIN focused mission to a Large Scale Combat Operations (LSCO) mission. As we transition, it is vital that HR professionals are aware of the changes being made and how it affects the execution of our duties and responsibilities. The strategic changes to HR policies and procedures

In order for HR professionals to be successful during Phases 1-5 of LSCO, we must ensure that we are planning, training, and war gaming during Phase 0, Shape.

It is important for HR professionals to understand that HR is nested within sustainment support. IAW FM 4-0, Sustainment Operations, which is nested with FM 3-0, Operations.

The Principles of Personnel Services are nested within the Principles of Sustainment.

In order to understand this collectively, we have to look at it individually.

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Principles of Sustainment

Instructors: Refer students to FM 4-0, Appendix A.

A-3 (Pg A-1/PDF 237) describes integration as:One of the primary functions of the sustainment staff is to ensure the integration of sustainment with operations plans. Integration is combining all of the sustainment elements within operations assuring unity of command and effort. It requires deliberate coordination and synchronization of sustainment with operations across all levels of war. (For HR, we have to find out at a minimum 5 Ws (Who, What, Where, When, Why and How) of the Operational plan to identify how we provide support)

A-3 (Pg A-1/PDF 237) describes anticipation as: Anticipation is the ability to forecast operational requirements and initiate necessary actions that most appropriately satisfy a response without waiting for OPORDs or fragmentary orders. It is shaped by Professional judgment resulting from experience, training, education, intelligence, and intuition. (For HR, the moment the Commander notifies us of a pending deployment, immediately find out your duties and responsibilities at the strategic level and how you can provide support to your subordinate units).

A-3 (Pg A-1/PDF 237) describes responsiveness as:Responsiveness is the ability to react to changing requirements and respond to meet the needs to maintain operational reach, freedom of action, and prolonged endurance. It is providing the right support in the right place at the right time (When it comes to combat, the requirements are always changing for you and your subordinate organizations, how you handle that change can set the tempo of how your subordinate organizations will execute)Principles of Personnel Services:

Principles of Personnel Services:

A-65 (Pg A-12/PDF 248) describes synchronization (JP 2-0) as:

Synchronization is ensuring personnel services are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at a decisive place and time. It includes ensuring that personnel services are synchronized with the operations process: plan, prepare, execute, and assess.

A-66 (Pg A-12/PDF 248) describes timeliness as:

Timeliness ensures decision makers have an access to relevant personnel services information and analysis that support current and future operations. It also supports a near real-time COP across all echelons of support.

A-67 (Pg A-12/PDF 248) describes accuracy as:

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Accuracy of information influences the decisions made by commanders and also Soldiers and their Families. For Soldiers, accurate information affects their careers, retention, compensation, promotions, and general well-being. For Family members, accuracy of information is critical for next-of-kin notification. Personnel services providers must understand the dynamic nature of a system’s architecture and that data input at the lowest level has direct impact on decision made at the highest level.

The purpose of the lesson is to analyze Army Enterprise Human Resources (HR). Enterprise HR is a collaborate network of various human resources agencies (actions) sharing common goals, interest, mission and business processes in support of the combatant commander.

Please Note: Instructor should briefly describe the purpose of each regulatory guidance used in the course.

The next two slides will display the regulations we will be using during this lesson.

If you have not done so, the regulations should be downloaded and saved in a folder on your desktop for easy access.

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Please Note: Have the students read the quote from Mr. Richard M. Kovacevich, Former CEO of Wells Fargo.

“A vision and strategy aren’t enough. The long-term key to success is execution. Each day. Every day”

Do you agree or Disagree and Why?

Learning Step/Activity 1: Analyze Human Resources Enterprise OrganizationMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: 50Media Type: Small Group Instruction

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While not a formal competency in FM 1-0, Lead the Enterprise addresses the unique competency requirement for SR HR Leaders at Corps-Level and above. These competencies separate out the requirement unique to Sr HR Leaders at Corps-level and above that allow the workforce to lead the enterprise from a strategic perspective.

Lead the Enterprise: SR HR Technician at Corps-level and above will assist in the development of plans, policies, and procedures to lead the enterprise in performing its HR support mission. Applies understanding of the Army Enterprise to include the Planning, Programming, Budgeting, and Execution System (PPBES), Strategic HR planning, Program Management, and Personnel Force Structure.

Personnel Force Structure: Assist in the development of personnel force structure. Applies Army procedures to create, modify, and document personnel requirements. Develops personnel requirements for the organizations in order to meet mission requirements

Planning, Programming, Budgeting, and Execution System (PPBES): Applies understanding of the Defense Planning, Programming, Budgeting and Executions System (PPBES) to determine and sufficiently articulate, define, and defend HR resources requirements.

Strategic Planning: Plans HR support for the Army Enterprise. Develops policies and procedures consistent with legislation and higher directives. Interprets public policy and law for HR implications. Applies understanding of the Army's organizational structures and responsibilities to solve complex HR issues.

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Program Management: Designs, implements, and manages HR projects / programs within their organization. Determines resources requirements needed and develops metrics to measure against set standards.

Slide 13This slide displays the components of a Strategic HR Plan

Note: Any strategic HR plan must nest with the higher plan it supports and must be informed by the strategic direction posed at DA, DoD, and the Executive Branch Level.

All these items must be addressed through a strategic lens that is well informed by strategic documents and or polices - requires an understanding of what is going on around us ( i.e. In February 2012 – the Secretary of Defense affirmed that our defense strategy no longer had us conducting two simultaneous major contingency operations. He additionally stated that we would move from a European focus toward a Pacific / Asian focus). As strategic HR planners, we must be aware of these issues – a sudden change in Army policy has a profound effect on how we manage the enterprise.

NOTE TO INSTRUCTOR: Discuss each of these items with the students and ask for their input on examples of each – ensure their answers focus on the strategic level

Recruitment / Retention: Processing of hiring and retaining personnel in the workforce – requires an understanding of the skill sets / competencies required in the workforce.

Talent Management: The process of finding, recruiting, hiring, training, and maintain highly skilled individuals.

Succession Management: Identifying through competitive processes who will lead the enterprise in the future. Deliberate in nature

Compensation / Total Rewards: The sum total of cash, non-cash and deferred benefits and quality of life benefits an employee receives as part of the employment arrangement

Skills Management: The process of aligning job skill requirements with the capabilities of the workforce, identifying gaps in current and future job

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requirements and developing training and education programs to mitigate those gaps.

Performance Management: Capturing both an employee’s performance and potential within the enterprise against a set of measurable standards / competencies

Career Development: The process of developing employees and allowing them a path toward increased opportunity/pay /responsibility. Involves structuring the organ

Diversity: Beyond EEO and EO, diversity is embracing the different experiences, skills, life events, etc that each employee to the workplace and the deliberate attempts to capitalize on this potential.

Quality of Life: Intrinsic benefits that promote the well-being of employees by engaging them in other aspects and areas of their lives.

Slide 14This slide displays Strategic HR Planning and how HR professionals go about executing this action.

Strategic HR planning is no different that strategic planning in general. In order to engage in Strategic HR planning, we must have a firm understanding of the strategic environment. In the private sector, it is very common to conduct a SWOT Analysis to scan the strategic environment. This analysis should lead to a plan that identifies gaps in where we want to be – Gaps may be in areas of competency, training, policy, procedure, etc. As the gaps are identified, HR solutions are developed.

NOTE: Take a few minutes to discuss strengths, weaknesses, opportunities an threats that they see or can identify in the HR strategic landscape.

NOTE TO INSTRUCTOR: Some possible discussion starters for SWOT Analysis:

Strengths:

Well trained military HR force Positive perception amongst the average person Competitive pay Embrace lifelong learning

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Weaknesses:

High percentage of skills not present in society No residual benefits available without a minimum of 20 years service Inability to recruit skills when the mission set changes (don’t exist outside the

military) Dangerous profession

Opportunities:

High Unemployment rate provides a bigger application / recruit pool Positive perception opens doors to where potential recruits exist (schools, etc) Current legislative environment supports force shaping tools that involve direct

compensation

Threats:

Push to change current retirement system Increased unemployment costs pulling resources away from operational

requirements Competitive job market for the best talent

Slide 15Continuation

Strategic HR planning is no different that strategic planning in general. In order to engage in Strategic HR planning, we must have a firm understanding of the strategic environment – the SWOT analysis provides one tool for environmental scanning.

Decisions made on how we will use the military to engage around the world will play a large part in how we define our requirements.

For instance: strategic decisions that make peacetime military engagements our priority require us to recruit, hire, train, and deploy Soldiers with different skill sets / competencies than if our priorities focused on major combat operations.

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Military Human Resources Management is a very important activity within the Office of the Under Secretary for Personnel and Readiness. The Personnel Readiness Headquarters has vast responsibilities and military HR or Defense HR, is one of its many duties and responsibilities.

Instructor: Before we continue to the Office of the Under Secretary for Personnel and Readiness Website. I want to highlight that we have Human Resources Technicians contributing to the successful mission accomplishment for most of the organizations listed.

Instructor: Refer students to the Office of the Under Secretary For Personnel Readiness Website: https://prhome.defense.gov

The Under Secretary for Personnel and Readiness is the principal staff assistant and advisor to the Secretary and Deputy Secretary of Defense for Total Force Management as it relates to readiness; National Guard and Reserve component affairs; health affairs; training; and personnel requirements and management, including equal opportunity, morale, welfare, recreation, and quality of life matters.

(From the website, have the students click on about and refer student students to 2nd and 3rd paragraphs)

About

A Presidential appointee confirmed by the Senate, he is the Secretary's senior policy advisor on recruitment, career development, pay and benefits for 1.4 million active duty military personnel, 1.3 million Guard and Reserve personnel and 680,000 DoD civilians and is responsible for overseeing the state of military readiness.

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The Under Secretary of Defense for Personnel and Readiness also oversees the $15 billion Defense Health Program, Defense Commissaries and Exchanges with $14.5 billion in annual sales, the Defense Education Activity which supports over 100,000 students, and the Defense Equal Opportunity Management Institute, the nation's largest equal opportunity training program.

Instructor: Refer students to the Personnel Readiness Mission Statement

Mission Statement

Develop policies and plans, conduct analyses, provide advice, make recommendations, and issue guidance on DoD plans and programs. Develop policies, plans, and programs to ensure the readiness of the Total Force as well as the efficient and effective support of peacetime operations and contingency planning and preparedness. Develop and implement policies, procedures, and standards for manpower requirements determination and training for the Total Force. Review and evaluate plans and programs to ensure adherence to approved policies and standards. Participate in Planning, Programming, and Budgeting activities related to USD(P&R) functions. Promote coordination, cooperation, and mutual understanding within the Department, and between the Department and other Federal Agencies, State, and Local Governments and the civilian community. Serve on Boards, Committees, and other groups pertaining to assigned functional areas and represent the Secretary of Defense on manpower and personnel matters outside the Department.

(Have students click on Defense Human Resources Activity, located on the left of the screen)

Move on to the next slide

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Slide 14: LSA 1 – Instructors: Refer students to the Defense Human Resources Activity Website.

Instructors: Refer students to the DHRA website https://www.dhra.mil . Ask the class if anyone have heard of the DHRA.

DHRA is a multifaceted organization with a diverse mission set. DHRA:

◾Provides centralized and comprehensive personnel data management and analysis for the entire Department of Defense (DoD).

◾Manages DoD enterprise-wide mission programs ranging from travel management, language and culture, to civilian human resource advisory services; and

◾Ensures our Service members and their families receive the care and support they are entitled through multiple and highly visible risk reduction and direct support programs.

Have the students click on “FY20-26 Business operations Plan Summary”

Instructors: Refer students to page 3 and Give students 2 minutes to read the message from the director

Look at the 4th bullet in the director’s message:

“Transform our Components from mission-focused to mission-optimized organizations”

Ask students: What is he saying there?

Definition of optimization. An act, process, or methodology of making something (such as a design, system, or decision) as fully perfect, functional, or effective as possible. (Merriam-Webster Dictionary)

Definition of Optimization: Finding an alternative with the most cost effective or highest achievable performance under the given constraints, by maximizing desired factors and minimizing undesired ones. (Business Dictionary)

The BLUF of his comment is to make your policies and procedures efficient and effective enough that it produces the highest achievable results.

The second to last paragraph highlights a new position her created.

“I have added an advisor for People Dynamics and Organizational Culture. I want to ensure we have an environment in which people are able to take risks, face new challenges, and achieve grand things.”

In the last few years, some of the significant changes in the Army involves HR and we discussed them during the first lesson.

1. New ACFT (Physical fitness test must be entered in DTMS in order to update the HR systems).

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2. New Talent Management-what guidance do we provide the combatant commanders on talent management

3. IPPS-A Transformation4. Large Scale Combat Operations (LSCO)

With all the changes we have going on in the Army. We have to make the change easier for our Soldiers and units by offering solutions to the problems (training, education, resources, guidance and mentorship).

Instructors: Refer students to page 5.

The Defense Human Resources Activity has the following responsibilities broken down into two categories:

Human Resources Management:

Force Readiness Personnel Accountability Benefits Eligibility Career Management Command Climate Assessment Policy Development and Implementation Workforce Planning and Diversity

Force Support and Development

Positive Identity Management Travel Management Reserve Component Support Data Protection and consolidation Foreign Language Training Higher Education Workforce Resilience

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On page 5, they have also listed some of the activity/services they provided for 20 years.

Review the following with students by highlighting some programs from each period

That is all we are going to review about this enterprise organization at this time.

I encourage you to visit https://www.dhra.mil/Components/ and explore the website.

Scroll down to “Employer Support of the Guard and Reserve” (ESGR), click on website to see a brief overview

Scroll down to “Yellow Ribbon Reintegration Program” (YRRP), click on website to see a brief overview

Do I have any questions, before we move on?

In accordance with FM 4-0, Sustainment Operations, Chapter 2, paragraph, 2-39.

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Slide 14: LSA 1 – United States Army G1

What is the mission of the Army G1

At the strategic level, the Army assistant chief of staff (ACOS), personnel (G-1) manages HR support for the active component.

Instructors: Refer students to Army G1 website https://www.army.mil/g-1

Click on “About.” This will display the G1 leadership:

Deputy Chief of Staff G1 is a 3-star position Assistant Deputy Chief of Staff G-1 (SES/DAC position) Deputy Chief of Staff G1 Sergeant Major

The mission and vision of the Army G1 is listed.

Mission

The G-1 develops and implements effective policy and leads programs that build sustained personnel readiness in the Army's greatest asset - people.

•The G-1 takes responsibility for execution of our assigned functions and achievement of our mission in support of the Secretary of the Army, CSA and the ASA (M&RA).

•Develops and implements effective policy; identifies what we will do to execute our assigned functions and responsibilities to achieve our mission.

•Leads programs that build sustained personnel readiness; focuses our efforts in support of the Secretary of the Army and CSA's number one priority.

•In the Army's greatest asset - people; recognizes that our efforts impact Soldiers, Civilians, and Families today and in the future.

Vision

Trusted professionals providing innovative solutions to optimize Army personnel readiness -- today and tomorrow.

•Trusted professionals values a level of expertise that recognizes our responsibility as stewards of American precious resources - people and taxpayer dollars.

•Providing innovative solutions in response to the changing environments for access, developing, retaining and the future operating environment.

•To optimize Army personnel readiness, reinforces that our efforts must always focus on our core responsibility - readiness.

•Today and tomorrow, enduring across the continuum of time.

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Instructor: Refer students to the resources page of the Army G1.

Army G-1 Resources

• Army Body Composition Program

• Army Demographics

• Army Disaster Personnel Accountability and Assessment System (ADPAAS)

• Army Mobilization and Deployment Reference

• Army People Strategy

• Army Research Institute (ARI)

• Army Uniform Policy

• Centralized Suitability Service Center (CSSC)

• EO Net

• Freedom of Information Act (FOIA)

• Hire a Soldier Magazine - Issue 2

• Human Resources Command (Looked at Later)

• IPPS-A

• Join the Army!

• Medal of Honor

• Ready and Resilient

• Retirement Services

• S-1 Net

• Sexual Harassment & Assault Response and Prevention

• Soldier for Life

• Talent Management

• Veteran Benefits

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Refer students to the Army G1 website: https://www.army.mil/g-1#org-about Review the Army G1 mission and vision

Mission

The G-1 develops and implements effective policy and leads programs that build sustained personnel readiness in the Army's greatest asset - people.

The G-1 takes responsibility for execution of our assigned functions and achievement of our mission in support of the Secretary of the Army, CSA and the ASA(M&RA).

Develops and implements effective policy; identifies what we will do to execute our assigned functions and responsibilities to achieve our mission.

Leads programs that build sustained personnel readiness; focuses our efforts in support of the Secretary of the Army and CSA's number one priority.

In the Army's greatest asset - people; recognizes that our efforts impact Soldiers, Civilians, and Families today and in the future.

Vision

Trusted professionals providing innovative solutions to optimize Army personnel readiness -- today and tomorrow.

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Slide 19: LSA 1 –

Trusted professionals values a level of expertise that recognizes our responsibility as stewards of American precious resources - people and taxpayer dollars.

Providing innovative solutions in response to the changing environments for access, developing, retaining and the future operating environment.

To optimize Army personnel readiness, reinforces that our efforts must always focus on our core responsibility - readiness.

Today and tomorrow, enduring across the continuum of time.

Refer students to https://www.army.mil/g-1#org-resources

Use this to research the various organizations under the Army G1

HQDA G1 has HR Technicians from various all components working as DMO.

Question: Can anyone tell me what is a DMO?

Answer:

IAW HQDA EXORD 070-19 Active Component Manning Guidance

HQDA, DCS G3, ADJUDICATE DIRECTED MILITARY OVER-STRENGTH (DMO) REQUESTS FROM ACOM AND ASCC. CONSIDER SPECIAL CIRCUMSTANCES SUCH AS DMO ON A CASE-BY-CASE BASIS, WITH THE UNDERSTANDING THAT EVERY DMO DETRACTS FROM HRC'S ABILITY TO APPLY PRECISION MANNING TO PRIORITIZED UNITS. DMO REQUESTS ARE ASSESSED BY HQDA DCS, G-3/5/7 (DAMO-FM) AGAINST THE CRITERIA OUTLINED IN AR 570-4, PARAGRAPH 6-11 (REFERENCE I), AND WILL INCLUDE PURPOSE, BACKGROUND, DISCUSSION, AND RATIONALE SECTIONS.

In simple terms, DMO means there is a requirement but not a position

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This is the duty position for the Readiness HR Technician at HQDA Army G1.

Instructors: Review the duty position with the class and highlight some key actions:

1. Army proponent for personnel policy contained in AR 220-1 (conducts USR for the Army).

2. Formulation and staffing of personnel readiness policies (MILPER Messages and HQDA directives).

3. produces the Strategic Readiness Update (SRU) and Army Strategic Readiness Assessment (ASRA) (Through the Strategic Readiness Update (SRU) and the Army Strategic Readiness Assessment (ASRA) the Army is able to assess the attainment of the planned readiness objectives and readjust resources, assumptions and projections of readiness objectives). (HTAR: pg. 7-6)The ASRA is the Army’s source document to meet readiness reporting requirements of the JFRR and the QRRC.

4. Joint Force Readiness Review (JFRR) contains the Services’, CCMDs’, and CSA’s readiness assessments (HTAR: pg. 7-8).

5. Quarterly Readiness Report to Congress (QRRC). (HTAR: pg. 7-10) Quarterly Readiness Report to Congress. Section 482 of Title 10 USC requires that within 45 days following the end of each calendar quarter a report be sent to Congress based on military readiness. The QRRC is reviewed and approved by the SECDEF and forwarded to Congress and fulfills this requirement.

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Slide 20:

Duty Description for Readiness HR Technician

Instructor: Notify students that this duty position is subjected to change based on mission and G-1, Director Military Personnel Management directive.

Q1. According to FM 1-0, Strategic HR Support involves the national-level capability to do what four things for the HR management lifecycle functions for the Army?Plan, resource, manage, and control.

Learning Step/Activity 2: Evaluate USA Human Resources CommandMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: Media Type: Small Group Instruction

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Slide 22: LSA 1 –

Instructor: Read (or summarize) the Summary to the students and conclude by soliciting questions.

Instructors: Refer students to HRC Website: https://www.hrc.army.mil/content/Organization

HRC is a single organization now manages the careers of Active and Reserve Soldiers.

Click on “Mission” and “Vision” and review both with students.

Click on “HRC History”

U.S. Army Human Resources Command (HRC) provides human resources services to Soldiers, Veterans, Retirees and Army Families. We are the largest human resources organization in the world. Our work affects the quality of life for every Soldier. We manage Soldier schooling, promotions, awards, records, transfers, appointments, benefits, retirement ... one agency managing Soldiers' entire careers from the day they enter Basic Training until retirement and beyond.

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Slide 119: LSA 2 –

Instructor: The next enterprise Human Resources Organization we will review is USA HRC.

Instructor: Refer students to HR website: https://www.hrc.army.mil/content/HRC%20Leadership

HRC has a lot of departments; however, they are categorized under the following: HRC Command Team (2 Star and Command Sergeant Major, Deputy and Chief

of Staff) TAG, who is triple hatted as the Executive Director of the Military Postal Service

Agency and the Commanding General of the Physical Disability Agency) (We will look at later)

EPMD (COL and Sergeant Major OPMD (1 star and DAC Civilian Deputy) Reserve PMD (1 star and DAC Civilian Deputy) (The HRC Deputy Commander is

dual-hatted as the Director of RPMD)

Instructor: By a show of hands, have you visited the TAGD website? Refer students to the TAGD Website. https://www.hrc.army.mil/content/The%20Adjutant%20General%20Directorate

Click on the link located on the left of the slide

Instructor notify students: This is the TAGD Website and we will look at the vision and mission of the directorate by clicking on the vision and mission link

The TAGD Vision and Mission Statement:

Our VisionA committed team of professionals focused on improving the Army by providing responsive Human Resources Services to the Army Family through innovative Human Resources Platforms.

Our Mission StatementTAGD leads, develops, and executes Human Resources policies, programs, services, and systems to advance Army readiness and provide seamless support to the Total Army Family.

This page also has The AG Corps Creed and the History of the AG Corps.

(Click the back button to return to the TAGD Website)

TAGD encompasses the following: GoArmyEd Army Personnel Records Division Casualty and Mortuary Affairs Operations Division (CMAOD) Evaluations, Selections and Promotions Division (ESPD) Field Services Division (FSD)

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Military Postal Service Agency (MPSA) Soldier Programs and Services Division (SPD) Transition Division (TD) US Army Physical Disability Agency

By a show of hands, have you visited the TAGD website? Refer students to the TAGD Website. https://www.hrc.army.mil/content/The%20Adjutant%20General%20Directorate

Click on the link located on the left of the slide

This is the TAGD Website and we will look at the vision and mission of the directorate by clicking on the vision and mission link

The TAGD Vision and Mission Statement are listed:

VisionA committed team of professionals focused on improving the Army by providing responsive Human Resources Services to the Army Family through innovative Human Resources Platforms.

 Mission StatementTAGD leads, develops, and executes Human Resources policies, programs, services, and systems to advance Army readiness and provide seamless support to the Total Army Family.

This page also has The AG Corps Creed and the History of the AG Corps.

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(Click the back button to return to the TAGD Website)

Evaluation, Selections, and Promotions (ESP) Division:Manage the Army's evaluation, promotion; the centralized AC/RC officer, RC enlisted and civilian Selection Board Systems, ensuring sanctity, integrity, and confidence in the systems. ESP consists of 3 major branches organized around the core personnel functions of evaluations, selections, and promotions.  Evaluation Systems Office (ESO) responsible for policy development and operational management of both the officer (OER) and NCO evaluation (NCO-ER) systems.  Officer Evaluation Reports Branch and Appeals and Corrections Branch are a part of ESO.  Promotions Branch is responsible for policy implementation and operational management of the active component (AC) officer and enlisted promotion systems.  The DA Secretariat conducts AC officer centralized promotion and selection boards and DA civilian school selection boards.  Office of Promotions Branch (Reserve Component (RC)), located in St Louis, is responsible for policy implementation and operational management of the RC officer and enlisted centralized promotion system and selection board system.

Field Services Division (FSD):Assess the effectiveness and efficiency of Army Human Resource (HR) units, policies, programs, processes, and systems to facilitate the sustainment of Army HR support. Serve as the functional proponent for the electronic Military Personnel Office (eMILPO), the Deployed Theater Accountability System (DTAS), and the Tactical Personnel System (TPS). Sustain the Army’s legacy HR field systems while setting conditions for the Army’s future integrated personnel and pay system. The end state is trained HR professionals who are using effective HR policies, programs, and systems that fully support ARFORGEN, and allow for better visibility of our Soldiers.IPPS-A and HR IT Transformation.Functional data Management / Quality.Authoritative Data Sources.Legacy System Analysis/Process Review - Functional.SGLI On-Line Enrollment System.Personnel Service Codes (PSC).MILPAY Transition

Army Continuing Education System (ACES):The Army Continuing Education Division (ACED) promotes lifelong learning, readiness and resilience through flexible and relevant education programs, services and systems in support of the Total Army Family.

Army Personnel Records Division:Army Personnel Records Division supports Army Readiness through the following: execution and management of initiatives for Army Soldier records lifecycle management; execution of three congressionally mandated benefit and entitlements programs; and sustaining the force as HRC's primary entry point, leveraging

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communication platforms and the Command Knowledge Base to communicate with and provide direct personnel support to Soldiers, Veterans, Civilians, Family Members, and internal and external agencies, ensuring quality support and assistance to all.

Transition Division:Transition:Soldier for Life – Transition Assistance Program (SFL-TAP). The Soldier for Life — Transition Assistance Program (SFL-TAP) is a centrally funded commanders program that provides transition assistance services to eligible Soldiers. Public Law is the foundation of the Transition Assistance Program initiative, along with DOD and Army policy.

This is the duty position for the WO Advisor to the TAG

The current CW5 filling that position is CW5 Elisa M. Robinson (As of January 2020)

Read the duty position for yourself. This duty description is a minor snapshot of her daily duties and responsibilities. However, what is listed is significant. Highlight the below from the duty description.

Prioritizes tasks for a Brigadier General that is triple hatted Reviews all actions to ensure regulatory compliance with policies, laws and

regulations Strategic communication-communicating issues that affects the Army and HR

community She also executes the Chief Warrant Officer of the Branch (HR) tasks and

initiatives.

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She is also a trusted advisor to other military and DAC leadership

This is the duty position for the WO Assignment Manager (Officer Personnel Management Directorate)

The current CW4 filling that position is CW4 Astra Williams (As of January 2020)

Please read the duty position for yourself. As we all know this duty description is a minor snapshot of her daily duties and responsibilities. However, what is listed is significant.

Directly responsible for the career management, worldwide assignment and professional development of 520 AG Corps WOs in two military occupational specialties (420A and 420C). (This entails dealing with 520 personalities)

Man the Force IAW DA Manning Guidance and priorities established by the Commanding General, HRC; balances WO Professional Development and personal needs with Army requirements. (this is difficult because the Soldiers needs may not be in alignment with the Army requirements)

Provide briefings, counseling, guidance and mentorship to warrant officer and their chain of command. (What is not stated is the Soldiers’ commanders get involved when the Soldiers personal needs are not in alignment with the Army requirements)

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Serves as the subject-matter expert for all HR/personnel matters for the WO Branch (Some personnel actions are sent directly to her, for example request for PME schooling, retirements, separations, etc)

Previously in this lesson, we view this diagram; however, we mostly looked at it at above Army Command level.

As we continue in this course, we will hear from HR Technicians serving in those areas during various lesson

Q1. Who is the senior uniformed Army HR provider?Army G1

Q2. What two positions does The Adjutant General occupy?

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The Adjutant General of the U.S. Army, Army Physical Disability Agency & The Executive Director, Military Postal Service Agency

Learning Step/Activity 3: Prepare for Senior Warrant Officer BriefMethod of Instruction: Conference/DiscussionInstructor to Student Ratio: 1:15Time of Instruction: Media Type: Small Group Instruction

During this LSA, we will obtain concrete experience from a SR HR Technician working in a position at HRC, G1 and above.

Instructor: Students should have been notified about the lesson guest speaker’s duty title and organizations. Students will develop a minimum of 3 questions based on the lesson and their interest in the speaker’s duties and responsibilities in support of the Department of Army’s mission.

(Display briefers slides if available)

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Instructor: In Summary, this course briefly discusses enterprise HR and the duties and responsibilities at Department of Defense, HQDA G1, and HRC levels. As the course continues, we will discuss additional HR duties and responsibilities.

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