1. THE ROLE OF THE ADJUTANT GENERAL WARRANT OFFICER (420A)
SHOW SLIDE 1: THE ROLL OF THE ADJUTANT GENERAL WAARNT OFFICER (420A) 1

2. SHOW SLIDE 2: CARTON EDITORIAL

3. General Warrant Officer
Role of the Adjutant
General Warrant Officer
CH, AG WO Proponency
DSN:
COMM:
SHOW SLIDE 3: ROLE OF THE ADJUTANT GENERAL WARRANT OFFICER
NOTE: Explain to students this is the contact information here at Fort Jackson, SC

4. Terminal Learning Objective
ACTION: Identify the Roles of the US Army Adjutant
General Warrant Officer (420A).
CONDITIONS: In a classroom environment and given
extracts from ADP 7-0, FM 7-0, ADRP 6-22, ADP 6-22, DA
PAM 600-3, AR and the US Army Warrant
Officer History Book.
STANDARDS: Identify the roles of an Adjutant General
Warrant Officer in the field. You must achieve a
minimum of 70% overall accuracy.
SHOW SLIDE 4: TERMINAL LEARNING OBJECTIVE 4

5. Brief History of the US Army
Warrant Officer (1 of 5)
SHOW SLIDE 5: BRIEF HISTORY OF THE US ARMY WARRANT OFFICER (1 of 5)
Ask the class what is a Warrant Officer?
Discuss the students interactions with Warrant Officers
Rising Eagle

6. Brief History of the US Army
Warrant Officer (2 of 5)
Napoleon used Warrant Officers as communications links between Officers and the Soldiers
Military grade of “Warrant Officer” dates back two
centuries before Columbus
British Nobles assumed command positions in the Navy, but had no knowledge on navigation and gun operations
Nobles often relied on the technical expertise of senior sailors; these sailors became indispensable to less experienced officers and were rewarded with a Royal Warrant
SHOW SLIDE 6: BRIEF HISTORY OF THE US ARMY WARRANT OFFICER (2 of 5)
Napoleon used Warrant Officers as communications links between Officers and the Soldiers
Military grade of “Warrant Officer” dates back two
centuries before Columbus
British Nobles assumed command positions in the Navy, but had no knowledge on navigation and gun operations
Nobles often relied on the technical expertise of senior sailors; these sailors became indispensable to less experienced officers and were rewarded with a Royal Warrant 6

7. Brief History of the US Army
Warrant Officer (3 of 5)
Warrant Officer Corps established
WWI - WOs appointed as admin clerks/band
Leaders
WWII - Army Air Corps trains WOs as pilots.
After WWII - Complex systems require more WO
technicians
SHOW SLIDE 7: BREIF HISTORY OF THE US ARMY WARANT OFFICER (3 of 5)
-US Army WO formed in 1918 by an ACT of Congress when the Army Mine Planter Service was established. Has Roots back to Napoleon army, when he saw the need to establish a link between the Officers who were nobility and the enlisted soldiers who were commoners. Napoleon created a small corps of “quasi-officers” appointed by his warrant to fill this need.
-1st record-1775-Mr. Johnn Berriman was appointed as a WO to serve on the American ship Andrea Doria-specialist in the art of deck seamanship.
-WW1-Army converted Army field clerks and pay clerks to WO. Granted WO appointments as a reward for enlisted men for long service. Discontinued the practice after WW1.
-WWII- The Army Aviation Corps trains pilots and appoints them directly to WO-Today this is still the only field that a WO can be commissioned without prior enlisted service. (high school to flight school)
-After WWII, sophisticated and complex weapons systems and modern technology require personnel to train, maintain, fix and support the systems. Some systems degree of difficulty make it necessary that personnel be dedicated solely to supporting the life cycle of the systems. 7

8. Brief History of the US Army
Warrant Officer (4 of 5)
Warrant Officer Management Act (WOMA)
Warrant Officer Leader Development Plan
(WOLDAP)
– Phase in of CWO of each Branch/Corps
9 July CW5 Rank changed/All WO replaced the
Eagle Rising with their Branch Insignia
SHOW SLIDE 8: BREIF HISTORY OF THE US ARMY WARANT OFFICER (4 of 5)
-Two actions that have set the stage for the future of the WO corps are the Warrant Officer Management Act passed by Congress in 1991 and the Warrant Officer Development Plan. These acts streamlined and standardized many statutory personnel policies governing promotions, utilization and separations. It provided management of WO by years of WO service rather than total service. These acts also created the new rank of Chief Warrant Officer 5. The WODP established ceilings for all WO leader development and education system. It established timelines for career development which we will get into on another slide. Basically the law is the equivalent of the Defense Officer Personnel Management Act of 1981 which established laws that governs commissioned officers.
ATLDP STUDY WAS APPROVED BY Gen Shinseki and also Gen Schoomaker. 8

9. Brief History of the US Army
Warrant Officer (5 of 5)
SHOW SLIDE 9: BREIF HISTORY OF THE US ARMY WARANT OFFICER (5 of 5)
Eight of the original 40 Army Mine Planter Warrant Officers
Appointed in 1922 and pictured at Fort McPherson, Georgia
Eight of the original 40 Army Mine Planter Warrant Officers
Appointed in 1922 and pictured at Fort McPherson, Georgia

10. Warrant Officers Today
SHOW SLIDE 10: WARRANT OFFICERS TODAY 10

11. Warrant Officers Today (con’t)
United States Navy - Warrant Officer serve in 30 specialties covering five categories; are accessed from the chief petty officer pay grades of E-7 through E-9
United States Coast Guard - Command of larger small boat stations and patrol boats are accessed from the chief petty officer pay grades of E-7 through E-9; does not currently use the CW5
SHOW SLIDE 11: WARRANT OFFICERS TODAY (CON’T)
-Two actions that have set the stage for the future of the WO corps are the Warrant Officer Management Act passed by Congress in 1991 and the Warrant Officer Development Plan. These acts streamlined and standardized many statutory personnel policies governing promotions, utilization and separations. It provided management of WO by years of WO service rather than total service. These acts also created the new rank of Chief Warrant Officer 5. The WODP established ceilings for all WO leader development and education system. It established timelines for career development which we will get into on another slide. Basically the law is the equivalent of the Defense Officer Personnel Management Act of 1981 which established laws that governs commissioned officers.
ATLDP STUDY WAS APPROVED BY Gen Shinseki and also Gen Schoomaker. 11

12. Warrant Officers Today (con’t)
United States Marine Corps – Had Warrant Officers since 1916; Commandant made a request to the Secretary of the Navy for the creation of two Warrant Grades, Marine gunner and Quartermaster Clerk; selected from the non-commissioned officer ranks
United States Air Force - No longer uses the Warrant Officer grade; inherited Warrant Officer Ranks from the Army; AF concluded the grades of Senior Master Sergeant and Chief Master Sergeant could fill duties performed at the Warrant Officer level; AF stopped appointing warrant officers in 1959
SHOW SLIDE 12: WARRANT OFFICERS TODAY (CON’T)
United States Marine Corps – Had Warrant Officers since 1916; Commandant made a request to the Secretary of the Navy for the creation of two Warrant Grades, Marine gunner and Quartermaster Clerk; selected from the non-commissioned officer ranks
United States Air Force - No longer uses the Warrant Officer grade; inherited Warrant Officer Ranks from the Army; AF concluded the grades of Senior Master Sergeant and Chief Master Sergeant could fill duties performed at the Warrant Officer level; AF stopped appointing warrant officers in 1959 12

13. Army Warrant Officers Uniform
SHOW SLIDE 13: ARMY WARRANT OFFICER UNIFORMS

14. SHOW SLIDE 14: WARRANT OFFICERS
Ask the question about the FLAGs Regulation.

15. Army Warrant Officer Branches
Technician
17 - Branches
41 - MOSs
1 - Branch
1 - MOS (To apply for)
Any MOS/Rank can Apply
Qualifying AFAST Score (90+)
Usually SGT or higher
Most require ALC
Must meet experience
requirements
Aviator
SHOW SLIDE 15: ARMY WARRANT OFFICER BRANCHES
Technician:
17 Branches
41 MOSs
Aviator:
1 Branch
1 MOS (to apply for)
Any MOS/Rank can apply
Qualifying AFAST Score (90+) 8

16. Define a Warrant Officer
Highly specialized officers
Self-aware, adaptive combat leaders
Trainers, staff officers, and advisors
Competent and confident warriors
Integrators of emerging technologies
Teachers and developers of Soldiers
SHOW SLIDE 16: DEFINE A WARRANT OFFICER
As a result of the Total Warrant Officer Study (TWOS) conducted in 1985, the definition of the Warrant was revised as follows:
TWOs also resulted in a requirement based position coding in authorization documents:
DA PAM 600-3 16

17. Warrant Officer Description
Soldier
Officer
Leader
Technical Expert
Tactician
Trainer (Coach/Mentor/Recruiter)
SHOW SLIDE 17: WARRANT OFFICER DESCRIPTION
SOLDER First and Always
OFFICER: A WO is in every way, an officer. The WO is a full and respected member of the Officer Corps, just like the AG Corps, or Infantry, Field Artillery ect ect.
LEADER A WO is the first and last leader in every way
TECHNICAL: A WO is technically proficient in their chosen field. A WO should know or find the correct answer for you.
TACTICAL: A WO also knows how their systems, procedures and doctrine fit into the tactical scenario the organization will face in the future. A WO will recognize shortfalls areas and implement solutions when necessary.
EXPERT: A WO is an expert in a very narrowly defined specialty with a great deal of experience obtained from progressive assignments. Where as a commissioned officer has a broader knowledge base in many subjects, the WO has a deeper knowledge of their area of expertise.
TRAINER: A WO is an effective trainer with complete and thorough knowledge of details. The WO trains up for positions of command responsibility and trains down to the ensure the enlisted soldiers are proficient on the tasks.
WARRIOR AND SOLDIER GO TOGETHER FIRST AND ALWAYS 17

18. Rank Structure Proper address…….“CHIEF”??? IAW AR 600-20
Commissioned Officers
Warrant Officers
Cadets
Candidates
Enlisted
Proper address…….“CHIEF”???
SHOW SLIDE 18: RANK STRUCTURE
Warrant Officers fall after Officer and before cadets in the military rank structure.
The most senior WO is outranked by the most junior 2LT. Any commissioned officer can give orders and directives to any Warrant Officer in the course of your duties. However we strongly encourage you to seek the advice and counsel of those warrant officer who directly affect your job and the mission of your unit as they usually have “institutional knowledge” and vast experience in their chosen field that can make your job easier, streamline your operations and more importantly keep you out of trouble.
The proper title for a Warrant Officer is Mister for the male and Miss, Mrs or Ms for the female. Although not really correct, many warrant officers do not care if you address them as Chief. When is in doubt as to how to address us, just ask. 18

19. Span of Authority Versus Span of Influence
SHOW SLIDE 19: SPAN OF AUTHORITY VERSUS SPAN OF INFLUENCE

20. Span of Authority Versus Span of Influence
Expert Knowledge
Relationships
Span of Authority
Experience
Contacts
SHOW SLIDE 20: SPAN OF AUTHORITY VERSUS SPAN OF INFLUENCE
Span of Influence
Relationships
Contacts
Capabilities
Skills
Experience
Expert Knowledge
Skills
Capabilities

21. Warrant Officer Authorization By Branch
Tech
Avn Tech
Avn AD
59.5%
(8,222)
4.0%
(555)
36.5%
(5,006) NG
61.7%
(6,321)
2.8%
(286)
35.5%
(3,631) AR
87.7%
(3,348)
0.5%
(20)
11.8%
(452)
SHOW SLIDE 21: WARRANT OFFICER AUTHORIZATION BY BRANCH
This is an overview of our potential serviced population across all components, based upon authorized positions for Total positions are 27,868
Based upon total FY 2013 WO authorizations for all components
Data from FMS Web as of 12 December 2012

22. Warrant Officer Procurement
Selected from enlisted, commissioned officers and other services
Enlisted Feeder MOS for technical WO
Previous supervisory experience
Military and civilian education
Procurement varies based on strength needs
SHOW SLIDE 22: WARRANT OFFICER PROCUREMENT
Procurement is through the application and selection process.
Rare cases can be a direct appointment (officer seeking WO commission). For all Career Management Fields (CMF’) except aviation, technical Warrant Officers are selected from the best qualified enlisted applications.
CMFs have varying military and civilian education requirements, but the basic standard is completion of the appropriate Basic Noncommissioned Officer Course for the specific MOS, some college English and a couple years of supervisory experience in the MOS.
Procurement opportunities vary form year to year based on projected and mandated year end strength for Warrant Officers.
Applications are initiated by the interested Soldier and sent to the appropriate WO proponency for verification of eligibility. The packets are then boarded to select the best qualified candidate.
(Warrant Officer Candidate School). This is a high stress course similar to Officer Candidate School (OCS). Training in focused on leadership, physical fitness, communicative skills, Army structure, counseling, ethics and common military subjects.
Candidates receive a conditional appointment to the rank of Warrant Officer 1 (WO1) upon graduation. 22

23. Warrant Officer Education System
Professional Development Training
Warrant Officer Candidate School (WOCS)
Warrant Officer Basic Course (WOBC)
Warrant Officer Advance Course (WOAC)
Warrant Officer Staff Course (WOSC)
Warrant Officer Senior Staff Course (WOSSC)
Functional Training
Civilian Education
SHOW SLIDE 23: WARRANT OFFICER EDUCATION SYHSTEM
We have already discussed the Warrant Officer Candidate School (WOCS) at Ft Rucker.
WOBC
Proponent schools conduct the course to certify new WOs in their appointed career field and to prepare them for assignments at company and battalion level. The length of the course varies due to the degree of technical difficulty from 6 weeks to 42 weeks.
WOAC.
The course is conducted in 2 phases. Phase 1 (Staff Action Officer) is nonresident, consists of 13 modules covering topics as staff skills, budget, logistical support and other subjects relevant to staff work. It is completed by correspondence. Phase 2 is a 6 week course conducted at the proponent school. This course focused on the skills needed for assignments at the Brigade and Division level. Reserve components attend the course when they approach their promotion eligibility date. They complete the non-residence course and complete a residence course in 2 -2 week phases. (Phase I and Phase II)
WO Staff Course at Ft Rucker.
Upon selection for CW4, The course is conducted in small groups much like the Captains career course here. This course is MOS immaterial and prepares the WO for assignments to Corps and MACOMs.
WO Senior Staff course,
Attended upon selection/promotion to CW5. The course prepares the WO to be able to discuss Army policy and doctrinal issues, force structure changes, personnel management issues and other topics from the Macro point of view.
Throughout their career, Warrant Officers also attend functional area training (DIMHRS, F4/F5 Postal Identifier)
The basic Civilian education eligibility criteria for WO is a high school diploma or GED in order to be selected. Certain MOSs require some college in specific subjects (AG-6 CR English). Army goal is for WO to complete Associates degree by third year of WO service and a Bachelor’s degree by the eighth year.The degree completion program is available and they can receive TA. 23

24. Warrant Officer Education Continuum
School
Warrant Officer Candidate School
Warrant Officer Basic Course
Warrant Officer Advanced Course
Warrant Officer Staff Course
Warrant Officer Senior Staff Course
Proponent
WOCC
Branch
Rank
Candidate
W01
CW2
CW3
CW4
Officer Equivalent
Officer Candidate School
Basic Officer Leadership Course
Captain’s Career Course
Intermediate Level Education
Senior Service College
Length
5-7 weeks
or 6 months
4 to 39 weeks
4 to 20 weeks
5 weeks
4 weeks
Web-based Prerequisite
Yes No
Students
2,200
2,100+
1,100+
380+
Outcomes
Leadership
Officer Preparation
Technical
Tactical
Staff Skills
Joint, Tactical & Operational Staff Skills
Joint and Strategic Staff Skills
SHOW SLIDE 24: WARRANT OFFICER EDUCATION CONTINUUM
Note: Explain slide and discuss outcomes.

25. Warrant Officer Candidate School
Leadership development, training, education, assessment, and evaluation program
Develop leaders with character – making the morally, ethically, and legally correct decisions at all times; on duty and off duty
Prepare, coach, teach, mentor, train, advise, and counsel enlisted Soldiers to assume responsibilities of a U.S. Army officer
Identify those candidates who fail to achieve the academic, leadership, discipline, character, physical, and mental standards of an Army warrant officer
SHOW SLIDE 25: WARRANT OFFICER CANDIDATE SCHOOL
Leadership development, training, education, assessment, and evaluation program
Develop leaders with character – making the morally, ethically, and legally correct decisions at all times; on duty and off duty
Prepare, coach, teach, mentor, train, advise, and counsel enlisted Soldiers to assume responsibilities of a U.S. Army officer
Identify those candidates who fail to achieve the academic, leadership, discipline, character, physical, and mental standards of an Army warrant officer

26. WOCS Paths to WO1 7 weeks on station Phase 1 5 weeks on station
Resident
Non-WLC
Candidates
(E5/below)
Phase 1
5 weeks on station
Resident
Warrant
Officer
Candidates
Phase 2 dL
WLC or
Higher
Phase 1
6 - 7 months
SHOW SLIDE 26: WOCS PATHS TO WO1
As we began our new course we also made it exportable to the ARNG Regional Training Institutes. This was at the direction of the VCSA.
Redesigning a course from top to bottom, while simultaneously developing an exportable training package, was a tremendous challenge. This was especially so because the redesign also involved modifying long accepted training methods and beliefs, not just course material.
Training at RTIs is an alternative option for ARNG and USAR NCO candidates who are eligible to complete the phase 1 via distributed learning.
Phase 2 is split into a phase 2 and a phase 3 for RTIs.
Phase 2 is completed through 5 weekend drills. WOCs arrive Friday evening and drill through Sunday, one weekend a month, for 5 consecutive months.
Phase 3 is the normal 15-day Annual Training (AT) period. Phase 2 classes from multiple states are consolidated at central locations.
Candidates who successfully complete RTI WOCS may be appointed or, pending their assignment to a WO duty position, given a completion certificate.
IDT
ADT
ARNG and USAR at RTI
Phase 2
Phase 3
5 weekend drills
15 Days AT

27. RTI Locations Phase 2 RTI States 25 total RTI locationsAK WA MT ND ME OR MN VT NH ID SD WI NY MA WY MI RI IA PA CT NJ NV NE OH IL IN UT MD DE CO WV CA MO VA KS KY NC AZ TN NM OK AR
SHOW SLIDE 27: RTI LOCATIONS
WOCC supports this training through development of training materials and actions to ensure standardization and quality control.
All TAC officers are trained and certified by WOCC.
The WOCC QA team conducts assistance visits to all sites on a 3-year cycle during both phase 2 and phase 3.
For FY 12, WOCS will be conducted at 25 RTIs: WA, ID, CA, AZ, CO, SD, NE, KS, TX, MN, IA, MO, WI, IN, OH, KY, AL, NH, MA, CT, PA, MD, VA, SC, & PR.
To maintain standards we began conducting triennial accreditation visits in FY 2009. SC MS GA AL HI TX LA PR FL VI
Phase 2 RTI States
25 total RTI locations
Phase 2 & 3 States

28. AG Doctrinal Proponent
Army G1
Army Human Resource Command
Warrant Officer Career Center (WOCC)
Branch proponent agencies
SHOW SLIDE 28: AG DOCTRINAL PROPONENT
Several organizations in the Army exist which have broad and significant impact on the management of all WOs.
The Army G1 establishes all personnel management policy in regards to all Army personnel, including WOs.
Human Resources Command is the field operating agency tasks with managing the various programs that directly affect all active component personnel.The Warrant Officer Division of the Officer Personnel Management Directorate manages all WO assignments, schooling and processes all personnel actions for WOs. Scheduled to disband WOD and move WO branches into respective CO branches.
The Human Resources Center- St. Louis and the Army National Guard Bureau (NGB) support the reserve and guard personnel.
Warrant Officer Career Center. Their mission is to conduct the WOCS, conduct the nonresident phase of WOAC, conduct the WO Staff Course, and WO Senior Staff Course and oversees the WO military education system. They are the voice of the WO and work closely with all issues and matters pertaining to WOs.
Proponent agencies- All branches with WOs are actively involved in the career management of their respective WO MOSs. Each branch proponent is responsible for matters involving WO procurement, classification, individual training, education and professional development. 28

29. Warrant Officer Assignment/Utilization
Normal assignment pattern
Can assume a commissioned officer position
(command)
Additional duties
SHOW SLIDE 29: WARRANT OFFICER ASSIGNMENT / UTILIZATION
Army policy that Warrant Officers be assigned to positions commensurate with their rank. The Army codes positions for WOs as WO1/CW2 CW3, CW4 and CW5.
Normal- Warrants Officers normally work within a very narrow career pattern. They serve in repetitive assignments within the same field to build on and utilize the skills and knowledge and abilities developed in previous assignments. This assures that the WO remains a specialist rather than a generalists normally considered with commissioned officer development.
Command-Although the exception, Warrant Officers can serve as the commander of small units. The most common is the Band Master. A Warrant Officer band master commands all of the Army’s division and garrison bands in all components.
Utilization of Warrants in commissioned positions-When vacancies occur in commissioned officer positions, commanders may fill them with warrant officers. However there are restrictions and requirements. The vacant position must require an officer in the same career position as the warrant officer (aviation warrant filling a commissioned aviation billet)
Additional duties- Warrant officers can perform any additional duty normally assigned to a commissioned officer. However as technicians, Warrant Officers only have the qualifications to supervise personnel and operations in technical fields similar to their own. Rating officials can only evaluate a warrant officer on their continued service in the technical positions they are trained and qualified to hold. 29

30. Officer Expectations of a Warrant Officer
Loyalty and Support
Honesty and Integrity
Mission Dedication
Technical Proficiency
A Trusted Advisor
SHOW SLIDE 30: OFFICER EXPECTIATIONS OF A WARRANT OFFICER
What an Officer can expect from a Warrant Officer
-Loyalty/Support - We will support and stand by your decisions. We will support your vision, goals and objectives of the organization.
-Honesty and Integrity - As previously stated, your Warrant Officer will usually give you an honest, sincere and candid assessment based on experience and technical expertise of the operation and impact on Soldiers.
-Mission dedication - Rely on us to do whatever it takes to accomplish the mission. Selfless service should be our trademark. The good commander or supervisor will not abuse this; however, you should hesitate to demand more should the situation dictate.
-Technical proficiency - Be assured that we are the most technically proficient member of your team. Senior warrants should mentor junior warrants. We will identify problems quickly, provide solutions and make recommendations and implement solutions to enhance the technical operations of the unit. We tend to try to complete the task in the most technically proficient manner when possible, with the least repetitiveness of tasks, and stress on soldiers. But also totally within the regulatory guidelines.
-Trusted advisor - Seek out our expertise and technical proficiency when faced with difficulties and challenges. You can trust that we will give you the best advice and assistance possible. We will also provide other perspectives so that you can evaluate the best course of action. DO NOT TELL COMMANDERS WHAT THEY WANT TO HEAR, BUT WHAT THEY NEED TO HEAR 30

31. Warrant Officer Expectations of an Officer
Leadership
Honesty and Integrity
Loyalty
Understanding
Respect
Professional Command Climate
SHOW SLIDE 31: WARRANT OFFICER EXPECTATION OA AN OFFICER
In the Warrant Officer relationship you will face, both parties have expectations that will help develop or hinder the relationship. In order to make the working relationship as positive, rewarding and enjoyable as possible, it is good to know what both parties might expect of the other. First we’ll address what are some of the basic expectations the WO has of the Det commander or other staff officers.
-Leadership by example and with confidence. We expect the commander to lead by example and ask no more of the soldiers than they are willing to give.
-Honesty and integrity. Be sincere, honest and candid with your expectations and goals while in command. Make ethically correct decisions and enforce standards fairly
-Loyalty – it is a two way street.
-Understanding of what the Warrant officer role is. We are not a technical NCO and do not expect to be treated as one. Support the Warrant Officers professional and personal development goals just as you expect your commander to support yours.
-Respect- Although respect is earned, realize that Warrant Officers pay a vital role in planning of actions that affect the sections they are responsible for. Understand the WO has expertise and knowledge in the career field. Disagreement of your course of action or suggesting an alternative method that might benefit the soldiers, save time is not disrespect.
AS PART OF THE COMMAND TEAM
OF ADVISE BASED ON EXPERIENCE
Command climate -Establish a professional command climate. Be champion for the welfare, morale and development of all soldiers. Utilize our talents as mentors and trainers. Trust that we understand the mission from the Nco’s perspective and yours. We will work with you to create the balance between mission accomplish and care of the soldiers. 31

32. AG Warrant Officers Positions
Brigade S1
HR Companies
Human Resource Sustainment Center
Expeditionary/Sustainment Brigade HR
Division and Corps G1
Theater Level
General Officer Assistant Executive Officer
Special Assignments/SF/USASOC/Rangers)
SHOW SLIDE 32: AG WARRANT OFFICER POSITIONS
Brigade S1
HR Companies
Human Resource Sustainment Center
Expeditionary/Sustainment Brigade HR
Division and Corps G1
Theater Level
General Officer Assistant Executive Officer
Special Assignments/SF/USASOC/Rangers) 32

33. AG Warrant Officer Duties
Performs duties in a wide array of HR Tech
positions
Makes decisions based on a variety of information
sources
Interprets regulations, MILPER messages and ALARACT
messages
Initiates and prepares correspondence or messages
SHOW SLIDE 33: AG WARRANT OFFICER DUTIES
Performs duties in a wide array of HR Tech
positions
Makes decisions based on a variety of information
sources
Interprets regulations, MILPER messages and ALARACT
messages
Initiates and prepares correspondence or messages 33

34. AG Warrant Officer Duties(cont’)
Supervises military and civilian personnel engaged in specialized personnel and admin related duties.
Manage functions which support the Army's (HR)/Personnel Management systems.
Monitors input to the HR automated systems (eMILPO, EDAS/TOPMIS, etc) and other automated/manual data systems.
SHOW SLIDE 34: AG WARRANT OFFICER DUTIES (CON’T)
Supervises military and civilian personnel engaged in specialized personnel and admin related duties.
Manage functions which support the Army's (HR)/Personnel Management systems.
Monitors input to the HR automated systems (eMILPO, EDAS/TOPMIS, etc) and other automated/manual data systems. 34

35. AG Warrant Officer Duties(cont’)
Oversees and monitors Strength Management, Postal, Replacements, Casualty Operations, Personnel Accounting, Strength Reporting, Data Accuracy, Reassignments, Awards and Personnel Actions
Counsels individuals on personal/Family member affairs/financial matters/and career considerations
Manages the integration of automated personnel systems into the information management work center
SHOW SLIDE 35: AG WARRANT OFFICER DUTIES (CON’T)
Oversees and monitors Strength Management, Postal, Replacements, Casualty Operations, Personnel Accounting, Strength Reporting, Data Accuracy, Reassignments, Awards and Personnel Actions
Counsels individuals on personal/Family member affairs/financial matters/and career considerations
Manages the integration of automated personnel systems into the information management work center 35

36. HR Doctrine SHOW SLIDE 36: PROVIDE HR SUPPORT
NOTE: Review Core Competencies and Key functions

37. PERSONNEL READINESS TEAM
Brigade S-1 Section
MISSION. Plan, coordinate, and execute Brigade Human Resources Support
- Doctrinal Organization
- Supports Split-Based Operations
- Senior HR Leader oversight for both Teams
2/1/10 13
HR Plans and Operations
BRIGADE S-1
O4 42H00 S-1
W2 42OA0 HR TECH
E8 42A5O SR HR NCO
1/1/1 3
PERSONNEL READINESS TEAM
HR SERVICES TEAM
1/0/3 4
0/0/5 5
0/0/6 6 02
42B00
STRENGTH MANAGER E6
42A3O
HR SGT E5
42F20
HR INFO SYS MGT SGT E4
42A1O
HR SPEC E6
42A3O
HR SGT E5
42A2O
HR SGT (2) E4
42F1O
HR INFO SYS MGT SPEC
42A1O
HR SPEC (2)
SHOW SLIDE 37: BRIGADE S-1 SECTION
MISSION: Plan, coordinate, and execute Brigade Human Resources Support.
The BDE S-1 Section is an existence based structure and is employed with the BDE to provide EPS, PA, SR, PRM, PIM, Casualty Operations, and HR Planning and Operations as well as provide policy, procedure and training information and oversight to the BN S-1 Sections within the BDE. The S-1 Section has all the necessary system accesses and permissions to enter data to or receive data from the top of the HR system (HRC and DFAS) without intermediate steps at the Corps/Div and ASCC G-1/AGs.
REQUIRED CAPABILITIES: Requires 100% mobility of the section and the ability to communicate digitally via NIPR/SIPR and voice to subordinate S-1 sections, Sustainment Brigade, HR Operations Branch, HR companies, Casualty Liaison Teams, CONUS personnel, and the Corps/Division and ASCC G-1/AG. The S-1 requires access to personnel and finance systems as well as necessary equipment to produce Common Access Cards (CAC)/ID Tags and provides MWR support as necessary in the BDE AO.
STRUCTURE. The section consists of three teams and totals thirteen personnel. The teams are intended to operate split-based if required by the mission or connectivity availability.
(1) The HQs team consists of the 42H MAJ BDE S1, the CW2 BDE MIL PERS (HR) Tech, and the E8 BDE S1 NCOIC. These three HR leaders may work with either section and the S1 also splits his/her time with Adjutant Duties and assisting the BDE commander. The HQs team performs the HR Planning and Operations core competency.
(2) The Personnel Readiness (PR) Team focuses on the PRM, PA, SR and PIM key functions and is responsible for executing strength management under the supervision of the 42B 1LT for officer management and the BDE S1 NCOIC who will provide direction for enlisted strength management. Although not reflected on this slide, the BDE CSM will usually play an active role in the enlisted strength management process. This team manages the BDE DMSL. The PR team supervises the internal BDE PAT operation.
(3) The HR Services Team performs the EPS, Casualty, Postal, MWR key functions for the BDE. Replacements will normally be processed by this team and it will often be located in the BDE Support Area during non-FOB based deployed operations. The BDE Postal Clerk is also in this section.
NOTE: There are no Paralegal clerks (27D) in the BDE S1 section. The legal section of the BDE is a part of the S3 Non-lethal Effects Cell, and while deployed focuses on Operational Law. The SJA remains a key advisor to the BDE S1 and operates out of the BDE Main CP.
Personnel Readiness Management
Personnel Accountability
Strength Reporting
Personnel Information Management
Casualty Operations
Essential Personnel Services
Postal Operations
Morale, Welfare, and Recreation
Command Programs
Customer Service
FM 1-0, para 2-26

38. Principle Duties BDE HR Technician
MAN THE FORCE
Provide HR Technical oversight and guidance for BDE S-1 and subordinate BN S-1s
Supervise
Personnel Information Management
Personnel Automation Systems (PAS) Management
Personnel Records Management
Personnel Data Reconciliation
Coordinate personnel requirements and assignment of unit personnel with HRC
Review and ensure regulatory guidance is applied and enforced
PROVIDE HR SERVICES
Monitor Casualty Operations
Monitor LOD Investigations
Review HR personnel actions and Essential Personnel Services
HR PLANNING AND OPERATIONS
Provide HR input to operational plans and orders
ADDITIONAL DUTIES
Coordinate with other BDE HR Techs, G-1 sections and other external HR and financial management agencies
Provide HR technical and systems training
SHOW SLIDE 38: PRINCIPLE DUTIES – BDE HR TECHNICIAN
Note: Discuss duties under Man the Force, Provide HR Services, HR Plans & Ops, and additional duties.

39. US Army Adjutant General School
AG WO Strength
SHOW SLIDE 39: AG WO STRENGTH
Note: 100% fill.
91-100%
80-90%
70-79%
<69%
As of: 1 February 2015
US Army Adjutant General School
Source: PAMXXI, TOPMIS, USARC and NGB

40. US Army Adjutant General School
AG WO Strength (COMPO 1)
SHOW SLIDE 40: (COMPO 1)
Unit filled to 100%
91-100%
80-90%
70-79%
<69%
As of: 1 February 2015
US Army Adjutant General School
Source: PAMXXI, TOPMIS, USARC and NGB

41. US Army Adjutant General School
AG WO Strength (COMPO 2)
SHOW SLIDE 41: AG WO STRENGTH (COMPO 2)
Units filled to 100%
91-100%
80-90%
70-79%
<69%
As of: 1 February 2015
US Army Adjutant General School
Source: PAMXXI, TOPMIS, USARC and NGB

42. US Army Adjutant General School
AG WO Strength (COMPO 3)
SHOW SLIDE 42: AG WO STRENGTH (COMPO 3)
Units filled to 100%
91-100%
80-90%
70-79%
<69%
As of: 1 February 2015
US Army Adjutant General School
Source: PAMXXI, TOPMIS, USARC and NGB

43. AG WO Officer Career Development Model
Reference: DA PAM (FEB10); *Blue font and strikethrough are changes in draft at APD*
2 yrs
6-10 yrs
(7-12 yrs)
10-15 yrs
(12-17)
15+ yrs
(17+ yrs)
2-6 yrs
(2-7 yrs)
KEY & DEVELOPMENTAL ASSIGNMENTS (420A and 420C)
Brigade-Level HR Tech
HR CO Staff Technical Warrant
HROB
PA/PRM/PIM Chief
R5 Plans & Ops
SOF Assignment – Group
Commander/Bandmaster (small)
Band XO (medium)
STB HR Tech
HR CO Staff
DIV Staff or TSC G1 HR Tech
Instructor/Writer, AGS
Theater-level HR Tech (MMT, HRSC, TG)
CAC
Postal PLOPS
TAC Officer
HRC LNO
WO Recruiter, USAREC
WO Advisor/AXO (4 Star)
SOF Assignment – Theater Spec Ops Cmd
School of Music Developer
Commander, Army Band (small)
Associate Bandmaster, Special Band
WO Branch Manager
HRSC PASR/PRM/PIM
Division Staff G1 HR Tech
ACOM Staff
WO Proponent
HR Plans & Operations
Doctrine Writer
Concept & Doctrine Officer
Theater-Level HR Tech
Combat Developer
Corps Staff
MMT Operations
Casualty Ops
Joint/Combined Staff
WO Advisor/AXO (4-Star)
SOF Assignment – Major CMDs
CDR/Bandmaster Development
CWO of the AG Corps
JIIM/Joint/Combined Staff
Corps Staff
HRSC Plans & Ops Officer
Proponent Chief Warrant Officer
ACOM/ASCC/DRU Staff
WO Advisor/AXO – SA
WO Advisor/AXO – CSA
WO Advisor/AXO – VCSA
Director of TNG, School of Music
Band Proponency Officer
HIGHLY DESIRED POST-KD & BROADENING ASSIGNMENTS (420A and 420C)
SOF Assignment – Group
Any HR Tech (420A) Position
Any Branch Immaterial Position
JIIM Assignment
TAC Officer
WO Recruiter, USAREC
SOF Assignment – Theater Spec Ops CMD
WO Advisor/AXO (4-Star)
Training with Industry (TWI)
HRC LNO for SHAPE/FORSCOM/TRADOC
Associate Bandmaster, Special Band
JIIM Assignment
WO Advisor/AXO (4 Star)
SOF Assignment – ACOM
Training with Industry (TWI)
CDR/Bandmaster
Commander, Old Guard Fife & Drum
Commander, Army Band (medium)
SHOW SLIDE 43: AG WO OFFICER CAREER DEVELOPMENT MODEL
Discuss career development, assignments, KDs, and Broadening assignments.
Other Training Opportunities
HR Plans & Ops Course
BDE S1 Course
Postal Supervisor Course
ABN, AASLT, Ranger
TWI, ACS, Fellowships
Other Technical Courses
Professional Military Education, Military Schools, and Self-Development
WOBC
WOAC
WOSC
WOSSC
Associates Degree
Baccalaureate Degree (encouraged, not required)
Graduate Degree (encouraged, not required)
Professional Certification – PHR, SPHR, PMP, Lean Six Sigma, etc. (encouraged, not required)

44. KEY DEVELOPMENTAL & BROADENING ASSIGNMENTS
Baccalaureate Degree
WOSSC
WOSC
WOAC
WOBC
CW5
CW4
CW3
CW2
WO1
YEARS 10 20 30
Rank
Professional Military Education
Additional Training
KEY DEVELOPMENTAL & BROADENING ASSIGNMENTS
Self Development Goals
Graduate Studies
Air Assault (420A/C) / Airborne(420A/C) / Ranger(420A only)
Assignment Oriented Training
Appropriate Civilian Technical Training
Associate Degree
CWO of AG Corps
Joint/Combined Staff
Corps Staff
ACOM/ASCC/DRU Staff
HRSC Plans & Ops
WO Advisor/AXO, CSA
WO Advisor/AXO VCSA
WO Advisor/AXO, SA
Bands Proponency Officer
Sch of Music, Director of Trng
HR Co Staff
BCT/BDE HR Tech
PA/PRM/PIM Chief
HROB
Postal Platoon Leader
Band Executive Officer
CDR/Bandmaster
Div Staff
Cdr/Bandmaster
Sch of Music, Developer
STB HR Tech
HR Plans & Ops/HRSC
Instructor/Writer, AGS
CAC
Theater Level HR Tech (MMT, TG , HRSC)
TAC Officer, WOCC
HRC LNO,
TRADOC/FORSCOM
WO Recruiter, USAREC
WO Advisor/AXO, 3/4 star
TWI
WO Branch Manager
AG Proponent WO
Doctrine Writer
Concept and Doctrine Officer
Special Assignments
HRSC Staff Warrant
Typical Assignments
AC WO
Professional Certification
Bde S1/HR Plans and Ops Course
SHOW SLIDE 44: AC WO
Discuss career development, assignments, KDs, and Broadening assignments.

45. KEY DEVELOPMENTAL & BROADENING ASSIGNMENTS
WOSSC
WOSC
WOAC
WOBC
CW5
CW4
CW3
CW2
WO1
YEARS 10 20 30
Rank
Professional Military Education
Additional Training
KEY DEVELOPMENTAL & BROADENING ASSIGNMENTS
Self Development Goals
Air Assault (420A/C) / Airborne(420A/C) / Ranger(420A only)
Assignment Oriented Training
Appropriate Civilian Acquired Skills
Joint/Combined Staff
ARCOM Staff
ACOM/ASCC/DRU Staff
HRSC Plans & Ops
Chief, OFF Management DIV
Div/RSC SR HR Technician
Regional SPT GP/CMD
Personnel Staff Officer
NGB/OCAR
CDR/Bandmaster
USARC SR HR Technician
Command Chief Warrant Officer
JFHQ or Regional USAR RC
HR Co Staff
BCT/BDE HR Tech
PA/PRM/PIM Chief
HROB
Commander
Band Executive Officer
Postal Platoon Leader
STB HR Tech
HR Plans & Ops
Div Staff
Cdr/Bandmaster
TAC Officer/RTI/WOCC
WO Recruiter
Postal PLOPS
Force Integ Officer
Div/RSG Staff
Corps Staff
Doctrine Writer
Concept and Doctrine Officer
Special Assignments
HRSC Staff Warrant
MMT Tech
Typical Assignments
RC WO
Baccalaureate Degree
Graduate Studies
Associate Degree
Professional Certification
Bde S1/HR Plans and Ops Course
SHOW SLIDE 45: RC WO
Discuss career development, assignments, KDs, and Broadening assignments.

46. Typical Additional Duties
Typical Additional Duties assigned to the S-1:
Voting/Tax Assistance Officer
CFC/AER
Unit Funds (Cup and Flower, Regimental, etc.)
Protocol/JVB
US Citizenship
DA Form 6
Typical Staff Coordination duties:
Chaplain
SJA IG
PAO
Surgeon
HR Ops Cells
Unit Administrator/Readiness NCO (RC)
Mobilizations Station Liaisons (RC)
Congressional Inquires
Appointment Orders
Sponsorship program
ESGR (RC)
USERRA (RC)
Civil Support (ARNG)
CPO EO
Safety
Retention
SHOW SLIDE 46: TYPICAL ADDITIONAL DUTIES
The following list of additional duties is not encompassing: Voting/Tax Assistance Officer, Combined Federal Campaign (CFC)/Army Emergency Relief (AER), Unit Funds (Cup and Flower, Regimental, etc.), Protocol/Joint Visitor's Bureau (JVB), US Citizenship, DA Form 6, Appointment Orders, and Congressional Inquires and Employer Support to the Guard and Reserve for RC units. Perhaps one of most important readiness issues for the RC Soldier is the support and involvement of their civilian employer. The ESGR program has become a very significant program in the Army National Guard and the Army Reserve. The S-1 assumes responsibility in the BDE for communication of HR issues with employers. The RC S1 must understand the statutory requirements under USERRA (Uniformed Services Employment and Reemployment Rights Act) as it applies to the ARNG Soldier and must work closely with the State JAG Office. The National Guard S-1 may also have duties related to their State Civil mission.
You will coordinate typically with the Chaplain, SJA, PAO, Surgeon, Civilian Personnel Office, EO, Safety, and Retention for issues, such as:
Aspects of force health protection, military pay, and religious support within the brigade.
Command interests programs as directed; e.g. voting assistance program, CFC, AER, community support programs, etc.
Legal support of certain personnel activities to include service transfers and discharges, line of duty investigations, conscientious objector processing, summary court officer appointments, and military justice.
Staff input into the Personnel Appendix of the OPORD
RC S-1s will work closely with the unit’s full time support, the Unit Administrator or Readiness NCO who handles many of the unit’s S-1 tasks during the month.

47. Warrant Officers Must Remember
Where we fit in the scheme of things
How we treat new LTs
What Soldiers see
How and where we spend our work day
How we support unit activities
Are we where we should be when we should be
Be in charge when in charge
Be responsible
SHOW SLIDE 47: WARRANT OFFICERS MUST REMEMBER
Where we fit in the scheme of things
How we treat new LTs
What Soldiers see
How and where we spend our work day
How we support unit activities
Are we where we should be when we should be
Be in charge when in charge
Be responsible 47

48. Officers Must Remember
That this is NOT a 1LT!
SHOW SLIDE 48: OFFICERS MUST REMEMBER
That this is NOT a 1LT. 48

49. CONDUCT CHECK ON LEARNING
What are some roles of human resources (HR) warrants?
SHOW SLIDE 49: CHECK ON LEARNING
Note: Conduct Check on Learning
Note: this listing was obtained from ATP 1.01, Chapter 3, Para 3-5:
The HR technician performs the following duties and responsibilities:
Serves as the HR technical expert for all HR systems, regulations, and staff assistance visits and inspections.
Advises the S-1 on planning and executing HR support.
Ensures HR support is properly coordinated and executed IAW the policies, procedures, and timelines prescribed by the DA G-1 Personnel Policy Guidance, HRC, and higher headquarters.
Assists the strength manager in managing assigned warrant officer personnel.
Ensures regulatory guidance is applied and enforced (for active duty, USAR, and ARNG personnel) for HR actions.
Serves as the brigade Human Resources Command Identity Management System manager to control, supervise, and grant system access (e.g., web application - CITRIX, Common Operating Picture Synchronizer (COPS), Enlisted Distribution and Assignment System (EDAS), Total Officer Personnel Management Information System II (TOPMIS II), electronic Total Officer Personnel Management Information System (eTOPMIS)).  Determines user roles and grants system access; manages permission levels to HR systems; resolves and reconciles discrepancies in databases; and manages PIM hierarchy.  Serves as the brigade SSM.
Provides HR systems oversight and ensures HR databases are updated in a timely manner and are accurate.  Supervises the timely execution of personnel data reconciliation.
Reviews HR personnel actions and EPS prepared by the unit and, if required, subordinate S-1s.  Monitors HR metrics.
Coordinates personnel asset inventories.
Supervises personnel records management for the unit.
In coordination with the brigade senior HR NCO, ensures completion of annual finance and personnel records reviews using the Records Review Tool in the Interactive Personnel Electronic Records Management System (iPERMS).
Establishes and maintains coordination with external HR and financial management agencies.
Coordinates personnel requirements and assignment of unit personnel with HRC.
Coordinates with subordinate S-1 sections to establish replacement priorities and unit of assignment guidance.
Coordinates all staff assistance visits and command inspections.
Provides HR training as required to S-1 personnel and subordinate S-1 personnel.
Coordinates with the HR rear detachment to ensure HR tasks are conducted properly and IAW established timelines.
Monitors casualty operations to ensure casualties are reported in Defense Casualty Information Processing System (DCIPS) in the specified timelines and follow-on casualty support actions are completed.
Provides HR input to OPLANs and OPORDs.
Ensures financial entitlements and pay inquiries are coordinated or executed.
Monitors mail handling operations for the UMR and subordinate S-1 and UMRs.
Ensures SOPs are established for each HR core competency and subordinate key function.
Serves as the deserter control officer for the unit.

50. Terminal Learning Objective
ACTION: Identify the Roles of the US Army Adjutant
General Warrant Officer (420A).
CONDITIONS: In a classroom environment and given
extracts from ADP 7-0, FM 7-0, ADRP 6-22, ADP 6-22, DA
PAM 600-3, AR and the US Army Warrant
Officer History Book.
STANDARDS: Identify the roles of an Adjutant General
Warrant Officer in the field. You must achieve a
minimum of 75% overall accuracy by identifying 6 out of
8 areas discussed.
SHOW SLIDE 50: TERMINAL LEARNING OBJECTIVE 50