1. Conduct Strategic Human Resources (HR) Plans and Operations
Military Personnel Managers Course CP50
Conduct Strategic Human Resources (HR) Plans and Operations
December 2017
SHOW SLIDE 1: CONDCUT STRATEGIC HUMAN RESOURCES (HR) PLANS AND OPERATIONS
Lesson Plan for Lesson 805C – Conduct Strategic HR Plans and Operations
Lesson 12 Hours
Lesson Author: Mr David Smoot
Date: 28 March 2016
Student Prerequisite Work:
Scan: FM 1-0, Chapter 6, HR Plans and Operations
Read: Army Strategic Planning Guidance – 2013
Read: Army Posture Statement – 2015
Read: Sustaining U.S. Global Leadership: Priorities for the 21st Century Defense – January 2012
Scan: CSA Strategic Priorities – October 2014
Scan: Defense Budget Priorities and Choice FY15
Method of Instruction: Experiential Learning Model
Media: Small Group Instruction 1:15 Instructor to Student Ratio
Lesson Timeline:
50 minutes Concrete Experience: A new Defense Strategy
10 minutes Break
10 minutes Publish and Process
10 minutes Introduction
30 minutes Generalize New Information
50 minutes Generalize New Information
480 minutes Develop (Practical Exercise - Identify HR considerations in Strategic Documents)
0 minutes Apply – End of Mod Exam for Man the Force
Risk Assessment: Low
Evaluation: Students will receive an end of mod exam HR Plans and Operations Students must score a minimum of 70% to pass the exam
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 environment from harmful effects Refer to FM Environmental Considerations and GTA Environmental-Related Risk Assessment
Safety Statement: In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management Leaders will complete a DA Form 7566 Composite Risk Management Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support 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 3-114, NBC Protection and FM 3-115, CBRN Decontamination.

2. Terminal Learning Objective
Action: Conduct Strategic HR Plans and Operations
Conditions: Given access to FM 1-0, AR and awareness of Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors
Standards: Students will meet the standard by scoring 70% or higher on the Mod B/C exam.
Overall Objectives:
Define Strategic HR Support
Identify Components of a Strategic HR plan
Identify Strategic HR Organizations within the US Army and Department of Defense
Show Slide 2: Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective
Action: Conduct Strategic HR Plans and Operations
Conditions: Given access to FM 1-0, AR and awareness of Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors
Standards:
Define Strategic HR Support
Identify elements of a Strategic HR / HC plan
Identify Strategic HR Organizations within the US Army and Department of Defense

3. Concrete Experience: “'Army Readiness…30%...the drag is Manning”
Show Slide 3: CONCRETE EXPERIENCE
TLO1: Define Strategic HR Support
INSTRUCTIONAL LEAD-IN. HR plans and operations at the strategic level takes on a more dynamic and overarching focus than at the operational and tactical level It is at the strategic level where policies, programs, and procedures are developed At this level, Army personnel working with other elements of the federal government, shape legislation by providing strategic analysis on programs such as military compensation, military end strength and accession goals, etc The main Army organizations involved with strategic HR plans and operations are the Assistant Secretary of the Army, Manpower & Reserve Affairs (ASA, M&RA), the Army G1, and the US Army Human Resources Command. At the Department of Defense Level, The Under Secretary Of Defense For Personnel And Readiness (USD, P&R) and the Joint Chiefs of Staff, J1. Strategic HR Planning and Operations focuses on how the Army enterprise runs and provides HR support throughout. Over the next day and half, we introduce some new information that will allow you to operate in this environment, and more importantly, how to think critically in strategic terms.
NOTE: Ask the students if anyone has ever conducted strategic HR Plans and Operations Discuss student answers to determine their prior knowledge and experience Students from strategic level commands / organizations should have participated in strategic HR planning and operations – at a minimum, their commands / organizations should be engaged
MOTIVATOR: We must understand the strategic environment in which we operate. If you look at what is going on around the U.S., you can see pressures, both internal and external, on deficit reduction, fiscal responsibility, jobs creation, etc. These pressures are interconnected and are stressors that affect our Military in terms of mission sets and budgets. As leaders within the Army’s HR domain, we must remain vigilant with current events that affect and shape national policy and strategy.
Concrete Experience (50 Minutes): 10 Minutes – Video; 20 minutes for group work; 20 minutes for group presentations:
Go over Homework briefly and let students know they will need information contained in “Sustaining U.S. Global Leadership: Priorities for a 21st Century Defense”
Play the video link on the slide presentation ( minutes)
Note: Video 1: ( “It would be huge.” Video 2: ( ( minutes)
After the video is over, break students into groups of 4-5 (4 groups maximum) and have them complete and record following:
What was your first impression of President Obama’s remarks?
List five potential HR implications that came out the President’s remarks or from the paper – Be specific in describing why they are HR implications
List 5 potential areas you think our Army should look to reform/change from a strategic HR perspective – What benefits would these reforms/changes provide.
Publish and Process (5 minutes): This phase is student-centered and instructor facilitated.
The “publish” portion is a short discussion on how group members felt during their participation in the concrete experience. This phase focuses on the group dynamics during the CE and is NOT intended to be a discussion of the actual content. 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 FM 6-22.
Questions the instructor may ask to assist in the publishing phase:
1. What happened? How did you feel about that?
2. Who had a similar or different experience, and why?
3. Did anyone have a hard time contributing? Why? (Knowledge, group dynamics, etc.)
Is everyone engaged in actively listening, or are some trying to dominate? If a “dominator” personality exists, how can you ensure participation and commitment of everyone towards shared knowledge and understanding?
Click on Memo for video
(in Slide Show View)

4. Human Resources (HR) Support
CP50 CORE COMPETENCIES
MAN THE FORCE
PROVIDE HR SERVICES
COORDINATE PERSONNEL SUPPORT
CONDUCT HR PLANNING AND OPERATIONS
LEAD THE ENTERPRISE
Functional Competencies
Personnel Readiness Management
Essential Personnel Services
Command Interest Programs
HR Planning and Operations
Strategic HR Planning
Personnel Accountability
Casualty Operations
MWR Operations
Personnel Force Structure
Strength Reporting
Planning, Programming, Budgeting and Execution System
Retention Operations
Program Management
Personnel Information Management
Operate HR Command and Control Nodes
Postal Operations
Army Bands Operations
SHOW SLIDE 4: HUMAN RESOURCES (HR) SUPPORT
TLO1: Define Strategic HR Support
NOTE: GENERATE NEW INFORMATION – This section is instructor facilitated and centered and designed to provide knowledge based instruction for the students:
NOTE: Explain to the students that this block of instruction is part of the Conduct HR Planning and Operations and address the CP50 Competency of “Lead the Enterprise
While not a formal competency in FM 1-0, Lead the Enterprise is a competency that addresses unique competency requirement for the Senior CP50 workforce. These competencies separate out the requirement unique to CP50 that allow the workforce to lead the enterprise from a strategic perspective.
NOTE TO INSTRUCTOR: The HR critical functions (functional competencies) MWR and Postal operations are managed by different career fields than CP50. The Functional Competency (critical function) of C2 HR nodes is an inherently military function.
NOTE TO INSTRUCTOR: Ask the students to put in their own words what they feel the competencies under Lead the Enterprise mean – spend out 5 minutes and separately record these answers.
Lead the Enterprise: Develops 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: 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.
Program Management: Designs, implements, and manages HR projects / programs within their organization. Determines resources requirements needed and develops metrics to measure against set standards.

5. Strategic Human Resources
FM 1-0: “Strategic HR support involves the national-level capability to plan, resource, manage, and control the HR management lifecycle functions for the Army”
Army Personnel Life Cycle Model
Structure
Deploy
Acquire
Compensate
Distribute
Sustain
Develop
Transition
Show Slide 5: STRATEGIC HUMAN RESOURCES
TLO1: Define Strategic HR Support
Note: FM 1-0 defines what strategic HR support is and how it ties in with the personnel lifecycle Model.
These definitions are from AR 600-3:
Structure: Describes the personnel developer dimension of the Army's force development function. Force development defines military capabilities and creates the force structure required to provide those capabilities. It then produces the personnel authorizations for each of the Army's units. These authorizations are referred to as the "personnel structure.”
Acquire: Describes the function of managing the total Army end-strength. This function ensures that the Army is staffed with the proper number of people in the right grades and skills, within the manpower budget, to meet the Army's requirements. It is significantly more complex than simply recruiting personnel. Acquisition has three important and interrelated dimensions.
Manpower Management: Develops forecasts and establishes manpower targets for accession, attrition management, retention, and promotion.
Accession, Attrition and Retention Management: Converts the accession and retention targets to missions and ensures that they are effectively executed by the responsible agency.
Training integration: Establishes training programs and ensures an efficient flow of trainees and students.
Distribute: Describes the function of distributing available personnel to units based on the Army requirements and in accordance with HQDA priorities. It includes the distribution of newly trained Soldiers and the redistribution of Soldiers who are ready for a new assignment.
Develop: Describes the process of developing people mentally, morally, and physically. This includes both character and leadership development, education, and training. The developmental process begins with IMT and continues with sustainment training system with the institutional, operational ,and self-development domains. A major focus of development is on shaping values, attributes, skills, and the promotion of the Army's culture.
Deploy: Describes the movement of troops, civilians, cargo, weapon systems, or a combination of these elements to a theater of operations using any or all types of transport. It includes mobilization, deployment, redeployment, and the evacuation and repatriation of non-combatants.
Compensate: Describes all of the functions associated with the pay, entitlements, and benefits for Army personnel.
Sustain: Describes how the Army attends to the well-being of its people. It includes programs directed specifically at the quality of life and the well-being of Soldiers, civilians, retirees, their Families, and the employers of RC members. It prepares Soldiers for the rigors of military operations and family separation, and encourages them to remain in the Army as a means of sustaining the force. Well-being programs have a direct impact on recruiting, retention, and the performance of Army personnel.
Transition: Describes an integrated function focused on assisting Soldiers, Army civilians, and their families through changes associated with moving among components and/or to the private sector

6. Components of a Strategic HR Plan
Recruitment / Retention
Talent Management
Succession Management
Compensation / Total Rewards
Skills Management
Leader Development
Workforce Training
Performance Management
Career Development
Diversity
Quality of Life
Show Slide 6: Elements of a strategic hr plan
TLO 2: IDENTIFY 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 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 organization to allow for such growth (organizational development)
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 the 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.
“The Operational Problem - Faced with continuous employment across the full range of military operations, the Army will require extraordinary strength in the moral, physical, and cognitive components of the human dimension Existing accessions, personnel, and force training and education development efforts will not meet these future challenges, placing at grave risk the Army’s ability to provide combatant commanders the forces and capabilities necessary to execute the National Security, National Defense, and National Military Strategies” TRADOC Pam , The US Army Concept for the Human Dimension in Full Spectrum Operations,

7. Sexual Harassment/Assault Response and Prevention Program (SHARP)
Zero Tolerance!
Both officers and noncommissioned officers must commit themselves to eliminating sexual harassment and assault and to fostering climates of dignity and respect in their units.
Army Directive & MILPER Msg
Help eliminate sexual harassment and assault
Officers and NCOs are meeting their commitments and holding them appropriately accountable
Requirements for evaluation reports
Goals and objectives
Mandatory
Officer Evaluation Report Support Form
NCOER Counseling and Support Form
Initial Counseling for students
Raters assessment
Fostered a climate of dignity and respect
Identify any significant actions or contributions
Identify failures (on and off duty)
Substantiated findings
Rater comments on evaluation
Senior Rater comments on evaluation
Academic Evaluation Reports (Military and Civilian)
SHOW SLIDE 7: Sexual Harassment/Assault Response and Prevention
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
NOTE: Ensure students have access to Army Directive and MILPER Message
The Chief of Staff of the Army identified Sexual Harassment/Assault as a major deterrent to having a ready and resilient Army. SHARPP is a Strategic HR program aimed at mitigating this abhorred behavior within the ranks.
a. Army Directive and MILPER Message is the reference for changes regarding evaluation as pertains to Sexual Harassment/Assault Response and Prevention Program (SHARP). The Army is taking important steps to eliminate sexual harassment and assault and to foster climates of dignity and respect in their units. MILPER Message outlines the changes for annotating evaluations.
b. All Officers and NCOs will include goals and objectives to help eliminate sexual harassment and assault. The Officer Evaluation Report Support Form (or its equivalent) and NCOER Counseling and Support Form must be annotated with goal and objective adherence to SHARP Program. Soldiers attending military service schools, civilian education, medical, or industrial institutions, goals and objectives will be establish during the students’ initial counseling
c. The rater will assess the rated officer or NCO on how well they adhered to the SHARP Program and any significant actions or contributions the rated officer or NCO made:
1) Promoting the personal and professional development of his or her subordinates
2) Ensuring the fair, respectful treatment of assigned personnel
3) Establishing a workplace and overall command climate that fosters dignity and respect for all members of the group
d. Assessments should also identify, as appropriate, any failures by the officer or NCO to foster a climate of dignity, respect and adherence to the SHARP Program.
e. Raters and senior raters will document any substantiated finding on the officers’ DA Form series, NCOs’ DA Form series, DA Form 1059 and DA Form such as:
1) Committing an act of sexual harassment or sexual assault
2) Failing to report a sexual harassment or assault
3) Failing to respond to a complaint or report of sexual harassment or sexual assault
4) Retaliating against a person making a complaint or report of sexual harassment or sexual assault

8. Strategic HR Planning (1 of 3)
Supports Organizational Strategic Objectives / Goals
Informed by the Strategic direction of the Army, DoD, and the Executive Branch
Analysis of Strengths and Weaknesses (internal) and Opportunities and Threats (external) – SWOT Analysis
What strengths do we possess? (i.e. excellent benefits)
What are our weaknesses? (i.e. rapid structural change)
What opportunities can we capitalize on? (i.e. high unemployment rate may allow for a higher quality recruit)
What threats do we need to mitigate? (i.e. extreme competition for great talent)
SHOW SLIDE 8: STRATEGIC HR PLANNING
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
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 life long learning
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

9. Strategic HR Planning (2 of 3)
The external strategic environment shapes our strategic goals and objectives
What is happening in the world?
What is our planned response?
The strategic framework establishes how the nation will employ military power
What are the requirements / skills necessary to achieve this military power?
SHOW SLIDE 9: STRATEGIC HR PLANNING 2 of 3
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
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.

10. Strategic HR Planning (3 of 3)
STRATEGIC ENVIRONMENT
Compensation
Structure
Promotion
Recruitment
&
Retention
Performance
TALENT MANAGEMENT
DIVERSITY
Career Planning
Training
&
Education
SHOW SLIDE 10: STRATEGIC HR PLANNING 3 of 3
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
While it may appear that the Strategic HR planning is sequential, it is more a process than a product.
Components of HR strategic planning are inter-related and dependent. A compensation plan that does not take into account the skill set and performance of the workforce will not be as effective as one that does.
Likewise, training and education should lead to improved performance and performance not to standard may require additional training and education. While compensation, should not be the end all to shaping workforce behaviors, it does need to be competitive enough to take the issue of pay off the table (allowing us to focus on the other areas).
The previous slide provides us the framework for how we shape our force. This shaping provides the guidance that allows us to create the organizations and requisite manning (personnel structure). These lead to development of a recruiting and retention plan with targets for specific jobs (MOSs). From here we identify the required skills / competencies needed to accomplish the job. If there is a deficit in the workforce, we train and educate. Training should lead to increased comprehension, job performance, and job satisfaction. When elements of the job change, we often have to go back in and change the job requirements that may require new competencies and new training on those competencies.
The outside frame shows other elements of a strategic HR framework that need consideration and attention – talent management – succession management – diversity. These areas tie in to all the other components of a strategic HR plan.
Transition / Separation
Competency Management
SUCCESSION MANAGEMENT

11. Strategic Input to the Army’s Strategic HR Plan
HR Strategic Planning is shaped by:
The Army’s strategic outlook
Army Posture Statement
National Defense Strategy
Quadrennial Defense Review
National Defense Authorization Act
Other Strategic Documents
SHOW SLIDE 11: STRATEGIC INPUT TO THE ARMY’S STRATEGIC HR PLAN
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
As discussed earlier and as we saw with President Obama’s message, any strategic HR Plan must be informed by higher level information.
NOTE TO INSTRUCTOR: Have the students take out their reading on the “Army Posture Statement” for Ask them to highlight and discuss several areas that are mentioned in the document in terms of strategic HR capabilities/requirements.
Some possible Discussion starters:
Resiliency training for our families
Temporary End Strength Increase
Projected Pay Raise
Mix of Reserve and Active forces
Spend about 5-10 minutes discussing other items that inform Strategic HR Planning

12. Check on Learning
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.
Q2. What are the components of a Strategic HR Plan?
Recruitment / Retention; Talent Management; Succession Management; Compensation / Total Rewards; Skills Management; Performance Management; Career Development; Diversity; Quality of Life
Q3. In order to engage in Strategic HR Planning, we must have a firm understanding of what?
The Strategic Environment
SHOW SLIDE 12: CHECK ON LEARNING
TLO1: Define Strategic HR Support
TLO 2: IDENTIFY COMPONENTS OF A STRATEGIC HR PLAN
Q1. According to FM 1-0, Startegic HR Support involves the national-level capability to do what four things for the HR management lifecyle functions for the Army?
Plan, resource, manage, and control.
Q2. What are the components of a Strategic HR Plan?
Recruitment / Retention; Talent Management; Succession Management; Compensation / Total Rewards; Skills Management; Performance Management; Career Development; Diversity; Quality of Life
Q3. In order to engage in Strategic HR Planning, we must have a firm understanding of what?
The Strategic Environment

13. STRATEGIC Military HR Organizations
Military Personnel Managers Course Career Program-50 (CP-50)
STRATEGIC Military HR Organizations
“The Army is fundamentally changing the way we manage talent. We are moving from an industrial-age personnel system to a 21st-century talent management system. Doing this will allow us to better understand the knowledge, skills and behaviors of all our Soldiers in all three components to get the right Soldier in the right job at the right time.”
GEN James C. McConville, Vice Chief of Staff of the Army
SHOW SLIDE 13: STRATEGIC MILITARY HR ORGANIZATIONS
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE: Ask students to identify what they believe are strategic Military HR Organizations.

14. Assistant Secretary of the Army, Manpower & Reserve Affairs (ASA, M&RA)
Raymond T. Horoho Acting ASA (M&RA)
MG Robert D. Carlson (USAR) Special Assistant to ASA (M&RA)
Diane M. Randon
Principal Deputy ASA (M&RA)
Deputy Assistants to the ASA, M&RA
Mark S. Davis
Army Marketing Research Group
Show Slide 14: Assistant Secretary of the Army, Manpower & Reserve Affairs (ASA, M&RA)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE TO INSTRUCTOR: Have students open up Internet Explorer and follow along on this and following organizational slides to see the organizations and become familiar with the organization.
Link:
ASA, M&RA: Assistant Secretary of the Army, Manpower and Reserve Affairs
Supervise Manpower and Reserve Component Affairs for the Secretary of the Army (SA)
The ASA (M&RA) mission is firmly grounded in statute and regulation. title 10 of the United States Code establishes the ASA (M&RA) as an entity and provides the mission foundation and states that the ASA (M&RA) has, as its principal duty, "the overall supervision of manpower and reserve component affairs of the Department of the Army" . The Headquarters, Department of Army, General Order No 3 provides further detailed descriptions of ASA (M&RA)'s responsibilities Per General Order No 3 (dated July 9, 2002), ASA (M&RA) serves as the Army's lead for civilian and military manpower policy, human resources, the review of soldier records, reserve/active component force structure policy, the Army-wide Equal Employment Opportunity Program and other critical matters as part of the Army leadership
The ASA (M&RA) also has responsibility for providing oversight and direction to the Army's total force management, manpower and workforce management programs This authority extends to all five components of the Army (ie, Active, Guard, Reserve military, civilian and contractor) Additionally, the Secretariat's oversight and direction extends to training, readiness and mobilization policies, plans and programs affecting the Army (Active and Reserve Components) with a strong emphasis on reviewing all policies and programs pertaining to mobilization, demobilization and accessibility of the Reserve Components
ARMY REVIEW BOARDS: Acts for the Secretary of the Army as the highest administrative level for review of personnel actions taken by lower levels of the Army through administering 14 boards and provides policy oversight of the Army prison system and law enforcement. DIVERSITY AND LEADERSHIP: Mission is to maintain Army as a model of diversity by providing a culture that values diversity and inclusion and an environment free from unlawful discrimination and prohibited behaviors, to maximize the readiness potential of every soldier, civilian and family member, thru policy development, practice, workforce analysis and outreach. FORCE MANAGEMENT, MANPOWER & RESOURCES: Provide Policy, Oversight, and Supervision for Development and Employment of the Army's Total Force Structure (Military, Civilians, and Contractors) and lead integrator of all ASA (M&RA)'s Program Objective Memorandum (POM) Resources
MILITARY PERSONNEL AND QUALITY OF LIFE: Provide policy, supervision, and oversight of military human resource programs for the Total Force, human resources system for Army Families, and all Quality of Life matters.
TRAINING, READINESS, & MOBILIZATION: To exercise Secretariat supervision, direction, and organization for Army Training, Readiness and Mobilization, and assist the ASA (M&RA) with the oversight of Reserve Affairs matters within the Army
CIVILAIN PERSONNEL and SENIOR LEADER MANAGEMENT OFFICE: Advises the Secretary of the Army and other senior leaders on all matters relating to the recruitment, utilization, and lifecycle management of the Executive and Senior Professional (ESP) civilian workforce. The Civilian Senior Leader Management Office (CSLMO) develops, formulates, coordinates, and administers the Army's executive personnel programs. The executives managed from this office include: Political Appointees, Schedule C; Senior Executive Service (Career and Non-Career), Scientific and Professional, Senior Level, Defense Intelligence Senior Executive Service, Defense Intelligence Senior Level, Board of Contract Appeals, section 1113 positions, pay band 5 positions, Highly Qualified Experts, Consultants, and Experts. This group of executives are collectively known as Executive and Senior Professionals (ESPs). CSLMO also serves as the executive secretary to and provides administrative support for the Secretary of the Army's (SA) Executive Resources Board (ERB). The ERB plays an active role in the governance and oversight of the ESPs and functions in an advisory capacity to the SA. They address executive personnel planning, utilization of executive resources, executive development, and evaluation of executive personnel programs
ARMY MARKETING RESEARCH GROUP: Conduct national marketing, market analysis, and accessions analytics to develop best-value strategies and tactics that inform the American people and motivate the most qualified candidates to consider Army service. Directly supports Regular Army and Army Reserve recruiting activities for officer, enlisted, and civilians.
Raymond Rees
Training, Readiness and Mobilization
Paula Patrick Civilian Personnel / Senior Leader Management
Jeffrey P. Angers
Director, Strategic Integration
Donald G. Salo, Jr.
Military Personnel Policy and Quality of Life
Francine C. Blackmon Army Review Boards Agency
Warren S. Whitlock
Diversity and Leadership

15. Army G1 Deputy Chief of Staff, G-1 LTG Thomas C. Seamands Army G1
Strategic Initiatives Group
Management Support Office
Chief Information Officer
Military Personnel Management Directorate
Asst G1 for Civilian Personnel
Army Resiliency Directorate
Army Research Institute
Plans and Resources Directorate
SHOW SLIDE 15: ARMY G1
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE: The Army G1 is the senior uniformed Army HR provider
NOTE TO INSTRUCTOR: Link:
ARMY G1 Mission: Develop, manage and execute all manpower and personnel plans, programs and policies — across all Army Components — for the entire Army team Our vision for the human resource enterprise is a team of HR professionals dedicated to supporting and empowering Soldiers, Civilians, Families and Veterans worldwide in an era of persistent conflict We will recruit, retain and sustain a high quality volunteer force through innovative and effective enterprise solutions We will ensure HR readiness of the Total Army across the full spectrum of operations.
Strategic Initiatives Group: Synchronize, integrate, and coordinate Human Resources initiatives across the Human Capital Enterprise and to provide the DCS, G-1 and ASA (M&RA) with tailored Strategic Communications and Legislative Affairs support in order to develop strategic direction and facilitate informed risk-aware decision making and communicate decisions to involved stakeholders.
Management Support Office:
Provide first class human resource, procurement, logistic, property management, safety, security, administrative and information technology support that enable the ASA (M&RA)/DCS, G-1 family to successfully Man the Army. An internal support agency to the Army G1 and ASAM&RA
Chief Information Officer:
Lead the transformation of Army Human Resources Information Technology systems, capabilities, and investment management by providing strategic planning, policy, and integration to facilitate accomplishment of the Army Human Resources mission worldwide.
Asst G1 for Civilian Personnel:
Responsible for setting long-range, strategic direction and policy governing the management and utilization of Department of the Army Civilian employees.
Responsible for management and oversight of program and policy development to ensure effective management of civilian employees, management, and operation of Civilian Personnel Operation Centers (CPOCs).
Responsible for evaluation of the management of employees and administration of the civilian personnel program Army-wide.
Army Research Institute:
The mission of the U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) is to maximize individual and unit performance and readiness to meet the full range of Army operations through advances in the behavioral and social sciences.
Lead Laboratory for Training, Leader Development, and Soldier Research and Development
Center of Excellence for Army Personnel, Surveys, and Occupational Analysis
Technical expertise and analytical support at all levels of the Army
Quick-response capability when specific problems arise
Insights into the impact of policy/program changes on soldiers and leaders
Timely information on soldier and leader attitudes and concerns so senior leaders can keep their "finger" on the pulse of the operational Army
Manprint:
MANPRINT is the U.S. Army's Human Systems Integration Directorate, Office of the Deputy Chief of Staff, G-1. Its mission is to establish policies and procedures for AR 602-2, Human Systems Integration (the MANPRINT) in the System Acquisition Process and to exercise primary staff responsibilities for the Soldier-Oriented Research and Development in Personnel Performance and Training (SORD) , AR 70-8.
MANPRINT
Civilian Human Resources Agency (CHRA)
U.S. Army Physical Disability Agency
Technology & Business Architecture Integration
Human Resources Command

16. Army G1 Deputy Chief of Staff, G-1 LTG Thomas C. Seamands Army G1
Strategic Initiatives Group
Management Support Office
Chief Information Officer
Military Personnel Management Directorate
Asst G1 for Civilian Personnel
Army Resiliency Directorate
Army Research Institute
Plans and Resources Directorate
SHOW SLIDE 16: ARMY G1
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
Military Personnel Management Directorate:
Enlisted Division
Professional Development Branch
Enlisted Sustainment & Separations Policies Formulates, disseminates and verifies all policies concerning promotions, school selection, reclassification, reenlistment, retention, drawdown programs, and separations Policy decisions affect Active Army, Reserve Components, and Active Guard Reserve (AGR) enlisted soldiers Total Army Retention Program Establish and monitor annual Total Army retention policies and objectives Enlisted Personnel Management Systems: Integrate life cycle functions to include promotion, professional development, etc
Special Pays: Army G-1 POC for Selective Reenlistment Bonus Pay - Coordinate programs required to achieve force manning objectives - Army G-1 POC for Army Reserve Forces Policy Council (ARFPC) -
Army G-1 POC for Reserve Components Active Duty Special Work (ADSW) policy
Distribution and Readiness Branch
HQDA Active Component (AC) Manning Guidance for Fiscal Year (FY) 2011
Establish DA policy for enlisted distribution, European troop strength, overseas tour length, stabilization, categories of PCS moves, and soldier readiness program Monitor Total Army personnel readiness - Monitor NGB and OCAR FTS AGR programs Army G-1 POC for RCCC and RFPB Army G-1 POC for Soldier Readiness Program Army G-1 POC for Overseas Assignment Policy and Deployment Criteria - Process DMO requests Army G-1 POC for Rear Detachment Report Policy Policy Analysis - provide MOS-level analysis on the impacts of policy change recommendations -
Training Requirements Division
Program manager for the Army Training Requirements and Resources Systems (ATRRS) Support planning, programming, budgeting and execution of individual training mission Responsible for the integration of Manpower, Personnel and - Training policy and plans Link the train function with the structure, acquire, distribute, sustain, and separate personnel functions - Develop Army input to training management policy and proponent for AR , Management of Army Individual Training Requirements and Resources - Conduct annual Structure Manning Decision Reviews (SMDR) - Develop and publish the peacetime and mobilization Army Program for Individual Training (ARPRINT) annually Conduct Training Resource Arbitration Panel (TRAP) to manage execution year training program changes Manage training programs of the Total Army School System Plan and coordinate other service, DoD and other government agency training requirements in Army schools ARSTAF coordinator of training requirements for Army personnel in non-Army schools Establish policy and regulatory guidance for input to training analysis DoD Executive agent for input to training within the Defense Acquisition University (DAU) and Armed Forces Information Service (AFIS) training
Enlisted Accessions Division -
Develop and manage annual accession plans for RA and USAR enlisted, RA and USAR AMEDD officer, and all other special categories of accession recruited by USAREC Develop recruiting policies and procedures in support of the above Develop and manage active and reserve component incentives for enlistment and for AMEDD officer accessioning Establish classification/standards for enlistment in all components Act as DoD Executive Agent for support and operation of USMEPCOM Act as Principal ARSTAF point of contact for matters related to the automated personnel systems that support the accessioning process (KEYSTONE, REQUEST, etc) Represent the Army on Joint recruiting related councils, study groups and task forces Advise Army G-1 directors on marketing, advertising, and public affairs issues and programs - Develop policy pertaining to Army advertising
Officer Division
Develop and manage the Total Army Officer Accession Plan Develop accession policy and missions for ROTC, USMA, and OCS Develop warrant officer accession policy and missions for USAREC (Warrant Officers only) Establish and monitor policy for direct commission and warrant officer appointments Develop and execute the DOPMA Five Year Promotion and Continuation Plan -
Develop policy and monitor implementation of officer and warrant officer:
Selection boards (promotion, schooling and command) - Reduction boards (SERB, RIF, CVI/RA Probationary) Separations Evaluations Professional development/joint duty management leader development Joint officer management retention and loss management Branching and rebranching Selective continuation and retirement
Develop policy, monitor implementation, and initiate necessary legislative changes for DOPMA, DoD Reorganization Act of 1986 (Title IV), and Title 10, USC, as applied to officers and warrant officers - Serve as principal ARSTAF action agent for WOMA and ROPMA Develop and execute plans and policies for builddown of officer/warrant officer corps during Army downsizing Develop policy upon which Officer Distribution Plan is based Act as principal ARSTAF POC for USMA Performs as ARSTAF lead agency for joint duty assignment list (JDAL) review board and other joint acts
Operations Division
Establish and integrate military and civilian manpower/personnel mobilization and contingency policy Responsible for personnel mobilization policy for Pre-trained Individual Manpower (PIM)
ARSTAF policy proponent for mobilization of retired members of the Army Responsible for overall Army planning, coordination, execution and evaluation of personnel play in JCS and unilateral Army mobilization and contingency exercises Army proponent for CONUS Replacement Centers (CRC) and Individual Deployment Site (IDS) Operate the DCSPER’s Personnel Contingency Cell (PCC)
DOD Executing Agent for CONUS repatriation plans and operations DOD functional proponent for the Neo Tracking System (NTS) and the Automated Repatriation Reporting System (ARRS)
Army functional proponent for the Inter-Component Data Transfer System (ICDT) Army functional proponent for the development of the Integrated Total Army Personnel Database (ITAPDB)
Maintain and update DCSPER Emergency Actions Procedures Guide (EAPG)
MANPRINT
Civilian Human Resources Agency (CHRA)
U.S. Army Physical Disability Agency
Technology & Business Architecture Integration
Human Resources Command

17. Army Human Resources Command
Commanding General, HRC
The Adjutant General (TAG)
Enlisted Personnel Management Division
Officer Personnel Management Division
MG Jason T. Evans
SHOW SLIDE 17: ARMY HUMAN RESOURCES COMMAND
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE: The next few slides will highlight the organization and the functions of the main divisions within HRC.
LINK:

18. Army Human Resources Command
The Adjutant General (TAG)
Evaluations, Selections, and Promotions Division
Soldier Programs & Services Division
Transition Division
Army Personnel Records Division
Field Services Division
Army Continuing Education System
Military Postal Service Agency
Casualty and Mortuary Affairs Operations Division
Operations & Services Division
BG Robert W. Bennett, Jr.
SHOW SLIDE 18: ARMY HUMAN RESOURCES COMMAND – THE ADJUTANT GENERAL (TAG)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE TO INSTRUCTOR: THIS IS A BUILD SLIDE - THE RED HIGHLIGHT BOXES WILL APPEAR IN THE ORDER BELOW FOR THE AGENCIES
The Adjutant General wears two separate hats:
The Adjutant General of the United States Army
The Executive Director, Military Postal Service Agency
Military Postal Service Agency (MPSA):
MSPA serves as an extension of the United States Postal Service, the Military Postal Service provides Department of Defense personnel, their family members and other authorized users mail services around the world. Customers receive basically the same level of service as if they were at home in the United States. Differences are based on the country in which they are stationed and the type of military operation in which they are involved.
Casualty and Mortuary Affairs Operations Center (CMAOC):
Provide policy and operational oversight of Army Casualty and Mortuary Affairs; oversee recovery, identification, and repatriation of all Soldiers from present and past wars; serve as Army POC for POW/MIAs; and act as DOD Executive Agent for Mortuary Affairs and the DOD Lead Component for the Defense Casualty Information Processing System.
Soldier Programs and Services Division (SPSD):
The SPSS composed of four branches:
Awards and Decorations
Soldier Programs
Incentive Pay
Transition. 
SPSD’s mission is to provide essential personnel and administrative support to Commanders and Soldiers to enhance the readiness and well-being of America’s Army to include:
Management of the Army Military Awards and Decorations Program
Manage Army Postal Policy
Manage the Army Voting Program
Manage the Army Career and Alumni Program (ACAP)
Execute, develop, and administer policy for congressionally mandated incentive programs
Manage transition programs and processes for transitioning Soldiers
Manage the Army DEERS/RADIDS and CAC/PKI Program
Develop policy on a wide ranging array of personnel regulations
Administer the Army Reserve retirement program
Provide oversight of the Un-Employment Compensation Program as related to Soldiers

19. Army Human Resources Command
The Adjutant General (TAG)
Evaluations, Selections, and Promotions Division
Soldier Programs & Services Division
Transition Division
Army Personnel Records Division
Field Services Division
Army Continuing Education System
Military Postal Service Agency
Casualty and Mortuary Affairs Operations Division
Operations & Services Division
BG Robert W. Bennett, Jr.
SHOW SLIDE 19: ARMY HUMAN RESOURCES COMMAND – THE ADJUTANT GENERAL (TAG)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
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 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.

20. Officer Personnel Management Directorate
Operations Division (OD)
Officer Readiness Division (ORD)
Health Services Division (HSD)
Force Sustainment Division (FSD)
Command Management Division
Special Management Division (SMD)
Army Special Operations Forces (ARSOF)
Leader Development Division (LDD)
Operations Support Division (OSD)
Management Support Division (MSD)
SHOW SLIDE 20: OFFICER PERSONNEL MANAGEMENT DIVISION (OPMD)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
OPMD MISSION:
OPMD optimizes personnel readiness by personal engagement and individual management of the Officer Corps by matching the best available officer skill set with assignment opportunity. We enable further leader growth through educational, developmental, and broadening opportunities which are validated in accordance with Army Manning Guidance and are prioritized and coordinated with field commands meeting the needs of the Army, now and in the future . Officer Readiness Division (ORD):
Execute worldwide distribution of Army Officers to meet the Army’s documented and resourced authorizations
Simultaneously satisfy both the individual Officer’s professional development objectives and associated family/personal needs
Provide the Commander the resource needed to accomplish the mission (Officer possesses the right knowledge, skills, abilities, and experiences)
Conduct continuous analysis and deliberate quality control checks throughout the process and hold both the Customers (Commanders) and the Consultants (Assignment Divisions) accountable
At end state - A prioritized, equitable distribution of Officers filling positions commensurate with their capacity; Army essential requirements met; and our Team poised to execute emergent requirements not inherent in the formal cyclic process
Leader Development Division:
Manages the officer civilian schooling process; military school slating; and retirement, separations, and eliminations. Serves as the board proponent for Senior Service College, foreign and sister-service ILE, and functional designation/VTIP. Synchronizes G-1 policy with G-3 resources and requirements.
Management Support Division (MSD):
Executes the Directorate’s internal management operations and provides functional support in the execution of the Directorate’s core mission. The MSD includes the Resource Management Branch, the Functional Support Branch, the Command Management Branch, and the Policy, Procedures, and Special Actions Branch.
Special Management Division (SMD):
Maintains a SECURE and responsive full-service personnel distribution and management system within Army Human Resources Command in order to enable the readiness and well-being of Department of the Army approved Special Mission Units (SMUs), Special Access Programs (SAPs), and Other Selected Sensitive Units or Positions (OSSUPs). SMD manages the assignment and development of officers in the following branches: SOF-Ground, SOF-Aviation, SOF-Intel.
Army Reserve Officer Division (AROD):
AROD consists of operations, operations support, and force sustainment branches that manage the assignment and development of AGR officers in all branches and functional areas with the exception of the Health Services branches. AROD also manages the IRR and IMA officer population
Operations Division (OD):
Manages the assignment and development of AC officers in the following branches: Maneuver – Infantry, Armor, and Aviation; Maneuver Support – Engineer, Military Police, and Chemical; Fires – Field Artillery and Air Defense;
Operations Support Division (OSD):
Manages the assignment and development of AC officers in the following branches: Signal, Military Intelligence, Cyber, Foreign Area Officer, and all Functional Areas. OSD also approves the distribution plan for functional area officers ICW AMG proponent supplemental assignment guidance. Functional area requisitions are developed in synch with the distribution cycle but functional areas do not participate directly in the distribution conference.
Force Sustainment Division (FSD):
Manages the assignment and development of AC officers in the following branches: Logistics – Transportation, Ordnance, Quartermaster, Logistician, Soldier Support, Adjutant General, and Finance; and Acquisition – Acquisition, Warrant Officers, and Professional Service Branch. (Note: Acquisition Branch also manages colonels.)
Health Services Division (HSD):
HSD’s mission is to “execute the full spectrum of human resources programs and systems to promote unit readiness, help develop Army Medical Department (AMEDD) leaders, and sustain the well-being of the Army – Soldiers, veterans, and their families.” HSD manages the assignment and development of AC and AGR officers in the following branches: Medical Corps, Dental Corps, Veterinary Corps, Nurse Corps, Medical Specialist, Medical Service, and Division Support Branch. (Note: HSD also manages colonels.)
Army Special Operations Forces Division (ARSOF):
Executes officer personnel readiness of three SOF Career Management Fields; Civil Affairs, Psychological Operations, Special Forces, and a Special Operations Aviation Regiment by assessing and matching the best available officer with each assignment opportunity. Enable individual officer growth through educational, developmental, and broadening opportunities, informed by unit priorities, validated through Army Manning Guidance, and prioritized and coordinated with USASOC, to meet Army requirements now and in the future
Army Reserve Officer Division (AROD)

21. Enlisted Personnel Management Directorate
Operations Division (OD)
Sergeants Major Management Division (SMMD)
Force Alignment Division (FAD)
Operations Support Division (OSD)
Command Management Division
Operations Management Division (OMD)
Force Sustainment Division (FSD)
Readiness Division (RD) Nominative Branch
Army Reserve Enlisted Division (ARED)
SHOW SLIDE 21: ENLISTED PERSONNEL MANAGEMENT DIVISION (EPMD)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
EPMD MISSION:
Direct the Army's Enlisted Personnel Management System to execute distribution and career management in order to optimize Army personnel readiness, enable leader development and strengthen an agile and versatile Army.
Operations Division:
Executes the EPMD mission for the following Branches
Air Defense Artillery (CMF 14)
Armor (CMF 19)
ARSOF (CMFs 18, 37, 38 and the 75th Ranger Regiment)
Field Artillery (CMF 13)
Infantry (CMF 11)
Operations Support Division:
Executes the EPMD mission for the following Branches:
Chemical (CMF 74)
Engineer (CMF 12
Military Intelligence (CMF 35) and Language – MOS 09L
Military Police (CMF 31)
Signal (CMF 25)
Force Sustainment Division:
Health Services (CMF 68)
Ordnance (CMFs 89, 91, and 94)
Quartermaster (CMFs 92 and 51)
Soldier Support (MOSs 27D, 36B, 42A, 42R, 42S, 56M, and 79S)
Transportation (CMF 88)
Sergeants Major Management Division:
Executes the EPMD mission for all CSM / SGM personnel to include nominative positions, taskings, and interface with command management branch for CSM command billets.
Command Management Division:
Execute the Army Chief of Staff's LTC/COL Command and Key Billet and the Sergeant Major of the Army's Centralized Selection (CSL) Brigade and Battalion CSM and SGM program while maintaining the integrity of the process to ensure our best qualified officers and NCOs fill our most important billets to best serve the Nation and its Soldiers.
Readiness Division (RD) Nominative Branch:
Drill Sergeant Team; Recruiting Team; Equal Opportunity; Nominative Agencies, DIA, NATO, etc.
Force Alignment Division (FAD):
Execute Accession Policy, Military Schools, Transitions, Active to Reserve, Contingency Support, Sanctuary, Retention, and Reclassification.
Operations Management Division (OMD):
Provide Enlisted Personnel Directorate (EPMD) oversight to ensure quality personnel management and the synchronization of personnel support systems, assignment procedures, functional analysis and initiatives internal to the Directorate. Manage Enlisted Personnel systems, policies, procedures and programs to support Army readiness and sustain the well-being of our Soldiers, civilians, veterans and families Army-wide and internal to EPMD.
Active Guard Reserve (AGR) Army Reserve:
Execute Career Management functions for the Enlisted RC force.

22. Installation Management Command
SHOW SLIDE 22: Installation Management Command
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense

23. IMCOM Strategic HR G1 Human Resources Personal Staff G5 Plans G9
Military Personnel G9
FMWR Programs
Congressional Affairs Contact Office
Strategic Plans
Civilian Personnel
Warrior & Family Support
Special Staff
Force Management
ASO
MWR Business Programs
SHOW SLIDE 23: Installation Management Command (Strategic HR)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
EEO
ASAP
Nonappropriated Fund Services
Talent Management
ACES

24. Other Strategic HR Organizations
Under Secretary of Defense for Personnel and Readiness
Department of Defense, J1 Manpower and Personnel
Readiness and Force Management
Defense Human Resource Activity
Family and Morale, Welfare, and Recreation( FMWR) Programs (IMCOM G9)
Health Affairs
Reserve Affairs
SHOW SLIDE 24: OTHER STRATEGIC HR ORGANIZATIONS
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
THE UNDER SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS (USD P&R):
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.
READINESS AND FORCE MANAGEMENT (R&FM):
Develops policies and provides advice in the areas of civilian and military personnel policy, readiness of the force, and military community and family policy. Additionally, the ASD(R&FM) is responsible for allocating assigned resources and providing oversight of subordinate activities, including the overall day-to-day supervision of the Department of Defense Education Activity and the Defense Commissary Agency (DeCA). Components of R&FM include:
Military Personnel Policy
Civilian Personnel Policy
Defense Commissary Agency
Diversity Management and Equal Opportunity
Department of Defense Education Activity
Military Community and Family Policy
Readiness
DEFENSE HUMAN RESOURCE ACTIVITY (DHRA):
DHRA is a Department of Defense (DoD) Field Activity, of the Under Secretary of Defense (Personnel and Readiness) (USD (P & R)). Leading the way for a number of key DoD Components and programs, Components of DHRA include:
Defense Civilian Personnel Advisory Service (DCPAS)
Defense Manpower Data Center (DMDC)
Personnel and Readiness Information Management (P&R IM)
Defense Personnel Security Research Center (PERSEREC)
Employer Support of the Guard and Reserve (ESGR)
Defense Department Advisory Committee on Women in the Services (DACOWITS)
Federal Voting Assistance Program (FVAP)
Office of the Actuary
Defense Language Office (DLO)
Sexual Assault Prevention and Response Office (SAPRO)
Defense Travel Management Office (DTMO)
National Security Education Program (NSEP)
Yellow Ribbon Reintegration Program (YRRP)
Interagency Program Office (IPO) – VA and DOD
HEALTH AFFAIRS:
The principal advisor to the Secretary of Defense for health issues. Manages the budget for the Military Health System (MHS) and oversees the TRICARE Management Activity.
RESERVE AFFAIRS:
Principal Staff Assistant and advisor to the Secretary of Defense with responsibility for overall supervision of matters which involve the Reserve Components (RC), including Air Force Reserve Command, Marine Forces Reserve, Army Reserve, Army National Guard, Navy Reserve, Coast Guard Reserve, and Air National Guard Reserve.
WOUNDED WARRIOR CARE AND TRANSITION POLICY: The Office of the Deputy Assistant Secretary of Defense for Wounded Warrior Care and Transition Policy ensures recovering wounded, ill, injured, and transitioning members of the Armed Forces receive equitable, consistent, and high-quality support and services. We help our wounded warriors and their families through effective collaboration efforts, pro-active communication, responsive policy, and program oversight.
DOD, J1 (MANPOWER AND PERSONNEL):
The J-1 Manpower and Personnel Directorate is responsible for providing manpower and personnel advice support to the Chairman of the Joint Chiefs of Staff, ensuring maximum readiness and sustainability of the total force.
FMWR:
Family and MWR programs, services and activities offer Soldiers and Families opportunities to enrich their lives culturally and creatively.  Their programs relieve stress, build strength and resilience, and help the Army Family stay physically,  mentally, and financially fit. Major services include:
Child, Youth & School Services
Army Family Programs
Soldier Programs & Community Recreation
Family and MWR Business Initiatives
Armed Forces Recreation Centers
MWR Recreation Delivery to theater operations
Additionally, the Family and MWR Academy provides outstanding professional development  training and support to MWR personnel in the management and administration of MWR programs, people, and resources.
Wound Warrior Care and Transition Policy

25. The Office of the Chief, Legislative Liaison (OCLL)
The Secretary of the Army’s POC for Army legislative Affairs
OCLL
House Liaison Division
Senate Liaison Division
Programs Division
Congressional Operations
SHOW SLIDE 25: OFFICE OF THE CHIEF, LEGISLATIVE LIAISON (OCLL)
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
The Office of the Chief, Legislative Liaison (OCLL):
The Chief, Legislative Liaison (CLL) is directly responsible to the Secretary of the Army for legislative affairs, including formulating, coordinating, supervising, and executing the Army’s Congressional policy and strategy. The CLL ensures the overall integration of the Army’s efforts with Congress, develops comprehensive congressional engagement strategies for Army senior leaders, and disseminates critical information on all major Congressional activities.
House Liaison Division:
Serve as the primary point of contact with Members of the U.S. House of Representatives, their staff, and all relevant committees
Assist Representatives and staff in understanding policies, actions, operations, and requirements of the Army
Provide prompt, coordinated, consistent, and factual replies to telephonic inquiries from Representatives and staff
Report congressional trends and problems and advise OCLL and the ARSTAF regarding the status of congressional relations and developments affecting the Army
Arrange and escort Representatives and staff on congressional trips
Coordinate special events and ceremonies for the SA and CSA involving the House of Representatives’ congressional participation in conjunction with Army Protocol and other OCLL divisions;
Notify Members of Congress about inpatients and outpatients at Walter Reed Army Medical Center (WRAMC)
Arrange, host, and oversee Army functions and events in the House of Representatives.
Senate Liaison Division:
Serve as the primary point of contact with Members of the U.S. Senate, their staff, and all relevant committees
Assist Senators and staff in understanding policies, actions, operations, and requirements of the Army
Provide prompt, coordinated, consistent, and factual replies to telephonic inquiries from Senators and staff
Arrange and escort Senator and staff on congressional trips;
Coordinate special events and ceremonies for the SA and CSA involving the U.S. Senate’ congressional participation in conjunction with Army Protocol and other OCLL divisions
Notify Members of Congress about inpatients and outpatients at Walter Reed National Military Medical Center (WRNMMC)
Arrange, host, and oversee Army functions and events in the Senate
Programs Division: : Facilitate the partnership between the Army and Congress in order to ensure support for the Army's needs.
Principal liaison to the House and Senate Armed Services (and Intelligence) Committees, Members, professional staff, and personal staff
In concert with SAFM-BUL, facilitate the Army achieve the necessary authorities and funding to support Army needs (NDAA = PGMS; Appropriations Bills = BUL)
Provide liaison to Congress (less appropriators) on Army programs, plans and policies
Subject matter experts on the Congressional aspects of Army programs, plans, and policies, and liaison support to the Army Secretariat, Army Staff, Army Commands, and Direct Reporting Units
Congressional Operations Division: Develops and supports the Army's Congressional strategy and provides Congressional operations and administrative support to OCLL; provides direct legislative assistance to Army Senior Leaders; develops and executes a collaborative Army Congressional engagement strategy and provides strategic communications support in order to facilitate and integrate efforts to build a strong partnership with Congress and ensure support for the Army's resource needs.
Current Operations Branch: Produces plans, orders, and instructions to execute the CLL’s intent. Publishes daily updates and maintains the current operations matrix to provide relevant and timely information on Congressional engagements, hearings, travel and emerging issues to improve effectiveness of the organization.
Strategic Communications (STRATCOM) Branch: Formulates strategic communications strategy and products to facilitate interactions with Members of Congress and Congressional staff. Coordinates with the Army staff to ensure the Army speaks with one voice when communicating with Congress. Prepares speeches and outreach materials for the CLL.
Plans and Strategy Branch: Develops and executes strategic plans including Congressional engagement strategies and assists in the preparation of Army General Officers and senior Noncommissioned Officers for Congressional hearings and engagements.
Army Senior Leader Branch: Provides special legislative assistants to the Secretary of the Army, the Chief of Staff, Army, the Under Secretary, Army, the Vice Chief of Staff, Army, and the Sergeant Major of the Army. Assist Army senior leaders with all interactions with Congress to include hearings, meetings, office calls, phone calls, and written correspondence.
Investigations and Legislative Division. Coordinates, monitors, and reports on congressional investigative actions that are of interest to, or involve, the Army. Represents the Army’s interests in congressional investigations, ensuring the committees receive accurate and complete information. Supervises the execution of the Army legislative program. Coordinates and monitors legislative proposals initiated by Army organizations and monitors legislative developments of interest to the Army. Acts as Army lead legislative liaison for programs and policies relating to environment, military justice, and MWR, financial management and acquisition policy matters. Provides advice and training for witnesses called to appear before Congress, and assists Army witnesses in preparing written statements and obtaining final clearance of the statements from the Office of Management and Budget (OMB) and the White House. Manages the Senate confirmation process for General Officer and senior Army civilians and monitors the confirmation process for all Army officers. The Congressional Response Team is responsible for documenting, tracking, and monitoring the status of all major or sensitive Congressional requests incoming to the Department of the Army and the Army’s responses to those requests. The CRT directs the collection, review, records management and accountability, coordination, and release of written and oral responses requested by Congress.
The Congressional Inquiry Division: Prepares, coordinates and provides accurate, clear and timely replies to Members and Committees of Congress and their staffs in response to Inquiries and Requests for Information. The Division also notifies Members of Congress of all operational casualties and contract awards valued over $6.5 million. The Division is organized into two branches, the Correspondence Branch and the Special Actions Branch. The Correspondence Branch is comprised of two teams who respond to written and telephonic inquiries from Member of Congress pertaining to constituent concerns that involve Army-related matters. The Special Actions Branch handles Executive Correspondence addressed to Senior Leaders of the Department of the Army and notifies Members of Congress of all operational casualties and contract awards valued over $6.5 million.
Investigations &
Legislative Division
Congressional Inquiries Division

26. Check on Learning Q1. Who is the senior uniformed Army HR provider?
Army G1
Q2. What two positions does The Adjutant General occupy?
The Adjutant General of the U.S. Army & The Executive Director, Military Postal Service Agency
SHOW SLIDE 26: CHECK ON LEARNING
TLO 3: Identify Strategic HR Organizations within the US Army and Department of Defense
Q1. Who is the senior uniformed Army HR provider?
Army G1
Q2. What two positions does The Adjutant General occupy?
The Adjutant General of the U.S. Army & The Executive Director, Military Postal Service Agency

27. Terminal Learning Objective
Action: Conduct Strategic HR Plans and Operations
Conditions: Given access to FM 1-0, AR and awareness of Operational Environment (OE) / Contemporary Operational Environment (COE) variables and actors
Standards: Students will meet the standard by scoring 70% or higher on the Mod B/C exam.
Overall Objectives:
Define Strategic HR Support
Identify Components of a Strategic HR plan
Identify Strategic HR Organizations within the US Army and Department of Defense
Show Slide 27: Terminal Learning Objective
NOTE: Inform the students of the Terminal Learning Objective
1. Define Strategic HR Support
2. Identify Components of a Strategic HR plan
3. Identify Strategic HR Organizations within the US Army and Department of Defense
NOTE TO INSTRUCTOR: At this point students will complete the practical exercise and prepare for their final briefing requirement.

28. Practical Exercise SHOW SLIDE 28: PRACTICAL EXERCISE
NOTE TO INSTRUCTOR: The practical exercise will focus on a current Strategic Topic chosen by the course administrator prior to the start of the course. The course director / instructor will research the topic and provide reference material for the class to conduct the Practical Exercise. This PE starts the Develop Phase of this lesson Plan. Student Groups will prepare and brief their product to the entire class. Recommend bringing in other senior leaders to hear / comment on the brief from a functional perspective.

29. Military Personnel / Quality of Life