1. Define the Role of an Officer
U.S. ARMY SOLDIER SUPPORT INSTITUTE
ADJUTANT GENERAL SCHOOL
SHOW SLIDE 1: DEFINE THE ROLE OF AN OFFICER
ADMINISTRATIVE DATA:
Academic Hours/Methods
0 hr/5 min Introduction
1 hr / 40 min Conference / Discussion
0 hr / 00 Min Practical Exercise
0 hr / 00 Min Test
0 hr/ 00 min Test Review
0 hr/5 min Summary
2 hrs / 00 Min Total Hours
INSTRUCTIONAL GUIDANCE. NOTE: Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT).
MOTIVATOR: As a human resources officer, it is crucial that you know their roles and responsibilities, you career depends on it. Officer development for the Army should effectively balance breadth and depth of experience. Army requirements, positions available, and readiness all influence the amount of time an officer will need to acquire appropriate leadership skills.

2. Herding Cats SHOW SLIDE 2: HERDING CATS
NOTE: Instructor should go to Slide Show Mode and then click the image. It will connect to You Tube.

3. Terminal Learning Objective
Action: Define the Role of the Officer
Conditions: Mid-Grade HR Leaders in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, practical exercises, case studies, personal experience, handouts, discussion and awareness of Operational Environment (OE) variables and factors.
Standards: Students will meet the standards when they accurately:
1. Analyze the organizational structure
and capabilities of the S-1.
2. Describe the roles of the S-1.
3. Assess and prioritize the responsibilities of the S-1.
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for defining the role of the officer. At the conclusion of this block of instruction, students will have a deeper understanding of the roles and responsibilities of the HR officer.
21ST CENTURY COMPETENCIES:
Character and Accountability
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
SHOW SLIDE 3: TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements, Lesson Outcomes, and 21st Century Competencies.
SAFETY REQUIREMENTS. In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 DD Form 2977 DELIBERATE RISK ASSESMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation
RISK ASSESSMENT LEVEL. Low.
ENVIRONMENTAL STATEMENT. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL- RELATED RISK ASSESSMENT. 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. 
EVALUATION: NA
INSTRUCTIONAL LEAD-IN. Understanding your responsibilities as an HR officer is vitally import. Being technically competent is perhaps the greatest asset an S-1, Adjutant, HR planner, or for that matter any officer in the US Army could possess.
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) The Army Profession
(2) Professional Competence
(3) Team Building
(4) Adaptability
Lifelong Learning
21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.

4. HR Doctrine SHOW SLIDE 4: HR DOCTRINE
Figure 1-1 on page 1-4 (FM 1-0) depicts the four fundamental core competencies that HR personnel must accomplish in HR support operations. Each of the four competencies includes subordinate key functions which contribute to the success of the core competency.

5. Brigade S-1 Section
MISSION. Plan, coordinate, and execute Brigade Human Resources Support
HR Plans and Operations
Brigade S-1
Personnel Readiness Team
Human Resources Services Team
SHOW SLIDE 5: BRIGADE S-1 SECTION
Learning Step / Activity 1. Analyze the Organizational Structure and Capabilities of the S-1
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 30 mins
Media: Large Group Instruction
LEADERSHIP ELEMENT
ATP 1-0.1, Para 3-2. Brigade-level S-1s operate IAW METT-TC analysis. The mission of the brigade S-1 section is to plan, coordinate, and execute HR support for their unit.
ATP 1-0.1, Para 3-3. The HR leadership element at brigade-level usually consists of an S-1, an HR technician, and a senior HR NCO. This section supervises two sections, a PR TM and an HR Services Team. The leadership element has overall responsibility to ensure the brigade S-1 section successfully plans, coordinates, and executes all HR core competencies and subordinate key functions. This section also provides direct oversight, technical guidance, and support to subordinate battalions aligned under the brigade, to include inspections of battalion S-1s on all HR functions.
NOTE: For a detailed listing of the Brigade S-1, HR Technicians, and SR NCO duties and responsibilities See ATP1-0.1 Para 3-4, 3-5, and 3-6.
PERSONNEL READINESS TEAM
ATP 1-0.1, Para 3-7. The PR TM consists of a strength manager (AG officer - 42B) and three AG enlisted personnel. The PR TM focuses on the following core competencies: man the force (PRM, PA, SR, and PIM) and provide HR services (casualty operations). The AG officer serves as the strength manager for the unit and as the assistant S-1. While the brigade strength manager is responsible for supervising all strength management/ strength distribution actions and is the leader of the PR TM, he/she generally focuses on officer management. The brigade S-1 senior HR NCO provides direction for enlisted strength management and interfaces with the brigade CSM, as the CSM normally plays an active role in managing enlisted personnel. However, the S-1 has ultimate responsibility for the enlisted strength management process.
ATP 1-0.1, Para 3-8. The PR TM coordinates replacement operations in terms of distribution and executes the personnel portion of the USR process. The PR TM utilizes eMILPO, EDAS, TOPMIS II, and eTOPMIS for the AC, Regional Level Application Software (RLAS) for USAR Soldiers, and Standard Installation/Division Personnel System-ARNG (SIDPERS-ARNG) for ARNG Soldiers to execute brigade strength management. PRM standards are established by HQDA, which uses authorized strength levels, target fill levels, the personnel management authorization document, directed authorizations, and the operational (deployment) timelines established by the Army G-3.
HR SERVICES TEAM
ATP 1-0.1, Para The HR services team is a six-member team consisting of an HR NCOIC (42A), two HR NCOs (42A), and three HR specialists (42A). The following HR core competencies are performed by the HR services team - provide HR services (less casualty operations) and coordinate personnel support. Subordinate key functions performed under provide HR services include EPS and UMR operations; subordinate key functions performed under coordinate personnel support include MWR, band support, and command interest programs. All customer service support is provided by this section. EPS functions are the primary focus of the team. Tasks performed by this section include awards and decorations, promotions, evaluations, leaves and passes, R&R, CACs and ID tags, pay inquiries, pay entitlements, congressional inquiries, sponsorship, and other EPS as outlined in FM 1-0.
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, Figure 2-4

6. HR Plans and Operations Personnel Readiness Team
Battalion S-1 Section
MISSION. Plan, coordinate, and execute Battalion Human Resources Support
HR Plans and Operations
Battalion S-1
Personnel Readiness Team
HR Services Team
Legal
SHOW SLIDE 6: BATTALION S-1 SECTION
LEADERSHIP ELEMENT – ATP 1-0.1
3-18. Battalion S-1s operate IAW METT-TC analysis. The battalion S-1 leadership element consists of an AG officer (42B) and an S-1 NCOIC (42A). Like the brigade S-1, the leadership element supervises a PR TM and an HR services team. The leadership element receives technical guidance and operational oversight from the brigade S-1, HR technician, and senior HR NCO.
PERSONNEL READINESS TEAM (PR TM)
3-19. The battalion PR TM consists of four personnel: an HR NCOIC (42A), an HR NCO (42A), and two HR specialists (42A). Like the brigade PR TM, the focus of the section is on the core competencies of man the force (PRM, PA, SR, PIM) and provide HR services (casualty operations). The PR TM is responsible for strength management for USR preparation and analysis and for any cross-leveling that needs to occur within the battalion. The PR TM maintains strength management awareness and provides the brigade strength manager information on internal reassignments and replacement priorities for the battalion. For battalion PR TM duties and responsibilities, see the duties and responsibilities of the brigade PR TM.
HR SERVICES TEAM
3-20. The battalion HR services team consists of four personnel: an HR NCOIC (42A) and three HR specialists (42A). The HR services team performs the same functions and tasks as the brigade HR services team, less CACs and ID tags.
Personnel Readiness Management
Personnel Accountability
Strength Reporting
Personnel Information Management
Casualty Operations
Essential Personnel Services
Mail Room Operations
Morale, Welfare, and Recreation
Command Programs
Customer Service
FM 1-0, Para 2-41 thru 2-48

7. The Keys… Know the Adjutant…
Know what your Adjutant wants/expects from you…
Manage your time (Be Draconian)…
Delegate what you can…
Learn from each other (Officer, WO, NCOs….)
Network with the G-1 staff, HR Ops Branch in supporting SPO, HRC POCs, and your fellow S-1s…
Develop your section and subordinate S-1s
SHOW SLIDE 7: THE KEYS
Know the Adjutant…
Know what your Adjutant wants/expects from you…
Manage your time (Be Draconian)…
Delegate what you can…
Learn from each other (Officer, WO, NCOs….)
Network with the G-1 staff, HR Ops Branch in supporting SPO, HRC POCs, and your fellow S-1s…
Develop your section and subordinate S-1s

8. Check on Learning
Which HR core competency does Strength Reporting fall under?
a. Man the Force
b. Provide HR Services
c. Coordinate Personnel Support
d. Conduct HR Planning and Operations
Who under the Battalion S-1 Section is responsible for essential personnel services,
mailroom operations, and customer services?
a. Legal
b. Personnel Readiness Teams
c. Human Resources Services Team
d. Human Resources Plan and Operations
SHOW SLIDE 8: CHECK ON LEARNING
a – Man the Force (FM 1-0, Para 1-8)
c – Human Resources Services Team (FM 1-0, Figure 2-5)

9. HR Professional Roles Tasks and Responsibilities
S-1, Assistant S-1, HR Tech, NCOIC
Adjutant
Senior Human Resources Professional
HOW TO DO IT ALL!
SHOW SLIDE 9: HR PROFESSIONAL
Learning Step / Activity 2. Describe the Roles of the S-1
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1hr / 5 mins
Media: Large Group Instruction
As an HR professional you may wear many hats during your military career. Its best to continue grow, develop, and educate yourself through military and civilian education.

10. How to do it all… Delegate responsibility to subordinates
Spend the time up front to set up systems and management aides (e.g., SR Profile spreadsheet)
Spend the time to train section and subordinate S-1s
Be “one” with the CSM – he/she needs you, you need him/her
SHOW SLIDE 10: HOW TO DO IT ALL…
Delegate responsibility to subordinates
Spend the time up front to set up systems and management aides (e.g., SR Profile spreadsheet)
Spend the time to train section and subordinate S-1s
Be “one” with the CSM – he/she needs you, you need him/her

11. Tasks and Responsibilities
First and foremost, as the S-1 you:
Must be technically competent
Must know what data is important and which subordinate will get it for you or how to get it yourself…and which system records/generates it
Must know the Doctrine
FM 1-0
HR Core Competencies
S-1 tasks in Core Competencies (FM 1-0)
FM 5-0, Military Decision Making Process (MDMP) and staff roles
JP 1-0 and how it applies
SHOW SLIDE 11: S-1 TASK RESPONSIBILITIES
First and foremost, as the S-1 you:
Must be technically competent
Must know what data is important and which subordinate will get it for you or how to get it yourself…and which system records/generates it
Must know the Doctrine
FM 1-0
HR Core Competencies
S-1 tasks in Core Competencies (FM 1-0)
FM 5-0, Military Decision Making Process (MDMP) and staff roles
JP 1-0 and how it applies

12. Principle Duties S-1 NCOIC
NCOIC / Leadership Duties
Supervise S-1 Section Operations
Principle HR advisor to CSM
Provide guidance to S-1 section NCOs and subordinate S-1 NCOICs
Prepare S-1 Soldiers for deployment
Conduct professional development and cross-leveling training for S-1 personnel
Coach, teach, mentor, and advise CMF 42 NCOs and Soldiers
Provide HR Services
Review Semi-Centralized NCO Promotion Operations
Review NCO-ERs
Review appropriate Essential Personnel Services
Supervise Postal Operations for the unit and subordinate S-1s
HR Planning and Operations
Assist in the planning and coordination of HR support for current and future operations
Ensure S-1 equipment is operational and coordinate external support, as required
SHOW SLIDE 12: PRINCIPLE DUTIES S-1 NCOIC
NCOIC / Leadership Duties
Supervise S-1 Section Operations
Principle HR advisor to CSM
Provide guidance to S-1 section NCOs and subordinate S-1 NCOICs
Prepare S-1 Soldiers for deployment
Conduct professional development and cross-leveling training for S-1 personnel
Coach, teach, mentor, and advise CMF 42 NCOs and Soldiers
Man the Force
Assist BDE Strength Manager with enlisted PRM
Supervise Personnel Accountability and Replacement Operations
Coordinate Deployment Cycle Support
Provide HR Services
Review Semi-Centralized NCO Promotion Operations
Review NCO-ERs
Review appropriate Essential Personnel Services
Supervise Postal Operations for the unit and subordinate S-1s
HR Planning and Operations
Assist in the planning and coordination of HR support for current and future operations
Ensure S-1 equipment is operational and coordinate external support, as required
Man the Force
Assist BDE Strength Manager with enlisted PRM
Supervise Personnel Accountability and Replacement Operations
Coordinate Deployment Cycle Support

13. 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)
SHOW SLIDE 13: 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)

14. S-1 Battle Rhythm Semi-annual Quarterly Tasks Weekly Tasks
SR Leader Profile
Officer Slating
Input to QTB / QTG
Hail and Farewell
QNSR (Quarterly Narrative Statistical Report)
Monthly Tasks
Review USR
PRR w/ BDE CDR
Review PRM status
Review UCFR
BDE Award / Promotion Ceremony
Promotion Boards
Semi-annual
SRP
Weekly Tasks
Staff Call
S-1 Meeting / Training
BDE S-1 Shop Meeting
Review Status of Personnel Actions and Evaluations
PRR w/ S-1s/XOs
Review strength reporting
Spot check section maintenance / accountability
Daily Tasks PT
Cdr’s calendar scrub
SHOW SLIDE 14: S-1 BATTLE RHYTHM
Quarterly Tasks
SR Leader Profile
Officer Slating
Input to QTB / QTG
Hail and Farewell
QNSR (Quarterly Narrative Statistical Report)
Monthly Tasks
Review USR
PRR w/ BDE CDR
Review PRM status
Review UCFR
BDE Award / Promotion Ceremony
Promotion Boards
Semi-annual
SRP
Weekly Tasks
Staff Call
S-1 Meeting / Training
BDE S-1 Shop Meeting
Review Status of Personnel Actions and Evaluations
PRR w/ S-1s/XOs
Review strength reporting
Spot check section maintenance / accountability
Daily Tasks PT
Cdr’s calendar scrub

15. Check on Learning
Which of the following additional duties may an S-1 expect to have?
a. Army Emergency Relief (AER)
b. Voting Assistance Officer (VAO) (ONLY)
c. Combined Federal Campaign (CFC) (ONLY)
d. All of the above
e. Both b and c
If S1s are expected to accomplish their assigned duties, what are some of the matters they
must consider ?
a. Delegating responsibility (ONLY)
b. Spending time training subordinates (ONLY)
c. Spending time setting up systems and systems aids (ONLY)
SHOW SLIDE 15: CHECK ON LEARNING
Which of the following additional duties may an S-1 expect to have?
a. Army Emergency Relief (AER)
b. Voting Assistance Officer (VAO) (ONLY)
c. Combined Federal Campaign (CFC) (ONLY)
d. All of the above
e. Both b and c
If S1s are expected to accomplish their assigned duties, what are some of the matters they
must consider ?
a. Delegating responsibility (ONLY)
b. Spending time training subordinates (ONLY)
c. Spending time setting up systems and systems aids (ONLY)
d – All of the above

16. PROJ GAINS that are MRC 3A, 3B SAMPLE OF CURRENT HR METRICS
HR Web Metrics
Core Competency
DESCRIPTION
GREEN
AMBER
RED
Man the Force
Non-Available (3A/3B)
Not to exceed 10%
DataStore
Query
MRC 4
Not to exceed 5%
PROJ GAINS that are MRC 3A, 3B
DQRY for ENL
TOPMIS2 for CO/WO
Stop Move Input:
NULL
Provide HR Services
GCMDL Elig. Date:
Blank/Expired
>2% assigned
In-Transit
90 days
0 less than 120 days
Slotting
999X > 30 Days
9992 (Incoming)
7 days
SAMPLE OF CURRENT HR METRICS
SHOW SLIDE 16: HR WEB METRICS
NOTE; As the S1, one of your many jobs will be to monitor and evaluate HR metrics.
OVERVIEW OF HR METRICS
ATP 1-0.1, Para HR support is critical to sustaining trained and ready units and installations. To be effective, HR organizations (including G-1s, S-1s, installation Directorates of Human Resources, and MPDs) must have trained personnel to perform the HR core competencies and subordinate key functions as described in FM 1-0. Command involvement by senior commanders, garrison commanders, and unit commanders (at all levels) is essential to achieving peak performance in HR support.
ATP 1-0.1:
3-36. Commanders make critical decisions based on data reported in Army HR systems. The main objective for using HR metrics is to provide accurate and timely personnel data to commanders which enable them to make assessments and decisions. G-1/AGs and S-1s should also use HR metrics to assess the performance of their sections and units. Additionally, the use of HR metrics allows HRC to determine the efficiency and effectiveness of Army HR policies, procedures, and systems; and assists in early detection of HR issues/deficiencies at battalion and brigade levels. Whether serving as performance indicators or readiness indicators, HR metrics give commanders a way of measuring personnel strength, readiness and the effectiveness of HR support.
3-37. Developed by HRC, the HR Metrics Guide for Commanders has two basic purposes: To serve as a quick reference for commanders to measure and assess the levels of HR support and readiness at both the unit and the installation levels; and to provide a common understanding of the HR standards of performance. The guide separates metrics into two general categories: baseline (regulatory) metrics and additional (local) metrics. Field users can access the HR Metrics Guide for Commanders and instructions for pulling HR metrics using the web site link in the Reference section of this manual.
3-38. Baseline metrics refer to regulatory standards. HRC developed baseline metrics for senior leaders to review on a recurring basis at the Army level. HRC sets the initial goal or standard. These thresholds are what commanders should expect to meet or exceed at any level of command. HR professionals typically adhere to these standards in the course of their work. An example of a regulatory standard comes from AR , Personnel Accounting and Strength Reporting. The standard is: “Soldiers should not remain assigned to position number 9992 beyond seven days after arrival in a unit.” The measurement may reflect either success or failure (97% versus 3%). Using the example, it is up to the HR professional responsible to assign new arrivals to meet the standard.
3-39. Additional, or local metrics, measure other areas the commander deems important or of interest. These metrics can also lead to positive change within the unit. While these may not have a regulatory standard, the HR Metrics Guide for Commanders lists goals and standards for additional HR metrics. An example of a local metric is DA photo – “Number of Soldiers with a missing or outdated photo.” The goal or standard is zero. In this example, it is up to the command to ensure Soldiers meet the standard rather than the duty of an HR professional.

17. Brigade S-1 Responsibilities
Operate a manifesting cell at ports of embarkation, collect manifest data at
ports of debarkation, and enter those personnel into the theater database.
Maintain 100% accountability for assigned or attached personnel, to include
replacements, RTD Soldiers, R&R personnel, individual re-deployers, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required.
Ensure the brigade/STB meets higher HQs PA policies and timelines.
Coordinate connectivity for secure and non-secure voice and data systems
with the battalion S-6 and brigade S-1, where appropriate.
Manage HR databases and systems access for the brigade.
Ensure S-1 personnel have the appropriate security clearances, access,
and permissions to the appropriate HR databases and systems required to perform their mission.
For a detailed listing of Brigade S-1 responsibilities see FM 1-0,
Para 3-55 and ATP 1-0.1, Para 3-4
SHOW SLIDE 17: HOW TO DO IT ALL…
Learning Step / Activity 3. Assess and Prioritize the Responsibilities of the S-1
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 1hr /5 mins
Media: Large Group Instruction
NOTE: As the Brigade S-1 officer you will be responsible for what happens and what fails to happen. Ensure you get with the commander and CSM to establish and determine priorities.
Listed above is a partial listing, not all inclusive, of the responsibilities for brigade S-1s. It is vitally important that you work with the commander and CSM to determine priorities. Your career may depend on them!
Operate a manifesting cell at ports of embarkation, collect manifest data at
ports of debarkation, and enter those personnel into the theater database.
Maintain 100% accountability for assigned or attached personnel, to include
replacements, RTD Soldiers, R&R personnel, individual re-deployers, Army Civilians, CAAF including other theater designated contractor personnel, and multi-national personnel, as required.
Ensure the brigade/STB meets higher HQs PA policies and timelines.
Coordinate connectivity for secure and non-secure voice and data systems
with the battalion S-6 and brigade S-1, where appropriate.
Manage HR databases and systems access for the brigade.
Ensure S-1 personnel have the appropriate security clearances, access,
and permissions to the appropriate HR databases and systems required to perform their mission.
For a detailed listing of Brigade S-1 responsibilities see FM 1-0, Para 3-55 and ATP 1-0.1, Para 3-4

18. Battalion S-1 Responsibilities
Maintain 100% accountability for assigned or attached personnel, to include
replacements, RTD Soldiers, R&R personnel, Army Civilians, CAAF including
other theater designated contractor personnel, and multi-national personnel, as
required.
Process and monitor assignment eligibility and availability code information
for assigned and attached personnel.
Track transiting unit personnel (e.g., leave and R&R).
Ensure PA is included in the unit tactical SOP.
Process information on replacements and RTD personnel, as required, into
the appropriate database.
Ensure S-1 personnel have the appropriate security clearances, access,
and permissions to the appropriate HR databases and systems required to perform their mission.
For the complete listing of Brigade S-1 responsibilities see FM 1-0,
Para 3-56
SHOW SLIDE 18: HOW TO DO IT ALL…
As the Battalion S-1 officer, ensure you get with the commander to establish and determine priorities.
Maintain 100% accountability for assigned or attached personnel, to include
replacements, RTD Soldiers, R&R personnel, Army Civilians, CAAF including
other theater designated contractor personnel, and multi-national personnel, as
required.
Process and monitor assignment eligibility and availability code information
for assigned and attached personnel.
Track transiting unit personnel (e.g., leave and R&R).
Ensure PA is included in the unit tactical SOP.
Process information on replacements and RTD personnel, as required, into
the appropriate database.
Ensure S-1 personnel have the appropriate security clearances, access,
and permissions to the appropriate HR databases and systems required to perform their mission.
For the complete listing of Brigade S-1 responsibilities see FM 1-0, Para 3-56

19. Avoid building the airplane while in flight…
SHOW SLIDE 19: AVOID BUILDING THE AIRPLANE WHILE IN FLIGHT
NOTE: Avoid building the airplane while in flight….

20. Check on Learning
Which of the following is are characteristics of HR metrics? a. Provides a common understanding of HR standards (ONLY) b. Provides timely and accurate information to commanders (ONLY) c. Serves as an indicator to a commander for areas that need attention (ONLY) d. All of the above e. Both a and b
SHOW SLIDE 20: CHECK ON LEARNING
Which of the following is are characteristics of HR metrics?
a. Provides a common understanding of HR standards (ONLY)
b. Provides timely and accurate information to commanders (ONLY)
c. Serves as an indicator to a commander for areas that need attention (ONLY)
d. All of the above
e. Both a and b
d - ATP Chapter 3 (3-36, 3-37, &3-41)

21. Terminal Learning Objective
Action: Define the Role of the Officer
Conditions: Mid-Grade HR Leaders in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, practical exercises, case studies, personal experience, handouts, discussion and awareness of Operational Environment (OE) variables and factors.
Standards: Students will meet the standards when they accurately:
1. Analyze the organizational structure
and capabilities of the S-1.
2. Describe the roles of the S-1.
3. Assess and prioritize the responsibilities of the S-1.
LESSON OUTCOME:
This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for defining the role of the officer. At the conclusion of this block of instruction, students will have a deeper understanding of the roles and responsibilities of the HR officer.
21ST CENTURY COMPETENCIES:
Character and Accountability
Teamwork and Collaboration
Communication and Engagement
Tactical and Technical Competence
SHOW SLIDE 21: TERMINAL LEARNING OBJECTIVE
NOTE: Restate the Terminal Learning Objective (TLO) requirements, Lesson Outcomes, and 21st Century Competencies.
SUMMARY
Method of Instruction: Conference / Discussion
Instructor to Student Ratio: 1:36
Time of Instruction: 5 mins
Media: Large Group Instruction