1. Human Resources Operations Branch
SHOW SLIDE: HUMAN RESOURCES OPERATIONS BRANCH
SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
0 hrs/00 mins Large Group Instruction
0 hrs/00 mins Practical Exercise (Hands On)
0 hrs/00 mins Test
0 hrs/00 Test Review
0 hrs/00 Total Hours
SECTION II. INTRODUCTION. To serve successfully in any HROB positions, an HR/AG professional must master HR doctrine and possess a thorough understanding of the HR/Sustainment relationships. To enhance the effectiveness and understanding of how HR support is an integrated element of sustainment, it is highly encouraged that HR officers serving in the HROB complete the Support Operations Course, either by correspondence or through an Intermediate-Level Education program.
MOTIVATOR. The HROB is the most important planning and coordinating element on the battlefield for the delivery of HR support. The HROB plans, coordinates, integrates, and synchronizes critical HR key functions including PA, casualty, and postal operations. Additionally, the HROB serves as integrator between the HRSC, supported units (G-1/S-1) and HR Companies, MMT Team and TG PAT.
Expeditionary Sustainment Command (ESC)
and
Sustainment Brigade (SB)
February 2019

2. Enabling Learning Objective #3
ACTION: Define Human Resources Operations Branch (HROB) Mission and Structure
CONDITIONS: Given classroom instruction, assigned readings, FM 1-0 (Human Resources Support), ADP/ADRP 4-0 (Sustainment) and FM 4-94 (Theater Sustainment Command) and awareness of Operational Environment (OE), variables and actors.
STANDARD: Demonstrate an understanding of HROB mission, structure, critical functions, and capabilities through classroom participation, completing individual/group practical exercises, and scoring 70% or higher on the HR Plans and Operations final exam.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE #3
NOTE: Review TLO with students.
SAFETY REQUIREMENTS. 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 available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment.  Exercise care in personal movement in and through such areas.  Avoid all electrical cords and associated wiring.  In event of electrical storm, you will be instructed to power down equipment. Everyone is responsible for safety.
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.
NOTE: Poll for student questions.

3. Expeditionary Sustainment Command SPO - HR Operations Branch (HROB)
3/1/5 9
PA / PIM
Postal
HR Plans & Opns
HROB
A subordinate branch of the ESC SPO
Plans, coordinates, integrates and synchronizes the activities of subordinate HR units in the deployed theater (attached to SBs) to ensure they are resourced, positioned, and properly allocated to provide Postal, Personnel Accountability Team, and Casualty support
Interfaces with HRSC to ensure supported priorities are resourced appropriately
Provides technical guidance for Sustainment Bde HROB and MMT Teams and TG PAT subordinate to the ESC 04
42H00
HR Plans Officer 03
42B00
HR Opns Officer
Postal Opns Officer W3
420A0
HR Info Sys Officer E8
42A5O
Sr Opns NCO E7
42A4O
HR Opns NCO
Postal Opns NCO
Casualty Opns NCO E5
42A2O
SHOW SLIDE: EXPEDITIONARY SUSTAINMENT COMMAND – SPO - HR OPS BRANCH
Learning Step/Activity 1. Expeditionary Sustainment Command
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction:
Media: Large Group Instruction
The HROB is a subordinate branch of the SPO within the Sustainment Brigade and ESC. The branch is responsible for the planning, coordinating, integrating, and synchronizing PA, casualty, and postal operations missions within the Sustainment Brigade’s or ESC’s AO.
The HROB receives technical guidance from the HRSC and operational guidance from sustainment command and control channels. Technical guidance includes mission analysis, determining the best method of support, and passing the requirement to the HR element for execution.
Select members of the HROB are included as part of the early entry element of the SPO, focusing on the establishment of the PA portion of the Reception, Staging, Onward Movement, and Integration (RSO&I) process. Early entry element personnel also ensure initial postal support and casualty operations are established.
The HROB requires voice, SIPRNET and NIPRNET connectivity to communicate with the HRSC, subordinate HR organizations, supported organizations, and with other HROBs. The HROB requires access to ABCS, BCS3, FBCB2, COPS, and other systems fielded in the deployed AO.
FM 1-0, Figure 2-6 provides the recommended standardized structure for the Branch.

4. Sustainment Brigade SPO HR Operations Branch (HROB)
3/1/6 10
PA / PIM
Postal
HR Plans & Opns
HROB 04
42H00
HR Officer 03
42B00
Plans Officer
Postal Officer W2
420A0
HR Tech E8
42A5O
Sr HR SGT E7
42A4O
Postal Supervisor E6
42A3O
HR SGT
Casualty Opns NCO E5
42A2O
Postal SGT
42F2O
HR Info Sys Mgt Spc
The most important planning and coordinating elements on the battlefield for the delivery of HR support
Plans, coordinates, integrates, and synchronizes personnel accountability, casualty, and postal operations missions
Serves as integrator between the HRSC, supported units (G-1/S-1) and HR Companies, MMT Team and TG PAT
Plans, projects, and recommends HR support for current/futures operations
SHOW SLIDE: SUSTAINMENT BDE HR OPS BRANCH
Learning Step/Activity II. Sustainment Brigade SPO
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction:
Media: Large Group Instruction
The HR Operations Branch is located under the SPO. The SPO is the principal staff officer for coordinating support for all units within the sustainment brigade’s assigned AO. The SPO also provides technical supervision of all sustainment operations conducted by the sustainment brigade and is therefore the key interface between supported units and the TSC/ESC. The SPO provides planning, preparation, and Mission Command of the execution of all sustainment operations in the sustainment brigade’s AO, to include theater opening, distribution, and sustainment operations. The SPO section provides centralized coordination of all actions supporting subordinate units and all non-brigade forward support units.
The HROB is the most important planning and coordinating elements on the battlefield for the delivery of HR Support. In just a few minutes, we will review the critical functions of the HROB, in detail.

5. HROB Structure
The SPO
Principal Staff Officer for coordinating support for all units within the SB’s assigned AO
Provides technical supervision of all sustainment operations
Key interface between supported units and the TSC/ESC
SHOW SLIDE: HROB STRUCTURE BY ESC AND SB
Learning Step/Activity III. HROB Structure
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:16
Time of Instruction:
Media: Large Group Instruction
NOTE: Remind students that FMSweb is the authoritative source for all authorization documents (URL: )
There are 9 personnel in a HROB (ESC) base TOE (SRC 63702G) and there are 10 personnel in a HROB (SB) base TOE (SRC 63400G).
ESC HROB TOE SRC 63702G100.
SB HROB TOE 63400G100.
Every SB has this section on MTOE. It is recommended that HROB personnel be qualified 4J (for 42B Officers) and F4/F5 (for specified Enlisted MOS and grades) and should also attend a Contracting Officer Representative (COR) course prior to deployment, if possible.
The CPT and Postal SGTs should complete formal Postal operations and postal supervisor course training at the Interservice Postal School, Fort Jackson.
Force Management (FM) is an implied task in an ESC and SB HROB. Soldier tasked to perform the FM function should receive training in FM and are awarded the ASI 3R (Force Management) (Officer) or A3 (Force Development) (Enlisted) SI/ASI. See DA Pam for details

6. HROB Critical Functions
Serves as integrator between supported units (G-1/AG and S-1) and sustainment organizations for the execution of external HR support
Serves as integrator between the HRSC and assigned or attached HR organizations (HR Company, MMT Team, and TG PAT) for the execution of HR support
Plans, projects, and recommends HR support requirements for current and future military operations (MDMP)
Deploys as part of an ESC or SB early entry element to assist in establishing initial Theater PA, Casualty, and Postal Operations
Ensures emplacement/displacement of HR support is synchronized with the concept of support plan for PA, Casualty, and Postal operations.
Synchronizes non-HR support requirements with other sustainment elements and organizations (e.g., transportation, billeting, and feeding, etc. for transient personnel)
SHOW SLIDE: HROB CRITICAL FUNCTIONS
NOTE: See FM 1-0, para 2-45 for HROB critical functions; See FMI , para 2-53 for doctrinal HROB roles and functions and FM 4-94 para 2-24 for SB roles; See ADP 4-0, for additional doctrinal responsibilities. All bullet entries are from FM 1-0 paragraphs 2-45 thru 2-55.
NOTE: *Integrate:“to form, coordinate or blend into a functioning or unified whole; unified control of all aspects of an action or effort.” *Integrator: “One that integrates.”
NOTE: *Synchronize: “to arrange events, things or services to happen or exist at the same time, location or sequence.” See ADRP 5-0, para 4-34 and para 4-35 for information on the Rapid Decision Making Synchronization Process (RDSP) and the DoD Dictionary (JP 1-02) for the formally recognized definition of “synchronize.”
FM 1-0, para 2-45

7. HROB Planning Considerations
Planning is the process by which commanders and staff translate the commander’s visualization into a specific course of action for preparation and execution…..focusing on expected results
In an expeditionary environment, a Rapid Decision Making and Synchronization Process (RDSP) applies to both execution and adjustment decisions. HROB leaders can use the RDSP to complement the focused COA and recognition decision techniques.
RDSP helps leaders focus on executing rather than planning - and facilitates continuously integrating and synchronizing the WFFs to achieve operational adaptability
HR Planning and Operations is the means by which HR providers “envision a desired HR end-state in support of the operational commander’s mission requirements”
Combined with the eight principles of Sustainment, six HR enduring principles, MDMP and RDSP, and the use of sound planning considerations, HR leaders can communicate to subordinate HR practitioners, sustainment providers, and unit leaders the intent, expected requirements, and outcomes to be achieved
SHOW SLIDE: HROB PLANNING CONSIDERATIONS
NOTE: See ADRP 5-0, Chapter 2 (Planning) and FM 1-0, Chapter 6 (HR Planning and Operations)
NOTE: Allow students to review the slide and references below from FM 1-0 and ADRP Facilitate discussion on the planning process and RDSP as it relates to HR support.
FM 1-0 para 1-24: HR planning and operations are the means by which HR leaders envision a desired HR end state in support of the operational commander’s mission requirements. It communicates to subordinate HR providers and HR unit leaders the intent, expected requirements, and desired outcomes in the form of an OPLAN or OPORD, and the process of tracking current and near-term (future) execution of the planned HR support to ensure effective support to the operational commander through the following process (Operations).”
ADRP 5-0, para 2-4. “Planning is the process by which commanders (and the staff, if available) translate the commander’s visualization into a specific course of action for preparation and execution, focusing on the expected results (ADP 3-0). Put another way, planning is the art and science of understanding a situation, envisioning a desired future, and laying out an operational approach to achieve that future. Based on this understanding and operational approach, planning continues with the development of a fully synchronized operation plan or order that arranges potential actions in time, space, and purpose to guide the force during execution.”
ADRP 5-0, para 2-1. “Planning is the art and science of understanding a situation, envisioning a desired future, and laying out effective ways of bringing that future about. Planning is both conceptual and detailed. Conceptual planning includes developing an understanding of the operational environment, framing the problem, defining a desired end state, and developing an operational approach to achieve the desired end state. Conceptual planning generally corresponds to the art of operations and is commander led. Both design (see Chapter 3) and the MDMP (see Appendix B) assist commanders and staffs with the conceptual aspects of planning. In contrast, detailed planning translates the broad concept into a complete and practical plan. Detailed planning generally corresponds to the science of operations and encompasses the specifics of implementation. Detailed planning works out the scheduling, coordination, or technical issues involved with moving, sustaining, administering, and directing forces.

8. HROB Planning Concept
(1 of 2)
The objective of providing HR support at the HROB level is to “ensure, extend and prolong endurance.”
Personnel services complement logistics by planning for and coordinating efforts that provide and sustain personnel.
The HROB within the SPO is the commander’s hub for HR integration, synchronization, planning, coordination, sustainment, and operations.
This is a minimum mission-essential SPO asset that provides the commander a well trained and capable staff to plan and coordinate sufficient HR organizations needed to provide execution-critical HR support based on the commander’s intent.
What to do and why How to do it Detailed planning
Conceptual planning establishes works out the particulars of
objectives as well as a broad execution based on objectives
approach for achieving them already provided. .
Conceptual Detailed
Such as concept of operations Such as movement tables, and commander’s intent target lists, and control
measures
Concepts drives details
Details influence concepts
The Planning Construct
ADRP 5-0, para 2-17
SHOW SLIDE: HROB PLANNING CONCEPT (1 OF 2)
NOTE: ADRP 3-0, para 4-20, “Ensure, extend ,and prolong.” It states: “The sustainment warfighting function (WFF) is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. The endurance of Army forces is primarily a function of their sustainment. Sustainment determines the depth and duration of Army operations. It is essential to retaining and exploiting the initiative. Sustainment is the provision of the logistics, personnel services, and health service support necessary to maintain operations until mission accomplishment. Internment, resettlement, and detainee operations fall under the sustainment WFF and include elements of all three major sub-functions. FM 4-0 describes the sustainment WFF.”
NOTE: Bullets 2 thru 4, see FMI , para (modified to fit this briefing format).
Planning activities occupy a continuum ranging from conceptual to detailed. On one end of the continuum is conceptual planning. Developing tactical and operational concepts for the overall conduct of military operations is conceptual planning. Understanding the operational environment and the problem, determining the operation’s end state, establishing objectives, and sequencing the operation in broad terms all illustrate conceptual planning. Conceptual planning helps answer questions of what to do and why. In general, conceptual planning focuses heavily on synthesis supported by analysis. Conceptual planning generally corresponds to the art of operations and is the focus of the commander with staff support. The battle command activities of understanding and visualization are key aspects of conceptual planning.
At the other end of the continuum is detailed planning. Detailed planning translates the broad operational approach into a complete and practical plan. Generally, detailed planning is associated with the science of war and falls under the purview of the staff, focusing on specifics of execution. Detailed planning works out the scheduling, coordination, or technical problems involved with moving, sustaining, synchronizing, and directing the force. Unlike conceptual planning, detailed planning does not involve establishing end state conditions and objectives; instead, it works out actions to accomplish the commander’s intent and concept of operations.

9. HROB Planning Concept
(2 of 2)
It is critical that the HROB is included in the SPO planning process. The HROB provides technical guidance and resources to the SRC12 organizations (supporting units) - ensuring they have the capability to provide the required Postal, Personnel Accountability, and Casualty support directed in the HR concept of support
Guided by supported/supporting relationships, a G-1/S-1 requests support and resources for Postal and Personnel Accountability operations through the HROB. The HROB processes the request, then prioritizes the request based on the availability of HR resources and scope of requested support to determine supportability
If the HROB is unable to support the request with HR assets internal to its SB, the HROB forwards the request to the ESC/TSC SPO for resolution
SHOW SLIDE: HROB PLANNING CONCEPT (2 OF 2)
NOTE: FM 1-0, para 1-42 and 1-43.
NOTE: Facilitate discussion on supported/supporting relationships and HROB’s doctrinal role and responsibilities as it relates to planning. Include HROB’s relationship with:
ASCC G1/AG
TSC/SB
HRSC
HR Company

10. HROB Key Performance Indicators
Assess P R E A L N X C U T
Battle Command
HROBs develop key performance indicators to monitor and ensure HR Operations are fully integrated into overall sustainment operations.
Personnel Accountability Operations
Location of PAT assets and operational status. PAT Teams are required at APOD/SPOD when daily flow rate is 600 or more per day
Number of personnel arrived/departed in last 24 hrs and number projected in next 24 hours
Red, Green, Amber, status of each Personnel Processing Center
Are TG PAT and HR Company PATs capturing all categories of personnel (Soldiers, Joint Service personnel, DoD civilians, contractors)
Number of days personnel remain at the APOD/TG
Postal Operations
Mail is secure, accounted for, and redirected
Number and type of postal offenses tracked and corrected
Number of days mail is static or undelivered
Listing of FOBs in Sustainment Brigade AO and are they receiving mail daily or as often as OPTEMPO permits (Red, Green, Amber)
Most recent postal inspection, status of inspection, and next scheduled inspection
Number of tons of mail received versus dispatched
Changes in population supported that may require reallocation of HR assets
SHOW SLIDE: HROB KEY PERFORMANCE INDICATORS
FM 1-0, para The HROB tracks key performance indicators and is the Sustainment Brigade’s element responsible for ensuring HR operations are fully integrated into overall sustainment operations.
The HROB ensures a sufficient number of HR organizations are available to provide HR area support, monitor support provided by HR organizations and manage HR support within the AO.
The HROB provides technical guidance and resources to the HR organizations (supporting units) and ensures they have the capability to provide the required PA, casualty, and postal support directed in the HR concept of support. They provide a supported/supporting relationship with the G-1/AG and S-1s within the AO.
NOTE: Facilitate discussion on specific planning factors HROB planners would use to develop key performance indicators and ensure HR operations are integrated into the overall sustainment plan. Discuss possible metrics student might consider or develop.
Casualty Operations
Number of casualties reported in last 24 hours
Red, Green, Amber status of each CLT
FM 1-0, para 2-52

11. Personnel Accountability
Examples CCIRs/EEFI
Postal
Accountable mail and casualty mail accounted for and redirected
Postal Offenses
Number of days mail is static, or undelivered (based on Theater policy)
Storage capacity for mail based on combat operations (e.g., offense might require a delay in mail delivery)
Personnel Accountability
Visibility of inbound and outbound transportation
TPS/DTAS operational and updated daily
Uninterrupted access to eMILPO and DEERS-RAPIDS systems
Number of days personnel remain at APOD/Theater Gateway
Casualty
Uninterrupted access to DCIPS-CF/CR
Loss of communication between CLTs, Unit S1s and Theater CAC
Initial casualty reports, from time of incident, greater than 12 hours, to HRC-CMAOC – tracked and reported by Theater CAC
SHOW SLIDE: CCIRs (EXAMPLES)
CCIR: ADRP 3-0, para 2-24, 2-53 A Commander’s Critical Information Requirements (CCIR) is an information requirement identified by the commander as being critical to facilitating timely decision making. The two key elements are friendly force information requirements and priority intelligence requirements (JP 3-0). A CCIR directly influences decision making and facilitates the successful execution of military operations. Commanders decide whether to designate an information requirement as a CCIR based on likely decisions and their visualization of the course of the operation. A CCIR may support one or more decisions.
EEFI : ADP 5-0, para An Essential Element of Friendly Information is a critical aspect of a friendly operation that, if known by the enemy, would subsequently compromise, lead to failure, or limit success of the operation, and therefore should be protected from enemy detection. Although EEFIs are not CCIRs, they have the same priority. An EEFI establishes an element of information to protect rather than one to collect. EEFIs identify those elements of friendly force information that, if compromised, would jeopardize mission success.
As part of the initial mission analysis, HR planners determine any CCIR and EEFI which may impact the mission. On this slide are some examples of CCIRs/EEFI HR professionals may track that are often tied to the Key Performance Indicators the HROB monitors.

12. Troop-to-Task Recommendations Postal Operations
Ensure adequate equipment, personnel, and facilities are in place to provide for processing of mail and ensure compliance with USPS directives
Ensure postal personnel are trained, technically proficient, and mission capable
Serve as postal liaison to POD and Postal Contractor(s)
Provide interpretation of applicable policies, systems, and procedures
Disseminate policies and guidance from COCOM, ASCC G-1/AG, POD, MPSA
Review requests for additional contractor support, provide recommendations
Participate in contract technical evaluations to facilitate Government requirements
Review and validate reports for the monthly negative review board, serve as SME during Performance Evaluation Board (PEB) reviews
Utilize minimum mission-essential HR Enabling Systems (AMPS, etc.)
SHOW SLIDE: TROOP-TO-TASK RECOMMENDATIONS – POSTAL OPERATIONS
NOTE: This slide were taken from an HROB Overview Briefing from a recently deployed unit. While all of these troop-to-task recommendations may not be specifically found in HR doctrine, they are reflective of the Contemporary Operating Environment and real world “boots-on-the-ground” HR support. Allow students to review and facilitate discussion, as required. Reinforce HR Key Function of Postal Operations.

13. Troop-to-Task Recommendations Personnel Accountability
Ensure PAT operations are resourced/adequate to account for all personnel entering and exiting all APOD/E and SPOD/E when an PAT is assigned
Ensure accurate/timely personnel accountability updates to the deployed theater accountability software (DTAS) database
Ensure all life support, transportation, and coordination requirements are provided in a timely manner IOT minimize delays - particularly for personnel joining their units
Determine PAT battle space structure and positioning
Conduct APOD analysis and recommend COAs for PA Ops
Prepare FRAGOs for PAT/CLT placement
Track late casualty reports, aerial port PAX flow, and Gateway Tracking System info
Research/prepare PA Letter of Justification (LOJ)/Statement of Work (SOW) to contract PA Teams
Provide technical support to incoming SBs
Utilize minimum mission-essential HR Enabling Systems
Understand TPS, DTAS, SPOT/JAMMS, and sister services PA system capabilities
SHOW SLIDE: TROOP-TO-TASK RECOMMENDATIONS – PERSONNEL ACCOUNTABILITY
NOTE: This slide were taken from an HROB Overview Briefing from a recently deployed unit. While all of these troop-to-task recommendations may not be specifically found in HR doctrine, they are reflective of the Contemporary Operating Environment and real world “boots-on-the-ground” HR support. Allow students to review and facilitate discussion, as required. Reinforce HR Key Function of Personnel Accountability.

14. Troop-to-Task Recommendations Casualty Operations
Ensure casualty elements (HR platoons, squads and teams) are resourced and distributed in compliance with theater policy that ensures timely and accurate reporting
Provide or coordinate augmentation in the event of mass casualty
Through assigned HR Company assets, the SB commander ensures casualty personnel are trained and capable to execute this mission
Maintain Battle Book/Concept of Support material
Maintain HR Squad (CLT) Weekly Rollup Excel Spreadsheet
Maintain HR Squad (CLT) Unit Tracker
Access SIPRNET Web to verify HR Squad (CLT) Info
Create CAS operations Laydown Maps
Prepare historical summaries
Utilize minimum mission-essential HR enabling systems
SHOW SLIDE: TROOP-TO-TASK RECOMMENDATIONS – CASUALTY OPERATIONS
NOTE: This slide were taken from an HROB Overview Briefing from a recently deployed unit. While all of these troop-to-task recommendations may not be specifically found in HR doctrine, they are reflective of the Contemporary Operating Environment and real world “boots-on-the-ground” HR support. Allow students to review and facilitate discussion, as required. Reinforce HR Key Function of Casualty Operations.

15. Troop-to-Task Recommendations Fundamentals of Execution
Provide SRC 12 recommendations to ForceGen, HRSC, TSC SPO and G3
Perform capability analysis for postal, PA, and casualty operations
Coordinate forecasted requirements/capabilities with Force Management
Plan/coordinate HR requirements based on OPTEMPO and METT-TC
Manage external projects/requirements for PA, Casualty, and Postal Ops
Manage internal battle rhythm/deliverables
Plan, coordinate, synchronize sustainment of HR support with HR/ Sustainment community; seek technical guidance from HRSC
Utilize minimum mission-essential HR Enabling Systems
Battle staff is proficient with MDMP, RDSP and Fundamentals of Execution
Utilize ESC Combined Arms Training Strategy to “train as you fight”
SHOW SLIDE: TROOP-TO-TASK RECOMMENDATIONS - FUNDAMENTALS OF EXECUTION
NOTE: This slide were taken from an HROB Overview Briefing from a recently deployed unit. While all of these “Fundamentals of Execution” may not be specifically found in HR doctrine, they are reflective of the Contemporary Operating Environment and real world “boots-on-the-ground” HR support. Allow students to review and facilitate discussion, as required. Reinforce HR Key Function of HR Planning and Operations.

16. HROB Challenges
HROB not fully manned or staffed with appropriate rank, grade, ASI, SQI or experience
Shortage of automation equipment for mission
The acronym “FM” (Force Management) misunderstood
Gaining SA/SU of a complex theater and understanding importance of developing an “operational adaptability” mindset
SPO appreciation of the execution-critical role/relevancy of an HROB staff
Lack of relevant pre-deployment training (CTE, MRE/MRX)
Lack of Force Management/Tracking training (ASI 3R, A3, FA 50)
S-1 and EPS “mission creep” into ESC or SB HROB
Enabling System connectivity, training, and proficiency (e.g., HURS, FRED, FMS, DCIPS, DTAS, FMSWeb, etc.)
SHOW SLIDE: HROB CHALLENGES
NOTE: This slide was taken from an HROB Overview Briefing from a recently deployed unit. While these “HROB Challenges” may not be formally acknowledged by AG Combat Developments and Integration Division (CDID), Soldier Support Institute, they are reflective of the Contemporary Operating Environment and real world “boots-on-the-ground” HR support. Allow students to review and facilitate discussion, as required.
NOTE: CTE = Culminating Training Event. MRE/MRX = Mission Readiness Exercise.

17. Keys To Success
Establish and maintain operational relevance with the ESC/SB SPO to ensure HR freedom of action, extend HR operational reach, and prolong HR endurance
Actively participant in MDMP/RDSP processes; provide decision dominance
Engage with theater HR leadership and support HRSC/ASCC G-1/AG intent
Achieve and maintain HR situational awareness, situational understanding, and “operational adaptability”
Develop understanding of contingency contracting, operational contracting support, and importance of Contracting Officer Representative (COR) roles
Understand doctrinal Rules of Allocation for HR assets and battle space placement of HR assets and enablers
Participate in Army and Joint exercises to share HR experience gained
Maintain mental agility and critical thinking - you are (or will likely be) operating in a persistent conflict and expeditionary environment
Operational Adaptability = Relevance*
SHOW SLIDE: KEYS TO SUCCESS
MDMP is covered in ADP 5-0 and is an established and proven analytical planning process. An HROB MUST be able to use the MDMP to develop analysis/COAs and recommendations on the placement of HR Assets on the ground as well as to mitigate shortfalls in sourcing allocations. See ADRP 5-0, para 4-34 for the RDSP process.
SA and SU is covered in detail in ADP 3-0, para 5-16, 5-17 and defined in para 7-57 and
See FMI (Chapter 5); FM (Chapter 1), FM 4-94 (para 4-105) and FM for Contracting. COR training is available on-line at Defense Acquisition University (DAU). Contracting pitfalls generally occur in abuse or ignorance of “time, purpose, amount” restrictions and use of vague and ambiguous terms and lack of knowledge of a contractors Statement of Work (SOW) requirements and deliverables. Operational Adaptability is “the ability to link the tactical employment of forces to policy goals and strategic objectives” (TRADOC Pam ).
Need to know and understand the doctrinal rules of allocation for HR assets in order to make sound recommendations for providing minimum mission-essential HR requirements and placement on the battlefield tempered with METT-TC.
Mental agility and critical thinking is covered in FM (Army Leadership), paragraphs 4- 72, and 6-5.
See ADP 6.0 for Confidence (Page 2 ,para 8) and ADRP 6-0 Competence (para 2-5). An ideal Army leader has strong intellect, physical presence, professional competence, high moral character, and serves as a role model. An Army leader is able and willing to act decisively, within the intent and purpose of his superior leaders, and in the best interest of the organization. Army leaders recognize that organizations, built on mutual trust and confidence, successfully accomplish peacetime and wartime missions.
Relevance: “having a clearly significant, demonstrable, traceable, and logical connection to, and bearing on, the matter(s) at hand .”

18. Operational Adaptability
To meet the challenges of future armed conflict, Army leaders and future forces must develop operational adaptability - a quality that Army leaders and forces exhibit based on critical thinking, comfort with ambiguity and decentralization, a willingness to accept prudent risk, and an ability to make rapid adjustments based on a continuous assessment of the situation
Operational adaptability is essential to developing situational understanding and seizing, retaining, and exploiting the initiative. It is impossible to anticipate precisely the character and the dynamics of future armed conflict. Designing forces and educating leaders to adapt quickly to changing conditions, however, will permit Army forces to recover from surprise and exploit unforeseen opportunities
Operational adaptability requires mastery of the operational art, or the ability to link the tactical employment of forces to policy goals and strategic objectives. It also requires Army forces that are proficient in the fundamentals and possess common understanding of how to combine joint, Army, interagency, and multinational capabilities to assist friends, to protect and reassure indigenous populations, and to identify, isolate, and defeat enemies under uncertain and dynamic conditions. Operational adaptability also requires cohesive teams and resilient Soldiers who are capable of overcoming the enduring psychological and moral challenges of combat
See TRADOC Pam , “The Army’s Future Force Capstone Concept”
SHOW SLIDE: Operational Adaptability
TRADOC Pam , “The Army’s Future Force Capstone Concept
NOTE: Allow student to review slide and refer to reference (hyperlink on slide). Have students correlate Operational Adaptability to HR Support and the HR/AG Professional. Identify specific examples as they relate to HR support.

19. Check on Learning
What is the doctrinal Mission Statement for the HROB?
Plan, coordinate, integrate, and manage Sustainment Brigade HR support (FM 1-0, Figure 2-6)
What three HR key functions does the HROB develop Key Performance Indicators for?
Postal operations, personnel accountability operations, and casualty operations (FM 1-0, para 2-52)
What is the purpose of Key Performance Indicators?
Ensure HR Operations are fully integrated into overall sustainment operations
Ensure sufficient HR organizations are available to provide HR area support
Monitor and manage HR support within the AO (FM 1-0, para 2-52)
SHOW SLIDE: CHECK ON LEARNING
Section IV. Summary
NOTE: Conduct Check on Learning and summarize ELO#2.

20. Complete the PE using the information provided and ROA presented.
HROB PE – ROC Drill 2A
Complete the PE using the information provided and ROA presented.
Scenario:
You are a Planner in the HRSC. You have just been notified that the 19th ESC will be conducting an sustainment mission for the 8th TSC in the country of Umbria. The ESC does not have anyone in their HROB nor will there initially be a Sustainment Brigade until D+30. The ESC in in need of HR planners to support this mission and a modular 6 person team from the HRSC has been selected to fill this requirement by the TSC commander. As part of your pre-deployment planning you have received the following tasker.
Task:
You are required to identify the SRC 12 structure required to support the population and locations on the ground in Umbria (North, Central, and South) and complete the Worksheets provided. You need to identify shortages/issues, determine any additional requirements and provide/brief your results to the ESC SPO. You have 30 minutes. Go!
SHOW SLIDE: CHECK ON LEARNING, HROB PE ROC DRILL 2A
Scenario:
You are a Planner in the HRSC. You have just been notified that the 19th ESC will be conducting an sustainment mission for the 8th TSC in the country of Umbria. The ESC does not have anyone in their HROB nor will there initially be a Sustainment Brigade until D+30. The ESC in in need of HR planners to support this mission and a modular 6 person team from the HRSC has been selected to fill this requirement by the TSC commander. As part of your pre-deployment planning you have received the following tasker.
Task:
You are required to identify the SRC 12 structure required to support the population and locations on the ground in Umbria (North, Central, and South) and complete the Worksheets provided. You need to identify shortages/issues, determine any additional requirements and provide/brief your results to the ESC SPO. You have 30 minutes. Go!

21. FOB
PAT PAX Flow / # PATs
North
Benning
Belvior
Bragg
Gordon
Central
Bliss
Campbell
Carson
Hood
Polk
Riley
Sill
South
Irwin
Lewis
Shafter
Determine the Personnel Accountability Team requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.
SHOW SLIDE: CHECK ON LEARNING, HROB PE ROC DRILL 2A SUPP DATA
Determine the Personnel Accountability Team requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.

22. Determine the Casualty Liaison Team requirements for each area.
FOB
Casualty # of CLTs
North
Benning
Belvoir
Bragg
Gordon
Central
Bliss
Campbell
Carson
Hood
Polk
Riley
Sill
South
Irwin
Lewis
Shafter
Determine the Casualty Liaison Team requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.
SHOW SLIDE: CHECK ON LEARNING, HROB PE ROC DRILL 2A SUPP DATA
Determine the Casualty Liaison Team requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.

23. Determine the Postal Platoon requirements for each area.
FOB
POSTAL Pop/ # PltsPATs
North
Benning
Belvior
Bragg
Gordon
Central
Bliss
Campbell
Carson
Hood
Polk
Riley
Sill
South
Irwin
Lewis
Shafter
Determine the Postal Platoon requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.
SHOW SLIDE: CHECK ON LEARNING, HROB PE ROC DRILL 2A SUPP DATA
Determine the Postal Platoon requirements for each area.
Identify any shortages or additional requirements necessary to support the sustainment mission.

24. Sustainment Assets in Umbrian Theater
Umbria SRC 12 Assets – FY 11
Compile the data for SRC 12 support below and complete the sheets using the data provided.
Unit
South
Central
North
Total
HRSC
TG PAT
MMT
HR Co
Postal Platoon
HR Platoon
PAT (HR Sqd)
CLT (HR Sqd)
FY 11 HR SRC 12 Structure (2A)
FOB
PAT PAX Flow / # PATs
Casualty # of CLTs
Postal Pop / # Plts
NORTH
Benning
Belvior
Bragg
Gordon
Sub-Total
CENTRAL
Bliss
Campbell
Carson
Hood
Polk
Riley
Sill
SOUTH
Irwin
Lewis
Shafter
TOTAL FY 11
SHOW SLIDE: CHECK ON LEARNING, HROB PE ROC DRILL 2A SUPP DATA
Compile the data for SRC 12 support below and complete the sheets using the data provided
Sustainment Assets in Umbrian Theater
Unit
South
Central
North
Total
TSC
ESC SB

25. Enabling Learning Objective #3
ACTION: Define Human Resources Operations Branch (HROB) Mission and Structure
CONDITIONS: Given classroom instruction, assigned readings, FM 1-0 (Human Resources Support), ADP/ADRP 4-0 (Sustainment) and FM 4-94 (Theater Sustainment Command) and awareness of Operational Environment (OE), variables and actors.
STANDARD: Demonstrate an understanding of HROB mission, structure, critical functions, and capabilities through classroom participation, completing individual/group practical exercises, and scoring 70% or higher on the HR Plans and Operations final exam.
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE #3
NOTE: Review TLO with students.
ACTION: Define Human Resources Operations Branch Mission and Structure
CONDITIONS: Given access to FM 1-0 (Human Resources Operations), ADP/ADRP 4-0 (Sustainment) and FM 4-94 (Theater Sustainment Command)
STANDARD: Demonstrate an understanding of HROB mission, structure, critical functions, and capabilities through classroom participation, completing individual/group practical exercises, and scoring 70% or higher on the HR Plans and Operations final exam