1. Adjutant General School Captains Career Course
Conduct Total Army Briefing
SHOW SLIDE 1: CONDUCT TOTAL ARMY BRIEFING
INSTRUCTIONAL LEAD-IN: Information Briefings are a way to present information to commanders, staffers, or other designated audiences - you decide which techniques to use depending on the purpose of the briefing, the response you want, and the briefer’s role. As an Adjutant General Officer, you will be required to provide various Information Briefings on various topics. Today, you are going to receive an information briefing on the "Total Army", and how the various organizations relate to your career as an HR professional.
From the President to HR Structure…
Where and How does it all fit?
August 2019

2. Terminal Learning Objective
ACTION: Conduct the Total Army Briefing.
CONDITIONS: In a classroom environment, given access to applicable references, the Total Army Information Brief, and an awareness of Operational Environment (OE) variables and actors.
STANDARD: Students will meet the standard when they communicate the following components of the Total Army:
1. Department of Defense.
2. The Army Mission.
3. Army Command Structure and Direct Reporting Units.
4. Human Resources Command Staff Elements, Leadership, and Structure.
5. Adjutant General Branch, Corps and School.
SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
1. ACTION: Conduct Total Army Briefing
2. CONDITIONS: In a classroom environment, given access to applicable references, a Total Army information brief, and an awareness of Operational Environment (OE) variables and actors.
3. STANDARD: Students will meet the standard when they communicate the following components of the Total Army:
a. Department of Defense.
b. The Army Mission.
c. Army Command Structure and Direct Reporting Units.
d. Human Resources Command Staff Elements, Leadership, and Structure.
e. Adjutant General Branch, Corps, and School. 2

3. Department of Defense (DoD)
SHOW SLIDE 3: DEPARTMENT OF DEFENSE (DoD)
1. As the nation's largest employer, the Department of Defense provides the military forces with what is needed to deter war and to protect the security of our country. The Department of Defense is America's oldest and largest government agency with over 1.4 million active duty service members in the Army, Air Force, Navy and Marines. In addition, there are over 1.1 million in the National Guard and Reserve forces; and over 800,000 civilian personnel.
2. National Command Authority (NCA) is a term used by the Department of Defense of the United States of America to refer to the ultimate lawful source of military orders.
3. The NCA comprises the President of the United States (as commander-in-chief) and the Secretary of Defense (as the deputy to the commander-in-chief) jointly, or their duly deputized successors, i.e. the Vice President and the Deputy Secretary of Defense.
4. The term also refers to communications with the commanding officers of the Unified Combatant Commands to put U.S. forces into action.

4. The Army Mission
“To deploy, fight and win our nation’s wars by providing ready, prompt and sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force. The Army mission is vital to the nation because we are the service capable of defeating enemy ground forces and indefinitely seizing and controlling those things an adversary prizes most – its land, its resources and its population.”
SHOW SLIDE 4: The Army Mission
1. The Army Mission – our purpose – remains constant: To deploy, fight and win our nation’s wars by providing ready, prompt and sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force. The Army mission is vital to the nation because we are the service capable of defeating enemy ground forces and indefinitely seizing and controlling those things an adversary prizes most – its land, its resources and its population.
2. Title 10 of the U.S. Code provides the legal basis for the structure of the U.S. military within the Department of Defense. The Secretary of the Army is responsible for the following functions:
a. Recruiting
b. Organizing
c. Supplying
d. Equipping (including Research & Development)
e. Training
f. Servicing
g. Mobilizing
h. Demobilizing
i. Administering (including Morale & Welfare)
j. Maintaining
k. Construction
l. Equipment
m. Buildings, Structures, etc.

5. Title 10, USC, §3062(a)
It is the intent of Congress to provide an Army that is
capable, in conjunction with the other armed forces, of:
Preserving the peace and security, and providing for the defense, of the United States, the Commonwealths and possessions, and any areas occupied by the United States
Supporting the national policies
Implementing the national objectives
Overcoming any nations responsible for aggressive acts that imperil the peace and security of the United States
SHOW SLIDE 5: TITLE 10, USC, §3062(a)
1. It is the intent of Congress to provide an Army that is capable, in conjunction with the other armed forces, of:
a. Preserving the peace and security, and providing for the defense, of the United States, the Commonwealths and possessions, and any areas occupied by the United States.
b. Supporting the national policies.
c. Implementing the national objectives.
d. Overcoming any nations responsible for aggressive acts that imperil the peace and security of the United States.

6. Title 10, USC, §3062(b)
In general, the Army, within the Department of the Army, includes land combat and service forces and such aviation and water transport as may be organic therein. It shall be organized, trained, and equipped primarily for prompt and sustained combat incident to operations on land. It is responsible for the preparation of land forces necessary for the effective prosecution of war except as otherwise assigned and, in accordance with integrated joint mobilization plans, for the expansion of the peacetime components of the Army to meet the needs of war.
SHOW SLIDE 6: TITLE 10, USC, §3062(b)
1. In general, the Army, within the Department of the Army, includes land combat and service forces and such aviation and water transport as may be organic therein.
2. It shall be organized, trained, and equipped primarily for prompt and sustained combat incident to operations on land.
3. It is responsible for the preparation of land forces necessary for the effective prosecution of war except as otherwise assigned and, in accordance with integrated joint mobilization plans, for the expansion of the peacetime components of the Army to meet the needs of war.
NOTE: Title 32 details the specifics of the National Guard.

7. Army Command Structure
SHOW SLIDE 7: Army Command Structure
1. Army Commands:
a. Forces Command (FORSCOM)
b. Training and Doctrine Command (TRADOC)
c. Army Materiel Command (AMC)
d. Army Futures Command (AFC)
2. Army Service Component Commands (ASCC)
a. U.S. Army Africa (USARAF)
b. U.S. Army Central (USARCENT)
c. U.S. Army North (USARNORTH)
d. U.S. Army South (USARSO)
e. U.S. Army Europe (USAREUR)
f. U.S. Army Pacific (USARPAC)
g. U.S. Army Special Operations Command (USASOC)
h. Military Surface Deployment and Distribution Command (SDDC)
i. U.S. Army Space and Missile Defense Command/Army Strategic Command (USASMDC/ARSTRAT)
3. Direct Reporting Units:
a. U.S. Army Network Enterprise Technology Command/9th Signal Command (Army) (NETCOM/9thSC(A))
b. U.S. Army Medical Command (MEDCOM)
c. U.S. Army Intelligence and Security Command (INSCOM)
d. U.S. Army Criminal Investigation Command (USACIDC)
e. U.S. Army Corps of Engineers (USACE)
f. U.S. Army Military District of Washington (MDW)
g. U.S. Army Test and Evaluation Command (ATEC)
i. U.S. Military Academy (USMA)
j. U.S. Army Reserve Command (USARC)
l. U.S. Army Acquisition Support Center (USAASC)
m. U.S. Army Installation Management Command (IMCOM)

8. Direct Reporting Units (DRUs)
U.S. Army Test and Evaluation Command (ATEC)
U.S. Army Corps of Engineers (USACE)
U.S. Army Military District of Washington (MDW)
U.S. Army Acquisition Support Center (USAASC)
U.S. Military Academy (USMA)
U.S. Army Intelligence and Security Command (INSCOM)
U.S. Army War College (USAWC)
U.S. Army Medical Command (MEDCOM)
U.S. Army Installation Management Command (IMCOM)
U.S. Army Criminal Investigation Command (USACIDC)
U.S. Army Accessions Support Brigade (USAASB)
Arlington National Cemetery (ANC)
U.S. Army Human Resources Command (HRC)
SHOW SLIDE 8: Direct Reporting Units (DRUs)
1. U.S. Army Test and Evaluation Command (ATEC) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army and reports directly to the Chief of Staff of the Army. The ATEC plans, integrates, and conducts: experiments, developmental testing, independent operational testing, and independent evaluations and assessments to provide essential information to acquisition decision makers and Commanders.
2. U.S. Army Corps of Engineers (USACE) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army. The USACE provides engineering services and capabilities in support of National interests.
3. U.S. Army Military District of Washington (MDW) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army and reports directly to the Chief of Staff of the Army. The MDW is a geographic command with responsibilities that extend throughout the U.S. National Capitol Region (NCR) – Washington, D.C. metropolitan area.
4. U.S. Army Acquisition Support Center (USAASC) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army and reports directly to the ASA (ALT). The USAASC supports the readiness of the Army by continually improving the Army's capability through all stages of materiel development, developing a professional acquisition workforce and supporting the acquisition community at all levels.
5. U.S. Military Academy (USMA) is designated as a Direct Report Unit (DRU) by the Secretary of the Army and reports directly to the Chief of Staff of the Army. The mission of the USMA is to educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of character committed to the values of Duty, Honor, Country and prepared for a career of professional excellence and service to the Nation as an officer in the United States Army.
6. U.S. Army Intelligence and Security Command (INSCOM) is designated by the Secretary of the Army as a Direct Reporting Unit (DRU) and reports directly to the Army DCS, G-2. The INSCOM synchronizes the operations of all INSCOM units to produce intelligence in support of the Army, Combatant Commands, and the National intelligence community.
7. The purpose of U.S. Army War College at this time in our Nation's history is to produce graduates from all our courses who are skilled critical thinkers and complex problem solvers in the global application of Land Power. The goal is to provide high quality Professional Military Education, aggressively Conduct Research, Publish, Engage in Discourse, and Wargame with the entire faculty, staff, students and fellows, conduct strategic leader development, and attract, recruit, and retain a high quality faculty and staff.
8. U.S. Army Medical Command (MEDCOM) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army. The MEDCOM provides medical, dental, and veterinary capabilities to the Army and designated DoD activities; operates fixed facilities; conducts medical research, materiel development and acquisition; educates and trains personnel; and develops medical concepts, doctrine, and systems to support Army healthcare delivery.
9. U.S. Army Installation Management Command (IMCOM) is designated as a Direct Reporting Unit (DRU) and reports directly to the Assistant Chief of Staff for Installation Management (ACSIM). IMCOM manages Army installations to support readiness and mission execution, provide equitable services and facilities, optimize resources, sustain the environment and enhance the well-being of the Military community.
10. U.S. Army Criminal Investigation Command (USACIDC) is designated as a Direct Reporting Unit (DRU) by the Secretary of the Army. The USACIDC conducts sensitive or special interest investigations as directed by the Secretary of the Army or the Chief of Staff of the Army; plans for and provides personal security (protective services) for DoD and Department of the Army officials as designated by the Secretary of the Army or the Chief of Staff of the Army; provides criminal investigative support to all Army elements including forensic support; maintains overall responsibility for Army investigations of controlled substances; conducts and controls all Army investigations of serious crimes, less serious crimes, upon request, or as necessary for effective Army law enforcement, and fraud; and other crimes arising in Army procurement activities.
11. U.S. Army Accessions Support Brigade (USAASB) is the tactical arm of Army marketing. Through three historic and unique battalions, including the U.S. Army Parachute Team (Golden Knights), the U.S. Army Marksmanship Unit, and the U.S. Army Mission Support Battalion, the brigade is charged with Connecting America's People with America's Army. The brigade is operationally aligned under the Army Marketing and Research Group.
12. On behalf of the American people, Arlington National Cemetery lays to rest those who have served our nation with dignity and honor, treating their families with respect and compassion, and connecting guests to the rich tapestry of the cemetery's living history, while maintaining these hallowed grounds befitting the sacrifice of all those who rest here in quiet repose.
13. U.S. Army Human Resources Command (HRC) executes distribution, strategic talent management, personnel programs and services Army wide in order to optimize Total Force personnel readiness and strengthen an agile and adaptive Army.

9. Deputy Chief of Staff, G-1 (DCS, G-1)
SHOW SLIDE 9: DEPUTY CHIEF OF STAFF, G-1 (DCS, G-1)
NOTE: Current Army G-1 organizational structure chart.
1. The Army G-1 Mission: develops and implements effective policy and leads programs that build sustained personnel readiness in the Army's greatest asset - people.
a. The G-1 takes responsibility for execution of our assigned functions and achievement of our mission in support of the Secretary of the Army, CSA and the ASA(M&RA).
b. Develops and implements effective policy; identifies what we will do to execute our assigned functions and responsibilities to achieve our mission.
c. Leads programs that build sustained personnel readiness; focuses our efforts in support of the Secretary of the Army and CSA's number one priority.
d. In the Army's greatest asset - people; recognizes that our efforts impact Soldiers, Civilians, and Families today and in the future.
2. The Army G-1 Vision: trusted professionals providing innovative solutions to optimize Army personnel readiness – today and tomorrow.
a. Trusted professionals values a level of expertise that recognizes our responsibility as stewards of American precious resources - people and taxpayer dollars.
b. Providing innovative solutions in response to the changing environments for access, developing, retaining and the future operating environment.
c. To optimize Army personnel readiness, reinforces that our efforts must always focus on our core responsibility - readiness.
d. Today and tomorrow, enduring across the continuum of time.

10. Human Resources Command (HRC)
Command Group
Commanding General
Deputy Commanding General
Chief of Staff
Command Sergeant Major
PERSONNEL INFORMATION SYSTEMS DIRECTORATE
Director
Deputy Director
Executive Officer
Sergeant Major
Cyber Security Division
Enterprise Tech Management Division
Enterprise Tech Planning & Inter Division
Project Management Division
Technology Division
Chief Information Office Support Division
ENLISTED PERSONNEL MANAGEMENT DIVISION
Director
Deputy Director
Executive Officer
Sergeant Major
Operations Management Division
Readiness Division
Force Alignment Division
Operations Division
Operations Support & Effects Division
Force Sustainment Division
Army Reserve Enlisted Division
SGM/CSM Branch
OFFICER PERSONNEL MANAGEMENT DIVISION
Director
Deputy Director
Executive Officer
Operations Readiness Division
Operations Division
Army Special Ops Forces Division
Operations Support Division
Force Sustainment Division
Health Services Division
Special Management Division
Leader Development Division
Management Support Division
Command Management Division
Army Reserve Officer Division
THE ADJUTANT GENERAL DIRECTORATE
The Adjutant General
Deputy Director
Executive Officer
Sergeant Major
Army Continuing Education Division
Army Personnel Records Division
Business Management Office
Casualty & Mortuary Affairs
Evaluations, Selections & Promotions
Field Services Division
Operations Division
Soldier Programs & Services
Transition Division
SHOW SLIDE 10: HUMAN RESOURCES COMMAND (HRC)
1. The mission of HRC is to conduct distribution, strategic talent management, information technology, Soldier programs and services Army wide in order to enable the Army to deploy, fight and win our Nation's wars.
2. U.S. Army Human Resources Command (HRC) provides human resources services to Soldiers, Veterans, Retirees and Army Families. They are the largest human resources organization in the world. Their work affects the quality of life for every Soldier. They manage Soldier schooling, promotions, awards, records, transfers, appointments, benefits, retirement…one agency managing Soldiers' entire careers from the day they enter Basic Training until retirement and beyond.
3. HRC was formed on Oct. 1, 2003, by merging the personnel assets of U.S. Total Army Personnel Command (PERSCOM) and the United States Army Reserve Personnel Command (AR-PERSCOM). This merge established HRC as a field operating agency of the Office of the Deputy Chief of Staff for Personnel, G-1, and enhanced the potential of every federal Soldier in the Army.  On Oct. 1, 2017, HRC began operating as a direct reporting unit to that same office.
4. The four major elements of HRC are the Enlisted Personnel Management Directorate (EPMD), which provides Active and Reserve enlisted Soldiers with career guidance and support; the Officer Personnel Management Directorate (OPMD), which provides Active and Reserve officers with career guidance and support; The Adjutant General Directorate (TAGD), which manages Soldiers' records, promotion boards, evaluation processing, personnel actions and entitlement programs, and Veterans' support; and the Personnel Information Systems Directorate (PERSINSD), which provides Information Technology support to command functions. Other staff elements include the G3 (Operations), Resource Management, Chief Information Officer, Surgeon, Inspector General, and the Office of the Command Judge Advocate.
5. HRC includes more than 40 operational elements around the country under the leadership of the HRC commander. HRC is the G-1's functional proponent for military personnel management (except for The Judge Advocate General and the Chaplain branches) and personnel systems. HRC also supports the Director, Army National Guard, and the Chief, Army Reserve, in their management of the Selected Reserve. The HRC commander is the commander of the Individual Ready Reserve (IRR), the Standby Reserve and the Retired Reserve.

11. The Adjutant General of the Army (TAG)
The Adjutant General of the U.S. Army
Executive Director, Military Postal Service Agency
Military Postal Service Agency (MPSA)
Retirement Services Office (RSO)
Deputy Director
Chief
Joint Military Postal Activity-Atlantic
TAGD SGM
Executive Officer
Joint Military Postal Activity-Pacific
Deputy, The Adjutant General
TAGD Warrant Officer Advisor
SHOW SLIDE 11: The Adjutant General of the Army (TAG)
1. The Adjutant General is the chief administrative officer of the United States Army, who is subordinate to the Army Chief of Staff, and works directly for the Assistant Chief of Staff, G-1, or ACS, G-1 (formerly known as the Deputy Chief of Staff, Personnel, or DCSPER). Formerly a major general position, it is now a brigadier general billet (as of 1984). This officer is head of the Adjutant General's Corps and is responsible for the procedures affecting awards and decorations, as well as casualty operations, and for the administration and preservation of records of all army personnel.
2. Each day, TAGD and subordinate organizations, through focused, comprehensive and critical actions; develop, manage, and execute Human Resources policies, programs, services, and systems to maintain Army readiness and to sustain the well-being of Soldiers, Civilians, Retirees, Veterans, and their Families and enable Commanders to do the same.
Transition
Division
Army Continuing
Education Division
Soldier Programs & Services Division
Evaluations, Selections & Promotions Division
Casualty & Mortuary
Affairs Operations Division
Army Personnel Records Division
Field Services Division
Operations & Services Division
Business Management Office

12. The Adjutant General’s Corps
SHOW SLIDE 12: THE ADJUTANT GENERAL’S CORPS
Note to Instructor:
1. AG REGT Crest (center of slide) is hyper-linked to the AG Branch information video on AG Tube (OEMA production).
2. WWII Official Mail photo (top left) is hyper-linked to the AG Corps history video (AGS production).

13. AG Proponent Responsibilities
Develop/maintain career and leader development models for AG Branch:
Identification of key developmental positions
Branch-specific CSL board guidance
Grade plate/pyramid requirements
Management and/or coordination of branch-specific self-development, broadening, and credentialing programs
Responsible agent for the AG Corps with respect to:
Army Force Modernization
Army Personnel Development System
Military Occupation Classification Structure Development and Implementation
Officer, Warrant Officer, and Non-Commissioned Officer Leader Development
Warrant Officer Accessions
Analyze future planning, policies, procedures, and guidelines for the AG Corps (particularly with regards to doctrine, structural, and operational impacts)
SHOW SLIDE 13: AG PROPONENT RESPONSIBILITIES
1. Develops and maintains career and leader development models for AG Branch:
a. Identification of key developmental positions.
b. Branch-specific CSL board guidance.
c. Grade plate/pyramid requirements.
d. Management and/or coordination of branch-specific self-development, broadening, and credentialing programs.
2. Responsible agent for the AG Corps with respect to:
a. Army Force Modernization.
b. Army Personnel Development System.
c. Military Occupation Classification Structure Development and Implementation.
d. Officer, Warrant Officer, and Non-Commissioned Officer Leader Development.
e. Warrant Officer Accessions.
3. Analyze future planning, policies, procedures, and guidelines for the AG Corps (particularly with regards to doctrine, structural, and operational impacts).

14. Human Resources Officer (42B) & Senior Human Resources Officer (42H)
KNOWLEDGE: The Adjutant General branch desires officers with academic backgrounds that span the entire spectrum of disciplines and majors offered at our nation’s undergraduate institutions. Broad individual experiences contribute to the success of the branch.
RELEVANT EDUCATION: Fundamentally, all AG officers should have a strong academic foundation that requires a demonstrated ability to conduct research/analysis and convey results in oral and written communication. Some examples of specific related disciplines include social sciences, behavioral sciences, English, history, mathematics, computer sciences and systems engineering.
RELEVANT TRAINING / EXPERIENCE: CTLT/CLDT with exposure to staff operations; Academic Enrichment Program in private-sector HR or management; community engagement and outreach programs (public relations); volunteer service; Microsoft Office training; Lean Six Sigma; HR Certification Institute credentials (aPHR, PHR, SPHR).
BEHAVIORS: (In addition to foundational)
SKILLS: Adjutant General (AG) officers are leaders in the human domain responsible for the management of the Army’s most important resource – its people. They must possess the necessary technical and operational expertise to plan, coordinate, and direct personnel support and advise commanders on all aspects of human capital. They must be able to integrate into any organization and function as a member of a combined-arms staff. They employ HR systems, software applications, the military decision making process, and lead a small team to proactively manage current and future requirements.
INTELLIGENCES: Interpersonal, Linguistic, Logical-Mathematical
DILIGENT
EMPATHETIC
FLEXIBLE
FRIENDLY / HELPFUL
HONEST / DIRECT
HARDWORKING
INQUISITIVE
MOTIVATING
PERCEPTIVE
PRECISE
PROACTIVE
PROBLEM SOLVING
RATIONAL
TENACIOUS
TRUSTWORTHY
ALTRUISTIC
BALANCED (WORK/LIFE)
CALM
COLLABORATIVE
CUSTOMER / DETAIL FOCUS
TALENT PRIORITIES:
1. COMMUNICATOR: Precise, efficient, and compelling in both written and spoken word.
2. DETAIL-FOCUSED: Thorough, perceptive, and precise in all matters. Possesses a keen eye – notices everything.
3. PROBLEM SOLVER: Able to choose between best practices and unorthodox approaches to reach a solution. Accomplishes the task.
4. INNOVATIVE: Creative, inquisitive, and insightful. Easily identifies new solutions and catalyzes change.
5. MULTI-TASKER: Rapidly processes and prioritizes multiple demands simultaneously. Takes appropriate action.
6. INTERPERSONAL: Skilled in developing appropriate relationships; able to connect with others to effect positive results.
SHOW SLIDE 14: Human Resources Officer (42B) & Senior Human Resources Officer (42H)
1. Adjutant General Officers are responsible for providing personnel support that affect Soldiers’ overall welfare and well being, while assisting commanders by accounting for and keeping Soldiers combat-ready. They are the principal advisor to the battalion commander for all matters concerning human resource support for all assigned and attached personnel;
responsible for supervising all strength management/strength distribution actions
2. Senior Human Resources Officers lead, command, manage and/or direct the human resources (HR) military life cycle functions that support HR policy formulation, interpretation, coordination, integration and implementation at all echelons; serve in positions requiring HR experience at HR company, brigade/BCT, divisions, Corps, theater, ACOM, HQDA, Joint and DoD levels.

15. The AG Branch – By The Numbers
Officer
AOC 42B: Company Grade
AOC 42C: Band Officers
AOC 42H: Field Grade
Warrant Officer
MOS 420A: HR Technician
MOS 420C: Band Master
Enlisted
MOS 42A: HR Specialist
MOS 42R: Musician
MOS 42S: Special Band Member
SHOW SLIDE 15: AG BRANCH – BY THE NUMBERS
1. The AG Corps is approximately 4% of the total force, and roughly 3% of the Regular Army.
2. About 60% of the AG Corps is in the Reserve Component.
3. In just about every Army Organization, there is an AG Soldier assigned in some capacity.
Note to Instructor: the following talking points may be used to generate a discussion among the students:
- AG Corps is small, less than 40K Soldiers in the Total Force. Never sacrifice your personal integrity or reputation because it will precede you.
- When you become a BDE S1 or other staff positions, you must become an active member of their team, so you can articulate how you can best support their unit and do so using their terminology.
- Represent us well because people are making judgments on the rest of the AG Corps based on the perceptions they make of you, so don’t let us down.
- Recommend you share personal staff integration experience.
AG Corps is about 4% of the Total Force; 3% of the Regular Army
60% of the AG Corps is in the RC
In most Army organizations, there is an AG Soldier

16. The AG Branch – Who We Are
SHOW SLIDE 16: THE AG BRANCH – WHO WE ARE
1. Source of Commission:
a. AG - ROTC: 1459 (60.7%);
b. AG - OCS: 784 (28.9%);
c. AG - USMA: 225 (9.7%);
d. Direct Appt/Other: 32 (.7%)
e. Army-Wide: ROTC: 9,045 (50%); OCS: 2,810 (16%); USMA and other service academies: 2,125 (12%); Direct Appt/Other: 3,931 (22%)
2. Race/Ethnicity
a. AG - White: 1254 (50%);
b. AG - African-American: 704 (26%);
c. AG - Hispanic: 291 (13%);
d. AG - Asian/Pacific Islander: 184 (8%);
e. AG - Other: 48 (2%);
f. AG - Native American: 19 (1%)
g. Army-Wide: White: 12,279 (69%); African-American: 2,507 (14%); Hispanic: 1,268 (7%); Asian/Pacific Islander: 1,145 (6%); Other: 616 (3%); Native American: 96 (1%)
3. Gender
a. AG - Male: 1364 (54%);
b. AG - Female: 1136 (45%)
c. Army-Wide: Male: 14,724 (82%); Female: 3,187 (18%)

17. Typical Company-Grade Assignments
Typical Lieutenant Assignments
Brigade Strength Manager
Battalion S-1
HR Platoon Leader
Company Executive Officer
Typical Captain Assignments
Battalion or Brigade S1 (Primary KD requirements)
Company Command (Very limited KD opportunities)
Division G-1 Strength Manager
HRC Staff Officer
AG School Staff/Faculty
ACOM/ Army Staff
MEPS Ops Officer
Military Mail Terminal Director
Theater Gateway Director KD
Most billets
Fewer billets
SHOW SLIDE 17: Typical Company Grade Assignments
1. Branch detail program is a strength management tool, but provides invaluable Army operations experience to our AG officers.
2. Branch detailed officers learn the AG craft at AGCCC and are just as successful as their pure-AG peers.

18. AG Key Developmental Positions
(42B & 42H)
SHOW SLIDE 18: AG KEY DEVELOPMENTAL POSITIONS (42B & 42H)
1. In addition to meeting Army needs, the assignment officers at HRC are charged with managing your professional development. DA PAM has developmental models like the one depicted here for all branches and functional areas. The main items the assignment manager will focus on are schooling and key development positions. Although this can vary a little branch to branch, here’s the basic concept.
a. One person in the controlling branch at HRC manages LTs. This person tracks the officer through BOLC, and then makes their initial assignment. This person is also tracking any agreements for special schools, degree completion, etc.
b. Upon making the promotion list for Captain, the officer is transferred to the control of the junior captains assignment officer. In AG for example, this assignment officer maintains you in his control population until you complete this course. This means he has a population that spans several year groups. His challenge is to fill Army requirements, get you to the career course, and to meet any obligations the Army makes to you through programs such as officer retention.
2. Assuming the Army has made no obligation to you, the assignment officer is looking at several things. KDP highlights include:
a. DA PAM 600-3, para 3-5a(3) Before promotion. Prior to promotion to captain, officers must complete their baccalaureate degree. This requirement is from Title 10 United States Code (10 USC).
b. DA PAM 600-3, para 3-15d OPMD Assignment Managers. Responsible for balancing Army vs. officer. They provide candid, realistic advice to officers about their developmental needs.
Note to Instructor: Point out and explain that the term branch qualification has been replaced with Key Developmental Positions (KDPs).

19. Our Army HR Leadership
Assistant Secretary of the Army (Manpower and Reserve Affairs
(ASA (M&RA))
Deputy Chief of Staff (DCS), G–1
CG, U.S. Army Human Resources Command (AHRC)
Commander, U.S. Army Soldier Support Institute (USASSI)
Chief, AG Corps and Commandant, AG School
SHOW SLIDE 19: Our Army HR Leadership
1. Assistant Secretary of the Army (Manpower and Reserve Affairs (ASA (M&RA)) has principal responsibility for the overall supervision of manpower, personnel, and RC affairs.
2. Deputy Chief of Staff (DCS), G–1, as the Army’s personnel proponent, determines the broad objectives of 320 the military personnel management system. The DCS, G–1 establishes policy for and exercises ARSTAF proponent supervision of the system’s functions and programs.
3. CG, U.S. Army Human Resources Command (AHRC) is the Army’s functional proponent for the military personnel management system and operates the Army’s military HR systems within the objectives set by the DCS, G–1. The CG, AHRC also supports the MHRM system’s automation requirements in the design, development, and maintenance of personnel databases and automation systems.
4. Commander, U.S. Army Soldier Support Institute (USASSI) develops and coordinates operational concepts, materiel requirements, organization and force design requirements, and integrates training into courses of instruction at the Adjutant General School.
5. Chief, AG Corps and Commandant, AG School is responsible for HR domain solutions across the DOTMLPF spectrum, ensuring the AG Corps can perform its primary mission to enable Commanders and support Soldiers and their Families. Principle advisor to the SSI CG, CASCOM CG, and TRADOC on AG DOTMLPF matters. As the Commandant of the U.S. Army Adjutant General School (AGS), responsible for ensuring AGS trains and educates Soldiers and Civilians, develops game changing leaders, and supports training in units.

20. Terminal Learning Objective
ACTION: Conduct the Total Army Briefing.
CONDITIONS: In a classroom environment, given access to applicable references, a Total Army information brief, and an awareness of Operational Environment (OE) variables and actors.
STANDARD: Students will meet the standard when they communicate with 80% accuracy the following components of the Total Army:
1. Department of Defense.
2. The Army Mission.
3. Army Command Structure and Direct Reporting Units.
4. Human Resources Command Staff Elements, Leadership, and Structure.
5. Adjutant General Branch, Corps and School.
SHOW SLIDE 20: TERMINAL LEARNING OBJECTIVE
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
1. ACTION: Conduct Total Army Briefing.
2. CONDITIONS: In a classroom environment, given access to applicable references, a Total Army information brief, and an awareness of Operational Environment (OE) variables and actors.
3. STANDARD: Students will meet the standard when they communicate with 80% accuracy the following components of the Total Army:
a. Department of Defense.
b. The Army Mission.
c. Army Command Structure and Direct Reporting Units.
d. Human Resources Command Staff Elements, Leadership, and Structure.
e. Adjutant General Branch, Corps and School. 2