Adjutant General School ROLES OF THE BRIGADE S-1 The Army’s Transformation concept indicates that units are to be organized, manned, equipped and trained to be more strategically responsive, deployable, agile, versatile, lethal, survivable, and sustainable across the full spectrum of military operations. This briefing describes HR capabilities and structure which achieve the intent of modularity by providing capabilities to theater-level Commanders by redesigning and improving theater-level support for postal, R5 and casualty operations. This document introduces the mission, capabilities, structure, employment, and organizational concept of the Human Resource Support Center (HRSC); the Reception, Replacement, Return to Duty, Rest and Recuperation and Redeployment (R5) Personnel Accounting Team; R5 Platoon; and R5 Company Plans and Operations Team; the Casualty Liaison Team (CLT); the Casualty Platoon; the Postal Platoon; Postal Company Plans and Operations Team; the Human Resource (HR) Company Headquarters; the Theater Gateway R5 team; the Military Mail Terminal (MMT) team. Designed to be modular, scalable and flexible, these organizations will provide essential human resource support to the Modular Forces. These organizations and the concepts of support have significant changes from the current concepts and structure, providing more effective and efficient support of the Modular Joint Expeditionary Army. The modular structure of postal, R5 and casualty support allows for the employment of the tailored, minimal force structure required for the unique theater. Additionally, increased network connectivity will provide visibility of human resources and combat power as geographically dispersed units organize for missions. Connectivity is the critical element that allows the concept to succeed. Through the common operating picture, commanders will have total visibility of assigned or attached personnel, regardless of component.

THE POSSIBLE…LONG HOURS, SURE… BUT YOU CAN DO IT AND STILL WELCOME TO THE WORLD OF THE POSSIBLE…LONG HOURS, SURE… BUT YOU CAN DO IT AND STILL SEE YOUR FAMILY AND ENJOY THE WEEKENDS…

AGENDA TASKS AND RESPONSIBILITIES AS S1 TASKS AND RESPONSIBILITIES AS ADJUTANT TASKS AND RESPONSIBILITIES AS PRIMARY BDE STAFF OFFICER TASKS AND RESPONSIBILITIES AS SENIOR HR PROFESSIONAL HOW TO DO IT ALL

THE KEYS… KNOW YOUR BOSS… KNOW WHAT YOUR BOSS WANTS FROM YOU… MANAGE YOUR TIME (BE DRACONIAN) DELEGATE WHAT YOU CAN… LEARN FROM YOUR WO/NCOs NETWORK WITH THE G-1 STAFF AND YOUR FELLOW S-1s DEVELOP AND TRAIN YOUR BN S-1s

BDE S1 SECTION 2/1/10 13 PERSONNEL SERVICES TM SECTION HQs -HR PLANNING & OPNS 1/1/1 - 3 PERSONNEL SERVICES TM HR NCO – 42A30 HR NCO (X2) - 42A20 HR AUTOMATION SPC - 42F10 HR SPC (X2) - 42A10 SECTION HQs S1 – 43H O4 HR TECH – 420A CW2 SR HR NCO – 42A50 PERSONNEL READINESS TM A/S1 (STRENGTH MNGR) – 42B O1 HR AUTOMATION NCO - 42F20 HR SPC - 42A10 1/0/3 4 0/0/6 6 -PRM -PASR -PIM -R5 -EPS -POSTAL -CASUALTY -MWR This slide describes the structure of the BCT/BDE S1 section. The section consists of three teams and totals thirteen personnel. The teams are intended to operate split-based if required by the mission or connectivity availability. The HQs Tm consists of the FA43 MAJ BDE S1, the CW2 BDE HR Tech, and the E8 BDE S1 NCOIC. These three HR leaders may work with either section and the S1 also splits his/her time with Adjutant Duties and assisting the BDE Cdr. The HQs TM performs the HR Planning and Operations core competency. The Personnel Readiness Tm focuses on the PRM, PASR and PIM core competencies and is responsible for executing strength management under the supervision of the 42B 1LT for officer management and the Bde S1 NCOIC who will provide direction for enlisted strength management. Although not reflected on this slide, the BDE CSM will usually play an active role in the enlisted strength management process. This team manages the BCT/BDE DMSL. The Personnel Services Tm performs the EPS, Casualty, Postal, R5 core competencies for the BCT/BDE. Replacements will normally be processed by this team and it will often be located in the BCT Support Area during non-FOB based deployed operations. The Bde Postal Clerk is also in this section. Note that there is no legal clerks in the BCT/BDE S1 section. The legal section of the BCT/BDE is a part of the S3 Non-lethal Effects Cell, and while deployed focuses on Operational Law. The SJA remains a key advisor to the BDE S1 and operates out of the BCT/BDE Main CP. -DOCTRINAL RECOMMENDATION -SUPPORTS SPLIT-BASED OPNS -SR LDR OVERSIGHT ON BOTH TMs CORE COMPETENCIES

TASKS AND RESPONSIBILITIES AS S-1 FIRST AND FOREMOST, YOU ARE THE BDE/BCT S-1 MUST BE TECHNICALLY COMPETENT MUST KNOW WHAT DATA IS IMPORTANT, AND WHICH SUBORDINATE WILL GET IT FOR YOU, OR HOW TO GET IT YOURSELF MUST KNOW THE DOCTRINE CORE COMPETENCIES S-1 TASKS IN CORE COMPETENCIES FM 5-0, MDMP AND STAFF ROLES JP 1-0 AND HOW IT APPLIES KNOW THE G1 PERSONNEL POLICY GUIDANCE (PPG) PASR AND PRM WILL REQUIRE SPECIAL ATTENTION, MAINTAINING STRENGTH IS YOUR INFLUENCE ON COMBAT POWER UNDERSTAND THE ACTIONS YOU MUST DO AND THOSE YOUR SUBORDINATES CAN DO FG ACTIONS YOURS SENSITIVE ACTIONS NORMALLY YOURS AS DIRECTED BY THE BCT/BDE CDR ALLOW YOUR NCOIC TO WORK W/THE CSM, HAVE THEM BOTH KEEP YOU INFORMED SO THAT YOU CAN HELP WHEN NEEDED OFFICER MANAGEMENT CO CMND SLATE FG SLATE SR RATER OER MANAGEMENT

TASKS AND RESPONSIBILITIES AS ADJUTANT MANAGE THE CDR’S TIME COORDINATE STAFF ACTIONS AGAINST THE CALENDAR ELIMINATE AS MANY DISTRACTORS AS POSSIBLE KEEP THE CDR ON SCHEDULE/ON TIME MANAGE THE CDR’S CORRESPONDENCE UNDERSTAND CDR’S STYLE GRAMMAR AND SPELLING COUNT USE FORMAT REGS/POLICIES SIGNING FOR THE CDR COORDINATE/EXECUTE CEREMONIES ASSIST S3 SECTION/CSM TAKE ACTIVE ROLE THE KEEPER OF THE REGIMENTAL HISTORY WORK W/HONORARY COL/CSM GET SOLDIERS INVOLVED MONITOR UNIT MORALE AND ESPRIT BE VERY SENSITIVE TO OFFICER TRENDS BE HONEST WITH THE CDR BE THE CDR’S CONDUIT PREPARE FELLOW STAFF OFFICERS AND BN CDRS TO MEET BDE CDR REQUIREMENTS YOU WILL SPEND A LOT OF TIME W/CDR

TASKS AND RESPONSIBILITIES AS PRIMARY BDE STAFF OFFICER SEAMLESSLY COORDINATE WITH OTHER STAFF OFFICERS BRING HR EXPERTISE TO OTHER SECTION EFFORTS BE KNOWLEDGABLE ON STAFF ROLES/DUTIES FOCUS CDR ON STAFF SECTIONS WHEN NECESSARY KNOW THE MDMP WELL KNOW WHAT IT SHOULD LOOK LIKE KNOW THE CDR’S PREFERENCES KNOW KEY TIMES TO INTERJECT HR DATA COA DEVELOPMENT WARGAMING (CASUALTY ESTIMATIONS) REHEARSALS – ESPECIALLY MEDEVAC (W/SURGEON) UPDATE THE TACSOP EARLY FOR HR PRODUCTS IF OUTDATED TRAIN S1 SECTION TRAIN BN S1 SECTIONS BE COMFORTABLE W/RADIO AND TACTICAL DATA SYSTEMS ASSIST S4/BSB TOC MANAGE ADMIN/LOG CASUALTY REPORTS MUST BE PASSED ON COMMAND SOME TIMES… SUPPORT THE BCT/BDE XO DO NOT HESITATE TO BE THE CONTINUITY BE VERY SENSITIVE TO THE NEEDS OF THE S3 FOR PERSONNEL

TASKS AND RESPONSIBILITIES AS SR HR PROFESSIONAL ESTABLISH HR PROFESSIONAL DEVELOPMENT PROGRAMS TRAIN BN S1s NCOPD FOR HR NCOs – ENSURE THEY REMAIN CURRENT OPDs FOR NON-HR PERSONNEL (CO CDR ISSUES, OPMD, ETC) MANAGE SUSTAINMENT TRAINING FOR S-1 SECTIONS HR SYSTEMS HR REPORTS NON-FREQUENT ACTIONS CONDUCT MONTHLY PERSONNEL READINESS REVIEWS TRACK DATA RELEVANT TO CDRS AND THE BDE USE AS A MEASURE OF EFFECTIVENESS AND FORCING FUNCTION ANSWER THE BDE CDR AND CSM QUESTIONS TRAIN BN CDRs AND BDE/BCT PRIMARY STAFF SUPPORT BN CDR REQUIREMENTS OFFICER MANAGEMENT SENSITIVE ISSUES

TYPICAL ADDITIONAL DUTIES Typical Additional Duties assigned to the S-1: Voting/Tax Assistance Officer FCF/AER Unit Funds (Cup and Flower, Regimental, etc.) Protocol/JVB US Citizenship DA 6 Appointment Orders Typical Staff Coordination duties: Chaplain SJA Surgeon CPO EO Safety Retention

HOW TO DO IT ALL… UNDERSTAND YOUR COMMANDER’S PRIORITIES…WORK TO THEM YOU CAN’T DO IT ALL THE FIRST THREE MONTHS – MEET THE PRIORITIES AND SET GOALS TO GET SPUN UP ON EVERYTHING ELSE RUTHLESSLY ORGANIZE YOURSELF AND KEEP A CALENDAR MASTER, AS QUICKLY AS POSSIBLE, THE TECHNICAL S-1 TRADE LEARN THE SYSTEMS TO A LEVEL OF FAMILIARITY KNOW THE DATA YOU NEED REGULARLY – PASR/PRM KEY FROM DAY 1 KNOW WHAT DATA THE SYSTEMS PROVIDE YOU REGULARLY

HOW TO DO IT ALL…CONTINUED DELEGATE RESPONSIBILITY TO SUBORDINATES BREAK OUT ROUTINE, REPETITIVE TASKS TO SUBORDINATES HOLD REGULAR SECTION COORDINATION MEETINGS HOLD WEEKLY MEETINGS W/BN S-1s (HAVE S3 PUT ON TNG CAL) SPEND THE TIME UP FRONT TO SET UP SYSTEMS AND MANAGEMENT AIDS – EX: SR RATER PROFILE SPREADSHEET SPEND THE TIME TO TRAIN SUBORDINATE S-1s SO THAT THE WORK OF SUPERVISING IN THE LONG RUN BECOMES EASIER DO S1 TRAINING SESSIONS EVERY 2 WEEKS (HAVE S3 PUT ON TNG CAL) ENSURE BN S1s ARE SHARING LESSONS LEARNED PUBLISH AN S1 SOP BE ONE WITH THE BDE CSM – HE NEEDS YOU, YOU NEED HIM

HOW TO DO IT ALL…CONTINUED S1NET IS A GREAT ASSISTANCE TOOL – IF YOU HAVE A QUESTION, ASK OTHER S-1s BE A TRUSTED ADVISOR TO THE BN CDRs, WORK IN THEIR INTERESTS WHENEVER THEY DO NOT CONFLICT WITH THE BDE CDR’S PRIORITIES ASSIST, COACH, MENTOR THEIR S1s SET THE CONDITIONS SO THEY ARE THE HERO… TAKE THE TIME TO RUN PERSONNEL READINESS REVIEWS IN THE BCT/BDE – GIVES THE BN S1s A STANDARD TO STRIVE FOR – ESTABLISHES SYSTEMS TIE TO CIP IF YOU CAN PPET FOR HELP? MOST IMPORTANTLY: GET ORGANIZED AT THE BEGINNING, FIND THE QUIET TIME…