1. Review the HR Organizational Structure
You are serving as a Human Resources (HR) Planner in the Operations Division of the Human Resources Sustainment Center (HRSC). Your task is to determine the appropriate number and type of Personnel Accountability (PA) assets needed to execute PA and mission command relationships using the HR Rules of Allocation. There is one inter-theater Aerial Port of Debarkation (APOD) in your area of operations. Your analysis of the daily personnel flow rates for the various PA categories in both directions projects the following average daily flows:
Personnel Accountability Category
Inbound
Outbound
Reception
1000 NA
Individual Replacements
500
Return-to-Duty (Outside MTF)
225
Leave / Pass
200
Redeployments
ANSWER
Inbound = 1, Outbound = 1200
Total = 3,125
1 – TG PAT
(1 per inter-theater APOD)
1 – HR Company
(1 per TG PAT)
2 – HR Platoons
(2 per TG PAT)
5 – HR Squads (PAT)
(1 per 600 personnel)
Personnel Accountability Category
Inbound
Outbound
Reception
1000 NA
Individual Replacements
500
Return-to-Duty (Outside MTF)
225
Leave / Pass
200
Redeployments
Based on your analysis of the daily personnel flow rates, what the appropriate Personnel Accountability structure to support the mission?

2. Learning Objective Action: Review the HR Organizational Structure
Conditions: Senior 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, and discussion with an awareness of the Operational Environment (OE) variables and actors.
Standard: Analysis includes:
1. Theater HR/Sustainment operational relationships and structure.
2. Functions, capabilities, and limitations of HR organizations and HR staff elements.

3. Theater HR Relationships
TSC
ESC SB
SRC 12
CORPS
DIV
BDE BN
Policy & Prioritization
Operational Execution
Mission Command
Coordination / Information
Support to Supported
G-1
S-1
HRSC
HROB
ASCC G-1/AG
Army Service Component Command (ASCC)
Establishes policies and priorities
Provides CDR intent and planning guidance
HRSC – Postal, Casualty, Personnel Accountability and Strength Reporting
Ensures execution, synchronization, integration of consistent with policy, guidance, and priorities established by ASCC G-1/AG
Provides HR planning operations for ASCC G-1/AG
Ensures synchronization, execution and compliance within Sustainment Warfighting functions (i.e. build up/draw down, force structure realignment, etc.)
Theater HR Operations
Theater HR elements plan, prioritize, coordinate, integrate, and execute the delivery of HR support to Soldiers, units, and DOD civilians conducting operations in a deployed theater of operations.
Theater HR support operations are complex and involve the integrated action of various G-1/AG staff sections, HR units and staff elements found in sustainment organizations, and S-1 sections operating within deployed battalions and brigades.

4. Regional Orientation – 5 TSCs
Theater Sustainment Command IG
CSM
Aide
de Camp
Chaplain
(UMT)
PAO
Staff
Judge Advocate
G-4
G-3
G-1
G-2
Deputy
CDR
Surgeon
Safety
Comptroller
SGS
CofS
HHC
Personal Staff
Special Staff
Coordinating Staff
TSC
Commander
+ +
SPO
G-6
CofS
G-8
G-9
MISSION: Plan, prepare, rapidly deploy, and execute operational-level logistics operations within an assigned theater.
Key linkage between the ASCC G-1/AG and HRSC.
Provides a centralized logistics mission command structure for the theater Army; simultaneously supporting deployment, movement, sustainment, redeployment, reconstitution, and retrograde.
Regional Orientation – 5 TSCs
1st TSC
Fort Bragg
USARCENT AC
8TH TSC
Hawaii
USARPAC
21ST TSC
Germany
USAREUR
167TH TSC
Alabama
USARSO RC
377 TSC
New Orleans
USARNO

5. Distribution Integration Multinational Support
Sustainment Brigade X
SUST
CMD GRP
S-1 – S-6
RST
SJA
PAO
SURG
SPO
TG PAT
MMT
CSSB
CSSB
CSSB
STB
Plans
Distribution Integration
HHC
Maintenance
Mobility
HR CO
CSSAMO
CL V Munitions
FOOD SVC
Supply & SVC Branch
Aug
Element
MAINT
HR PLT
PSTL PLT
Plans & Ops
General Supply Branch
Financial Management
TRTMT
CL III / Water Section
Civil Mil Ops
HR SQD
TDS
Field Services
Multinational Support
S-1 – S-4
SRC 12
SRC 63
RST
(UMT)

6. HR / Sustainment Structure Relationship Mission Command / Technical Guidance / General Support
TSC
+ +
XXX
G-1/AG O O
HRSC
HRSC
XXX
G-1/AG
SRC 12 HR Unit
SRC 63 Sustainment Unit
ESC +
If Division not
Task Org
to a Corps XX
G-1/AG
SPO
HROB
SUST X
S-1 X
SPO
HROB O
MMT O
TG PAT
S-1
I I
STB
CSSB OR
If BDE not
Task Org
to a Division
Dependent on
Sust Bde Mission HR
Personnel Accountability
Postal Operations
Casualty Operations
Mission Command
Technical Guidance
OPORD Direction
General Support HR
Postal

7. Theater HR / SRC 12 Organizations
HR Company
HR Platoon & Squads
Postal Platoon
Military Mail Terminal (MMT)
Theater Gateway Personnel Accountability Team (TG PAT)

8. HR Company Headquarters
Organizational Design
MISSION
Provide mission command, planning, and technical support to all assigned or attached HR or postal platoons.
Doctrinal Responsibilities
Long and short-term capability for PA, casualty operations and postal planning
Can be employed to support an MMT, TG PAT or an SB providing area support.
Provide PATs/CLTs at locations designated by HRSC, TG PAT, or HROB of Sustainment Brigade
Coordinate logistics support (billeting, transportation, etc.)
Coordinate HR issues with the HROB
Ensure all PATs/CLTs have access to HR database systems HR
3/1/23//27
_____________
COMMAND SECTION
2/0/1//3
PLANS AND OPERATIONS SECTION
1/1/12//14
HQS SPT SECTION
0/0/10//10 HR
Any combination of the two types of platoons, from three to seven platoons, are supported by the company headquarters.
RULES OF ALLOCATION
1 per SB
1 per TG PAT (Existence)
1 per MMT (Existence)
1 Per 3-7 HR and/or Postal Platoons (Workload)
FM 1-0, Figure 2-10 and ATP 1.0-2, Figure 1-10

9. Responsibilities of hr platoon
Organizational Design
MISSION
Provide casualty and/or personnel accountability support to all individuals and units to an assigned area of operations or serves as a supporting element of the Theater Gateway Personnel Accountability Team.
Responsibilities of hr platoon
FM 1-0, para 2-82 thru 2-86
A multifunctional platoon with the capability to provide Casualty and/or Personnel Accountability support to all individuals and units in an assigned AO.
May also serve as a supporting element of the TG PAT HR
1/0/20//21
_______________
HEADQUARTERS
1/0/2//3
RULES OF ALLOCATION
HR PLATOON
2 per TG PAT
HR SQUAD (Casualty Liaison Team) (CLT)
One per Role III Medical Treatment Facility
One per Mortuary Affairs Company
One per HRSC Casualty Operations Division
One per General Officer Level Command (w/exception to ASCC/TSC)
HR SQUAD (Personnel Accountability Team) (PAT)
1 per 600 personnel transiting through an intra-theater APOD (when daily numbers exceed 600 daily)
HR SQUADS (3)
0/0/6//6
FM 1-0, Figure 2-11 and ATP 1.0-2, Figure 1-11

10. Casualty Liaison Team (CLT) Personnel Accountability Team
HR Squads
Casualty Liaison Team (CLT)
Personnel Accountability Team
(PAT)
MISSION: Provide accurate reporting and tracking of casualty info
MISSION: Provide personnel accountability support to the theater
HR SQUAD
(CLT)
HR SQUAD
(PAT)
Used by the HR Platoon to support the Theater casualty operations mission
Provide accurate casualty information (reporting and tracking) at MTFs, Mortuary Affairs Collection Points, and higher HQs G-1/AGs, General Officer commands, and other locations as specified by the HRSC
Also acts as liaison for each affected commander
Used by the HR Platoon to support the Theater personnel accountability mission
PATs provide personnel accountability at APOE/APOD, SPOD/SPOE, and FOBs where the daily transit numbers exceed 600.
Provide PA of personnel entering, transiting, or departing the specific theater location.
ATP 1-0.2, para 3-29 thru 3-30
ATP 1-0.2, para 2-40 thru 2-42
FM 1-0, para 2-91 thru 2-93

11. Postal Platoon Responsibilities POSTAL FINANCE SECTION
Organizational Design
MISSION
Provide postal support to all individuals and units in an assigned area or serve as an element of an MMT.
1/0/22 23
Postal Platoon Responsibilities
ATP 1-0.2, para 4-43
_______________
HEADQUARTERS
POSTAL FINANCE SECTION
POSTAL SQUADS (2)
1/0/3//4
0/0/3//3
0/0/8//8
RULES OF ALLOCATION
1 per 6,000 personnel in each Sustainment BDE Area of Operations
4 per Military Mail Team
FM 1-0, Figure 2-12 and ATP 1.0-2, Figure 1-12

12. Military Mail Terminal (MMT) Sustainment BDE w/Theater Opening Mission
MISSION: Provide postal support to an AOR by establishing an MMT which coordinates, receives, processes incoming mail and dispatches mail to CONUS
MILITARY MAIL TERMINAL (MMT) TEAM
MMT
2/1/15//18
MMT RESPONSIBILITIES
ATP 1-0.2, para 4-39
_______________
HEADQUARTERS
2/0/3//5
OPERATIONS SECTION
0/1/2//3
POSTAL SQUAD A
0/0/5//5
POSTAL SQUAD B
0/0/5//5
AUGMENT
RULES OF ALLOCATION
1 per Inter-theater APOD that dispatches mail via aircraft
(Existence Based)
FM 1-0, Figure 2-8 and ATP 1-0.2, Figure 1-9

13. Theater Gateway Personnel Accountability Team TG PAT RESPONSIBILITIES
Organizational Design
MISSION
Provide personnel accountability support to the theater by coordinating and providing Joint Operations Area-level reception, replacement, and redeployment support to gain / maintain personnel accountability of transiting personnel.
TG PAT
TG PAT RESPONSIBILITIES
ATP 1-0.2, PARA 3-30
3/1/6//10
_______________
HEADQUARTERS
OPERATIONS SECTION
2/1/1//4
1/0/5//6
Rule of Allocation: One per Inter-theater Aerial Port of Debarkation
FM 1-0, Figure 2-9 and ATP 1-0.2, Figure 1-8

14. What are Rules of Allocation?
Part of the overall Force Management process
Army G-3 exercises responsibility for Force Management by:
Developing Rules of Allocation with Army functional proponents
Developing standard organizational designs and approving all Army organizations
Serving as lead for Total Army Analysis (TAA)
HR ROA provide guidance on the number of HR units required to provide intended support
Three types of Allocation Rules
Manual – Standalone requirements
Workload - Tied to a measurable logistical workload
Existence – Ties a requirement for one unit to another
HR Rules of Allocation Chapter 6 HR Planning and Operations

15. Applying Rules of Allocation (A Thought Process)
You ID what exists to perform that mission
You apply the correct Rule to support that mission
It starts with a Mission
Requirement
Capability
Rule of Allocation
Kill the enemy platoon
Take the hill
Secure the area
Infantry
Armor
Artillery
Rule: 1 to 3 ratio
Need 1 Co Inf to 1 Platoon Enemy
Provide postal support to approximately 17,000 authorized patrons in your AO
HRSC
MMT Team
Postal Platoon
Rule: 1 Postal Platoon per 6,000 personnel
17K pax = 3 Postal Platoons
Provide casualty operations support to one Combat Support Hospital (CSH) and two General Officer HQs in your AO
HRSC COD
HR Platoon/HR Sqd (CLT)
HR Co HQ
Rule: 1 HR Squad (CLT) per Level III MTF, Mortuary Affairs Co, HRSC, and select GO HQ
1 LV III + 2 GO HQ = 3 HR Squads (CLT)

16. SRC 12 Rules of Allocation
HRSC
TSC
+ +
Rule
One per TSC
Existence
TG PAT
Rule
One per inter- theater APOD
Existence
MMT TEAM
Rule
One per inter- theater APOD
Existence
MMT TM
HR CO
Rule
One per TG PAT
Existence
TG PAT
One per MMT Tm
MMT TEAM
HR PLT
One per 3-7 *PLTs
Workload
HR COMPANY
* HR, Postal or any combination
Rule
Two per TG PAT (1st 3,600 daily pax flow) - Existence
One per 1,800 daily pax flow - Workload
HR PLT
HR SQD
One HR Squad per
Existence
(CLT)
Level III MTF
Mortuary Affairs Co
*GO-Level Commands
HRSC Casualty
Operations Division
* With exception to ASCC/TSC
One per *600 personnel transiting through an intra-theater APOD
Workload
(PAT)
HR PLATOON
* When daily transit numbers exceed 600 daily
Rule
Four per MMT Team
Existence
MMT
One per 6,000 personnel
Workload
PSTL PLT
HR CO
6,000 PERSONNEL
(Cumulative)
POSTAL PLATOON

17. Rules of Allocation PRACTICAL EXERCISE #1
Using the rules of allocation determine the correct number and type of SRC 12 organizations for a Sustainment Brigade
with a Theater opening mission: serving a population of 5,800 personnel (military, DoD civilian, and authorized contractors); operating an Inter-theater APOD with an average pax flow rate of 2,000 personnel per day.
PEAK #1: The HRSC/HROB would determine the need for:
1 TG PAT and 1 MMT Team (per inter-theater APOD)
5 Postal platoons – 4 per MMT team & 1 per 6k pax supported
2 HR Platoons – 2 per TG PAT (1st 3,600 pax flow)
2 HR company HQ – 1 to support the TG PAT and 1 to support the MMT Team and the 5 Postal Platoons

18. Rules of Allocation PRACTICAL EXERCISE #2
Using the ROA determine the correct SRC 12 structured to support an Area of Operations (Non-Theater Opening Mission) where the SB supports a total population of 18,000 personnel; operates two intra-theater APODs - one that processes 610 pax per day and one that processes 300 personnel per day; has one GO headquarters; and one Level III MTF.
PEAK #2: The SRC 12 structure required would be:
1 HR Company HQ (1 per 3-7 HR or Postal Platoons)
3 Postal Platoons (1 per 6K supported population)
2 HR Squad (PAT) for the APOD w/ 600 per day
2 HR Squads (CLTs) – 1 for the Level III MTF and 1 for the GO HQ

19. Theater HR Staff Elements Non SRC 12

20. ASCC G-1/AG Primary Functions Sustainment Cell Contingency CP
Operational
Sustainment Directorate
G-1/AG
G-4
G-8
Surgeon
General Engineer
Sustainment CP
G1/AG
Element
Main CP
ASCC G-1/AG Primary Functions
Main CP
Plan and prioritize HR support
Assure unity of purpose and effort
Maximize the readiness and operational capabilities of forces within theater
Sustainment Cell Contingency CP
Two person team
Establishes and coordinates initial HR theater support operations
May be augmented by other elements of the ASCC G1/AG main or IAs
FM 1-0, para 2-3 and 2-5, Fig 2-1
Manpower
Division
Plans & Ops Programs, Policy Branch
Awards &
Actions Section
Current
Operations
Section
Individual Augmentee (IA)
Management
Section
MWR
Section
Personnel
Readiness
Section
Postal
Section

21. Theater Sustainment Command G-1
TSC G-1 FUNCTIONS
ATP 4-94, PARA 2-51 THRU 2-52
TSC
G-1
PLANS AND OPERATIONS
PERSONNEL SERVICES
PA/SR/PRM/PIM

22. Special Troops Battalion S-1
Supporting a Sustainment Brigade
Supporting a Div/Corps/Army
1/0/4//5
1/1/9//11
STB S-1s of General Officer-level Organizations
Same capabilities and responsibilities of brigade-level S-1s – including same access to top-of-the-system HR enabling systems
STB S-1s are responsible for their own Essential Personnel Services and other HR support
General officer HQs without an STB S-1 section or equivalent must be augmented by their higher HQs for HR support
STB S-1
HR Plans & Ops
PRM PA SR
PIM
CASUALTY
Personnel
Readiness
Team
EPS
POSTAL
MWR
CMD PROGRAMS
CUST SEV HR
Services
Team
FM 1-0, para 2-34
STBs provide C2 for Division/Corps/Army and TSC HQs troops

23. Expeditionary Sustainment Command G-1
ESC
G-1
PLANS AND OPERATIONS
PA/SR/PRM/PIM
PERSONNEL SERVICES
0/0/5 5
ESC G-1
Same organizational design of a TSC G-1, however, lacks specific support functions of a special troops battalion.
Develops policies and plans for their respective areas of responsibility and provides guidance, priorities, and allocations to subordinate commands/units.
Personnel Services Branch provides Essential Personnel Services for the ESC when there is no STB in support.
ATP 4-94, para 2-96

24. Human Resources Sustainment Center
Theater Sustainment Command (TSC)
Expeditionary Sustainment Command (ESC)

25. HRSC Organizational Design Regional Orientation – 5 HRSCs++
20/7/56//83
TSC
ASCC G-1/AG
Office, Director,
HRSC
2/0/1//3
Plans & Opns Division
PA/PRM/PIM Division
Casualty Ops Division
RSO Division
Postal Ops Division
1/1/1//3
0/2/2//4
1/1/1//3
2/0/1//3
2/1/2//5
Tm A
Tm A
Tm A
Tm A
Tm A
1/0/4//5
0/2/7//9
0/1/6//7
1/1/4//6
1/0/3//4
Tm B
Tm B
Tm B
Tm B
Tm B
1/0/4//5
0/2/7//9
0/1/6//7
1/1/4//6
1/0/3//4
Regional Orientation – 5 HRSCs
1st HRSC
Germany
USAREUR AC
3d HRSC
Jackson, MS
USARNO RC
8th HRSC
Hawaii
USARPAC
14th HRSC
Fort Bragg
USARCENT
310th HRSC
Columbia, SC
USARSO
MISSION. HRSC provides technical guidance and ensures execution of the personnel accountability, postal, casualty, and RSO functions performed by HR SRC 12 elements and the HR Operations Branch within the Sustainment Brigades or ESCs.
FM 1-0, para 1-36 thru 1-38
Rule Of Allocation: 1 Per TSC

26. HRSC Link to TSC SPO Developing deployment / redeployment plans
Determining, in coordination with the TSC G-3 and SPO, the number, type, and location of HR resources
Assessing the current situation and forecasting HR requirements
Directing action to apply HR resources and support at decisive points and time
Coordinating the execution of transportation support for mail movement to include enemy prisoner of war mail
Conducting HR casualty operations
Coordinating execution of transportation support to move transiting personnel within the theater, theater of operations, AO, or JOA
Coordinating the execution of life support for arriving replacements and transiting personnel

27. PLANS & OPERATIONS DIVISION CASUALTY OPNS DIVISION
HRSC Staff Sections
PLANS & OPERATIONS DIVISION
TEAMS (2)
1/1/1//3
1/0/4// 5
GROUP 1
PA / PRM / PIM DIVISION
0/2/2//4
0/2/7//9
GROUP 2
CASUALTY OPNS DIVISION
0/1/6//7
GROUP 3
POSTAL OPNS DIVISION
2/1/2//5
1/0/3//4
GROUP 4
RSO DIVISION
2/0/1//3
1/1/4//6
GROUP 5
GROUP PRACTICAL EXERCISE #3
The HRSC, as the senior theater HR element, is responsible for executing personnel accountability, casualty, and postal missions. HR technical guidance is provided by the various divisions of the HRSC and is passed to the ESC and Sustainment Brigade SPO HROBs, who then pass the information to the HR organizations assigned to sustainment units.
Each group has 15 minutes to analyze the doctrinal responsibilities and HR technical guidance provided by their assigned HRSC Division.
Identify the top three critical tasks and/or responsibilities for your assigned staff section and be prepared to defend your reasoning.
Each group has 10 minutes to present their analysis to the class.

28. Human Resources Operations Branch
Expeditionary Sustainment Command (ESC)
and
Sustainment Brigade (SB)

29. Expeditionary Sustainment Command SPO - HR Operations Branch (HROB)
3/1/5//9
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
HR Plans & Opns
PA / Casualty Opns
Postal

30. Sustainment Brigade SPO HR Operations Branch (HROB)
3/1/6//10
PA / Casualty Opns
Postal
HR Plans & Opns
HROB
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

31. 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)
FM 1-0, para 2-58

32. HROB HR Planning Considerations
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.
The HROB a minimum mission-essential SPO asset that provides 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.
Conceptual
What to do and why
Detailed
How to do it
Conceptual planning establishes
objectives as well as a broad
approach for achieving them
Detailed planning works out the particulars of execution based on objectives already provided.
(Commander’s intent and operational approach)
Includes movement tables target lists, and control measures
Concepts drives details
Details influence concepts
Integrated Planning
ADRP 5-0, Figure 2-1

33. HROB Key Performance Indicators
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 at APOD/SPOD when daily pax flow rate is 600 or more per day
Number of personnel arrived/departed in last 24 hours 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
Casualty Operations
Number of casualties reported in last 24 hours
Red, Green, Amber status of each CLT
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
Assess P R E A L N X C U T
Mission Command

34. Keys To Success
Achieve / maintain HR situational awareness, situational understanding, and “operational adaptability”
Engage with theater HR leadership and support HRSC / ASCC G-1/AG intent
Understand doctrinal Rules of Allocation for HR assets and operational placement of HR assets and enablers
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 participate in MDMP / RDSP processes; bring your HR expertise to the table
Maintain mental agility and critical thinking - you are (or will likely be) operating in a persistent conflict and expeditionary environment
Operational Adaptability = Relevance

35. Learning Objective Action: Review the HR Organizational Structure
Conditions: Senior 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, and discussion with an awareness of the Operational Environment (OE) variables and actors.
Standard: Analysis includes:
1. Theater HR/Sustainment operational relationships and structure.
2. Functions, capabilities, and limitations of HR organizations and HR staff elements.