1. Communicate Army Human Resources Doctrine
HR Plans and Operations Course
Communicate
Army Human Resources Doctrine
SHOW SLIDE: Communicate Army Human Resources Doctrine
SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
3 hrs/30 mins Small Group Instruction
1 hrs/00 mins Practical Exercise (Performance)
4hrs/30 mins Total Hours
SECTION II. INTRODUCTION: Today we are going to discuss Evaluation Reporting System
Method of Instruction. Conference/discussion
Instructor to Student Ration: 1:15
Time of Instruction: 5 mins
Media: Small Group Instruction
INSTRUCTIONAL GUIDANCE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference material. Throughout this lesson, solicit from students the challenges they experienced in the current operational environment (OE) and what they did to resolve them. Encourage students to apply at least 1 of the 8 critical variables: political, military, economic, social, information, infrastructure, physical environment and time.
MOTIVATOR. Evaluation reports have a direct impact on a Soldier’s career progression, to include promotions, schooling, assignments, and retention. Human Resources (HR) professionals manage the system and help ensure evaluations are not only technically correct, but also that they are submitted in a timely manner. At some point in your career, each of you will be either be a rater, a senior rater, or a reviewer of an evaluation report, in addition to receiving evaluation reports as a rated officer, warrant officer or NCO. It is critically important to a Soldier's career that the evaluation reporting system be properly managed.
Senior Leader Training Division
Adjutant General School
10 July 2018

2. Terminal Learning Objective
ACTION: Communicate Army Human Resources (HR) Doctrine
CONDITIONS: In a given classroom environment, assigned readings, FM 1-0 (Human Resources Support), ADP 3-0 (Unified Land Operations), ADRP 3-0 (Unified Land Operations, ADRP 6-0 (Mission Command), FM 6-0 (Commander and Staff Organization and Operations) and awareness of the Operational Environment (OE).
STANDARD: Students will be assessed, scoring 80% or higher on the HR Plans and Operations Course final exam includes the following learning activities:
1. Define HR Doctrine
2. Identify Army Campaign Plan Transformation
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
ACTION: Communicate Army Human Resources (HR) Doctrine
CONDITIONS: In a given classroom environment, assigned readings, FM 1-0 (Human Resources Support), ADP 3-0 (Unified Land Operations), ADRP 3-0 (Unified Land Operations, ADRP 6-0 (Mission Command), FM 6-0 (Commander and Staff Organization and Operations) and awareness of the Operational Environment (OE).
STANDARD: Students will be assessed, scoring 80% or higher on the HR Plans and Operations Course final exam includes the following learning activities:
1. Define HR Doctrine
2. Identify Army Campaign Plan Transformation
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) The Army Profession- Display moral character, accountability, Army Values and commitment throughout course.
(2) Professional Competence- Technically sound, demonstrate critical thinking and employ technical skills; apply learned skills in course and current operation environment.
(3) Lifelong Learning- Demonstrate the ability to access needed material at all level to sustain technical proficiency.
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
NOTE: Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes (GLO).
The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs
GLO 1: Soldiers and Army Civilians proficient in leader attributes and competencies. This includes Leader Development, Counseling, Coaching, and Mentoring.
GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. This includes Verbal Communication, Written Communication, Active Listening, Facilitation, Negotiations, Social Media, and Digital Communication.
SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 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). Local policies and procedures must be followed during times of
increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 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 , Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM , Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.
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.
EVALUATION: You will be evaluated at the end of the Provide HR Services Module.
INSTRUCTIONAL LEAD-IN: Understanding PIM’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, system architecture, and HR enabling systems

3. 39th Chief of Staff of the Army
Initial Message
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) The Army Profession- Display moral character, accountability, Army Values and commitment throughout course.
(2) Professional Competence- Technically sound, demonstrate critical thinking and employ technical skills; apply learned skills in course and current operation environment.
(3) Lifelong Learning- Demonstrate the ability to access needed material at all level to sustain technical proficiency.
NOTE: 21st Century Soldier Competencies are outlined in Appendix C of TRADOC Pamphlet (The U.S. Army Learning Concept for 2015) are general areas of competence or attributes required by Students and leaders to prevail in complex, uncertain environments. Together, they provide a foundation for operational adaptability.
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 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). Local policies and procedures must be followed during times of
increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 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 , Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM , Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.
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.
EVALUATION: You will be evaluated at the end of the Provide HR Services Module.
INSTRUCTIONAL LEAD-IN: Understanding PIM’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, system architecture, and HR enabling systems

4. FM 1-0, Human Resources Support
Chapter 1: Human Resources Support
Chapter 2: Human Resources Organizations and Human Resources Staff Elements
Chapter 3: Manning the Force
Chapter 4: Provide Human Resources Services
Chapter 5: Coordinate Personnel Support
Chapter 6: Human Resources Planning and Operations
Chapter 7: Theater Opening and Redeployment Operations
Chapter 8: Civilian Support
Focus is on deployed operations
SHOW SLIDE: FM 1-0, HR SUPPORT
The 2014 version of FM 1-0 is focused on deployed operations. All previous functions remain intact, but have been consolidated into four HR core competencies that encompass all HR functions and tasks.
MAJOR UPDATES IN NEW FM 1-0
FM 1-0 reduced from over 300 pages to 165
Reduces core competencies from 10 to 4
Establishes HR Enduring Principles
Separates PASR into two separate and distinct functions
Eliminates the term R5 (Reception, Replacement, Return to Duty, R&R, and Redeployment)
Incorporates HR FDU changes for a multifunctional HR Platoon
Incorporates Unified Land Operations

5. Human Resources Core Competencies
Man the Force
(ART )
Provide HR Services
(ART )
Coordinate Personnel Support (ART )
HR Planning and Operations
(ART )
Personnel Readiness Management
(ART )
Personnel Accountability
(ART )
Strength Reporting
(ART )
Retention Operations
(ART )
Perform Essential Personnel Services
(ART )
Conduct Postal Operations
(ART )
Conduct Casualty Operations
(ART )
Perform MWR and Community Support
(ART )
Conduct Command Interest Programs
(ART )
Army Band Operations
(ART 4.2.5)
Perform HR Planning
(ART )
Operate HR Mission Command Nodes
(ART )
Personnel Info Management
(ART )
Provide Human Resources Support K E Y F U N C T I O S
SHOW SLIDE: HR CORE COMPETENCIES
HR units and staffs perform the core competencies and key functions at theater-level and below. Not all HR key functions are executed at each level of command. For example, personnel accountability is conducted at the S-1 level and monitored at division and above levels.
Commanders and HR leaders should use FM 1-0 and the AUTL as a reference tool for developing general mission essential task lists, core capabilities mission essential tasks, operational orders, and SOPs.

6. Enduring Principles of HR Support
Anticipation
Anticipation: intuition to foresee events and requirements in order to initiate the appropriate HR support
Accuracy: HR providers must understand their HR systems and that data input at the lowest level has a direct impact on decisions being made by our senior leaders
Accuracy
Timeliness
Timeliness: ensures our senior leaders have access to relevant HR information and analysis that support current and future operations
Integration
Integration: maximizes efficiency by joining all elements of HR support (tasks, functions, systems, processes, and organizations) with operations
Synchronization
Synchronization: ensures HR support is aligned with military actions to produce maximum readiness and operational capabilities at the right place and time
Responsiveness
Responsiveness: the ability to meet ever-changing requirements on short notice; it involves identifying, accumulating, and maintaining sufficient resources, capabilities, and relevant information to enable commanders to make rapid decisions.

7. Doctrine Defined
The body of professional knowledge that guides how Soldiers perform tasks
Establishes the common language of the profession to ensure a shared understanding
Is not established arbitrarily, nor is it static. It is based on decades and often centuries of experience
Provides a coherent vision of warfare
Enhances operational effectiveness
Provides a common frame of reference and cultural perspective
Discusses Army contributions to unified action
Fosters desirable traits in Soldiers and leaders
Just as physicians must remain proficient and current regarding the body of medical knowledge, Army professionals must remain proficient and current in doctrine
SHOW SLIDE: DOCTRINE (DEFINITION)
Learning Step/Activity 1. Doctrine Defined.
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:15
Time of Instruction: 10 mins
Doctrine is the concise expression of how Army forces contribute to unified action in campaigns, major operations, battles and engagements.
It is a guide to action, not hard and fast rules.
Doctrine provides a common frame of reference across the Army.
It helps standardize operations, facilitating readiness by establishing common ways of accomplishing military tasks.
Doctrine gets you to the fight and brings you home. It does not tell dictate what to do while there – that is based on METT-TC.

8. Objective of HR Support
Provide commanders the required forces for missions and supporting leaders and Soldiers at all levels
Maximize operational effectiveness of the total force by anticipating, manning, and sustaining military operations
HR providers must understand the fluid nature of Army policies and procedures within the HR domain
Monitor and implement changes and understand the intent of these changes in order to best support the force

9. Focus of HR Support
Outcome-oriented actions:
Effective HR practices: “doing the right things”
Efficient HR practices: “doing things right”
HR practices that impact: “the quality of …”
A strategic and collaborative effort
Agile and clear HR policies
Competency-based skills
Self-development

10. 2017 Army Posture Statement
Army Campaign Plan
Missions as a member of the Joint Force
Regionally aligned forces (SRM)
Missions at home and support of civil authorities
Training
Force Structure
Ready and Resilient (R2) campaign
Sexual Harassment/ Assault Response and Prevention (SHARP) Program
Suicide Prevention
Role of Women in the Army
Recruitment and Retention
Role of the Army civilian
Compensation reform
Equipment modernization
Equipment reset & retrograde
Organic and commercial industrial base
Installations
Energy and sustainability
Business transformation
2017 Army Posture Statement
Adapt to New Strategic Realities
The Foundation of America’s Defense
Ready to Fight Tonight
Strengthen Army Readiness
Modernization: Equipped to Fight
Soldier, Civilians, and Families: Our Greatest Asset
The Army’s Budget Request
SHOW SLIDE: ARMY CAMPAIGN PLAN TRANSFORMATION
Learning Step/Activity 2. Army Campaign Plan Transformation
Method of Instruction: Conference/Discussion
Instructor to Student Ratio: 1:15
Time of Instruction: 5 mins
Support global operations
Adapt and improve total Army capabilities
Optimize Reserve Component contributions
Sustain the right all-volunteer force
Adjust the global footprint
Build the future force
Adapt the institutional Army
Develop a joint, interdependent logistics structure

11. Army Universal Task List (AUTL)
The sustainment warfighting function 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.
SHOW SLIDE: ARMY UNIVERSAL TASK LIST (AUTL)
FM 7-15, Change 10, as of 29 June 2012, Chapter 4. The sustainment warfighting function 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 warfighting function and include elements of all three major subfunctions.

12. Provide Personnel Support Army Universal Task List (AUTL)
Personnel services are those sustainment functions related to Soldiers‘ welfare, readiness, and quality of life.
Personnel services complement logistics by planning for and coordinating efforts that provide and sustain personnel.
SHOW SLIDE: ARMY UNIVERSAL TASK LIST (AUTL) – PROVIDE PERSONNEL SUPPORT
FM 7-15, para Personnel services are those sustainment functions related to Soldiers‘ welfare, readiness, and quality of life. Personnel services complement logistics by planning for and coordinating efforts that provide and sustain personnel.
*ART Perform Human Resources Planning
FM 7-15, para Human resources (HR) planning support the commander’s mission requirements. HR planners conducts mission and planning analysis, creates possible courses of action, analyze and compare courses of action, recommends a solution, and produce an operation plan or order annex. (FM 1-0) (USAAGS)
Army Training Network (METL Viewer):

13. Warfighting Functions
Warfighting Function: Group of tasks and systems (people, organizations, information,
processes) united by a common purpose that Commanders use to accomplish missions and
training objectives.
Mission Command
Movement and Maneuver
Intelligence
Fires
Protection
Sustainment: is the delivery of Logistics, Personnel Services and Health Service Support necessary to maintain and prolong operations until mission accomplishment
Logistics
Personnel Services
Health Service Support
Maintenance
Transportation
Supply
Field Services
Distribution
Contracting
General Engineering Support
Human Resources Support
Financial Management
Legal Support
Religious Support
Band Support
Organic and Area Medical Support
Hospitalization
Dental Care
Behavioral Health
Clinical Laboratory and CBRN Patients
Medical Evacuation
Medical Logistics
SHOW SLIDE: WARFIGHTING FUNCTIONS
REFERENCE: ADP 3-0
Commanders use the warfighting functions to help them exercise battle command. A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions and training objectives. Decisive, shaping, and sustaining operations combine all the warfighting functions to generate combat power.
No warfighting function is exclusively decisive, shaping, or sustaining. The Army’s warfighting functions are fundamentally linked to the joint functions. They also parallel those of the Marine Corps.
ADP 4-0

14. METL Crosswalk Directly supports METL Indirectly supports METL
13 November 2018
METL Crosswalk
Sustainment Brigade METL
HR METL
Conduct Mission Command (ART 5.0)
Provide Logistics Support (ART 4.1)
Conduct Joint, Reception, Staging, Onward Movement, and Integration (OP 1.1.3)
Provide Human Resources Support (ART 4.2.1)
Conduct Area Base Security Operations (ART 6.5.1)
Man the Force
(ART )
Provide Human Resources Services
(ART )
Coordinate Personnel Support
(ART )
Conduct Human Resources Planning and Operations
Directly supports METL
Indirectly supports METL

15. Levels of War Relationships
President
National Security Staff
Agency Heads
Chief of Mission
Combatant
Commander
(USCENTCOM, SOUTHCOM, USEUCOM, USNORTHCOM, PACOM, and AFRICOM)
Chief of Mission
Operational-Level Joint Force Commander
Department and Agency
Representatives
Tactical
Commander
C/JTF J-1
ASCC G-1
HRSC, ESC HR OPS,
MMT, TG PAT
Corps G-1
DIV G-1
SUST BDE HR OPs
BDE S-1
BN S-1
OSD/J-1
COCOM J-1
Army G-1
AHRC
National
Strategic
Objectives
Theater
Strategic
Objectives
Operational-Level
Objectives
Tactical
Objectives
MEANS (WHO?)
STRATEGY
OPERATIONS
ENDS: WHAT IS TO BE ACCOMPLISHED?
WAYS: HOW?
UNIFIED ACTION
Human Resources Representative at each level
JP 3-0: JOINT OPERATIONS, PAGE 37

16. Terminal Learning Objective
ACTION: Communicate Army Human Resources (HR) Doctrine
CONDITIONS: In a given classroom environment, assigned readings, FM 1-0 (Human Resources Support), ADP 3-0 (Unified Land Operations), ADRP 3-0 (Unified Land Operations, ADRP 6-0 (Mission Command), FM 6-0 (Commander and Staff Organization and Operations) and awareness of the Operational Environment (OE).
STANDARD: Students will be assessed, scoring 80% or higher on the HR Plans and Operations Course final exam includes the following learning activities:
1. Define HR Doctrine
2. Identify Army Campaign Plan Transformation
SHOW SLIDE: TERMINAL LEARNING OBJECTIVE
ACTION: Communicate Army Human Resources (HR) Doctrine
CONDITIONS: In a given classroom environment, assigned readings, FM 1-0 (Human Resources Support), ADP 3-0 (Unified Land Operations), ADRP 3-0 (Unified Land Operations, ADRP 6-0 (Mission Command), FM 6-0 (Commander and Staff Organization and Operations) and awareness of the Operational Environment (OE).
STANDARD: Students will be assessed, scoring 80% or higher on the HR Plans and Operations Course final exam includes the following learning activities:
1. Define HR Doctrine
2. Identify Army Campaign Plan Transformation
These Soldiers display a progression of competencies and attributes in the following general learning outcomes:
(1) The Army Profession- Display moral character, accountability, Army Values and commitment throughout course.
(2) Professional Competence- Technically sound, demonstrate critical thinking and employ technical skills; apply learned skills in course and current operation environment.
(3) Lifelong Learning- Demonstrate the ability to access needed material at all level to sustain technical proficiency.
NOTE: Inform the students of the Terminal Learning Objective (TLO) requirements.
NOTE: Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes (GLO).
The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs
GLO 1: Soldiers and Army Civilians proficient in leader attributes and competencies. This includes Leader Development, Counseling, Coaching, and Mentoring.
GLO 8: Soldiers and Army Civilians demonstrate proficiency in communications skills. This includes Verbal Communication, Written Communication, Active Listening, Facilitation, Negotiations, Social Media, and Digital Communication.
SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 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). Local policies and procedures must be followed during times of
increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation 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 , Multiservice Tactics, Techniques, and Procedures for Nuclear, Biological, and Chemical (NBC) Protection, FM , Multiservice Tactics, Techniques, and Procedures for Chemical, Biological, Radiological, and Nuclear Decontamination.
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.
EVALUATION: You will be evaluated at the end of the Provide HR Services Module.
INSTRUCTIONAL LEAD-IN: Understanding PIM’s relationship with other HR Core Competencies and Key Functions is critical to your success as an HR Professional. This lesson provides an overview of doctrinal responsibilities, system architecture, and HR enabling systems