1. Establish a HR Staff Assistance Visit (SAV) and Inspection Program
HR Plans and Operations Course
Establish a HR Staff Assistance Visit (SAV) and Inspection Program
SHOW SLIDE: Administer Officer Promotions and Selections
SECTION I. ADMINISTRATIVE DATA
Academic Hours/Methods
1 hrs/30 mins Small Group Instruction
1 hrs/00 mins Practical Exercise (Performance)
2 hrs/30 mins Total Hours
SECTION II. INTRODUCTION: Today we are going to discuss SAV and Inspection Program
Method of Instruction. Conference/discussion
Instructor to Student Ration: 1:16
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: A major function of the HR planner is to conduct assistance visits to ensure they are performing their mission in accordance with established policies and procedures.
By conducting SAV’s the HR planners support effective Personnel Information Management/PRM / PA/ SR across the unit.
The HR planner helps to identified potential problems in the areas of training, system functionality, and procedures (SOP). As needed they can request assistance to ensure HR support continues as planned. If the HR planner conducts a visit and finds that the procedures are not right they can relay to the policy maker or HRSC to improve processing. The HR planner also addresses issues brought up from the G1/S1 and through the use of the SAV’s can mitigate many issues.
Senior Leader Training Division
Adjutant General School
6 June 2018

2. Terminal Learning Objective
Action: Establish an HR Organizational Staff Assistance Visit (SAV) Program
Conditions: In a classroom environment, given access to FM 1-0 (Human Resources Support), AR (Army Inspection Policy), and access to the U.S. Army IG School Inspections Guide and awareness of our Operational Environment (OE).
Standard: Students will meet the standard when they correctly:
1. Define the basic principles of Army inspections
2. Identify the principles of the Organizational Inspection Program (OIP)
3. Determine how to utilize a Staff Assistance Visit (SAV)
SLIDE SHOW: TERMINAL LEARNING OBJECTIVE
Action: Establish an HR Organizational Staff Assistance Visit (SAV) Program
Conditions: In a classroom environment, given access to FM 1-0 (Human Resources Support), AR (Army Inspection Policy), and access to the U.S. Army IG School Inspections Guide and awareness of our Operational Environment (OE).
Standard: Students will meet the standard when they correctly:
1. Define the basic principles of Army inspections
2. Identify the principles of the Organizational Inspection Program (OIP)
3. Determine how to utilize a Staff Assistance Visit (SAV)
NOTE: Review TLO with students.
NOTE: U.S. Army IG School Inspections Guide is posted on HR Plans and Operations SharePoint site.
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 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander tasks. This includes Lead the Operations Process, Inform and Influence Relative Audiences, Develop Teams within Units and UA Partners, Art of Command/Science of Control, Pre-Combat Inspections, Lead the Unit, Organize Staff for Operations, Rapid Decision and Synchronization Processes, and Troop Leading Procedures.
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 Deliberate Risk Assessment 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

3. Outline Inspections Root Cause Analysis Staff Assistance Visits
Principles
Elements
Types
Responsibilities
Root Cause Analysis
Staff Assistance Visits
Purpose
Format
SLIDE SHOW: OUTLINE
REFERENCE: AR 201-1
General Information on Inspections
Definition
Types
Categories
Principles
OIP
How to develop an OIP
Ask the students why do we conduct Inspections and SAVs?

4. Army Inspection – Definition
“An evaluation that measures performance against a standard and that should identify the cause of any deviation...” - AR 1-201
SHOW SLIDE: ARMY INSPECTION – DEFINITION
“An evaluation that measures performance against a standard and that should identify the cause of any deviation. All inspections start with compliance against a standard. Commanders/State Adjutants General/program managers/directors tailor inspections to their needs tailor inspections to their needs”

5. Do Not EXPECT What You Do Not INSPECT!
Bottom Line
Do Not EXPECT What You Do Not INSPECT!
Good leaders inspect…inspections are a leadership tool
Inspections done properly strengthen the chain of command
Inspections help commanders find “ground truth”
Inspections help commanders “calibrate” subordinates to the correct standard
Teach your subordinates how to inspect…no one else will
SLIDE SHOW: BOTTOM LINE
Good leaders inspect…inspections are a leadership tool
Formal
Informal

6. Types of Inspections
General Inspection: Broad in scope, oriented on units, and designed to look at all aspects of the organization.
Special Inspection: Focused on specific functions, programs, procedures, problems, or issues; these inspections also look at groups of related problems or procedures. The special inspection facilitates the systemic approach to an inspection and is the preferred type of IG Inspection.
Follow-up Inspection: Review the effectiveness of corrective actions taken as a result of a previous inspection.
SLIDE SHOW: TYPES OF INSPECTIONS

7. Principles of Army Inspections
Coordinated
Focused on Feedback
Purposeful
Instructive
Followed-up/
Corrective actions
SLIDE SHOW: PRINCIPLES OF ARMY INSPECTIONS
REFERENCE: AR 1-201, para 2-2
Army inspections follow five basic principles.
Purposeful. Inspections must have a specific purpose that the commander approves. For an inspection to be purposeful, an inspection must be.
Related to the mission accomplishment.
Tailored to meet the commander’s needs while remaining relevant and responsive.
Performance oriented.
Endstate to increase performance, support transformation, and reduce risk.
Coordinated. Reduce redundancies, complements other inspection activities, and minimizes inspection burden.
Focused on Feedback. Provide commander with accurate and timely feedback and a written record of the results.
Instructive. Teaches and trains units goals and standards and how to achieve them.
e. Followed up/Corrective actions. Assist in development of corrective action plans and execute a follow-up action plan (re-inspection, phone call etc.) to check progress of the corrective action plan.

8. Basic Elements of Inspections
All inspections have one purpose provide feedback to commanders so they can make decisions that will improve the Army. The focus must remain on measuring compliance against established standards to ensure that the Army can function effectively in its combat role. Five elements are:
Measure performance against a standard
Determine the magnitude of the problem(s)
Seek the root cause(s) of the problem(s)
Determine a solution
Assign responsibility to the appropriate individuals or agencies
2–3. Basic elements of an inspection
All inspections have one purpose: to provide feedback to commanders so they can make decisions that will improve the Army. The focus must remain on measuring compliance against established standards to ensure that the Army—as a whole—can function effectively in its combat role. The five principles of Army inspections support the five basic elements of an inspection. Those five elements are as follows:
a. Measure performance against a standard. Inspectors should first try to determine compliance against a standard. AR 1–201 • 25 February 2015 The inspector should prepare ways to determine why the unit or organization failed to meet the standard. The best method is to ask open-ended questions of the individuals involved in an effort to get at the real meaning behind the non-compliance. Avoid the strict use of checklists. If some form of checklist is necessary, then include follow-on questions that ask about the reasons behind the problem. A checklist will not help an inspector determine the root cause of a problem. (See the U.S. Army Inspector General School’s The Inspections Guide for a further discussion of inspection checklists.)
b. Determine the magnitude of the problem(s). Focus on the high-payoff issues that affect the unit’s or organization’s readiness. Do not become mired in trivial issues such as poorly painted bumper numbers on tracked vehicles.
Focus on issues that count and that truly affect the health and function of the organization.
c. Seek the root cause(s) of the problem(s). Use the Root Cause Analysis Model discussed in The Inspections Guide to determine why the non-compliance exists. Seeking the root cause applies to all inspections and not simply
inspections conducted by IGs. A battalion commander should seek root causes as well when conducting an initial command inspection (ICI) for a company.
d. Determine a solution. Examine the root causes and use them to craft an effective and meaningful solution to the problem. Avoid short-term fixes. Instead, focus on achieving long-term and far-reaching solutions to the problems.
e. Assign responsibility to the appropriate individuals or agencies. The commander must receive a copy of the report with the inspector’s findings and recommendations to task the appropriate individuals or agencies with fixing the problems. The inspector must name those individuals or agencies in each recommendation. Coordinate findings and recommendations with these persons or agencies before giving the report to the commander/State Adjutant General/program manager/director. Recommendations have meaning and effect only if the commander charges the right people with implementing them.

9. Problem Statement
Identifies HOW to transform the CURRENT conditions to the DESIRED end state and accounts for the time and space relationships inherent in the problem
Design Methodology
Frame the operational environment
CURRENT state
DESIRED end state
What is going on?
Understand the current conditions of the operational environment.
What should the environment look like?
Visualize the desired conditions of the operational environment
Develop the plan
Using the military decision making process (MDMP):
Receipt of Mission
Mission Analysis
Course of Action Development
Course of Action Analysis
Course of Action Comparison
Course of Action Approval
Orders Production
Frame the
problem
What are the obstacles impeding progress
toward the desired end state?
SLIDE SHOW: STAFF ASSISTANCE VISITS (SAV)
NOTE: Transition Slide
Develop an operational approach
What broad general actions will resolve the problem?

10. The Root Cause Analysis Model The Inspections Guide, Section 3-3
NON-COMPLIANCE
DON’T KNOW
CANNOT COMPLY
WON’T COMPLY
NEVER KNEW
FORGOT
TASK IMPLIED
FEW RESOURCES
DON’T KNOW HOW
IMPOSSIBLE
NO REWARD
NO PENALTY
DISAGREE
SLIDE SHOW: ANALYSIS MODEL
Seek the root cause(s) of the problem(s). Use the Root Cause Analysis Model discussed in The Inspections Guide to determine why the non-compliance exists. Seeking the root cause applies to all inspections and not simply inspections conducted by IGs.
Ask the students which one is the worst?
The Inspections Guide, Section 3-3

11. Contracts MOI FRAGORD SLIDE SHOW: STAFF ASSISTANCE VISITS (SAV)
NOTE: Transition Slide
As an HRSC Division you act as a ghost writer for the ASCC-G1 IOT maintain technical guidance throughout theater assets (SRC12) and internal (G1/S1 organizations) to enforce policy and regulation. Define responsibilities and expectations through MOIs and notify your subordinates through OPORDs and FRAGORDs

12. SAV Purpose and Use
The SAV is a pulse check on HR systems within an HR organization
Content is commander driven, reported information should focus on trends and issues that can be directly affected by the commander or unit
Information reported may vary between units based on: type of unit, commander personality and input, mission requirements, and component
The SAV is briefed by the inspecting unit to the subordinate HR organization. Subordinate leadership are required to attend
SLIDE SHOW: PURPOSE AND USE

13. SAV Steps Commander or Staff Principal
Preparation for Staff Inspection
Teach and Train visit (Directed/Requested)
Establish Plan (Team, Training, Materials)
When: six weeks, two weeks, tomorrow
SHOW SLIDE: SAV STEPS

14. Format
Format is commander-driven: formal briefing or “take-away” product
Use format that will support your intent
Multiple formats: PowerPoint Brief, Excel Spreadsheet, Word Document Narrative
Bubble chart ratings (Red-Amber-Green) are subjective and should only be used in addition to hard numbers
SLIDE SHOW: FORMAT
Format is commander-driven: formal briefing or “take-away” product.
Use format that will support your intent
Multiple formats: PowerPoint Brief, Excel Spreadsheet, Word Document Narrative.
Bubble chart ratings (Red-Amber-Green) are subjective and should only be used in addition to hard numbers

15. SAV Outbrief / Results Unit Leadership Overview of what happened
Keep record on file
Follow-up
SHOW SLIDE: STAFF ASSISTANCE VISITS (SAV) OUTBRIEF/RESULTS

16. Developing an OIP: Commander Responsibilities
Designate an overall OIP coordinator, who develops the written OIP, including:
Articulating the commander’s overall inspection guidance
Assigning responsibilities for staff members and subordinate commanders
Addressing relevant categories of inspections (command, staff, and IG) as they pertain to the command by frequency, focus, and so on
Capturing all inspections that affect the command, prioritizing them, and eliminating redundancy or irrelevance
Establishing the standards and scope for each type of inspection (general, special, and follow-up)
SHOW SLIDE: DEVELOP AN OIP: COMMANDER RESPONSIBILITIES

17. Developing an OIP: Staff Responsibilities
Monitor functional areas in subordinate organizations
Conduct staff inspections as directed
Conduct SAVs as directed to teach and train units on goals and standards
Design assistance visits to complement but not duplicate other inspection programs
Apply the training execution model to plan inspections with adequate time for corrective actions and conduct follow-up inspections or activities
Review previous inspection reports and results prior to developing new inspection plans (if available)
Adhere to the Army inspection principles when performing inspection duties
SLIDE SHOW: STAFF RESPONSIBILITIES

18. OIP: Commander’s Plan
A Commander’s program and a command responsibility
Comprehensive, written plan
Identifies, prevents or eliminates problem areas
Complements and reinforces other evaluations
Minimizes the duplication of evaluations
SLIDE SHOW: COMMANDER’S PLAN

19. Initial Command Inspection
Required for Company Commanders (or like commands such as detachments)
within 90 days of assumption of command for the AC
within 180 days of assumption of command for the RC
Comprehensive inspection that identifies unit strengths and weaknesses
Included on the training schedule and should be briefed at QTB
Helps commanders establish goals, standards, and priorities…may be used to develop DA Form , OER Support Form
The inspected commander must be present and participate in the inspection!
SHOW SLIDE: COMMAND INSEPCTIONS
REFERENCE: AR 1-201, para 3-3
Initial command inspections. A new company commander will receive an ICI from their rater. The initial command inspection for a company will occur within the first 90 days of assumption of command (180 days for ANG/AR unless called to AD). The ICI ensures that the new commander understands the unit’s strengths and weaknesses in relation to higher headquarters’ goals and all established standards. The ICI will not, however, evaluate the commander’s performance since assuming command.
Initial command inspections might be completed for the following situations:
CSSB – HR CO
SPO – HROB
SUST BDE – TG PAT/MMT
TG PAT/MMT – Subordinates
HR CO – subordinate PLTs
This will assist in each senior command an opportunity to do an initial assessment of the subordinate organization and identify any faults/weaknesses within that organization.

20. Command Inspections “Mandatory” for organizations with companies
Ensure compliance with regulations/policies
Commander must physically participate
A scheduled, formal event
Initial Command Inspection (ICI)
Subsequent Command Inspection (SCI)
SLIDE SHOW: COMMAND INSPECTIONS
REFERENCE: AR 1-201, para 3-3
Command inspections. Command inspections ensure units comply with regulations and policies and allow commanders to hold leaders at all levels accountable for this compliance. In addition, command inspections help commanders identify systemic problems within their units or commands and assist in the recognition of emerging trends.

21. Staff Inspection Compliance-oriented
Focused on a single functional area or a few related areas
Led by a staff member of a functional area
Can complement command and IG inspections
Conducted by a staff member technically qualified in the functional area
SLIDE SHOW: STAFF INSPECTION
REFERENECE: AR 1-201, para 3-4
Staff inspections provide the commander with specific, compliance-oriented feedback on functional areas or programs within the command. The commander directs staff principals and staff members to conduct staff inspections that can stand alone or that can complement ongoing command and IG inspections.
Staff inspections are compliance oriented and focus on a single functional area or a few related areas.
Examples of Staff inspections include—
Training inspections.
Command supply discipline inspections.
Automated data processing inspections.
Accountability inspections.
Staff inspections might be completed by the following organizations:
HRSC - HROB
HROB - HR CO
HRSC -TG PAT/MMT
The PA/division of the HRSC is responsible for conducting SAVs on APODs and PAT teams.
The HROB is responsible for conducting SAVs at APODS/PATs, CLTs, and APOs
This type of support command relations inspection would allow the senior organization to identify weaknesses and assist in training subordinate HR support organizations.

22. Inspector General Inspection
Pursues systemic issues
Identifies substandard performance, determines the magnitude of the deficiency, and seeks the reason for the deficiency (the root cause)
Teaches systems processes and procedures
Identifies responsibility for corrective actions
Spreads innovative ideas
SLIDE SHOW: INPSECTOR GENERAL INSPECTION
REFERENCE: AR 1-201, para 3-6
Inspector general inspections focus principally on issues that are systemic in nature and that affect many units throughout the command. IG inspections examine and recommend solutions for problems that command and staff inspections cannot solve at the local level. IGs conduct inspections through all levels of full spectrum operations, and IGs use teaching and training to add to the effectiveness and positive impact of these inspections.
Inspectors general are exposed to a wider range of units than most other inspectors. Inspectors general are trained to—
(1) Identify substandard performance, determine the magnitude of the deficiency, and seek the reason (root cause) for the substandard performance or deficiency.
(2) Identify systemic issues and refer them for resolution.
(3) Teach systems, processes, and procedures.
(4) Identify responsibility for corrective actions.
(5) Identify and share innovative ideas and best practices.
The Theater Sustainment Command is authorized an Inspector General on it’s staff. The TSC IG can inspect all HR organizations from the HR Company to the HRSC.

23. Summary General Purpose and Use for Inspections
Principles of Army Inspections
Basic Elements of Inspections
OIP Process and Responsibilities
Command Inspection
Staff Inspection
IG Inspection
SLIDE SHOW: BOTTOM LINE
Good leaders inspect…inspections are a leadership tool
Formal
Informal
Inspections done properly strengthen the chain of command
Inspections help Commanders find “ground truth”
Inspections help Commanders “calibrate” eyeballs of subordinates to the correct standard
Teach your subordinates how to inspect…no one else will

24. Terminal Learning Objective
Action: Establish an Staff Assistance Visit (SAV) Program
Conditions: Given access to AR (Army Inspection Policy), the U.S. Army IG School Inspections Guide and awareness of our Operational Environment (OE).
Standard: Students will meet the standard when they correctly:
1. Define the basic principles of Army inspections
2. Identify the principles of the Organizational Inspection Program (OIP)
3. Determine how to utilize a SAV
SLIDE SHOW: TERMINAL LEARNING OBJECTIVE
NOTE: Review TLO with students.
NOTE: U.S. Army IG School Inspections Guide is posted on Brigade S-1 Operations SharePoint site.
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 Deliberate Risk Assessment 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