1. Course Training Overview
Human Resources
Advanced Leaders Course
9/20/2019
Course Training Overview

2. 9/20/2019
Who Do You Think You Are? ?

3. Outline Doctrinal Review Educational Outcomes Course Design
Experiential Learning Model
Critical and Creative Thinking
Peer Reviews
Learning Styles Inventory
Course Themes and Objectives
Graduation Requirements

4. What is an HR Professional?
The purpose of the Adjutant General (AG) branch is to provide manpower, Human Resources (HR) and band support to commanders at all echelons to enhance the readiness and operational capabilities of the total force and ensure success across unified land operations.
HR professionals provide the Army with an HR manager focused on projecting requirements; developing capabilities; and planning, programming and managing Army HR life cycle functions in support of senior military leadership.
Senior career HR professionals are responsible for developing, interpreting, integrating and implementing the DoD, Joint, and Army HR programs and policies for the military, civilian, retiree, and contractor work force and their families at all echelons.
DA Pam 600-3, Chapter 36

5. Brigade/Battalion S-1 Section
Principal staff officer for all matters concerning human resources support (military and civilian) is the S-1 Officer.
The S-1 leadership supervises the execution and delivery of all HR mission essential tasks within the battalion/brigade.
The mission of the battalion/brigade section is to plan, provide, and coordinate the delivery of HR support, services, or information to all assigned and attached personnel.
Specific responsibilities include manning, personnel services, personnel support, and conducting HR planning and operations.
FM 1-0 details specific S-1 Section duties and responsibilities (Chapter 2)

6. HR Core Competencies Provide Human Resources Support CORE COMPETENCIES
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HR Core Competencies
Provide Human Resources Support
CORE COMPETENCIES
Man the Force
Chapter 3
Provide HR Services
Chapter 4
Coordinate Personnel Support
Chapter 5
HR Planning and Operations
Chapter 6 K E Y F U N C T I O S
Personnel Readiness Management
Section I
Essential Personnel Services
Section I
MWR Operations
Section I
HR Planning and Operations
Personnel Accountability
Section II
Postal Operations
Section II
Command Interest Programs
Section II
Operate HR C2 Nodes
Strength Reporting
Section III
Casualty Operations
Section III
Army Band Operations
Section III
Retention Operations
Section IV
Personnel Info Management
Section V

7. Scopes and Educational Outcomes
9/20/2019
Scopes and Educational Outcomes
42A Advanced Leaders Course
42A Senior Leaders Course
Scope
ALC produces NCOs who are mid-grade HR Leaders, both doctrinally sound and technically capable of delivering HR support as the Human Resources Sergeant within a Battalion/Brigade S-1 or SRC 12 organization who are also effective communicators and critical and creative thinkers.
SLC produces NCOs who are senior HR Leaders, both doctrinally sound and technically proficient in planning and executing HR support as the Senior Human Resources Sergeant within a Brigade S-1, Division G-1, or SRC 12 organization who are also effective communicators and critical and creative thinking HR planners.
Educational Outcomes
Leadership
Mid-grade Leaders who exhibit character, accountability, resilience, adaptability, initiative, and sound judgment while capably serving in a Brigade/ Battalion S-1 or SRC 12 organization delivering HR support.
Senior HR Leaders who demonstrate character, accountability, resilience, adaptability, initiative, and sound judgment while expertly serving in a Brigade S-1, Division G-1 or SRC 12 organization planning and executing HR support.
Doctrinally Sound
Competently delivers timely and accurate HR support.
Able to coach, counsel, and advise other HR personnel.
Competent advisor to unit leadership, supported Soldiers and their families on the craft of HR.
Effectively and efficiently plans, executes, and manages HR support to doctrinal standard in the Operational Environment.
Capable coach, counselor, mentor, and advisor for junior HR personnel.
Trusted advisor to senior Army leaders, supported Soldiers and their families in the craft of HR.
Technically Capable
Proficient in the employment and operation of HR enabling systems and common computer applications.
Understands the Battalion/Brigade HR role in support of Unified Land Operations.
Proficient in the capabilities and functionality of HR enabling systems and their interface with other Sustainment Tactical and Deployable systems (e.g., BCS2, CPOF).
Understands the role of HR organizations and programs in support of Unified Land Operations.
Familiar with operational and strategic sustainment
Critical and Creative Thinkers
Able to solve sometimes ambiguous problems using logical thinking and sound reasoning to develop viable recommendations or solutions.
Skilled in analysis of HR planning considerations and the execution of HR support in a theater and/or Joint environment.
Able to solve sometimes ambiguous problems using logical thinking and sound reasoning to develop viable solutions.

8. Course Design
(1 of 2)
7-week outcomes-based resident course that trains Mid-grade HR Sergeants on operational / tactical HR programs, processes, systems and plans
Small group experiential learning format reinforces professional development, problem-solving, and peer based learning:
HR Core Competencies Doctrinal Content (FM 1-0)
Battalion and Brigade level
Final HR Scenario Staff Exercise (STAFFEX)
HR Advanced Leaders Course is focused on delivering HR support
at Battalion/Brigade level with special emphasis on doctrinal
responsibilities.

9. Course Design Modular by Core Competencies
(2 of 2)
Modular by Core Competencies
Organized around the four HR Core Competencies and Key Functions
Allows for the integration of real-world authentic problems
Each module has pre and post assessments
HR Enabling Systems instruction and hands-on throughout
Outside the class reading/homework requirements
Based on the Experiential Learning Model (ELM) and the Adult Learning Methods, Techniques, and Procedures
Readings are preparation for the next day’s class and are critical
Assignments are to reinforce what is learned, completed either as homework after instruction or completed prior to instruction

10. Course Map
9/20/2019

11. Reading Assignment Expectations
9/20/2019
HOMEWORK ASSIGNMENTS
READING RATE
(Words per Minutes)
Study
120
Read
250
Review
460
Scan
750
DEFINITIONS
Study
Material of primary importance for a lesson
Includes more than just reading – pausing, organizing, outlining, research, etc.
Read
Material of secondary importance for a lesson when assigned with “study” material
Of primary importance when “study” material is not assigned
Review
Any material previously assigned as either “study” or “read”
Scan
Includes any material not evaluated, but meant for student awareness 11

12. Adult Learning Based on recognizing and building on experience
Being action oriented
Being self directed and based on self motivation
Being task or problem-centered
Focus on the learning process rather than just the knowledge content

13. ELM Learning Strategy Do Reflect Experience Publish Apply Generalize
Process
Generalize
Apply Do
Reflect

14. Kolb’s Learning Cycle and
9/20/2019
Kolb’s Learning Cycle and
ELM Model
“”Do”
“Apply”
“Generalize New Information”
“Publish and Process”

15. Critical and Creative Thinking
Critical thinking is active and skillful conceptualizing,
applying, analyzing, synthesizing, evaluating of information gathered from observation, experience, reflection, reasoning, or communication, as a guide to belief or action
A well cultivated critical thinker raises vital questions and problems, formulating them clearly and precisely and communicates effectively with others in figuring out solutions to complex problems
Creative thinking is a way of looking at problems or situations from a fresh perspective that suggests unorthodox solutions (which may look unsettling at first). Creative thinking can be stimulated both by an unstructured process such as brainstorming, and by a structured process such as lateral thinking..

16. Peer Reviews Peer review is the evaluation of
individual creative work or performance
by other people in the same class in order
to maintain or enhance the quality of the
work or performance in the course.
It is based on the concept that a larger and more diverse group of people will usually find more weaknesses and errors in a work or performance and will be able to make a more impartial evaluation of it than will just the person or group responsible for creating the work or performance.

17. Learning Styles Inventory
9/20/2019
Learning Styles Inventory
Complete your Learning Styles Assessment at:
Bring your results to class and be prepared to discuss:
1. Were you surprised by the result?
2. Did the questionnaire accurately assess your style?
3. Why is it important to understand how you learn
when beginning a new course?

18. HR Metrics
9/20/2019
Example HR Metric Report

19. Course Themes
Indoctrinate understanding and application of delivering HR Support at battalion/brigade level
Reinforce relationship between doctrinal core competencies and enabling HR Systems
Develop technical competence in HR core competencies in battalion and brigade level organizations
Develop knowledge in personnel planning and battalion/brigade level HR support

20. The HR Advanced Leaders Course graduate will be able to:
Course Objectives
The HR Advanced Leaders Course graduate will be able to:
Serve as Leaders who are capable in the craft of HR (Leaders who are Doctrinally Sound and Technically Proficient)
Relate and apply HR doctrine and policies to their organization (Doctrinally Sound and Technically Proficient)
Apply operational knowledge of HR doctrine, processes, systems, tools, and resources (Doctrinally Sound and Technically Proficient)
Analyze the Deployment Cycle Support Program phases and identify tasks that relate to their organization; identify creative solutions, and help deliver HR support to their organization (Critical and Creative Thinkers)

21. Graduation Requirements
Fitness Test
Practical Exercises (PE)
Writing Assignments
Pre and Post Assessments
Multiple choice, matching, fill-in-the-blank questions
Case Studies (essay)
Oral Communications, including facilitated discussions
Class participation
- Rubrics
- Team Building/Leadership
HR DCSP Scenario STAFFEX
*70% is passing

22. Advanced Leaders Course
Human Resources
Advanced Leaders Course
9/20/2019
Questions?
"You may have a fresh start any moment you choose, for this thing that we call "failure" is not the falling down, but the staying down."
- Mary Pickford 22

23. Preconceived expectations
9/20/2019
Transfer Vehicle
Luggage: What are we taking with us. Teamwork – so that everyone graduates
Gas: The motivation (Fuel). A positive attitude for change
Vision:
Where are we going?
HR Professionals that are doctrinally sound, technically capable, and critical and creative thinkers.
Exhaust: What we are
leaving behind.
Preconceived expectations