2. 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.

3. 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…

4. 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

5. 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

6. BDE S1 SECTION 2/1/10 13 PERSONNEL SERVICES TM SECTION HQs
-HR PLANNING
& OPNS
1/1/1 - 3
PERSONNEL SERVICES TM
HR NCO – A30
HR NCO (X2) A20
HR AUTOMATION SPC - 42F10
HR SPC (X2) - 42A10
SECTION HQs
S1 – 43H O4
HR TECH – A CW2
SR HR NCO – 42A50
PERSONNEL READINESS TM
A/S1 (STRENGTH MNGR) – 42B O1
HR AUTOMATION NCO - 42F20
HR SPC A10
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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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…