Adjutant General's Corps Regimental Association

Army HR Optimization in the Pacific

(UNCLASSIFIED)

INFORMATION PAPER

APVG-PE
APVG-BTB-CO
7 December 2018

SUBJECT:  Human Resources Optimization Pilot in the Pacific – Interim Paper #1

1.  Purpose:  To provide an update on the Human Resource Optimization (HRO) Pilot in the Pacific from 25th Infantry Division’s (25th ID) perspective.

2.  Key Points:

a.  Enterprise level guidance from the HR Community.

(1)  The initial guidance came from the Operational and Organization (O&O) Concept Paper dated 28 Feb 18, titled Human Resource (HR) Transformation and the Organizational Design Paper, dated 24 May 18, titled Human Resources Transformation.  The concept paper envisions the restructuring of SRC 12 units and the Human Resource Operations Branch (HROB), an SRC 63 (Sustainment Brigade and above units) element, to mitigate the gaps identified in the HR Transformation paper.

(2)  Refined guidance came in an updated O&O Concept Paper dated 30 May 18, titled Human Resource (HR) Optimization.  This concept paper lays out the plan to restructure Human Resources Company (HRCO) and HROB elements currently assigned/attached to Sustainment Brigades and Expeditionary Sustainment Commands (ESC) along with Military Mail Terminals (MMT), Theater Gateway Personnel Accountability Teams (TGPAT), and Human Resources Support Centers (HRSC) elements currently assigned/attached to Theater Sustainment Commands (TSC) into robust HRCOs at the Corps and Division level and adding a Human Resource Planning Cell (HRPC) at the Army Service Component Command (ASCC) level with the Headquarters and Headquarters Battalions (HHBN) at each echelons serving as the main Command and Control (C2) elements with Direct Support (DS) to the G1s for technical guidance. HRCOs change from 83 personnel authorized to either 66 or 109 personnel authorized depending on if they are assigned to a Corps or Division, with the HROBs, MMT, and TGPATs transitioning into these HRCOs to build HR capacity into the ASCC, Corps, and Divisions to facility planning and execution of HR wartime functions based on Large Scale Ground Combat Operations (from the October 2017 update to FM3-0).

b.  Guidance from United States Army Pacific (USARPAC) on the Pilot in the Pacific.  The USARPAC Commander took on the mission to test HR Optimization based on the realigned structure from the O&O Concept Paper. Guidance on realigning elements from 8th TSC and 25th ID came in Operations Order #18-05-032, “Human Resources (HR) Transformation Pilot Program.”  It directed the reorganization of 8th TSC’s HRSC into the HRPC for USARPAC and an additional Platoon for 259th HRCO in 25th ID and the attachment of 259th HRCO to the 25th ID’s HHBN with Operational Control (OPCON) to the Division G1, moving the company from the 25th ID Sustainment Brigade Special Troops Battalion.

c.  25th ID’s concerns with attaching / assigning 259th HRCO to HHBN, 25th ID. Attaching 259th HRCO to HHBN during the HR Pilot in the Pacific presents significant risk to HHBN’s mission to enable a fully mobile Division Headquarters. HHBN has six subordinate units (SISCO, HSC, Lightning Academy, Band, Replacement Company, and 28th Public Affairs Detachment). While some units, such as 28th PAD and 25th ID Band, are not large, HSC and SISCO make up for the delta (HSC: 316 and SISCO: 270).  The Battalion Staff would need 10 authorizations added to the MTOE (1x42A20, 1x42A10, 1x35D20, 1x11B30, 1x92A20, 1x11B20, 2x25B10s, and 2x63B10s).  This provides personnel in the S1, S2, S3, S6, and Maintenance to support the 259th HRCO, 29th PAD, Lightning Academy, Replacement Company, and 25th Infantry Division Band, all of which are not factored into HHBN’s “supported” population for MTOE authorizations.

d.  Actions to date within 25th ID to execute the HRO Pilot.  After discussion between the Commands (25th ID, 8th TSC, and USARPAC), 25th ID issued an OPORD leaving 259th HRCO assigned to the Sustainment Brigade with DS (not OPCON) to the Division G1. 259th HRCO is DS to 25th ID as a means to exercise the pilot without adjusting some of the areas that an attached relationship brings (equipment, barracks, motor pool).  They provide additional HR capability to the Division in Garrison while continuing to train on wartime HR functions (Casualty Operations, Postal Operations, Personnel Accountability, and Replacements). Utilizing the HR Operations Center (HROC), the HRCO is prepared to allocate replacements during wartime (and in garrison) using Personnel Accountability Teams (PAT), the HRCO is prepared to account for replacements.  The larger sustainment community must still provide care and feeding, which the HROB will coordinate.

(1)  As doctrine currently stands, DS is a challenge during a deployment as 25th Division Sustainment Brigade (DSB) is assigned to whatever ESC is in the area.  The HRCO goes with the Brigade, which leaves the DS relationship that 25th ID G3 ordered null and void.  If sustainment
doctrine changes, leaving a sustainment brigade assigned to the Division during wartime the DS relationship can work.

(2)  Effective 1 June 2018, the 8th HRSC disbanded and 16 Soldiers were attached to 25th ID.  The rest went to USARPAC G1 to form the HRPC.  By 15 August 2018, the HROB worked in the G1, attached to the HROC UIC and were developing the HR Pilot training plan and starting preparing for Warfighter Exercise (WFX) 19-01.

(3)  On 1 October 2018, 25th ID began WFX 19-01, during which we exercised as if 259th HRCO worked directly for the G1.  The HROB cell worked in the SACP as part of the larger G1 team.  Despite some challenges, the HROB and the G1 Team were able to integrate into the larger Sustainment Community to provide the Division quality HR Support during combat operations.

(4)  Effective 23 October 2018, 259th HRCO is officially in DS of the Division with the Division G1 serving as the Intermediate Rater for the HRCO Commander.  Once the simulation (Battle Lab) is complete at Fort Lee in January 2019, we will relook attaching 259th HRCO to HHBN and will address the many concerns presented on the matter (directive to limit HQs growth is one of the concerns).

(5)  On 26 October 2018, 259th HRCO executed a PAI to account for all the assigned and attached Service members, to include the HROC and HROB. With 21 personnel deployed on a real world Postal mission, the pilot is operating at ~73%.

(6)  On 5 November 2018, 259th HRCO began execution of the three-month long training plan the HROB and HROC developed in conjunction with the Command team to ensure all Service members assigned to the Company are multifunction HR professions. Ensuring the HRCO is multifunctional means, they can execute casualty operations, personnel accountability, and postal operations, along with all other Essential Personnel Services.  They are training on replacement operations, as that will be key with the deployed mission, but while in garrison we plan to use the HRCO to support the HROCs mission to train HR Professional in the Division and the United States Army Hawaii footprint

e.  Warfighter feedback from the Sustainment Community. Moving the HROB section from the Division Sustainment Brigade (DSB) Support Operations Office (SPO) can present significant challenges to both organization’s (G1 / DSB) ability to conduct personnel replacement operations to enable the Division’s mission.  Currently, the HROB element works in the Division G1, but the majority of their equipment remained with the DSB.  The 5 person element is only attached to the G1, so the equipment did not move under the pilot.  A plan is in development to move the equipment also.  The realignment of the HROB to the G1 worked well during the Warfighter Exercise (WFX) because it was a virtual exercise that did not require the HROB to work with the DSB SPO to execute the plan to relocate Casualty Liaison Teams (CLT) or Personnel Accountability Teams (PAT) or to execute postal operations.  Key points:

(1)  Daily Working Groups during WFX (Casualty and Transportation) were very beneficial to everyone’s understanding of the mission, forecasted requirements, and validation of significant events that affected HR operations. The HROB’s location was somewhat immaterial as for both meetings the G1 / DSB SPO were active participants facilitating most the future replacement operations.

(2)  The DSB Command Post and Support Area Command Post (SACP) were collocated during the exercise as the 25th DSB was in a DS relationship to 25th ID, but if the DSB was conducting a General Support (GS) mission to more than one Division these working groups will have to be conducted over VTC and could present a challenge reallocating assets, forecasting requirements, and conducting timely / expedited replacement operations due to competing requirements.

(3)  G1 / DSB communication was a challenges during the exercise due to the multiple competing requirements (ESC and Divisional meetings / networks) placed on both entities. A second point that could become a challenge is the separation between the Mortuary Affairs and HROB personnel ISO of casualty and replacement operations. During WFX is was not an issue due to the DS relationship 25th DSB had with 25th ID and because both entities were collocated and in direct contact with one another.

f.  Warfighter feedback from the Division G1. Below are the three main sustains and improves from the G1’s perspective:

(1)  HROB in the G1 Section of the SACP. The number of replacement personnel and casualties were readily available and accurate.  This was challenging when the HROB was previously located within the DSB SPO. With the most up-to-date information, the HROB was able to reallocate HR assets on the battlefield at the right time that assisted with expediting replacements.  The recommendation is the HROB remains in G1 Section within the SACP.

(2)  Casualty Working Group.  The G1 created a Casualty Working Group that included the HROB, Mortuary Affairs, DIVSURG, CBRNE, PAO, SJA, Chaplain, and the DSB SPO and S1 to validate significant events, casualties, and replacements which led to enhanced tracking and providing accurate personnel combat strength, transportation movement requests, and expediting personnel requirement requests.  Recommend the continued use of the Casualty Working Group in future operations; solidify participation, desired outputs, and required inputs to meet outputs in an SOP.

(3)  Transportation Working Group. Continue to participate in the working group as it allowed the HROB to link with SPO TRANS, 524 CSSB, DIV DTO, and G-3 AIR to forecast movement requests for replacement personnel and equipment. Coordination and synchronization vastly improved movement of personnel and equipment to increase combat power.

(4)  Communication Challenges with DSB. Communication challenges with the DSB SPO and BDE S3 resulted in delayed movement of replacement personnel. Recommend assigning a DSB Liaison to the SACP that can make decisions on the Commander’s behalf to facilitate decisions on transportation and life support of replacements.

(5)  Understand the HROB’s Role and Responsibilities. The HROB is not responsible for movement and tracking of human remains on the battlefield.  The HROB, through Casualty Liaison Teams (CLT), completes casualty reports in Defense Casualty Information Processing System (DCIPS).  CLTs process supplemental reports and are co-located with Mortuary Affairs Collection Points, but they do not process or move the human remains.  Recommend additional coordination between the Division G4 Mortuary Affairs Section and the DSB SPO’s Mortuary Affairs Section to track and process human remains.

(6)  Allocation of HR Assets.  The G1 Plans and Operations Section did the majority of the planning for HR Assets during MDMP because the HROB Cell was not fully functional in the G1 Section based on the HR Optimization Pilot timeline.  This resulted in a lack of initial understanding of the overall operation. Recommend the HROB and G1 Plans and Operations both participate in MDMP for future operations.

g.  Next step for 25th ID’s HRO Pilot in the Pacific. Continue Phase I training, to include the Postal Mobile Training Team scheduled for February-March 2019 before moving into Phase II where we execute the plan to utilize the HRCO in garrison to provide HR training to subordinate brigades and integrate 259th HRCO into 25th ID’s robust training schedule to get hands-on experience with wartime HR functions.

(1)  Leaders participate in the January Battle Lab event at Fort Lee to provide feedback on lessons learned and reengage with 8th TSC and USARPAC on Command and Control relationships in late January 2019.

(2)  Continue to provide feedback to the HR Community on the O&O Concept Paper, specifically the structure of the 109 person HRCO.  Areas of concern include HR Support to the Division if the HRCO deploys separate from the Division taking the HROC and HROB elements from the Division G1, leaving them without the ability to train or conduct talent management (loss of HROC) or plan the HR Concept of Support (HROB), let alone having no HR assets to execute wartime HR Functions (Casualty Operations, Personnel Accountability, Replacements, and Postal).

3.  For additional information please contact the Division G1, LTC Rebekah Lust at Rebekah.s.lust.mil@mail.mil or the Commander, 25th Infantry Division Sustainment Brigade Special Troops Commander, LTC Michael Meumann at Michael.k.meumann.mil@mail.mil.

Written by: LTC Rebekah Lust
LTC Michael Meumann
Reviewed by: COL Dennis Levesque
Approved by: BG Andrew Preston

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