23 Nov 04 Operational and Organizational Concept for the Human Resources Sustainment Center, the Human Resources Company,

the Human Resources Platoon, the R5 Platoon, the Postal Services Platoon, and the Postal Operations Platoon 1. Introduction. a. General. 1) The United States Army has transitioned from a forward deployed force to a power projection force based primarily in the Continental United States (CONUS). It continues to transform to meet the security challenges of the 21 st Century as the pace and proliferation of technology increases. The Army understands the need to respond more rapidly and decisively across the full spectrum of military operations. It is transitioning into organizations, currently defined as Brigade Combat Teams (BCTs) and Units of Employment (UE), to meet these challenges. 2) Personnel deployed in support of US operations are becoming more diverse military personnel from all services and components, Department of Defense (DoD) civilians, contractors, and other federal, state, and local agencies. Speed, accuracy, and timeliness of human resources information and accountability are, with todays media capabilities, not only imperative to care for families but, in some situations, have an impact on national will or support for the military operation. Reliable, responsive, and timely human resources support in the operational area with in-transit visibility and links to and from intermediate staging bases or CONUS sustainment bases is critical to supporting the Operational Commander and the force. The prime objective is to optimize operational effectiveness and to facilitate enhanced support to the soldier and deployed forces. Simultaneously, a reduction of the sustainment footprint in the operational area is viewed as imperative to overall mission success. 3) The Armys 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. In keeping with this concept and subsequent guidance, this document introduces the missions, capabilities, structures, operational environment and concepts, organizational concept, and limitations of the Human Resources Support Center (HRSC), the Human Resources Company, the Human Resources Platoon, the Reception, Replacement, Re-Deployment, Rest and Recreation, and Return-To-Duty (R5) Platoon, the Postal Services Platoon, and the Postal Operations Platoon. Designed to be modular, scalable, and flexible, these organizations will provide essential human resources support to the Current, Stryker and Future Forces. These organizations will simultaneously reduce their portion of the combat service support footprint in the battlespace through a combination of smaller organizations, improved

technological reach capability, and modularity to better control and tailor the remaining essential human resources footprint. Additionally, network connectivity will provide visibility of human resources combat power as geographically disparate units organize for missions. Through the common relevant operating picture, commanders will have total visibility of assigned or attached personnel, regardless of component. b. Assumptions. 1) Wars will continue to be won by Soldiers and manning the future force to win can only be accomplished through planning and executing human resources support operations through an integrated operational network that can quickly shift mission and focus through the S-1/G-1/J-1 centric human resources management process. Additionally, Soldiers must be cared for to remain an effective fighting force. 2) The critical assumption for this concept is that adequate technological, equipment, and resource enablers will be accessible to the human resources support organizations across the full spectrum of military human resources operations. Reduced manpower requirements are based upon the assumption that reach to garrison and CONUS-based human resources organizations such as home station Military Personnel Offices (MILPOs), The Human Resources Command (HRC), and other Table of Distribution and Allowances (TDA) agencies to perform routine, volume, career development, and lifecycle management functions will decrease the number of personnel required in the HR units in theater. The Table of Organization and Equipment (TOE) requirements are for maintaining essential wartime human resources support. If the technology to provide a single, web-based, internet-accessible system with requisite connectivity, access, bandwidth, and resources does not materialize across the full spectrum of military operations, or if access to this information system is not available to the Soldiers and human resources support providers when and where needed, these organizations will be significantly understaffed to provide deployed forces with essential human resources support. Human resources combat power may be at risk and the Armys ability to take care of its own may be diminished. 3) Power projection will remain central to operations into the 21 st Century. Future operations will become more multi-component (multi-COMPO), joint, inter-agency, and multinational and may also include a diverse DoD civilian and contractor force composition. Multiple entry points into the operational area will become more common as entry options improve. The geographically dispersed nature of future operations will increase the importance of accurate and timely human resources data and services. 4) The requirement for sustained combat power, prioritization challenges for replacement and postal operations, and the time-sensitive nature of casualty operations will continue to require human resources leaders to have direct access to and close ties with commanders and the human resources support providers supporting tactical and operational forces.

5) Timely human resources support that projects power and information from the support base to the center of gravity within the operational area will require a modular, scalable, flexible, and deployable force structure.

6) Future enablers will provide the ability for human resources support organizations to operate in a myriad of environments, be more geographically dispersed, provide more sophisticated and accurate human resources data, meet demands and requirements of the force for greater precision and speed, and provide better information access for sophisticated strategic analysis. These enablers include improved software packages, connectivity, bandwidth access, hardware documentation, appropriate energy sources, and access to web, satellite, and communications equipment. 7) Advancing technological enablers will materialize in human resources support organizations in an evolutionary timeline. These organizations must be capable of meeting functional support requirements through the transformational process, regardless of the quality, quantity, or availability of technology or improved enablers. 8) Providing essential human resources support and reducing the total number of Soldiers providing that human resources support in the battlespace (the support footprint) will remain essential to the Army's overall force structure objectives and will remain a Future Force imperative. 9) Human resources support requirements will continue to include casualty operations, replacement operations, personnel strength reporting and accountability, postal operations, and essential human resources services. TOEs will be shaped to provide and sustain the essential manpower and equipment requirements necessary to facilitate the essential human resources functions required to deploy, fight, and win on the battlefield. The primary peacetime mission of TOE units will be to train to provide wartime multi-functional human resources support, to train Soldiers to survive in battlefield conditions, and to continually prepare to project (deploy) teams or entire TOE organizations to provide critical human resources support to BCTs and UEs. Routine (non-essential) human resources support, volume services, career management, family and retiree services, and similar functions will be provided in CONUS by the garrison and CONUS-based human resources organizations such as MILPOs, HRC, and other TDA agencies. TOEs will not be built for the purpose of providing peacetime or routine human resources support or customer service. 10) The Human Resources Sustainment Center (HRSC) is a cellular TOE employed at the UEy level under the direct control of the G1/AG. The HRSC, normally ADCON to the TSC for life support, is responsible for advising the G1/AG on human resources management issues, staff planning, technical assistance, developing policies; establishing human resources support procedures and providing mobilization information. Recent decisions within the Army have removed all HR C2 structure above

the Company level. References to the Human Resources providers (Build Sustain Combat Power Cells (BSCPC) contained within the Future Force O&O UA and other publications shall be updated to reflect the removal of any HR Battalions, Groups, or PERSCOMS. 11) The Human Resources (HR) Company will be the primary human resources support provider within the UEy and UEx areas of operation. The HR Company, through its modular, scaleable, and flexible subordinate platoons, can support the UE, Joint, inter-agency, and multinational missions as required. 12) Accurate personnel accountability remains the single most difficult human resources mission within the Army. The current force structure requires planners to often choose between all or nothing options when projecting human resources support into an area of operation. As a result, an inadequate human resources support capability is often projected into the area of operations and, historically, the personnel accountability process at all levels suffers for it, lagging behind the dynamic pace of command strength dispersion and individual personnel status changes. 13) The current Theater, Corps, and Division Assistant Chief of Staff (ACofS), G-1, and human resources units force structures have inadequate equipment and manning levels to meet the demands of continuous, sustained operations, especially when compounded by the demands of increasing geographical dispersion, rotation of teams, units, and individuals, and the speed of media coverage capabilities. Current workload factor and Total Army Analysis manpower models only account for the military personnel portion of the workload and do not include DoD civilians or authorized contractors. Additionally, casualty liaison teams and personnel accountability teams must be organized ad hoc, are unresourced, and reduce the workforce available to provide essential human resources support. This additional workload also is not considered in manpower modeling. 14) The recurring challenges of competing with higher priority units for limited communication and transportation support require significant leadership intervention and oversight to prioritize work and prevent disruptions of the flow of mail, information, and personnel, which can degrade the combat readiness of supported units as well as diminish the Armys ability to take care of its own. 15) Military pay inquiry support will be provided outside SRC 12 units. DIMHRS ORD states there will be no additional workload associated with the fielding of DIMHRS. 2. Operational Environment. a. Strategic, national, and tactical strategies are continuously being updated to reflect the challenges of the changing world. The Army is also being redesigned and restructured to meet the challenges associated with future military contingencies and operations. To keep pace, the Army must have multi-functional human resource

capabilities that are capable of building, generating, and sustaining the force across the full spectrum of operations. These capabilities must not only provide support to the current force, but to forces and organizations that are transitioning to future force structures. This is critical since not all forces will undergo transition at the same time nor will enablers be in place at the same time. b. Unlike the current force, organizations and units will be restructured into two operational levels and one tactical level. The operational levels include the Unit of Employment Y (UEy), which is equivalent to current Corps/Theater and the Unit of Employment X (UEx), which is equivalent to current Division/Corps level. UEs will normally be organized, designed, and equipped to fulfill C2 functions as the ARFOR Component and Army Service Component Commander (ASCC). With augmentation, the UE can also serve as Joint Force Land Component Command (JFLCC), or Joint Task Force (JTF). c. At the tactical level, organizations will form Brigade Combat Teams (BCT), roughly equivalent to our current brigades. Framework for the design of BCTs will include Maneuver BCTs (armor, infantry); Aviation BCTs, Reconnaissance Surveillance & Target Acquisition (RSTA); Fires BCTs, Maneuver Enhancement BCTs; and Sustainment (combat service support) BCTs. d. Current and future operations will require human resource organizations that are capable of supporting current and transitioning forces. They must also have the ability to meet the requirements for greater static readiness and an increased sustainment level for Soldier preparedness and deployments. Human resource sustainment operations will be provided in or near the battlespace, at an Intermediate Staging Base, at home station, or a combination of one or more locations. Further challenging human resource units is that the traditional organization and integrity of units is being redefined and units will be task organized to a greater extent to meet mission requirements. Reconciling inaccurate reports and other varied support requirements will be more tailored more along functional lines. e. To meet the needs of the force and increased operational tempo, decision cycles will be increasingly compressed requiring quicker responses. The turn-around time to assess the status of a unit, identify mission requirements and take action will continue to shorten. The demand for precision, accuracy, connectivity, with automatic verification of data (and source identification), will increase along with the requirement to have greater visibility of supporting units 3. Operational Concept a. Mission

1) Human Resources Sustainment Center (HRSC) To plan, integrate, and sustain Human Resources and Soldier Support systems for the UEy as determined by METTTC. 2) Human Resources Company -- To provide command and control, integrate human resources support at the execution-level, and provide technical supervision to a range of 2-6 Platoon(s) as determined by METT-TC. Also provides technical advice to unit S-1s and commanders, sustains human resources combat power and synchronizes functional responsibilities within its area of responsibility as directed by their G1/AG. Supports the G-1/AG mission to provide Morale, Welfare, and Recreation (MWR) support. On order, deploys to area of operation to provide human resources support to deployed Army, Joint, or Multi-national forces. 3) Human Resources Platoon To provide essential human resources services on an area basis to deployed forces as directed by the Commander, Human Resources Company, and as defined by the BCT, UEx or UEy G1/AG. Provide command and control over three functional sections providing essential human resources services, casualty operations, and data access/reporting/analysis capabilities. Provide support for up to 6000 personnel (Soldiers, DoD civilians, and contractors). On order, deploy to an area of operation to provide human resources services to Army, Joint, or Multinational forces. 4) R5 Platoon To provide Reception, Replacement, Re-Deployment, R & R, and Return-to-Duty tracking and accountability for personnel throughout the assigned Area of Operations. Further track Emergency Leaves, Inter and Intra-Theater transfers as dictated by METT TC. 5) Postal Services Platoon To provide postal services and postal finance support to all individuals and units within an assigned area. 6) Postal Operations Platoon To provide postal operations support to all individuals and units within an assigned area. b. Concept of Operations 1) The Human Resources Sustainment Center (HRSC) a) The HRSC is an existence-based, cellular TOE unit found at the UEy level when called for via METT-TC. At the UEy-level, the HRSC provides support to the UEy Headquarters and other echelons as directed by the UEy G1/AG. b) The HRSC deploys as part of UEy deployment, under the direct control of the UEy G1/AG. c) The HRSC integrates human resources support at the theater level and provides technical supervision of any assigned or attached HR Companies and their subordinate

platoons. The Chief, HRSC ensures human resources support providers have the resources, discipline, training, and guidance to safely and efficiently execute human resources support functions to geographically dispersed units, as directed by the UEy Commander through the UEy G1/AG. 2) The Human Resources (HR) Company a) The HR Company is a workload C2-based organization found at UEx level and higher. HR Companies are allocated on the basis of one per every 2-6 subordinate platoons. Platoons can be of four different types: HR Platoon, R5 Platoon, Postal Services Platoon, or Postal Operations Platoons. The HR Company is under the administrative control (ADCON) of the Sustainment Brigade commander while under the technical control of the UEx or UEy G-1/AG, depending on the level to which it is employed. Employment is determined via METT-TC. b) The Human Resources Company is the primary human resources support provider supporting UEx Soldiers (Direct Support) as well as Soldiers in the UEy areas (Area Support). 3) The Human Resources Platoon a) The Human Resources Platoon is a workload-based organization found within the Human Resources Company and is, potentially employed from the UEx to the UEy level. b) The Human Resources Platoon is one of four primary building blocks of modular, scalable, flexible human resources support. c) The Human Resources Platoon provides command and control over three functional sections formed by modular teams (3 to 4 teams per section) providing casualty operations, data access/reporting/analysis capabilities, and essential human resources services. d) There is one Human Resources Platoon for up to 6000 personnel supported. 4) The R5 Platoon a) The R5 Platoon is a modular, workload-based organization found within the Human Resources Company and is, potentially employed from the UEx to the UEy level. Its capabilities include the tracking and processing of personnel in the five following categories: Replacements, Receptions, Re-Deployment, R &R, and Returnto-Duty. b) The R5 Platoon is one of four primary building blocks of modular, scalable, flexible human resources support.

c) The R5 Platoon provides command and control over three functional teams providing tracking, personnel accounting, processing and the coordination of support for up to 400 personnel per day, with outside logistical support. d) There is one R5 Platoon for up to 400 personnel supported per day. 5) The Postal Services Platoon a) The Postal Services Platoon is a modular, workload-based organization found within the Human Resources Company and can be anywhere in theater from the UA to the UEy level. b) The Postal Services Platoon is one of four primary building blocks of modular, scalable, flexible human resources support. c) The Postal Services Platoon provides command and control over two squads providing distribution and postal finance support. d) There is one Postal Services Platoon for up to 6000 personnel supported. 6) The Postal Operations Platoon a) The Postal Operations Platoon is a modular, workload-based organization found within the Human Resources Company and can be employed from the UEx to the UEy level. b) The Postal Operations Platoon is one of four primary building blocks of modular, scalable, flexible human resources support. c) The Postal Operations Platoon provides command and control over three functional squads providing general postal services, special services, redirect services, retrograde, casualty, and EPW mail. d) There is one Postal Operations Platoon for up to 36,000 personnel supported. c. Required Capabilities. 1) Human Resources Sustainment Center (HRSC) On order, deploy to the UEy area of operations and plan, coordinate, and integrate personnel accountability, data access and reporting, casualty operations, essential human resources services, replacement operations, postal operations, and support the G-1/AG mission. Requires capability to communicate digitally through web and voice to subordinate G-1/S-1s, Human Resources Companies, Human Resources, R5, Postal Services and Postal Operations Platoons, transportation and logistics elements, and other staff elements of the UEy headquarters. This organization requires 50 percent mobility.

2) Human Resources Company On order, deploy to the UEx/UEy area of operation and provide personnel accountability, data access and reporting, casualty operations, essential human resources services, R5 operations, postal operations, and support the G-1/AG mission to provide MWR support. Requires capability to communicate digitally through web and voice to the G-1/AG, any combination of 2-6 subordinate Platoons (HR, R5, Postal Services, and Postal Operations), S-1 Sections, transportation and logistics elements, and other staff and service elements of the Sustainment Brigade. This organization requires 50 percent mobility. 3) Human Resources Platoon On order, deploy to the designated area of responsibility and provide personnel accountability, data access, reporting, and analysis, casualty operations, and essential human resources services for up to six thousand personnel (military, DoD civilians, and contractors). Requires capability to communicate digitally through web and voice to the Human Resources Company, casualty liaison teams, CONUS human resources organizations, R5 Platoons, Postal Platoons, Force Projection Teams, S-1 Sections, G-1/AG, and other organizations as directed. This organization requires 50 percent mobility. 4) R5 Platoon On order, deploy to the UEx/UEy area of operation and provide personnel accountability, data access and reporting for personnel transiting the AO for one of the following reasons: Replacement, Reception, Re-Deployment, R & R, and Return-to-Duty. Requires capability to communicate digitally through web and voice to UEx/UEy G-1/AG, Human Resources Companies and Platoons, Postal Platoons, S-1 Sections, transportation and logistics elements, and other services, coalition partners, and civilian agencies. This organization requires 50 percent mobility. 5) Postal Services Platoon On order, deploy to the UEx/UEy area of operations and provide postal services and postal finance support to assigned units of up to 6,000 personnel. Requires capability to communicate digitally through web and voice to UEx/UEy G-1/AG, Human Resources Companies and Platoons, Postal Operations Platoons, R5 Platoons, S-1 Sections, transportation and logistics elements, and other MPSA elements in theater and CONUS. This organization requires 100 percent mobility. 6) Postal Operations Platoon On order, deploy to the UEx/UEy area of operations and provide postal operations support to a population of up to 36,000 personnel. Support includes general postal services, special services to include redirect, retrograde, casualty, and EPW mail. Processes incoming and outgoing bulk mail, and coordinates mail transportation to postal services platoons (incoming) and to CONUS ports of entry (outgoing). Requires capability to communicate digitally through web and voice to UEx/UEy G-1/AG, Human Resources Companies and Platoons, Postal Services Platoon, R5 Platoons, S-1 Sections, transportation and logistics elements, and other Postal elements throughout the theater or in Home Station. This organization requires 50 percent mobility.

4. Organizational Concept a. This organizational concept focuses on human resources unit structures that are designed to be supportive of the Current, Stryker, and Future Force structures. Additionally, it focuses on providing essential human resources support and maintaining the smallest possible human resources support footprint in the battlespace. The structure must have a force projection (early deployer) capability to provide human resources support (RSOI, strength accounting and essential human resources services) from the earliest stages of tactical and peacekeeping operations. Lastly, the organization should be multi-component so that wartime (tactical) essential functions not needed during peacetime but required in wartime, are fully recognized within the TOE force structure. b. Principle organizational design considerations include the Future Force concepts of modular, scalable, flexible organizations capable of providing responsive, sustained support across the full spectrum of military operations with the minimum effective number of personnel located within the battlespace. The organizations must be able to transition quickly between various facets of its multi-functional mission and be fully functional in the Army Force, Joint, inter-agency, and multinational environments. c. The Platoon is the basic building block within this organizational concept and appears on the battlefield in one of four varieties Human Resources, R5, Postal Services, and Postal Operations Platoons. d. It is important to note that this organizational concept recognizes manpower efficiencies based upon technological enablers not currently available or not in existence when developing this force structure and its manpower requirements. One example of these critical technological enablers is networked connectivity, which provides visibility of personnel as geographically dispersed units organize for missions while human resources organizations continue to provide essential functions such as casualty reporting, strength accounting, human resources services, etc. It is imperative that the human resources support manpower strengths not be reduced until these technological enablers have been validated, tested, and fully fielded. e. This organizational concept is designed to provide essential human resources support. It is not designed or intended to perform the missions and volume workload executed by the garrison or CONUS human resources organizations such as IMA or other TDA human resources organizations. The human resources functions to be provided under this TOE organizational concept include technical leadership, casualty operations support, R5 operations support, and data analysis, reconciliation, and reporting support required during tactical combat or peacekeeping operations. The HR Company may also provide command and control to postal and R5 elements as required. This organizational concept is intended to provide both direct and general (area) human resources support to all personnel within its assigned area of responsibility and be flexible enough to accommodate a fluid and changing area of responsibility during the course of deployment.

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f. This organizational concept integrates emerging human resources doctrine from the Adjutant General School and other Training and Doctrine Command agencies and captures recent decisions made within the Chief of Staff Army (CSA), the TRADOC CG, Army Secretariat, HQDA G-1, and the Commandant of the Adjutant General School relating to human resources support providers. 5. Organizational Designs: 5.1 Human Resources Sustainment Center

ORGANIZATIONAL DESIGN - HUMAN RESOURCES SUSTAINMENT CENTER (HRSC)

UEy (ASCC/Theater DCSPER) G1

O6 42B00 O5 42B00 E9 42A5O

OFFICE, CHIEF, HRSC 2/0/1/3

24/7/80/111
R5 Ops Div 2/0/1/3 Postal Ops Div 2/0/3/5
O5 42B00 O4 42B00 E8 42L5O E7 42L4O E4 42L1O 4J 4J F4 F4 F5 4J F4 F5 F5 O4 53A00 W3 420A E7 25B4O

Plans & Opns Div 1/1/1/3

O5 42B00 E8 42A5O W5 420A O5 42B00 E8 42A5O E4 42A10

HR Svc Div 1/0/2/3

O5 42B00 W4 420A0 E8 42A5O

Cas Ops Div

1/1/1/3
O5 42B00 O4 42B00 E8 42A5O

HRIM Div
1/1/1/3

O4 42B00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O E3 42A1O

Tm A

1/0/5/6

O4 42B00 O3 42B00 W4 420A E7 42A4O E6 42A3O (3) E4 42A1O (2) E3 42A1O O4 42B00 O3 42B00 W4 420A E7 42A4O E6 42A3O (2) E5 42A2O E3 42A1O (3)

Tm A

2/1/7/10

O4 42B00 E6 42A3O E5 42A2O (2) E4 42A1O (2) E3 42A1O

Tm A

1/0/6/7

O4 42B00 W4 42OA E7 42A4O E6 42A3O (2) E5 42A2O (2) E4 42A1O (4) E3 42A1O (2)

Tm A

1/1/11/13

O3 42B00 E7 42L4O E5 42L2O E4 42L1O

1/0/3/4

Tm A

O3 42B53 E5 42F2O E4 42F1O E5 25B2O

1/0/3/4

Tm A

O4 42B00 E7 42A4O E6 42A3O E5 42A2O E4 42A1O E3 42A1O

Tm B

Tm B

1/0/5/6

2/1/7/10

O4 42B00 E6 42A3O E5 42A2O (2) E4 42A1O (2) E3 42A1O

1/0/6/7

Tm B

O4 42B00 W4 42OA E7 42A4O E6 42A3O (2) E5 42A2O (2) E4 42A1O (4) E3 42A1O (2)

Tm B

1/1/11/13

O3 42B00 E7 42L4O E5 42L2O E4 42L1O

4J F4 F5 F5

Tm B

1/0/3/4

O3 42B53 E5 42F2O E4 42F1O E5 25B2O

1/0/3/4

Tm B

FIGURE 1. Human Resources Sustainment Center a. The HRSC is and existence based, multi-functional, and modular unit that integrates human resources support at the execution level as defined by the UEy Commander through their G-1, and provides technical supervision to the Human Resources (HR) Company and any attached HR, Postal and R5 Platoons. The HRSC sustains combat power and synchronizes functional responsibilities within its geographical area. Through its assigned and attached units, the HRSC provides essential human resources support to deployed forces operating within the UEy area of operation. This organization requires 50 percent mobility.

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b. The HRSC consists of an Office of the Chief, HRSC, a Plans and Operations Division, Human Resources Services Division, Casualty Operations Division, R5 Division, Postal Operations Division, and a Human Resources Information Management Division. The HRSCs flexible, modular design increases the commander's ability to tailor human resources support based upon the number of soldiers supported and METT-TC. c. General functions of the HRSC include providing leadership and technical guidance to assigned HR Companies in the UEy AO, coordinating HR, Postal, and R5 unit geographical dispersion and placement, ensuring communication, connectivity, and resource support for HR units, and integrating HR, postal, and R5 activities to ensure efficient sharing of key data impacting each respective area. d. The HRSC supports the deployment of and deploys as part of the UEy. e. The HRSC does not have the resources to conduct security operations. f. The HR Company and any attached Platoons have limited resources. For operations over extended periods the units will require additional chaplain, legal, logistics and transportation, medical, communication-electronics, and communications security support. e. When any type of HR Platoons (HR, Postal Services, Postal Operations, or R5) or teams are force projected without their Company, they rely on the supported unit for chaplain, legal, logistics and transportation, medical, communication-electronics, and communications security support. 5.2 Human Resources Company

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ORGANIZATIONAL DESIGN HUMAN RESOURCES COMPANY

HQs HR COMPANY 6/4/33/43
12003G000

CMD SEC 2/0/1/3

HQ SUPPORT SEC 0/0/8/8

SUP SGT CHEM OPS NCO AUTO LOG SGT LT WHEEL VEC MECH ARMORER PWR-GEN EQUIP REP SIG SUP SYS SPEC HR SGT E7 92Y E6 74D E5 92A E4 63B E4 92Y E4 52D E4 31U E5 42A

R5 PLANS AND OPERATIONS SECTION 1/0/4/5

HR OFF NCOIC HR SGT HR SPC HR SPC O3 42B E6 42A E5 42A E4 42A E3 42A

TECHNICAL FIELD OPERATIONS SECTION 1/3/10/14

TECH FIELD OPERATIONS SEC OIC 03 42B NCOIC E8 42A CASUALTY OPS MIL PER TECH W2 420 HR SGT E5 42A HR SPC E4 42A DATA ACCURACY OIC W2 420 SR HR SGT E8 42A HR INFO MGT E5 42F INFO SYS OPS E5 74B INFO SYS OPS E4 74B HR SERVICES OIC W2 420 HR SGT E5 42A HR SPC E4 42A HR PFC E3 42A

CDR/DEP AG 04 42B XO 03 42B 1SG E8 42A

POSTAL PLANS AND OPERATIONS SECTIONS 1/1/4/6

TM LDR PER TECH NCOIC HR SGT HR SPC HR SPC O3 42B4J W3 420A E6 42AF4 E5 42AF5 E4 42AF5 E3 42AF5

FORCE PROJECTION TM 12507GD00 1/0/6/7

TM LDR 02 42B CASUALTY OPS TM NCOIC E6 42A HR SPC E4 42A HR INFO TM NCOIC E5 42F INFO SPC E4 42F HR EMER SVC TM NCOIC E6 42A HR SPC E4 42A

FIGURE 2. Human Resources Company a. The HR Company is a workload, command and control-based, multi-functional headquarters that provides essential human resources support for deployed forces. It provides command and control and integrates human resources support at the execution-level as defined by the UA S-1, or the UEx or UEy G-1. b. The HR Company is a modular, scalable, flexible organization capable of providing responsive, sustained support across the full spectrum of military operations with the minimum number of personnel located within the battlespace. It is able to transition quickly between changes in its multi-functional mission, is employable at UEx and higher echelons, and is fully functional in the Army Force, Joint, inter-agency, and multinational environment. The modular design increases the commanders flexibility to tailor human resources support in the Companys assigned area of responsibility. This organization requires 100 percent mobility for the Force Projection Team and 50 percent mobility for the remainder of the company. c. General functions of the HR Company include providing technical guidance, leadership, and command and control for any assigned Platoons (HR, Postal Sevices, Postal Operations, and/or R5), supporting any UA S-1s (area support basis), executing G-1 guidance for AG functions in the UEx, responding to congressional inquiries, ensuring housing, safety, feeding, and support to HR soldiers, providing mentorship and technical guidance to human resources leaders, and providing focus on essential HR tasks by phase of operation (soldier and unit readiness, strength accounting and

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personnel accountability, replacement/return-to-duty operations, postal operations, essential human resources services, and MWR). d. The HR Company has an early deploying, 100% mobile Force Projection Team, which enables positive accounting for all personnel entering or exiting an assigned area of operations plus provides essential human resources services and casualty operations support. Modular support provided by any assigned multi-functional Platoon can be employed independently for short periods to provide additional, more broadly based support to the Force Projection Team and the BCT until the Human Resources Company is fully deployed to its area of operations. One or more modular teams from the assigned Platoon may be attached to the Force Projection Team or to another deploying Human Resources Platoon to provide additional human resources support. e. The HR Company consists of a Command Section, a Headquarters Support Section, a Technical Field Operations Section, a Postal Plans and Operations Section, an R5 Plans and Operations Section, and a Force Projection Team. It can also have from two to six Platoons (HR, Postal Services, {Postal Operations, and/or R5) assigned. f. The Command Section, consisting of a Commander, an Executive Officer, and a First Sergeant, plans, supervises, and monitors the activities of the HR Company and is aided by the Headquarters Support Section. The Command Section provides leadership to any attached platoons. g. The Headquarters Support Section provides limited maintenance and logistics support to the HR Company. h. The Technical Operations Section is a multi-functional grouping of leaders (officer, warrant officer, and NCO) providing the functional and technical expertise to effectively coordinate, synchronize, and lead the critical battlefield functions required for effective human resources support. Oversight responsibilities include all aspects of human resources support functionality such as casualty reporting, personnel accountability, replacement accountability and integration operations, postal operations, and others. i. The Force Projection Team is intended for use as an immediate/early deployer to capture of information on soldiers, civilians, and contractors arriving and departing the area of operations. This is a small, 100% mobile, mission-essential, multi-functional team capable of providing critical human resources support (i.e. accountability, essential human resources services, and casualty reporting). The Force Projection Team, though self-contained for short periods, relies almost totally on the supported unit for all classes of supply and support. Should the tactical situation exceed the capability of the Force Projection Team, additional personnel, teams, or platoons can be deployed to provide necessary support. It is critical that the Force Projection Team is deployed in the earliest stages of tactical or peacekeeping operations to ensure accurate personnel accountability and other human resources support are provided.

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5.3 Human Resources Platoon

ORGANIZATIONAL DESIGN HUMAN RESOURCES PLATOON

HUMAN RESOURCES PLT 1/0/38/39 12517GA00

PLATOON HQ SEC 1/0/1/2

PLT LDR PLT SGT 02 42B E7 42A

CASUALTY OPS SEC 0/0/2/2

SEC SGT E5 42A HR SPC E4 42A

DATA ACCESS/ REPORTING/ANALYSIS SEC 0/0/3/3

SEC SGT E6 42A HR SGT E5 42A INFO SYS OPR-ANALYST E4 25B

HR SERVICES SEC 0/0/5/5

SEC SGT HR SGT HR SPC HR SPC E6 42A E5 42A E4 42A E3 42A (2)

CASUALTY TM 12507FA00 0/0/2/2 0/0/2/2 0/0/2/2 0/0/2/2

HR INFO TM 12507FB00 0/0/2/2 0/0/2/2 0/0/2/2

TM SGT E5 42F (3) HR INFO SYS MGMT SPC E4 42F (3)

HR SER TM 12507FC00 0/0/5/5 0/0/5/5 0/0/5/5

TM SGT E5 42A (3) HR SPC E4 42A (3) HR SPC E3 42A (9)

TM LDR E4 42A (3) HR PFC E3 42A (3)

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FIGURE 3. Human Resources Platoon a. The HR Platoon is a multi-functional, workload-based organization. Each platoon can support up to 6,000 personnel. The HR Platoon is 50 percent mobile and can also be deployed for short periods to augment independently operating UAs but is reliant upon that UA for support. The HR Platoon provides essential human resources functions and services and consists of four sections: Platoon Headquarters, Casualty Operations, Data Access, Reporting, and Analysis Section, and an Essential Services Section. b. Casualty Operations functions include casualty data collection, casualty reporting, casualty information reconciliation, patient tracking, casualty support and training to S-1s, information link to casualty mail, line of duty investigations, advise on casualty awards, and management of casualty teams. c. Data Access, Reporting, and Analysis functions include maintaining DIMHRS tables, collecting, validating, reconciling, processing, and storing critical information for soldiers, civilians, and contractors, conducting analysis for the G-1, ensuring S-1, G-1, HR Company, and higher headquarters software and communication connectivity and information flow for missions, providing readiness support, and providing human resources information and enablers support and training to S-1s. d. Essential Services functions include replacement of identification documents, impact awards and decorations, evaluations, soldier actions, promotions and 15

reductions, liaison with CONUS soldier actions and career management resources (MILPO, PERSCOM, TAG, EREC), reconcile issues between soldiers and CONUS human resources organizations, soldier advice interface, and soldier readiness maintenance. 5.4 R5 Platoon

ORGANIZATIONAL DESIGN- R5 PLATOON

R5 PLATOON

1/0/25/26

HQs SEC

1/0/7/8

TEAM A
0/0/6/6

TEAM B
0/0/6/6

TEAM C
0/0/6/6

O2 42B Platoon Ldr E7 42A Platoon Sgt E5 88N Trans Mgmt NCO E4 88N Trans Mgmt Coord E4 92Y Supply Sp (2) E5 42A HR Sgt E4 42A HR Sp

E6 42A HR Sgt E5 42A HR Sgt E4 42A HR Sp (4)

E6 42A HR Sgt E5 42A HR Sgt E4 42A HR Sp (4)

E6 42A HR Sgt E5 42A HR Sgt E4 42A HR Sp (4)

FIGURE 4. R5 Platoon a. The R5 Platoon is a multi-functional, workload-based organization. Each platoon can process up to 1,000 personnel per day. The R5 Platoon is 50 percent mobile and can also be deployed for short periods to augment independently operating UAs but is reliant upon that UA for support. The R5 Platoon provides support for the tracking and accountability of Reception, Replacement, Re-deployment, Return-to-Duty, and R & R personnel. b. The R5 Platoon consists of a Headquarters Section and three identical R5 Teams (A, B, and C). 5.5 Postal Services Platoon

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ORGANIZATIONAL DESIGN- POSTAL SERVICES PLATOON

POSTAL SERVICES PLATOON
12548GB00

1/0/19/20

HQS SEC 1/0/3/4

O2 42B4J E7 42LF4 E4 52D E4 63B Platoon Ldr Platoon Sgt Pwr-Gen Eqpt Rep Wh Veh Mech

POSTAL SQUAD A 0/0/8/8

E6 42LF4 E5 42LF5 E4 42LF5 E3 42LF5 Pstl Supv Pstl Sgt Pstl Spec (3) Pstl Clk (3)

POSTAL SQUAD B 0/0/8/8

E6 42LF4 E5 42LF5 E4 42LF5 E3 42LF5 Pstl Supv Pstl Sgt Pstl Spec (3) Pstl Clk (3)

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FIGURE 5. Postal Services Platoon a. The Postal Services Platoon is a multi-functional, workload-based organization. Each platoon can support up to 6,000 personnel. The Postal Services Platoon is 50 percent mobile and can also be deployed for short periods to augment independently operating BCTs but is reliant upon that Sustainment Brigade for support. The Postal Services Platoon provides mail handling and postal finance support for all supported units and soldiers. b. The Postal Services Platoon consists of a Headquarters Section and two identical Postal Squads (A, and B). 5.6 Postal Operations Platoon

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ORGANIZATIONAL DESIGN- POSTAL OPERATIONS PLATOON

POSTAL OPERATIONS PLATOON 12548GA00 1/0/27/28

HQS SECTION 1/0/3/4

O2 42B4J E7 42LF5 E4 52D E4 63B Platoon Ldr Platoon Sgt Pwr-Gen Eqpt Rep Wh Veh Mech

POSTAL SQUAD A 0/0/8/8

E6 42LF4 E5 42LF5 E4 42LF5 E3 42LF5 Pstl Supv Pstl Sgt Pstl Spec (3) Pstl Clk (3)

POSTAL SQUAD B 0/0/8/8

E6 42LF4 E5 42LF5 E4 42LF5 E3 42LF5 Pstl Supv Pstl Sgt Pstl Spec (3) Pstl Clk (3)

POSTAL SQUAD C 0/0/8/8

E6 42LF4 E5 42LF5 E4 42LF5 E3 42LF5 Pstl Supv Pstl Sgt Pstl Spec (3) Pstl Clk (3)

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FIGURE 6. Postal Operations Platoon a. The Postal Operations Platoon is a multi-functional, workload-based organization. Each platoon can support up to 36,000 personnel. The Postal Operations Platoon is 50 percent mobile and can also be deployed for short periods to augment independently operating BCTs but is reliant upon that Sustainment Brigade for support. The Postal Operations Platoon provides general postal services, special services, and inbound/outbound processing of bulk mail, redirect, retrograde, casualty and EPW mail processing. b. The Postal Operations Platoon consists of a Headquarters Section and three identical Postal Squads (A, B, and C).

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