INTRODUCTION. The HR planning and operations core competency provides commanders with the ability to ensure continuous human resources support throughout an operation. HR Planners play an important role in the military decision making process (MDMP) and in executing operations orders; consequently, it is important for you to understand the human resource inputs into decision-making and problem-solving processes. Classroom discussions will introduce you to the HR planning responsibilities and documents, such as personnel (running) estimates and sections of the operation order.
MOTIVATOR. HR staff officers at every command level perform HR Planning and Operations. Effective HR Planning and Operations requires HR providers to have a firm understanding of the full capabilities of HR units and organizations. This understanding allows the HR provider to better anticipate requirements and inform the commander. HR providers must understand how to employ doctrine in any operating environment and be technically competent in the current HR systems, processes, policies, and procedures required to support Soldiers and commanders engaged in full spectrum operations.
NOTE: Inform the students of the Terminal Learning Objective.
The operations process synchronizes the HR planning functions which include:
Plan: Making plans that support the operational mission and providing commanders with options on how best to utilize HR assets within their organizations. The HR planner is focused on translating the commander's visualization into a specific COA.
Prepare: Preparing and setting the conditions for success requires an understanding of the operating environment. HR providers anticipate requirements and set into motion activities that allow the force to transition to execution.
Execution: Making execution and adjustment decisions to exploit opportunities or unforecasted requirements providing commanders with the flexibility required to be proactive.
Assess: Continual assessment allows the HR provider to learn and adapt as new information becomes available that provides a clearer picture of the operating environment.
HR Planning sets the conditions for effective, decentralized HR support to the modular force. Planning activities initially focus on gathering information and mission analysis, then on to development of COAs, the assessment of COAs, and ultimately result in staff recommendations to the commander for decision. The HR Planner receives key HR planning data from many sources. Higher headquarters G-1 guidance, OPLANs, OPORDs, and published guidance is generally the first source. The HR Planner will also find important information in the Army G-1 Personnel Policy Guidance (PPG) and the theater PPG published by either the ASCC G-1 or the Combatant Commander J-1. Other brigade/battalion staff sections also provide useful information to the HR Planner.
In many instances, the HR Planners will have to aggressively pursue critical HR planning data necessary to formulate sound recommendations. For example, postal and PAX flow rates and HR unit rules of allocation are essential to effectively prepare a HR PLANNING CONSIDERATIONS or perform generic HR planning. Some planning guidance is systemic and while other planning guidance will be determined by higher headquarters or the operational condition of the theater.
HR Planners perform the following critical tasks during the planning process:
1. Develop and maintain the HR PLANNING CONSIDERATIONS
2. Identify constraints
3. Identify key facts and assumptions
4. Formulate the concept of support in line with the concept of operation and the commander's intent
5. Determine HR resources require to support the operation by COA
6. Identify specified and implied tasks
7. Prepare, authenticate, and distribute the HR plan in the form of approved annexes, estimates and OPLANs
Meeting the goal of providing efficient and effective HR support relies on the multi-functional HR technician that has the collective knowledge, skills, and ability to focus and apply those skills in support of the Army's most important asset – its people. HR support will continue to be an important element of all military operations. Only those who think strategically, work collaboratively, inspire and lead Soldiers and civilians can achieve the desired outcomes. Other areas which HR personnel should focus on include:
Agile and clear HR policies. HR policies must be clear, encompassing, and flexible enough to apply to the greatest number of personnel and address the widest range of circumstances. They must be adaptable enough to be able to guide and inform personnel in complex and changeable circumstances.
Effective HR practices. HR practices that emanate from the policy-level should be streamlined, intuitive, and able to effect stable and predictable process results.
Competency-based skills. HR personnel must be competent and able to accomplish HR core competencies and essential tasks. Competencies align with the responsibilities, knowledge, skills and attributes needed to fulfill mission requirements. This would entail clear definitions of Soldier and civilian responsibilities and knowledge, skills and attributes – which would provide personnel with clear guidance on what is expected from them and increase objectivity in assessments.
Outcome-oriented. In an environment that measures HR performance, the emphasis is on successful outcomes in fulfillment of mission priorities. While it is important to have effective HR processes and practices in place, it is critical that the ends drive the means.
Leader development. The success of the HR support depends upon leadership at all levels reinforcing the HR principles. Therefore, the Army must devote significant resources to ensure the excellence of the overall workforce.
Operation of HR C2 nodes includes the establishment, operation, and maintaining connectivity to HR data and voice communications nodes needed for HR operations. HR C2 nodes are required to enable HR personnel access to HR databases and should provide access across all commands and echelons, and to higher and lower elements.
This slide depicts just a few of the key enabling systems HR professionals must be able to access.
NOTE: Transition slide.
The MDMP process should be familiar to all of you based on your real-world experiences and previous CCC common core training. The Army has two planning processes: the MDMP and troop leading procedures. Troop leading procedures are used by leaders at company and below (See ADRP 5-0, para 2-65). The MDMP applies to Army units with a staff and during all operations. Following the MDMP process helps commanders and staff organize their thinking, and apply thoroughness, clarity, sound judgment, logic, and professional knowledge in reaching decisions and developing plans. The MDMP is much more than simply selecting a COA. It results in a series of products, including updated running estimates, intelligence products, and control measures needed to execute the operation. ADRP 5-0 (para 2-114) defines control measure as a means of regulating forces or warfighting functions.
Every decision does not require the full MDMP. In fact, the MDMP is often inappropriate for making decision during execution. The MDMP produces a plan or order that establishes numerous instructions to help control a specific operation. These instructions and control measures are based on coordination done during the MDMP process. Many control measures remain unchanged throughout an operation. However, commanders change them when necessary to keep an operation directed towards the end state. When the situation requires a major adjustment to the order, the staff often performs the MDMP in time-constrained environment to change the plan and resynchronize the operation. In other instances, commanders and staffs may not have enough time to perform the MDMP. In these instances commanders, supported by staff, make a decision and develop a quick plan of action.
The commander is in charge of the MDMP and decides what procedures to use in each situation. The planning process hinges on a clear articulation of his battlefield visualization. He is personally responsible for planning, preparing for, and executing operations. From start to finish, the commander's personal role is central: his participation in the process provides focus and guidance to the staff. However, there are responsibilities and decisions that are the commander's alone:
- He issues his initial guidance.
- He approves the restated mission.
- He states his commander's intent.
- He issues subsequent guidance.
- He approves CCIR (Commander's Critical Information Requirements)
- He approves the COA (Course of Action).
- He refines the commander's intent.
- He specifies the type of rehearsals.
- He specifies the type of order to issue.
- He makes all risk decisions.
The time available, his personal preferences, and the experience of the staff drive the amount of his direct involvement. The less time available, the less experienced the staff, generally the greater commander involvement.
The commander uses the entire staff during the MDMP to explore the full range of probable and likely enemy and friendly COAs, and to analyze and compare his own organization's capabilities with the enemy's. The staff effort has one objective-to collectively integrate information with sound doctrine and technical competence to assist the commander in his decisions, leading ultimately to effective plans.
The COS or XO manages, coordinates, and disciplines the staff's work and provides quality control. He must understand the commander's guidance because he supervises the entire process. He ensures the staff has the information, guidance, and facilities it needs. He provides time lines to the staff, establishes brief back times and locations, and provides instructions. By issuing guidance and participating in formal and informal briefings, the commander and the COS/XO guide the staff through the MDMP. Such interaction helps the staff resolve questions and involves the entire staff in the total process. The selected COA and its implementing OPORD are directly linked to how well both the commander and staff accomplish each phase of the MDMP.
(Reference FM 6-01.1)
Knowledge management is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making. Knowledge management supports improving organizational learning, innovation, and performance. Knowledge management processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers.
Knowledge management has three major components:
Knowledge management exists to help commanders make informed, timely decisions despite the fog and friction of operations. It also enables effective collaboration by linking organizations and Soldiers requiring knowledge. Knowledge management enhances rapid adaptation in dynamic operations. It applies analysis and evaluation to information to create knowledge. Since a wide range of knowledge might affect operations, the commander's information requirements may extend beyond military matters. Defining these requirements is an important aspect of knowledge management. Establishing their CCIRs is one way commanders define their information requirements. The CCIRs focus development of knowledge products.
Instructor notes: The purpose of this slide is to provide a technique for the senior HR professional on how to approach analysis of a problem.
The goal is to get the students to understand their role as senior HR professionals so as to assist the commander and staff with situational understanding and ultimately with making optimal decisions.
Instructor Notes: Based on the last two slides there should be some discussion and possibly new awareness by the students as to their role as a field grade officer and in particular during the MDMP.
Possible questions you might ask the students include:
NOTE: MDMP Chart from ADRP, Figure 2-6. Review the seven step MDMP process and facilitate a student-centered discussion on key inputs and outputs.
Step 1 is the receipt of plans, orders, and guidance from higher headquarters or a new mission anticipated by the commander. This step should include the commander's initial guidance and a decision to conduct initial planning, to include timelines. This step concludes with a warning order to the staff or subordinate units.
HR planners will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army's primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities (See ATTP 5-19, Composite Risk Management, for more information). CRM is a five-step process that also serves as an integrating process for the sustainment warfighting function in Army operations. The CRM subjectively quantifies probability and severity through the use of the Army risk assessment matrix leading to a determination of risk level. Risk levels help show relative significance and serve to alert and inform leaders as they make decisions regarding the COA selection and resource allocation. CRM also assists leaders in deciding where and when to apply sustainment assets and information.
During this step HR planners conduct mission analysis. As part of the mission analysis, the mission is clearly stated and the commander provides “commander's intent,” planning guidance and identifies initial commander's critical information requirements (CCIR) and essential elements of friendly information are identified.
NOTE: Facilitate a student-centered discussion on factors HR Planners should consider.
NOTE: Facilitate a student-centered discussion on factors HR Planners should consider.
NOTE: Facilitate a student-centered discussion on the COA Development process.
NOTE: Facilitate a student-centered discussion on the COA Analysis (War Game) Process
NOTE: Facilitate a student-centered discussion on the COA Comparison.
NOTE: Facilitate a student-centered discussion on the COA approval process and commander's intent.
NOTE: Facilitate a student-centered discussion on the Orders Production process. Identify "best practices" and encourage students to share their experiences.
The synchronization matrix is a tool the staff uses to record the results of war-gaming and helps them synchronize a course of action across time, space, and purpose in relationship to potential enemy and civil actions. (ATTP 5-0.1).
The remainder of the matrix is developed around selected war-fighting functions and their subordinate tasks and the unit‘s major subordinate commands.
Reference: (ATTP 5-0.1).
Conduct a check on learning and summarize the learning activity.
As an HR Planner, you are developing HR input during the MDMP process for COAs to support an upcoming operation. What are some of the tangible and intangible HR support factors you would consider during the Mission Analysis phase of MDMP?
REFERENCE: FM 1-0, para 6-2
NOTE: Inform the students of the Terminal Learning Objective.