text: Chapter 7
   Evaluate collaboration points.
   Evaluate individual and collective tasks.
   Establish mock APOs.
   Train on the Automated Military Postal System using a training ZIP Code.
   Train on the DTAS, DCIPS, Tactical Personnel System, Very Small Aperture Terminal, and
  the Interactive Personnel Electronic Records Management System.
   Utilize non-HR specific systems (for example, Command Post of the Future).
   Attend regional HR and sustainment conferences.
   Attend regional multi-echelon, multi-component net centric mission readiness exercises and
  mission rehearsal exercises in Active, Reserve, and ARNG communities.
   Participate in exercises as an observer/controller/mentor.
   Provide sample situational training exercises for use by leaders to develop training exercises
  for their units.
   Establish training and evaluation outlines to provide the training criteria for tasks that the unit
  must master to perform critical wartime operations. These training criteria orient on the levels
  of collective training executed by the unit. Each outline can be applicable to one or more
  operations.
   Train postal platoons to be multi-functional (capable of personnel accounting and casualty
  reporting missions).
   Participate in early planning conferences for all major exercises to ensure HR support is
  exercised in a realistic manner to replicate the scope and scale of HR (for example, PERSTAT
  and personnel requirements report submission, casualty reporting fully implemented, non-unit
  replacement operations only occur if coordinated and realistic).
  HR LEADER DEVELOPMENT
  7-27. Development of HR leaders must include training that enables them to properly understand and plan
  all HR functions during LSCO. Human resources leaders must ensure HR operations can continue in
  conditions of degraded or denied networks to include cyber and electronic warfare environments. Trained
  HR leaders will be able to perform HR operations and communicate HR operational impacts of manning, in
  concert with battle tracking to ensure commanders have a shared understanding of combat power. During
  LSCO, comprehension of HR operations and manning allows commanders to make rapid and informed
  operational decisions based on the manning resources of the force.
  7-28. Human resources leader development in a non-deployed environment is driven by ADRP 1-03. Brigade
  S-1s must ensure subordinate battalion S-1s develop individual and collective task lists and assess training
  tasks and objectives at least quarterly. Additionally, brigade S-1s must validate or coordinate for validation
  of all battalion S-1 training assessments. Listed below are some key areas HR leaders can train on to ensure
  mission success during LSCO.
  * Understand and plan the mission:
   Train on the operations process (Plan, Prepare, Execute, and Assess).
   Understand and execute planning horizons, short-range planning and execution, mid-range
  planning, and long-range planning.
   Train on the execution of the MDMP.
   Train on the execution of the rapid decision-making and synchronization process.
   Know what HR, postal, and casualty input goes into OPORDs.
   Use the orders process to ensure coordination with other staff and support elements to
  accomplish HR operations.
  * Degraded or denied networks:
   Coordinate with higher echelons to receive reporting requirements during periods of degraded
  or denied communications.
   Conduct battle drills that require reporting with little to no connectivity.