text: Chapter 2
  Human Resources Echelons, Organizations, and Staff
  Elements
  Chapter 2 provides an overview and discussion on the mission and employment of HR
  organizations at echelon and staff elements from strategic to tactical levels. Human
  resources organizations and staff elements are designed to be flexible and capable of
  providing and sustaining HR support across the range of military operations.
  SECTION I – OVERVIEW OF STRATEGIC LEVEL HR SUPPORT
  2-1. Strategic-level HR support centers on the shaping and implementation of effective military and civilian
  manpower policy, and HR policies and programs that build sustained personnel readiness across the Army.
  Such policies and programs enable department-level HR agencies and organizations to lead, direct, and
  manage Army HR activities, while working in collaboration with our partners within the human capital
  enterprise. Additionally, strategic HR support maintains oversight and direction for the Army's total force
  management, manpower and workforce management programs extending across the Army (for example,
  Active, National Guard, Reserve [military], civilian, and CAAF). Army HR management oversight and
  direction also extends to training, readiness and mobilization policies, plans and programs affecting the Army
  (Active and RC) with a strong emphasis on all policies and programs pertaining to mobilization,
  demobilization, and accessibility of the RC.
  2-2. At the strategic-level, the Army G-1; Director, Army National Guard (ARNG); and Chief, United
  States Army Reserve (USAR) manage HR support for their respective component. The Assistant Secretary
  of the Army (Manpower and Reserve Affairs) is responsible for the supervision of the manpower, personnel,
  and RC affairs for the Department of the Army. The Civilian Human Resources Agency, a field-operating
  agency of the Army G-1, is responsible for civilian personnel operations. The Army G-1 develops Army
  policy for all HR systems and functions, while the human resources command (HRC) applies and implements
  these policies for military personnel. The IMCOM and the MPSA provide strategic support to the force for
  MWR services and postal operations respectively.
  THE ARMY G-1
  2-3. The Army G-1 is responsible for development, management, and implementation of all manpower and
  personnel plans, programs, and policies throughout the Army. The primary objective of the Army G-1 is to
  ensure readiness of its personnel to serve the needs of the Army across the range of military operations. As
  the principal for human relations of the U.S. Army, the Army G-1 is dedicated to supporting Soldiers,
  civilians, and families and leads programs that build sustained personnel readiness to support the Secretary
  of the Army and the Chief of Staff of the Army.
  HUMAN RESOURCES COMMAND
  2-4. The HRC is the U.S. Army’s manning enterprise that sets conditions for the Army by distributing
  personnel IAW Army priorities and readiness objectives to build and preserve the highest levels of unit and
  Service-level readiness. This direct reporting unit is the functional proponent of the Army G-1 for military
  personnel management (except for the judge advocate general and the chaplain branches) and HR systems.
  The HRC also supports the Director, ARNG and the Chief, USAR, in their management of the Selected
  Reserve. The HRC’s responsibility is to execute career management, sustainment, distribution, and transition
  of personnel to optimize Army personnel readiness, enable leader development, and strengthen an agile and