text: Human Resources (HR) Support
  1-72. Sustainment provides the support necessary to ensure operations continue until mission
  accomplishment. Sustainment also provides the capabilities necessary for maintaining the health of the force,
  as well as the personnel and materiel replacements essential to maintaining combat power. Sustainment
  support that enables prolonged endurance requires the synchronization of the elements of sustainment.
  ARMY EXECUTIVE AGENT RESPONSIBILITIES
  1-73. Executive agent is a term used to indicate a delegation of authority by the Secretary of Defense or
  Deputy Secretary of Defense to a subordinate to act on behalf of the Secretary of Defense (JP 1). Executive
  agent refers to Secretary of Defense directives and instructions to the head of a DOD component (for example,
  the Secretary of the Army is the DOD executive agent for the military postal service [MPS]) to provide
  specific categories of support to other agencies or Service component. The Secretary of Defense designates
  and funds the Army as the executive agent for numerous DOD common support requirements. These
  DOD-level executive agent requirements relate to lead Service responsibilities. Executive agent reduces
  redundancy of common support requirements across the DOD. However, in many cases, lead Service
  requirements will be closely related to the DOD executive agent requirements. The combatant commander
  has the authority to assign the lead Service responsibilities for support that are not executive agent related to
  a Service.
  1-74. The Secretary of Defense or the Deputy Secretary of Defense may designate an executive agent for
  specific responsibilities, functions, and authorities to provide defined levels of support for operational
  missions, administrative, or other designated activities involving two or more DOD components. The
  designation as an executive agent makes that organization responsible for a joint capability.
  SECTION V – OVERVIEW OF HR PLANNING AND OPERATIONS
  1-75. Conducting comprehensive and well-coordinated HR planning is how HR leaders articulate HR
  operations and requirements to support the operational commander’s mission requirements. The military
  decision-making process (MDMP), rapid decision-making and synchronization process, and Army design
  methodology are commonly used planning methodologies which provide a framework to understand the
  situation and mission, develop a course of action (COA), and produce an OPLAN or operation order
  (OPORD) (ADP 5-0). The risk management process aligns with each of these processes to minimize the
  hazards/risk level and ensure decisions are made at the proper level of command. The successful planning of
  HR support identifies and communicates to subordinate HR professionals and unit leaders, the intent,
  expected requirements and achievable outcomes.
  HR PLANNING AND OPERATIONS
  1-76. Effective HR planning and operations necessitate a comprehensive understanding of Army HR and
  sustainment capabilities. This understanding allows HR professionals to better anticipate requirements and
  inform commanders. Human resources professionals must recognize 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.
  1-77. Human resources staff officers at every command level, starting with the battalion S-1, perform HR
  planning and operations. They are also conducted by the HROC aligned to the ASCC G-1/AG, corps G-1/AG,
  and division G-1 sections; the HROB within the ESC DMC, sustainment brigade/division sustainment
  brigade SPO, and DSTB SPO; the HR company; and all divisions within the TPOC. Human resources
  planning is a continual process supporting a commander’s ability to exercise command and control. It
  requires an understanding of how to deliver HR support in the operational environment and requires
  collaboration with other staff elements, HR planners, and HR providers to optimize HR support across
  operational lines. Refer to ADP 5-0, The Operations Process, for more information pertaining to the
  framework used to synchronize HR planning functions which include––
  * Plan – Develop plans that support the operational mission and provide commanders with options
  on how best to use HR assets within their organizations. The HR planner focuses on translating
  the commander’s visualization into a specific COA.