text: HR Support and HR Planning Considerations during the Army Strategic Roles
  and MMT) and as the primary integrator between supported units (G-1/S-1) and sustainment organizations
  for external HR support. The HROBs also continue synchronizing non-HR support requirements with other
  sustainment elements and organizations; planning, projecting, and recommending HR support requirements
  for current and future military operations using MDMP; and ensuring the emplacement and displacement of
  HR support organizations are in synchronization with the concept of support plan for PASR, HR support to
  casualty operations, and postal operations during LSCO.
  7-56. In corps support areas, corps G-1/AGs continue to execute procedures IAW ASCC policies and
  procedures in their respective AOR. They continue to review and refine HR plans, strength reporting, casualty
  reporting and tracking, and personnel readiness management as necessary to ensure they report timely and
  essential information to inform replacement priorities set by the ASCC. At some point, a Task Force
  Reconstitution commander is identified and close coordination with that commander is required to support
  reconstitution capabilities.
  7-57. In division support areas, division G-1s continue to execute IAW ASCC and corps policies and
  procedures. They continue to conduct HR planning, strength reporting, HR support to casualty operations
  (casualty reporting), and personnel readiness management as necessary to ensure they report essential
  information to inform replacement priorities.
  7-58. In brigade support areas, subordinate brigade and battalion S-1s across the battlefield continue to plan,
  provide, and coordinate the delivery of HR support, services, or information to all assigned/attached
  personnel within their HQ and subordinate battalions or companies. Their primary focus during LSCO is
  PASR and casualty reporting which directly affects the personnel readiness management functions
  supporting replacement and reorganization operations. They accomplish these tasks by monitoring,
  collecting, and verifying HR related information and then reporting the information in the appropriate HR
  system of record. Human resources support information directly impacts the commander’s COP as it pertains
  to combat capability (for example, crew status, personnel shortages, and unit strengths). They continue
  coordinating with higher HQ S-1/G-1/AGs and the HROB SPO for external HR assets and support as
  necessary. During operational pauses, or as the commander directs, HR support may also include EPS or
  Army band support for morale and welfare, recognizing cultural and historical traditions, and memorial and
  ceremonial events.
  HR PLANNING CONSIDERATIONS BY ECHELON FOR LARGE-
  SCALE COMBAT OPERATIONS (DEFENSIVE/OFFENSIVE)
  7-59. The following paragraphs, listed from strategic to tactical level, include HR planning considerations
  by echelon for LSCO (defensive/offensive).
  HQDA G-1
  7-60. Human resources planning considerations for the HQDA G-1 during LSCO (defensive/offensive) may
  include, but are not limited to––
  * HR support to replacement operations:
   Ensure readiness of personnel to serve the needs of the Army across the range of military
  operations.
   Continue coordination with HQDA, DCS G-3/5/7 to determine manning levels and turbulence
  thresholds for units within the operational force, operational depth, and generating force to
  include the institutional Army.
   Continue providing integration and synchronization to identify/provide filler/personnel
  replacement requirements for each OPLAN (ASCC responsible).
  * HR support to casualty operations:
   Determine if the Army’s casualty reporting policy capacity meets current casualty reporting
  requirements.
   Implement new Army casualty reporting policy that meets current casualty reporting
  requirement capacity, as needed.