Personnel Services Delivery Redesign
by Lieutenant CoLoneL Christopher b. niChoLs
O ne of the many questions I come across in my
travels is this: Why did the Adjutant General
Corps give up its personnel support battalions?
The answer is rather simple, but the effects of that deci-
sion are still being discovered by sustainment units
and HR planning and operations customer service. The
brigade S–1s also provide policy, procedures, and training
information and oversight to the battalion S–1 sections
within the brigade as directed by the brigade commander
and defined by the division, corps, and Army service
today. component command (ASCC) G–1s and Army policy.
The simple answer is that the Army has transformed • Providing the brigade S–1 section with all of the
into a brigade combat team/brigade-centric force, restruc- system accesses and permissions needed to enter data
turing brigades to have the organic capabilities they into or receive data from the top of the HR system (the
need to accomplish assigned tasks. The long answer is Army Human Resources Command and the Defense
that the human resources (HR) community was told to Finance and Accounting Service), without having to go
reduce its support command and control footprint on the through intermediate steps at the division, corps, and
battlefield, and the Army's transformation to brigade- ASCC G–1s.
centric operations allowed for the transfer of the func- • Providing the capability to communicate digitally via
tions of the personnel service battalion to the brigade NIPR (Unclassified but Sensitive Internet Protocol Router),
S–1. The HR community’s restructuring,
called personnel services delivery rede-
sign (PSDR), has affected all echelons
HR Tasks and Functions
of the Army structure, from battalion to X XX
theater levels. S–1 G–1
The fundamental characteristics of ● Human resources (HR) plans and
● Plans, coordinates, integrates, and
PSDR are— operations executes HR support.
● Provides technical support to sub-
• Empowering commanders to pro- ● Personnel accountability and strength
Reporting ordinate HR branches and HR companies.
vide HR support to Soldiers with organic ● Personnel readiness management (PRM)
● Executes personnel accountability,
casualty, postal, and R5 operations.
HR assets, thereby furnishing Soldiers ● Brigade combat team (BCT) reception,
replacement, return to duty, rest and ● Establishes the theater casualty
with specific support at brigade and bat- recuperation, and redeployment (R5) assistance center.
● Establishes linkages to Military Postal
talion S–1 sections. ● Personnel information management
● Casualty reporting and management Service Agency and Joint Military Postal
• Eliminating the requirement to pull ● Awards and decorations
personnel service capabilities from an ● Evaluations
● Utilization and assignments
external structure (the old personnel ● Uniform Code of Military Justice actions
support battalions) to support brigade ● Morale, welfare, and recreation (MWR)
deployments; this was accomplished by program
● Soldier readiness
creating robust brigade and battalion S–1 ● Soldier actions and applications
Sustainment ● SPO HR plans and operations branch
sections. ● Semicentralized promotions