by order of the air national guard...

BY ORDER OF THE

CHIEF, NATIONAL GUARD BUREAU

AIR NATIONAL GUARD INSTRUCTION

36-2110

1 SEPTEMBER 2017

Personnel

THE HUMAN RESOURCE ADVISOR

PROGRAM

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and forms are available for downloading on the e-Publishing

website at www.e-Publising.af.mil

RELEASABILITY: There are no releasability restrictions on this publication

OPR: NGB/CFD

Supersedes: ANGI36-2110,

28 October 2011

Certified by: NGB/CFD

(Col Kerry Lovely)

Pages: 30

This instruction establishes procedures for the Air National Guard Human Resource Advisor

Program. It implements AFPD 36-70 and AFI 36-7001, Diversity, and includes references to Air

Force institutional competencies. It also implements strategies aligned with the goals of

Executive Orders 13583 & 13714. These documents serve as the common language for Diversity

& Inclusion, Force Development, and Force Management efforts. It defines ANG policy on

authorizations, selections, tenure, duties, and responsibilities of the HRA position. It is

applicable to all HRAs. This instruction applies to all ANG personnel, Active Guard Reserve

(AGR), civilian employees and/or members who are in Federal status. This publication requires

the collection and or maintenance of information protected by the Privacy Act of 1974

authorized by Title 10, U.S.C., Section 8013. The applicable Privacy Act SORN F036 AF A is

available at http://dpclo.defense.gov/privacy/SORNs/component/airforce. Refer

recommended changes and questions about this publication to ANG Office of Diversity

Operations (NGB/CFD), using the AF Form 847, Recommendation for change of Publication.

Ensure that all records created as a result of processes prescribed in this publication are

maintained in accordance with AFMAN 33-363, Management of Records, and disposed of in

accordance with the Air Force Records Disposition Schedule (RDS). The ANG Chief of

Diversity or HRA Program Manager are the approval authorities for exceptions for any part of

this publication. Refer to Appendix for a glossary of references and supporting information.

http://www.e-publising.af.mil/

http://dpclo.defense.gov/privacy/SORNs/component/airforce

2 ANGI36-2110 1 SEPTEMBER 2017

SUMMARY OF CHANGES

Substantial changes have been made to this instruction. Major changes include, removal of

references to State HRA positions, updated training requirements, SEI information, Field

Leadership structure and operation, councils, reporting procedures, and changes to recognition

guidance.

Chapter 1— INTRODUCTION 4

1.1. Purpose.................................................................................................................... 4

1.2. Scope. ...................................................................................................................... 4

1.3. Program Guidelines. ............................................................................................... 4

Chapter 2— PRIMARY HRA POSITION DUTIES AND RESPONSIBILITIES 6

2.1. Primary Responsibilities and Duties of the HRA Program Manager: .................... 6

2.2. Primary Responsibilities and Duties of the Wing Human Resource Advisor: ....... 7

Chapter 3— HRA PROGRAM PRIMARY TEAM RELATIONS 10

3.1. Responsibilities of the Chief of ANG Office of Diversity Operations ................... 10

3.2. Responsibilities of the Wing Commander. ............................................................. 10

3.3. Responsibilities of State and Wing Command Chief Master Sergeant................... 11

3.4. Responsibilities of Recruiting & Retention. ........................................................... 11

3.5. Responsibilities of First Sergeants. ......................................................................... 11

3.6. Responsibilities of Equal Opportunity .................................................................... 11

Chapter 4— HRA ELIGIBILITY, SELECTION, VALIDATION AND TERM OF

APPOINTMENT 13

4.1. Eligibility ................................................................................................................ 13

4.2. Selection.................................................................................................................. 13

4.3. Validation................................................................................................................ 14

4.4. Term of Appointment. ............................................................................................ 14

Chapter 5— HRA REGION REPRESENTATIVE AND FIELD LEADERSHIP 16

5.1. Purpose.................................................................................................................... 16

5.2. Responsibilities of the HRA Region Representatives. ............................................ 16

5.3. Responsibilities of the Field Leader. ...................................................................... 16

ANGI36-2110 1 SEPTEMBER 2017 3

5.4. Criteria for selecting Region Representatives and Field Leaders. .......................... 17

Chapter 6— METRICS AND STATISTICAL TREND ANALYSIS 18

6.1. Purpose and methods. ............................................................................................. 18

Chapter 7— FUNDED RESOURCES FOR HRA DUTY PERFORMANCE 19

7.1. Responsibilities. ...................................................................................................... 19

7.2. Discretionary NGB/CFD funded resources: ........................................................... 19

Chapter 8— RECOGNITION PROGRAM 20

8.1. HRA Award Types. ................................................................................................ 20

8.2. Nomination Submission. ......................................................................................... 20

8.3. Submission Instructions. ......................................................................................... 21

Attachment 1— GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 22

Attachment 2— HRA VALIDATION LETTER SAMPLE (GENERATED BY THE HRA

PROGRAM MANAGER) 25

Attachment 3— SAMPLE OF HRA APPOINTMENT LETTER (GENERATED BY THE

APPOINTING WING AND SENT TO THE HRA PROGRAM MANAGER) 26

Attachment 4— NGB FORM 840, HRA MEMBER DATA INFORMATION FORM –

SAMPLE 27

Attachment 5— HRA EXTENSION LETTER – SAMPLE (GENERATED BY THE

APPOINTING WING AND SENT TO THE HRA PROGRAM MANAGER) 29

Attachment 6— WING HRA DUTIES AND RESPONSIBILITIES CHECKLIST 30


Chapter 1

INTRODUCTION

1.1. Purpose. To provide Air National Guard (ANG) unit leadership with policy, guidance and

direction on the ANG Human Resource Advisor (HRA) Program. Direction and success of the

program are dependent upon accountability and proper utilization of the positions as authorized

under the HRA Program. This instruction is developed as a guide for the command function.

1.2. Scope. The HRA Program was instituted to serve the interests of all members in the ANG,

officer, enlisted, and civilian, through the whole life cycle of their careers. With its focus on

diversity, inclusion, development, and force management advising, it also serves the interests of

the entire ANG organization in the pursuit of the best talent available regardless of gender, race,

background, economic status, and life experience. The HRA is a dynamic resource charged with

advising Commanders and support positions on programs within the above focus areas. The

Chief of ANG Office of Diversity Operations (NGB/CFD) will establish primary duties for a

Program Manager and procedures for additional positions at subordinate levels. The HR MVA

hiring process as indicated IAW ANGI 36-6 determines the selection and tour length of the

Program Manager. The Program Manager serves as the functional manager for all HRA positions

authorized at the Wing level. The Program Manager validates the appointed HRAs to ensure

compliance with ANG Manpower requirements. Each Wing is authorized one HRA position

designated on their Unit Manning Document (UMD).

1.3. Program Guidelines. HRAs advise and assist ANG senior leadership on strategic

initiatives that directly affect organizational culture, compliance with DoD, AF, and ANG

diversity & inclusion guidance, force development/management requirements, and on overall

talent management of all Airmen in the ANG.

1.3.1. Diversity & Inclusion. HRAs are charged with helping increase mission readiness

through statistical analysis of the organization and using the results of that analysis to deploy

training, promote mentorship, communicate programmatic and career progression

information, and report results to the senior leadership of the organization. Effective

strategies include participating in the deliberate development of Airmen from accession to

positions of leadership and to increase retention rates of the highest quality personnel.

Diversity, which includes all Airmen and DoD civilian employees, focuses on the

organization and its people and purports that differences add value to the entire organization

and contribute to effective mission accomplishment.

1.3.2. Force Development. HRAs are trained and equipped to advise and contribute

towards the professional development of airmen who will collectively leverage the

cumulative strengths of the ANG. This process provides leadership focus at all levels in an

Airman’s career and seeks to ensure all Airmen have the same access to such developmental

opportunities. Effective leaders can only be created through an iterative process of

development involving education, training, and expeditionary operations seasoned with

experience and ongoing mentoring by more experienced leaders. HRAs become certified in

instruments useful to this leadership developmental process.

1.3.3. Force Management. Strategy and decisions with regard to force management relies

heavily on accurate data and information. HRAs partner with Force Support Squadron (FSS),


Equal Opportunity (EO), Command Chief (CCM) both Wing and State, and Recruiters and

Retention Office Managers (ROM) to provide guidance in the defined life cycle for the

management of human resources. This covers the point at which recruits enter military

service, their preparation and training for contributing meaningful service, their continuous

motivation and, finally, their formal release from military service with honor and dignity.


Chapter 2

PRIMARY HRA POSITION DUTIES AND RESPONSIBILITIES

2.1. Primary Responsibilities and Duties of the HRA Program Manager: The Program

Manager serves as the functional manager for all HRA positions.

2.1.1. Provide resources, policy oversight, guidance, and support to ensure all HRAs are

properly trained and equipped.

2.1.2. Develop and implement training initiatives to provide basic job performance skills;

develop and implement subsequent follow-on training as required to maintain proficiency

and experience.

2.1.2.1. Coordinate an annual HRA training event which includes job related field

training and region breakout training sessions.

2.1.2.2. Coordinate a two-week HRA Orientation Course based on field demand and

turnover.

2.1.2.3. Provide guidance and coordinate other training events for certifications,

leadership development, and other advanced training opportunities to equip HRAs for

excellence in all the challenging aspects of their role.

2.1.3. Appoint and sustain a Region Representative and Field Leadership team.

2.1.3.1. Support Region Representative and Field Leadership teleconferences and face-

to-face meetings.

2.1.4. Validate newly appointed HRA packages IAW HRA Program Instruction guidance.

2.1.4.1. Upon validation, generate and send a validation acknowledgement memorandum

to the Wing CC, Wing CCM, NGB/A1MR and HRA Region Representative. (See

Attachment 1)

2.1.5. Ensure alignment with overall DoD, AF, and ANG instructions and directives relating

to HRA program areas of focus.

2.1.6. Recommend policies, guidelines, and procedures to the DANG, and ANG Chief of

Diversity for HRA program effectiveness, ensuring alignment with overall ANG programs

and directives.

2.1.7. Be knowledgeable and proficient in ANGRC Staff Actions to effectively advance

HRA Program and ANG Diversity initiatives and communicate with ANG leadership.

2.1.8. Coordinate with NGB A1 & FM to ensure sufficient fiscal, manpower, and policy

resources are available for maximum HRA program effectiveness.

2.1.9. Formulate annual budget requirement for support to the HRA program. Receive and

distribute days and dollars to Wings where validated needs are determined and resources are

available.

2.1.10. Review all annual Goals and Objectives (GO) Plans and HRA Annual Reports to

ensure HRA initiatives are aligned with Program Guidelines. (See Paragraph 1.3)


2.1.10.1. Utilize these reports to recognize Diversity & Inclusion efforts, successes, and

identifiable needs across the regions.

2.1.11. Interact and engage with ANGRC and CF leadership on behalf of ANG Diversity

and the HRA Program.

2.1.12. Assist in coordinating and attend relevant conferences, workshops, and councils of

known and potential benefit to the HRA Program.

2.1.13. Coordinate with ANG Office of the Command Chief and ANG First Sergeant

Functional Manager with regard to ANG Force Development CONOPS, Enlisted Leadership

Symposium, and other Airmen developmental efforts.

2.1.14. Actively participate on councils charged with executing strategic diversity &

inclusion initiatives, to include active membership and representation on the ANG Diversity

Committee and the national Joint Diversity Executive Council (JDEC).

2.1.15. Support and assist in the development of other councils and influential leadership

groups, to include (but not limited to) ANGRC Diversity Council, ANG CAIB-IDS, and the

ANGRC Chiefs’ Group.

2.1.16. Develop and conduct HRA Program briefings for ANGRC Senior Leadership,

Commander’s Development Course, Chief’s Executive Course, DoD Agencies, and other

entities as requested.

2.2. Primary Responsibilities and Duties of the Wing Human Resource Advisor: The HRA

is appointed by the Wing Commander and serves on the Commander’s staff as the advisor on

Diversity and Inclusion (D&I) initiatives and is engaged in bringing that D&I perspective to

Wing force development and force management interest areas.

2.2.1. Develop and maintain liaison and facilitate team relations with the Wing Commander,

Vice Wing Commander, Executive Officer, Equal Opportunity, State and Wing Command

Chief Master Sergeant, Chiefs Group, Unit Career Advisors, Wing First Sergeants,

Recruiters & Retention Office Manager, Chaplains, Airmen Family Support Services,

Yellow Ribbon Program Coordinator, Wing Sponsor Program Monitor, FM leaders,

CAIB/IDS, and other entities.

2.2.2. Assist in the development of and actively participate in a Wing Level Council to

address diversity & inclusion initiatives throughout the Wing.

2.2.3. Develop cultural competencies to lead and facilitate diversity & inclusion initiatives.

2.2.3.1. Practice continuous improvement of diversity at the Unit/State level, in the area

of education, briefings, marketing, and promoting initiatives to enhance the mission.

2.2.3.2. Actively participate, facilitate, and promote activities designed to contribute to a

culturally diverse organization. (e.g. Four Lenses, Leadership Challenge Program, 7

Habits; etc.)

2.2.4. Actively participate in the creation of the Wing Strategic Plan.

2.2.5. Work in conjunction with Wing Leadership on all boards and selection committees to

ensure fairness and equity.

2.2.6. Foster an organizational culture of formal and informal mentoring.


2.2.6.1. Promote mentoring and development through use of development planning tools

(e.g. MyVector) and through face-to-face meetings with airmen.

2.2.6.2. Leverage the Wing Sponsorship Program to create a vehicle for mentorship.

2.2.6.3. Assist the Wing Sponsor Program Monitor in connecting newcomers to effective

sponsors.

2.2.7. Conduct Group/Squadron briefings regularly to promote HRA Program initiatives.

2.2.8. Facilitate Force Development opportunities for optimum growth of all Airmen.

2.2.9. Work with local organizations to ensure that the Unit/State is reaching out to a diverse

population to strengthen community partnerships.

2.2.10. Promote and be knowledgeable of pertinent references to AFI 36-2618, The Enlisted

Force Structure (The Little Brown Book).

2.2.11. Develop and execute a Fiscal Year (FY) Goals and Objectives (GO) Plan, which is

relevant, measurable and aligned with the Wing CC vision and mission goals as well as the

focus areas outlined in paragraph 1.3 of this instruction. The GO Plan is reviewed and signed

by Wing CC, then submitted to the HRA Program Manager and respective Region

Representative at the beginning of each FY.

2.2.11.1. GO Plan must include the following focus areas:

2.2.11.1.1. GO Plan Goal #1: Diversity & Inclusion

2.2.11.1.2. GO Plan Goal #2: Force Development

2.2.11.1.3. GO Plan Goal #3: Force Management

2.2.11.2. The Wing HRA GO Plan is communicated to the Wing CCM.

2.2.12. Develop an Annual Report (AR) by the end of every FY. The AR is a roll-up of

efforts and activities outlined in the FY GO Plan. It is reviewed by the Wing Commander

and Region Representative then submitted to the HRA Program Manager.

2.2.13. Create and submit monthly activity reports to the respective Region Representative.

Activity reports should include events & activities facilitated, briefings conducted, & projects

initiated that align with the FY GO Plan. Reports should be submitted NLT the last day of

each month.

2.2.14. Analyze statistics and surveys for trends effecting HRA focus areas. (see chapter 6)

2.2.15. Develop and maintain an HRA Continuity Book to include (electronic version

authorized):

2.2.15.1. HRA Appointment Letter

2.2.15.2. GO Plan (Current and prior year)

2.2.15.3. Annual Report (Current and prior year)

2.2.15.4. Current ANGI 36-2110

2.2.16. Participate in HRA monthly telecom huddles; minimum four per year.


2.2.17. Notify the HRA Program Manager and Region Representative of any changes to the

HRA8position including but not limited to extensions, vacancies, and promotions.

2.2.18. Upon initial appointment, Wing HRAs will create an official biography in the

standard Air Force format and obtain an official photo (in service dress). Both official

biography and photo are to be submitted to the Regional Representative and the HRA

Program Manager.


Chapter 3

HRA PROGRAM PRIMARY TEAM RELATIONS

3.1. Responsibilities of the Chief of ANG Office of Diversity Operations (NGB/CFD).

3.1.1. Participate in Diversity and Inclusion strategy and policy development with senior

leadership in DoD, AF, and ANG, and channel information to HRA Program as appropriate.

3.1.2. Serve as co-chair with the DANG on the ANG Diversity Committee, and coordinate

the schedule, agenda, content, and participants for ANGDC meetings.

3.1.3. Establish primary duties for the HRA Program Manager and procedures for additional

positions at subordinate levels.

3.1.4. Provide mentoring, assistance, and guidance on training initiatives, policies and

procedures that affect the HRA Program.

3.1.5. Provide approval authority for HRA Program FY funding.

3.2. Responsibilities of the Wing Commander.

3.2.1. Appoint the HRA and serve as a role model in awareness of how effective diversity

benefits the organization and leads to innovation, solutions to complex challenges, and other

improved team performance towards mission accomplishment.

3.2.2. Include HRA among trusted senior leadership roles in the Wing.

3.2.3. Participate in base-wide and community events promoting diversity, force

development, and mentoring.

3.2.4. Foster diversity & inclusion initiatives that produce respect throughout the unit.

3.2.5. Charter, support, and provide resources to councils charged with executing strategic

diversity & inclusion initiatives.

3.2.6. Work closely with the HRA to stay attuned and supportive of DoD, AF, ANG, and

base diversity initiatives.

3.2.7. Ensure command taskings, vision, and mission are captured in the Wing FY GO Plan.

3.2.8. Make position selections and promotions with respect to Air Force Core Values using

an objective and transparent process that includes all eligible members and yields results of

best qualified candidates being chosen.

3.2.8.1. Ensure all selection boards are comprised of members who reflect the diversity

of the candidates.

3.2.9. Work towards ensuring demographically diverse representation in officer and SNCO

ranks.

3.2.10. Identify and work to remove career progression barriers for all Airmen and civilian

employees in the organization.

3.2.11. Ensure effective utilization of the HRA position. The HRA shall not be assigned

duties other than those contained in section 2.2 of this instruction.


3.3. Responsibilities of State and Wing Command Chief Master Sergeant.

3.3.1. Mentor the HRA in senior leadership functions.

3.3.2. Collaborate closely with the HRA and Wing First Sergeant to identify diversity and

force management issues and trends.

3.3.3. Identify diversity related barriers to readiness, training, utilization, morale, technical

and professional development, and quality of life of all enlisted members in the organization.

3.3.4. Promote and help assure balance in the SNCO corps to reflect organizational

demographics that fairly represent all airmen.

3.3.5. Promote and encourage diversity in recruiting, award board selections, promotions

and retention.

3.3.6. Work closely with the HRA and promote diversity & inclusion program initiatives.

3.3.6.1. Remain highly visible and supportive of base diversity initiatives.

3.3.7. Review and provide input for the Wing FY GO Plan.

3.3.8. Collaborate closely with the HRA Program Manager on projected HRA vacancies,

advertised HRA positions, and newly appointed HRA selections.

3.3.8.1. Provide documentation supporting new HRA appointments.

3.3.8.2. Ensure the advertised HRA position is sent to the HRA Program Manager. (See

Chapter 4)

3.4. Responsibilities of Recruiting & Retention.

3.4.1. Partner with the HRA to identify gaps in underrepresented demographic populations

and focus efforts to attract best available talent eligible in those markets.

3.4.2. Attend recruiting opportunity based community and cultural events when possible to

build relationships for future opportunity.

3.4.3. Promote the ANG to all demographic segments of the community.

3.4.4. Collect statistics, identify, and review trends affecting Recruiting and Retention as it

pertains to eligible diverse populations.

3.5. Responsibilities of First Sergeants.

3.5.1. Ensure all Airmen are provided feedback for growth and mentored for future

opportunities.

3.5.2. Communicate diversity related issues to the HRA for executable action.

3.5.3. Ensure that recognition and awards programs are fair and equitable to all airmen.

3.5.4. Act as a role model in action, words, and deeds in the area of diversity.

3.5.5. Assist the HRA in educating personnel on diversity initiatives and promote diversity

in roll calls and briefings.

3.5.6. Partner with the HRA to mentor all airmen.

3.6. Responsibilities of Equal Opportunity


3.6.1. Create a culture free from unlawful discrimination and harassment. Instruct and

include the HRA in Barrier Analysis and efforts identified to remove barriers that hinder

airmen success.

3.6.2. Facilitate diversity related training as part of EO guidance.

3.6.3. Enlist assistance of the HRA in promoting special emphasis/observance programs and

events.

3.6.4. Collaborate with the HRA on sharing and analyzing State/Unit statistics.

3.6.5. Partner with the HRA on the creation of locally developed questions to be used in the

DEOCS.


Chapter 4

HRA ELIGIBILITY, SELECTION, VALIDATION AND TERM OF APPOINTMENT

4.1. Eligibility

4.1.1. The authorized grade for the Wing HRA is E-8, Senior Master Sergeant (SMSgt). A

promotable E-7 is eligible for the position and is to be promoted upon validation of the

submitted package. Incumbents selected to fill HRA positions cannot be selected at a current

grade less than one grade below authorized grade.

4.1.1.1. Once in the position, HRAs may be selected for E-9 promotion under the Stripes

for Exceptional Performers (STEP II).

4.1.2. Member will have a minimum of two years retainability from the date of validation.

4.1.3. Applicant may be any AFSC; member’s Primary AFSC must be compatible with the

grade authorized. The HRA position is unique to the ANG. HRAs retain their Primary Air

Force Specialty Code (PAFSC) for administrative purposes only, while serving in the HRA

position.

4.1.4. Active Guard Reservists (AGRs) are not militarily compatible and are ineligible to fill

the HRA position. The HRA positions are controlled grade positions funded for Drill Status

Guard members (DSGs). NGB/CFD and the HRA Program Manager control all HRA

positions and grades. Refer to ANGI 36-2101, sec 2.20, for assignment guidelines for E-8s.

4.1.4.1. Full time military Technicians may be eligible to fill the HRA position. Waiver

authority resides with HRA Program Manager and must be granted prior to movement of

the selectee in to the HRA position.

4.1.5. The HRA shall be the sole incumbent of the position. The HRA position cannot be

double slotted.

4.1.6. HRAs have a SEI designator (1HR) that should be added to their military record using

AF Form 2096. Forms are submitted through the Wing FSS for processing.

4.2. Selection.

4.2.1. Vacancy announcement shall be posted for no less than 60 days, over at least two

Regularly Scheduled Drill (RSD) periods, to ensure widest possible dissemination.

4.2.2. Selection boards will be held for all HRA positions. The board will interview all

eligible candidates and stratify names to the Wing Commander for final approval. It is

recommended that the board be comprised of a minimum of three of the following

individuals:

4.2.2.1. Region Representative

4.2.2.2. Wing Commander or representative Chairperson selected by the Wing

Commander

4.2.2.3. Wing HRA (outgoing, as a non-voting member)

4.2.2.4. Wing First Sergeant


4.2.2.5. Wing Equal Opportunity Officer

4.2.2.6. State or Wing Command Chief Master Sergeant

4.2.2.7. Any member of the Wing Chiefs Council

4.2.3. Upon selection, an HRA appointment letter (See Attachment 2), a member Data Sheet,

(See Attachment 3), and a Report on Individual Person (RIP) will be submitted to the HRA

Program Manager. Submit all documents electronically as one package.

4.3. Validation.

4.3.1. The Wing submits the HRA selection package to the HRA Program Manager for

validation to include the following:

4.3.1.1. Appointment letter signed by the Wing Commander. (See attachment 2)

4.3.1.1.1. Request PAFSC of the incumbent is added to the Unit Manning Document

for the HRA position. The member’s PAFSC must be compatible with the grade

authorized. All requests shall include the valid Unit Manning Document (UMD)

position number.

4.3.1.2. Current Report of Individual Personnel (RIP) within 30 days of package

submission.

4.3.1.3. HRA Member Data Information Form NGB Form 840. (See attachment 3)

4.3.1.4. Send electronic submission of validation documents as one package. All official

letters must be signed. Digitally signed documents are authorized.

4.3.2. Validation is granted upon approval from the HRA Program Manager. The Wing

UMD is updated by NGB/A1M once the HRA Program Manager provides the change

request to them.

4.3.3. The HRA Program Manager will send a validation acknowledgement memorandum to

the Wing CC, Wing CCM, and HRA Region Representative notifying them of the completed

UMD move.

4.3.3.1. The “assigned to position” date will align with the date on the validation

acknowledge-ment memorandum – not the date on the Wing appointment letter.

4.3.4. Attendance at the ANG HRA Orientation Course within 12 months of appointment to

the Wing HRA position is mandatory. Failure to complete the course requirements within 12

months of validation can result in removal from the position.

4.3.4.1. Any HRA promoted as a result of selection to the HRA position who does not

attend the HRA Orientation Course within the required timeframe can be removed from

the position and demoted to their previous grade.

4.4. Term of Appointment.

4.4.1. Length of the initial tour for the HRA position will be three years. If the Wing

Commander is satisfied with the progress of the program, within nine months prior to the end

of the initial tour completion date, the Wing Commander may request an extension of one,

two, or three years for the incumbent.


4.4.1.1. Upon completion of the initial three years, Wing leadership may consider

reviewing the candidate pool to ensure the best candidate continues to serve in the HRA

position. The incumbent HRA could be allowed to re-complete for the position.

4.4.2. Total length of appointment within an HRA position is not to exceed six years.

Exception: upon coordination with the HRA Program Manager, Wing HRAs selected for

promotion under the Stripes for Exceptional Performers (STEP II) will have their maximum

term limit date adjusted to match the STEP II over grade expiration date. The Wing

Commander will make extension requests on official letterhead nine months prior to the end

of an incumbent’s tour expiration. NOTE: If 6 years is exceeded, skill level may be

downgraded IAW AFI 36-2101, Classifying Military Personnel, Chapter 4.

4.4.3. Upon completion of the tour, the individual may be carried as an over grade asset for

24 months, with the concurrence of NGB A1/PP in accordance with ANGI 36-2101.


Chapter 5

HRA REGION REPRESENTATIVE AND FIELD LEADERSHIP

5.1. Purpose. The HRA Program adopted the seven (7) regions used for the Joint Diversity

Executive Council (JDEC) and Enlisted Field Advisory Council (EFAC). Regions are subdivided

as needed so that Region Representatives will have no more than nine (9) Wings of

responsibility. Each Field Leadership team member will be assigned no more than four (4)

regions. Both positions serve a main purpose in ensuring program continuity and assisting Wing

HRAs in the implementation and management of the HRA program. Region Representatives and

Field Leadership team members work under the guidance, leadership, and authority of the HRA

Program Manager and will communicate needs and actions to the HRA Program Manager as

necessary.

5.2. Responsibilities of the HRA Region Representatives. The HRA Program Manager will

appoint a Wing HRA, in an additional duty capacity, to provide support and leadership to an

assigned region. Region Representatives will:

5.2.1. Represent their respective regions to the ANG Diversity Committee by addressing

issues and requirements that cannot be addressed by the HRA Program Manager.

5.2.2. Provide NGB/CFD updates on regional activities and significant events.

5.2.3. Assist the HRA Program Manager at the HRA Orientation Course, conferences and

development workshops as requested.

5.2.4. Deliver on-going communication with information that impacts and enhances program

initiatives to the HRAs within their region.

5.2.5. Advise assigned Field Leader of program challenges within their region.

5.2.6. Coordinate supplemental HRA professional development training within their Region.

5.2.6.1. At minimum, Region Representatives are required to conduct one annual Region

workshop either in-person or via teleconference.

5.2.7. Provide ongoing mentorship to HRAs within their region.

5.2.8. Notify the assigned Field Leader of projected changes in HRA positions within their

region.

5.2.9. Make Staff Assistance Visits (SAVs) as requested or recommended by HRA Program

Manager or senior leadership in the state.

5.2.10. Track HRA monthly activity reports. Request, review, and provide feedback on GO

Plans and ARs from HRAs within their region.

5.2.11. Provide a quarterly report to the HRA Program Manager summarizing efforts,

successes and identifiable needs across their region.

5.3. Responsibilities of the Field Leader. Each Field Leader serves as the focal point between

the Region Representative and the HRA Program Manager. The Field Leader serves in this

position in an additional duty capacity. Field Leaders will:


5.3.1. Advise HRA Program Manager of program challenges and best practices within their

regions.

5.3.2. Notify the HRA Program Manager of projected changes in HRA positions within their

region.

5.3.3. Assist the HRA Program Manager with HRA Orientation Course facilitation along

with any additional scheduled workshops or formalized training and/or Region

breakouts/conferences.

5.3.4. Provide guidance to Region Representatives in developing, enhancing and

implementing supplemental HRA professional development training.

5.3.5. Assist Region Representatives with Staff Assistance Visits (SAVs) as requested or

recommended by HRA Program Manager or senior leadership in the state.

5.4. Criteria for selecting Region Representatives and Field Leaders.

5.4.1. The HRA Program Manager is the sole selecting and removal authority for Region

Representatives and Field Leaders.

5.4.2. Region Representatives must have one-year experience after HRAOC as a Wing

HRA.

5.4.3. Field Leaders must have one-year experience as a Region Representative.

5.4.4. Minimum length of initial appointment for both positions is one (1) year.

5.4.5. Three (3) months prior to transition, the HRA Program Manager will begin the

process to select a new Region Representative / Field Leader.

5.4.6. HRAs will submit a resume, biography, and letter of intent to the HRA Program

Manager for both positions.

5.4.7. The HRA Program Manager can collaborate with the Field Leadership team prior to

selection of Region Representatives.


Chapter 6

METRICS AND STATISTICAL TREND ANALYSIS

6.1. Purpose and methods. Individuals serving as leaders in the HRA position capture and

provide demographic and statistical data related to Wing personnel and surrounding communities

annually or as requested. This data can be used for trend analysis, recruiting and retention, and

diversity & inclusion efforts.

6.1.1. The data will supplement the GO Plan and any existing State or Wing Strategic Plans

if applicable. The source of information will be documented in the footer of the report by

date, time and source. The following fields can be added to the State/Wing report:

6.1.1.1. Demographics: Race, Gender, Ethnicity, Age, Rank, Education, Time-in-Service

6.1.1.2. Enlisted Force Development: Total Enlisted End Strength by Wing(s),

Percentage Cumulative Professional Military Education (PME) Enrolled & Graduates,

Community College of the Air Force (CCAF) Degree, Bachelor Degree, Post-Graduate

Degree (Masters, Ed, PhD)

6.1.1.3. Officer Force Development: Total Officer End Strength by Wing(s), Percentage

Cumulative Professional Military Education (PME) Enrolled & Graduates, Post-Graduate

Degree (Masters, Ed, PhD)

6.1.2. Reports by category (officer & enlisted): The following report types can be generated

by the HRA:

6.1.2.1. Accessions (Race, Gender, Ethnicity, AFSC, prior service, non-prior service,

rated, non-rated language skills)

6.1.2.2. Recruitment (Race, Gender, Ethnicity, AFSC, prior service, non-prior service,

rated, non-rated language skills)

6.1.2.3. Airman Comprehensive Assessment (ACA)

6.1.2.4. Enlisted/Officer Performance Review

6.1.2.5. Recognition

6.1.2.6. Promotion


Chapter 7

FUNDED RESOURCES FOR HRA DUTY PERFORMANCE

7.1. Responsibilities. By virtue of the responsibilities held by this position, it is critical the

HRA be provided the following Wing funded resources:

7.1.1. Dedicated (not shared) desk space with active land line and file cabinet for storing

materials.

7.1.2. Laptop or Tablet with VPN capability.

7.1.3. Mobile phone; providing HRAs with communication options between RSDs.

7.1.4. The HRA may ask the Wing for additional days and dollars to attend specific

functions that directly relate to program related responsibilities.

7.2. Discretionary NGB/CFD funded resources:

7.2.1. Funding may be used for events that provide program related refresher training and

continuity training.

7.2.1.1. If available, NGB/CFD will issue Annual or Special Training days to augment

Wing Annual Training (AT) days. In addition, NGB/CFD can provide funding to be used

exclusively for HRA travel expenses approved by NGB/CFD.

7.2.2. NGB/CFD funding may be used for HRA Program materials.


Chapter 8

RECOGNITION PROGRAM

8.1. HRA Award Types.

8.1.1. HRA of the Year (HRAOY). This award recognizes the accomplishments and

contributions of the HRA to their Wing and community. All HRAs are eligible to compete

for this award. Nominate candidates for FY period of 1 October through 30 September.

8.1.2. HRA Legacy Award. This award recognizes nominees who have served a minimum

of three years in the HRA position, demonstrate excellence in support of the HRA Program,

operationalizing diversity/inclusion in the ANG, and contributing to ongoing Airmen

development and mission readiness, and continue to add significant value to the HRA

Program beyond the local (unit) level and beyond the initial HRA term of service.

8.2. Nomination Submission.

8.2.1. Use the AF IMT 1206, Nomination for Award. Write-up will be limited to 30 lines

(including headers), single-spaced, and size 12 font, use point paper or talking paper format

(bulleted, short statements, or key points). Nominations will include specific facts,

achievements, and examples showing the individuals are exceptional. Achievements should

distinguish the member from his or her peers.

8.2.1.1. Mandatory Headings. ―Leadership and job performance in Primary Duty.”

Describe significant leadership accomplishments and define the scope and level of

responsibilities and the impact on the mission. Include any new initiatives or techniques

developed by the member that positively impacted the unit and/or the mission. Include

results of inspections and/or evaluations. Include any awards received. “Significant Self-

Improvement.” Show how the member developed or improved skills related to primary

duties; e.g., formal training, certifications, off duty education related to primary duties,

and so forth. Include completion of any professional military education (PME) as well as

awards earned in residence. Include any off duty education not directly related to primary

duties; e.g. class, course degree enrollment and/or completion, grade point average. Cite

any other relevant training or activity that significantly enhanced the member’s value as a

military citizen. “Base or Community Involvement.” Define the scope and impact of the

member’s positive leadership and involvement in both the military and civilian

community. Include leadership, mentorship, or participation in professional military

organizations, associations, and events.

8.2.2. Statement of Release, must read verbatim: ― “I DO or DO NOT (circle one) agree to

the use of privacy act information in the nomination narrative. This information may include

privacy act information or personally identifying information (PII) found in AFI 33-332,

Privacy Act Program, Chapter 6, disclosing records to third parties. I understand those

transmitting personal information will exercise caution and adequately safeguard it IAW AFI

33-332.

8.2.2.1. The announcement message or any publicity regarding the award nomination

will contain no privacy act information other than name, rank, and base of assignment.”

8.2.3. Nominee will sign letter of intent.


8.2.4. Submit a letter of Endorsement indicating the accomplishments and contributions

demonstrated by the nominee endorsed by the Wing CC and CCM.

8.2.5. Submit nominee biography, IAW the Tongue & Quill AFH 33-337.

8.2.6. Send a current Report of Individual Personnel (RIP) with each individual nomination;

the report date should be within 30 days of package submission.

8.2.7. Completed nomination packages are reviewed by The Adjutant General, or a

designated representative, and must include a records review memorandum prior to

submission to NGB/CFD.

8.3. Submission Instructions.

8.3.1. States may submit only one nomination for the Wing HRAOY. States may submit

multiple nominations for the HRA Legacy Award.

8.3.2. Submit nomination package electronically to the HRA Program Manager.

8.3.3. Award winner and Chain of Command will be notified NLT 30 days following award

selection.

L. SCOTT RICE, Lieutenant General, USAF

Director, Air National Guard


Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

Air National Guard Policy Memorandum – Ancillary Training, 01 September 2014

AFI 36-7001, Diversity, 20 July 2012

AFI 33-332, Air Force Privacy and Civil Liberties Program, 12 January 2015

AFI 36-2618, The Enlisted Force Structure, 27 February 2009

AFI 36-2706, Equal Opportunity Program, Military and Civilian, 05 October 2010

AFI 36-2101, Classifying Military Personnel, 25 June 2013

AFPD 36-70, Diversity, 13 October 2010

AFH 33-337, The Tongue and Quill, 27 May 2015

ANGI 36-2109, The ANG Command Chief Master Sergeant Program, 02 June 2010

ANGI 36-2101, Assignments within the ANG, 10 April 2012

Adopted Forms

AF Form 847, Recommendation for Change of Publication

AF IMT 1206, Nomination for Award

Abbreviations and Acronyms

A1M—Personnel/Manpower

AFSC—Air Force Specialty Code

AGR—Active Guard Reservist

ANG—Air National Guard

ANGDC—ANG Diversity Committee

AR—Annual Report

AT—Annual Training

CC—Commander

CCAF—Community College of the Air Force

CCM—Command Chief Master Sergeant

CFD—ANG Office of Diversity Operations

CNGB—Chief National Guard Bureau

DANG—Director Air National Guard

DSG—Drill Status Guardsman


EO—Equal Opportunity Office

GO Plan—Goals and Objectives Plan

GSU—Geographically Separated Unit

HRA—Human Resource Advisor

HRAOC—Human Resource Advisor Orientation Course

HRAOY—Human Resource Advisor of the Year

IAW—In Accordance With

MVA—Military Vacancy Announcement

NCO—Noncommissioned Officer

NCOA—Noncommissioned Officer Academy

NGB—National Guard Bureau

PAFSC—Primary Air Force Specialty Code

PME—Professional Military Education

RIP—Report on Individual Person

RSD—Regularly Scheduled Drill

SAV—Staff Assistant Visit

SEI—Special Experience Identifier

SME—Subject Matter Expert

SNCO—Senior Noncommissioned Officer

SNCOA—Senior Noncommissioned Officer Academy

ST—Special Training

STEP II—Stripes for Exceptional Performers

TAG—The Adjutant General

TIG—Time in Grade

TIS—Time in Service

UMD—Unit Manning Document

Terms

Air National Guard (ANG)—The Federally recognized militia (air component) of each state,

the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands and Guam.

Diversity—(Air Force definition) A composite of individual characteristics, experiences and

abilities consistent with the Air Force Core Values and the Air Force Mission. Air Force

diversity includes but is not limited to: personal life experiences, geographic background, socio-

economic background, cultural knowledge, educational background, work background, language


abilities, physical abilities, philosophical/spiritual perspectives, age, race, ethnicity and gender.

Diversity encompasses:

(1) Demographic Diversity—inherent or socially defined personal characteristics, including

age, race/ethnicity, religion, gender, socioeconomic status, family status, disability, and

geographic origin

(2) Cognitive/Behavioral Diversity—differences in styles of work, thinking, learning and

personality.

(3) Organizational/Structural Diversity—organizational/institutional background

characteristics affecting interaction, including Service, component, and occupation/career field.

(4) Global Diversity—intimate knowledge of and experience with foreign languages and

cultures, inclusive of both citizen and non-citizen personnel, exchange officers, coalition

partners, and foreign nationals with whom we interact as part of a globally engaged Air Force.

Note:—This concept of diversity is to be tailored as specific circumstances and the law require.

Air Force diversity initiatives complement, but remain separate and distinct from Air Force

Equal Opportunity and compliance programs/activities. Air Force diversity is voluntary and

grounded on building equity and mutual respect among all personnel.

Equal Opportunity—It is against AF policy (AFPD 36-27, Equal Opportunity) for any Airman,

military or civilian, to unlawfully discriminate against, harass, intimidate or threaten another

Airman on the basis of race, color, religion, sex, national origin, age, disability, genetic

information, reprisal or any other non-merit factors prohibited by statute, regulation, or

Executive Order.

Mentor—A trusted counselor or guide, normally a senior person with a professional relationship

to someone less experienced. A mentor is a counselor, coach, motivator, and/or role model.

Someone who has a sincere desire to enhance the success of others and volunteers time to help a

mentee.

Personnel Force Development—Advise and assist in the professional development of Airmen

who will leverage the collective strengths of the ANG. This process provides leadership focus at

all levels in an Airman’s career. Leaders at all levels can only be created through an iterative

process of development involving education, training, and expeditionary operations seasoned

with experience and ongoing mentoring by more experienced leaders.

Personnel Force Management—Advise and assist in the defined life cycle for the management

of human resources covering the point at which recruits enter military service, their preparation

and training for contributing a meaningful service, their continuous motivation and, finally, their

formal release from military service with honor and dignity.


Attachment 2

HRA VALIDATION LETTER SAMPLE (GENERATED BY THE HRA PROGRAM

MANAGER)

Figure A2.1. HRA Validation Letter Sample.

MEMORANDUM FOR 151 WING/CC

FROM: NGB/CFD-HRA PROGRAM

SUBJECT: Wing Human Resource Advisor (HRA) Selection-Validation

1. Your request to appoint SMSgt ________ as the Wing HRA is approved. Thank you for

selecting this senior NCO to serve in the HRA position. SMSgt ______ initial tour in this

SMSgt/E-8 billet will run from __________.

2. SMSgt ______ meets all the selection requirements as specified in ANGI 36-2110.

His/Her addition to your Unit Manning Document will be completed by A1MR once the

validation has been completed. His/Her ______ PAFSC will become the DAFSC for the

HRA position on your UMD (Position #_______) with the Duty Title of Human Resource

Advisor. The next scheduled orientation _________ at Joint Base Andrews, MD.

3. The HRA network is divided into 7 Primary Regions, 13 total sub-regions. The

______Wing is in Region __, Regional Representative is SMSgt __________, with the ____

FW, __. SMSgt _______ is the primary POC on all matters concerning the HRA Program for

Region __. In addition to handling logistical and mission-related issues, she receives all HRA

deliverables for record keeping and reporting to NGB. SMSgt _______ can be reached via

email at [email protected].

4. We look forward to your unit’s continued success with the ANG’s Diversity, Inclusion,

and Force Development/Force Management initiatives.

JANE SMITH, CMSgt, USAF

HRA Program Manager

CC:

Region Representative


Attachment 3

SAMPLE OF HRA APPOINTMENT LETTER (GENERATED BY THE APPOINTING

WING AND SENT TO THE HRA PROGRAM MANAGER)

Figure A3.1. Sample of HRA Appointment Letter.

MEMORANDUM FOR ___ WING/CC

FROM: NGB/CFD-HRA PROGRAM

SUBJECT: Wing Human Resource Advisor (HRA) Selection

1. This letter is to acknowledge the appointment of the 123rd Airlift Wing Human Resource

Advisor. SMSgt Pamela Landy (selectee’s name) is a drill status guard member (DSG) who

meets or exceeds all established criteria and is hereby appointed to the HRA position as of Day

Mon Yr.

2. SMSgt Landy will attend the HRA Orientation Course within the next year as required. The

current DAFSC on the Unit Manning Document is 3V090 (previous HRA’s) and will be changed

by A1MR once validation has been completed to selectee’s PAFSC. The following information

is provided for your records: (please modify to reflect your Unit’s info)

A) PAS Code: H40VXXXX

B) UMD Position #: 012345678Z

C) FAC #: 10A000

D) PAFSC (New HRA’s): 3S091

3. This letter supersedes any previous appointment letter to the same position. (Optional info,

helpful to include – The previous HRA, SMSgt _________, will retire/is moving to another

position… on/about Month Year.)

4. Please contact POC, Command CMSgt (or other) ____________ at 222-333-4444, or email

[email protected] with questions or if other information is needed.

JASON W. BOURNE, Colonel, KYANG

Wing Commander


Attachment 4

NGB FORM 840, HRA MEMBER DATA INFORMATION FORM – SAMPLE

Figure A4.1. NGB FORM 840, HRA MEMBER DATA INFORMATION FORM –

SAMPLE.


Attachment 5

HRA EXTENSION LETTER – SAMPLE (GENERATED BY THE APPOINTING WING

AND SENT TO THE HRA PROGRAM MANAGER)

Figure A5.1. HRA EXTENSION LETTER - SAMPLE

MEMORANDUM FOR: NGB/CFD-HRA Program Manager

FROM: th WG/CC

SUBJECT: Wing Human Resource Advisor Extension Request

Per ANGI 36-2110, 2.2, I concur and endorse the request of SMSgt __________ to continue

as the _____th WG Human Resources Advisor for an additional __ year term. SMSgt

__________ current Wing HRA term expires (month/year). SMSgt _________ is a dedicated

and highly qualified individual who will continue to give the HRA Role 100 % of his/her

time and effort. His/Her commitment to the unit and community is apparent in all that he/she

does. I believe he/she will continue to enhance the overall Wing culture of diversity and

inclusion toward Airmen Readiness and mission accomplishment. Recommend approval for

his/her to continue in the HRA position from _____(DATES)________________.

If additional information is needed my POC is

____________________________________...

Respectfully,

HAROLD G. SANDERS, Colonel, USAF

Wing Commander


Attachment 6

WING HRA DUTIES AND RESPONSIBILITIES CHECKLIST

Table A6.1. WING HRA DUTIES AND RESPONSIBILITIES CHECKLIST.

Complete Responsibility/Task

Initiate and maintain direct communication with the following: Wing Commander,

Vice Wing Commander, Executive Officer, Equal Opportunity, State and Wing

Command Chief Master Sergeant, Chiefs Group, Unit Career Advisors, Wing First

Sergeants, Recruiters & Retention Office Manager, Chaplains, Airmen Family Support

Services, Yellow Ribbon Program Coordinator, Wing Sponsor Program Monitor, FM

leaders, CAIB/IDS, and other entities.

Develop and maintain an HRA Continuity Book IAW para 2.2.14.

Assist in the development of and/or actively participate in a Wing Level Council (e.g.

Diversity, Mentoring, Cultural, Top III, Chiefs, First Sergeant, CAIB/IDS; etc.)

Actively participate in the creation of the Wing Strategic Plan

Promote mentoring and airmen development through deliberate events; e.g. speed

mentoring, team building, leadership training; etc.

Assist the Wing Sponsor Program Monitor in connecting newcomers to effective

sponsors

Develop and execute a Fiscal Year (FY) Goals and Objectives (GO) Plan

1. GO Plan Goal #1: Diversity & Inclusion

2. GO Plan Goal #2: Force Development

3. GO Plan Goal #3: Force Management

Create an Annual Report (AR) showing roll-up of efforts and activities outlined in the

FY GO Plan

Analyze statistics and surveys (DEOCS) for trends - provide briefings to leadership

Actively participate, facilitate, and promote training events that are aligned with the 3

HRA focus areas. (e.g. Four Lenses, Leadership Challenge Program, 7 Habits; etc.)

Participate in HRA monthly telecom huddles; minimum four per year

Submit monthly event activity reports to the respective region representative

Conduct Group/Squadron briefings regularly to promote HRA Program initiatives

by order of the air national guard...

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