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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.
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
4 ANGI36-2110 1 SEPTEMBER 2017
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),
ANGI36-2110 1 SEPTEMBER 2017 5
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.
6 ANGI36-2110 1 SEPTEMBER 2017
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)
ANGI36-2110 1 SEPTEMBER 2017 7
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.
8 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 9
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.
10 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 11
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
12 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 13
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
14 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 15
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.
16 ANGI36-2110 1 SEPTEMBER 2017
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:
ANGI36-2110 1 SEPTEMBER 2017 17
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.
18 ANGI36-2110 1 SEPTEMBER 2017
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
ANGI36-2110 1 SEPTEMBER 2017 19
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.
20 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 21
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
22 ANGI36-2110 1 SEPTEMBER 2017
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
ANGI36-2110 1 SEPTEMBER 2017 23
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
24 ANGI36-2110 1 SEPTEMBER 2017
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.
ANGI36-2110 1 SEPTEMBER 2017 25
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
26 ANGI36-2110 1 SEPTEMBER 2017
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
ANGI36-2110 1 SEPTEMBER 2017 27
Attachment 4
NGB FORM 840, HRA MEMBER DATA INFORMATION FORM – SAMPLE
Figure A4.1. NGB FORM 840, HRA MEMBER DATA INFORMATION FORM –
SAMPLE.
ANGI36-2110 1 SEPTEMBER 2017 29
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
30 ANGI36-2110 1 SEPTEMBER 2017
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