OUR MISSION  |  To provide civilians with the resources and support needed to enhance their professional skills and career prospects, fostering a skilled workforce for USAG Humphrey and a successful future for individuals.

OUR VISION  |  Driving USAG Humphrey’s civilian workforce toward excellence, offering transformative opportunities for growth and development, and becoming the preferred destination for those seeking to advance their careers and serve their country.

WELCOME LETTER

Welcome to the USAG Humphreys Family!

On behalf of the entire USAG Humphreys family, I am delighted to extend a warm and enthusiastic welcome to you as you join our team here in South Korea. We are thrilled to have you as a new member of our organization and look forward to the valuable contributions we know you will bring. At USAG Humphreys, we take immense pride in our diverse and dedicated workforce, and you are now an integral part of this community. Your skills, experiences, and unique perspective will undoubtedly enhance our collective strength, and we are excited to collaborate with you to achieve our shared goals.

As you embark on this new chapter of your career, please know that we are committed to providing you with the necessary support and resources to excel. Our organization values professional growth and development, and we encourage you to take full advantage of the opportunities that will be available to you during your time here.

In addition to the professional growth, we believe in fostering a supportive and inclusive work environment. USAG Humphreys is not just a workplace; it is a community. We encourage you to engage with your colleagues, participate in our various programs, and immerse yourself in the vibrant culture of South Korea.

Here are a few fun facts about South Korea:

  • Mountains and More: South Korea is known for its stunning natural landscapes, including lush mountains and pristine beaches. You'll have the opportunity to explore these breathtaking sceneries during your stay.
  • Rich History: South Korea boasts a rich cultural heritage, with ancient temples, palaces, and historic sites scattered throughout the country. Don't miss the chance to discover the fascinating history that surrounds you.
  • Cuisine Delights: Korean cuisine is famous worldwide for its delicious and diverse flavors. Be sure to try local specialties like bibimbap, kimchi, and bulgogi at the many excellent restaurants in the area.
  • Hallyu Wave: South Korea is at the heart of the global Hallyu (Korean Wave) phenomenon, including K-pop music, Korean dramas, and more. You might find yourself becoming a fan of these cultural exports during your time here.

Here are a few local favorite spots:

  • Songtan Entertainment District (SED): Located near the Osan Air Base, Songtan is a lively district known for its vibrant nightlife. You can find an array of restaurants, bars, and clubs where you can socialize and enjoy delicious Korean cuisine and international dishes.
  • Lake Pyeongtaek: If you're looking for a tranquil escape, Lake Pyeongtaek is a serene spot to unwind. You can enjoy leisurely walks along the lakeside, have a picnic, or rent a paddleboat to explore the calm waters.
  • Yongjusa Temple: Immerse yourself in Korean culture and history by visiting Yongjusa Temple. This ancient temple, located in the nearby city of Hwaseong, is known for its beautiful architecture and serene atmosphere.
  • Namsan Seoul Tower: Located in the heart of Seoul, Namsan Seoul Tower offers panoramic views of the city. It's a perfect place to visit with friends and family, especially at sunset when the city lights up.
  • Gyeongbokgung Palace: Step back in time and visit Gyeongbokgung Palace, a symbol of Korea's rich history. Explore the grand architecture, beautiful gardens, and witness the changing of the guard ceremony.
  • Insa-dong: Dive into the cultural heart of Seoul by visiting Insa-dong. This lively neighborhood is known for its traditional teahouses, art galleries, and bustling markets where you can find unique souvenirs.

Your first day with us marks the beginning of an exciting journey, and we are confident that you will find your time here both professionally rewarding and personally enriching. Once again, welcome to the USAG Humphreys family. If you have any questions or need assistance with anything, please do not hesitate to reach out to us or your supervisor.

We look forward to seeing all that you will accomplish and wish you a successful and fulfilling career with us. Once again, welcome and it is great to have you on board.

Best regards,

Your Workforce Development Team

Before you Arrive

ONBOARDING

 

SPONSOR

A sponsor typically plays a crucial role in helping newcomers, such as new employees or personnel, navigate the organization and their new roles. Here what to expect:

  • Orientation and Onboarding: Sponsors often help new employees become acclimated to their workplace by providing an initial orientation. They might explain the organization's culture, values, and policies, and help the new employee complete required paperwork.
  • Answering Questions: Sponsors serve as a point of contact for new employees to ask questions. They can provide information about the organization's structure, job responsibilities, and any other queries the newcomer may have.
  • Mentoring and Guidance: Sponsors often provide ongoing support and guidance. They may mentor the new employee, offering advice and insights based on their own experience within the organization.
  • Networking: Sponsors can help newcomers build their professional network within the organization. They might introduce the new employee to key colleagues and explain the roles of different departments or teams.
  • Resource Sharing: Sponsors can direct new employees to resources within the organization, such as training programs, professional development opportunities, and support services.
  • Monitoring Progress: Sponsors may track the progress of the new employee and offer feedback or assistance in achieving their goals. The role of a sponsor is to make the onboarding process smoother, help the new employee feel welcomed, and ensure they have the necessary support and information to succeed in their new role.

USEFUL DOCUMENTS/LINKS

 

NEW EMPLOYEE

Your role as a new employee is pivotal in shaping your own successful integration and overall performance. Here are some keys to your success:

  • Orientation and Learning: Actively participate in the onboarding process by attending orientation sessions, training, and informational meetings. Take the initiative to learn about the organization's culture, values, and policies.
  • Ask Questions: Don't hesitate to seek clarification and ask questions. This demonstrates your interest and commitment to understanding your role and the organization.
  • Engagement: Be engaged and open to the opportunities provided during the onboarding process. Participate in team-building activities and engage with colleagues to build professional relationships.
  • Adaptability: Be open to change and adapt to the organization's practices and procedures. Flexibility is valuable during the transition period.
  • Professionalism: Maintain a high level of professionalism in your interactions with colleagues, supervisors, and clients. Punctuality, respect, and a positive attitude go a long way.
  • Goal Setting: Set clear goals and expectations for your role within the organization. Discuss these with your supervisor to ensure alignment.
  • Feedback and Improvement: Welcome feedback and use it as an opportunity for personal and professional growth. Make an effort to continuously improve your skills and performance.
  • Networking: Take the initiative to build your professional network within the organization. This involves connecting with colleagues, attending relevant meetings and events, and seeking mentorship if available.
  • Compliance: Adhere to the organization's policies, procedures, and ethical standards. Ensure you are aware of and follow all rules and regulations.
  • Self-Advocacy: If you encounter challenges or need support, don't hesitate to communicate your needs to your supervisor or HR. Self-advocacy is an important skill in your professional journey.
  • Positive Contribution: Strive to make a positive contribution to the organization. Be proactive in identifying opportunities for improvement or innovation within your role.
  • Long-Term Planning: Think about your long-term career goals within the organization. Discuss these with your supervisor and seek guidance on how to achieve them.

In essence, the role of a new employee is to actively engage in their own onboarding and integration, contribute to the organization, and continuously work toward personal and professional growth within their role. Being proactive, adaptable, and committed to success are key aspects of this role.

USEFUL DOCUMENTS/LINKS

 

POLICIES & REGULATIONS

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While You Are Here

EDUCATION & TRAINING

 

TO BE COMPLETED BY ALL NEW EMPLOYEES

  • Antiterrorism Training (AT) Level I: Click on the Course Catalog tab, enter US007 and click Search. Employees can then enroll in Level I Antiterrorism Awareness Training.
  • EEO Anti-Harassment and No FEAR Training: Once logged in, search for the training by clicking Course Catalog and enter 203A (non-supervisors) or 203B (supervisors) in the Course Number section. Once the registration has been approved, employees will receive an email and the training will be conducted using the Army Learning Management System (ALMS) platform.
  • Cyber Awareness Training: Also required ANNUALLY on employment/training anniversary.
  • Ethics: Register and complete online by clicking on Legal Services, then selecting Initial Ethics Training for New Personnel under the Ethics sub-heading.
  • Prevention of Violence in the Workforce
  • Alcohol and Substance Abuse Prevention and Suicide Prevention: Once logged in, click the Course Catalog tab, enter the course code (US011 for ASAP training and US006C for Suicide Prevention training) and click Search. Select enrollment in the Joint Staff Alcohol and Substance Abuse Prevention training and the Joint Staff Suicide Awareness and Prevention – Civilian only training. Completion of both courses constitutes completion of the Personal Readiness requirement as detailed in AR 350-1.
  • Information Security (INFOSEC) Program Training:  Click on the Mandatory Training link on the left-side menu and selecting Launch next to Information Security Program Training.
  • SHARP (Sexual Harassment/Assault Response and Prevention) Training: Click on the Mandatory Training link on the left-side menu and selecting Launch next to SHARP (Sexual Harassment/Assault Response and Prevention): Standing Strong. Employees may also attend the course in a face to-face training capacity when available. Only one aspect (online OR face-to-face) is required.
  • Operational Security (OPSEC) Training: Click on the Mandatory Training link on the left-side menu and selecting Launch next to Army OPSEC Level I (Newcomers and Refresher).
  • Threat Awareness and Reporting Program online (TARP) Course: Click on the Search Catalog link on the left-side menu, entering TARP into the Search field, changing the Location to Any Location, and clicking Search. That search will return the result of U.S. Army Threat Awareness and Reporting Program (TARP) Course (Version: A). Click on the title of the course. On the next page, click the dropdown arrow and select Current Registerable Initial Certification Path v2 which is found next to Select Path. A new drop down will appear entitled U.S. Army TARP Course#(date)-206. Once that has populated, click Register for Selected Path, and then Complete Registration on the next page. Complete the training by clicking Launch Content. Employees may also attend the course in a face-to-face training capacity when available. Only one aspect (online OR face-to-face) is required.
  • Constitution Day Training
  • Foundation Course (DL-only): Required for all Civilian Employee new hires in grades GS 1-15 and equivalent pay band/scale, hired after 1 October 2006.
  • Operational Excellence (OPEX) for the Workforce: Face-to-face training required for all Army Civilians (non-supervisors and supervisors). Generally available during the Garrison New Employee Orientation (NEO). Part of IMCOM’s Service Culture Initiative (SCI).

 

LEADERSHIP & EMPLOYEE DEVELOPMENT

Workplace Development encompasses a wide range of activities, policies and programs employed by U.S. Army Installation Management Command (IMCOM) to sustain and retain a viable civilian workforce that can support current and future best business practices within the organization.

 

INDIVIDUAL DEVELOPMENT PLANS (IDP)

  • Learn new skills and competencies to improve current job performance.
  • Maximize current performance in support of organizational requirements.
  • Increase interest, challenges, and satisfaction in current position.
  • Obtain competencies that will increase the potential for a promotion or change in grade, series, or field.

Note: It is essential that the supervisor and employee work together on the IDP.  Although the IDP is not a performance evaluation tool, the convenient time for the employee and supervisor to meet is at the beginning of the rating cycle or within 30 days upon entry in a new position/job or permanent change of station.

 

CAREER & EDUCATION PORTALS

 

THIRD PARTY "NO COST" EDUCATION

Material linked herein is made available for educational purposes and discussion. It does not constitute endorsement or reflect the views of USAG Humphreys, Installation Management Command, the Department of the Army or the Department of Defense.

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Civilian Education System (CES)

CIVILIAN EDUCATION SYSTEM (CES)

The Civilian Education System (CES) is a progressive and sequential leader development program that provides enhanced educational opportunities for Army Civilians throughout their careers. Army Civilians will become multi-skilled, agile leaders of the 21st Century who personify the Warrior Ethos in all aspects, from warfighting support, to statesmanship, to enterprise management.

 

CES UNDERPINNINGS

The major underpinnings of CES are:

  • Student-Centered: Focuses on the transfer of knowledge using the Army's Lifelong Learning Philosophy, with the emphasis on leader development.
  • Problem-Based: Provides students with real-world issues and problems they will encounter as direct or indirect leaders.
  • Experiential: Allows students to practice new skills in an environment that minimizes risk, encourages participation, and offers immediate feedback.
  • Inquiry-Based Learning: Focuses on questioning, critical thinking, and problem solving.

CES provides multiple levels of Civilian development to include:

FOUNDATION COURSE (ALL GRADES HIRED AFTER SEPTEMBER 2006)

The Foundation Course goal is to provide Army Civilians with an orientation to leader development concepts, build their careers and become Army Civilian leaders. The course objectives are to understand U.S. Army leadership doctrine; increase self-awareness, as it relates to their profession; understand team building, group dynamics, and effective communication; assess individual values and how they relate to professional ethics; understand how to manage professional advancement and leverage career potential; and complete administrative requirements expected of Army Civilians.

  • The Foundation Course is required for all Army Civilians employed after Sep. 30, 2006.
  • The Foundation Course is available through distance learning (DL) only.
  • Interns are required to complete the Foundation Course before completion of their intern program.
  • Applicants have 180 days from the date of enrollment to complete this course.
  • Applicant has unlimited attempts to pass all lessons with a score of 80% or higher.

Eligibility: The Foundation Course is available to all Army Civilians as a self-development tool.

Frequency: Initial entry; One time requirement

Time to Complete: 44.5 Academic Hours

BASIC COURSE (GRADES GS 01-09)

The Civilian Education System (CES) Basic Course is designed for the Army Civilian leader who exercises direct leadership to effectively lead and care for teams.  The Basic Course is required for GS 5–9 supervisors (and equivalent pay band/pay plan).  The Basic Course is encouraged, but not required, for those non-supervisor employees who seek supervisory and/or leader positions. The Basic Course can be completed in one of two ways:

  • The primary option is a 100% online course (Basic Course DL). This course is offered continuously, and space is readily available for all prospective students in grades GS 1–9 or equivalent.
  • Prospective students may also request to attend a two-week resident course (Basic Course Resident). This face-to-face course is offered 15 times per year at Fort Leavenworth, KS. Seats are quota-managed and limited to 240 students per year.

Both versions of the Basic Course require completion of the Foundation Course as a prerequisite.

Frequency: One time requirement

Time to Complete: Resident = 2 weeks; DL= Self-paced not to exceed 180 days

INTERMEDIATE COURSE (GRADES GS 10-12)

The goal of the Intermediate course is to educate civilians to be more adaptive, innovative, self-aware, and prepared to effectively lead and care for personnel and manage assigned resources. The Intermediate Course is designed to prepare participants for increasing responsibilities to exercise direct and indirect supervision. Students enhance their leadership abilities and develop skills to manage human and financial resources, displaying flexibility and resilience with a focus on the mission. This course is a combination of dL and three weeks of resident instruction.  The Intermediate Course is required for GS 10–12 supervisors (and equivalent pay band/pay plan).  The Intermediate Course is encouraged, but not required, for those non-supervisor employees who seek supervisory and/or leader positions.

Pre-Requisites: Must have graduated from the Foundation Course if you are an Army civilian hired after September 2006.

Special Information: Must graduate from 1-250-C61 (DL), Phase 1 prior to registering for the resident phase 2. CES courses are centrally funded for most Department of the Army Civilians.

Frequency: One time requirement

Time to Complete: Resident = 3 weeks; DL = Self-paced not to exceed 180 days

ADVANCED COURSE (GRADES GS 13-15)

The Advanced Course focus is on Army Civilians skilled in leading a complex organization in support of national security and defense strategies; integrating Army and Joint systems in support of the Joint Force; inspiring vision and creativity; implementing change; and managing programs. The Advanced Course is conducted through blended learning - DL and four weeks resident training. Resident training is taken after successful completion of the DL and takes place in a university setting encompassing a classroom environment and small group seminars. The Advanced Course is required for GS 13–15 Supervisors (and equivalent pay band/pay plan). The Advanced Course is encouraged, but not required, for those non-supervisor employees who seek supervisory and/or leader positions.

Pre-Requisites: Must have graduated from the Foundation Course if you are an Army civilian hired after September 2006.

Special Information: Student must have graduated from the Advanced Course dL phase 1 prior to registering for the resident phase 2.

Frequency: One time requirement

Time to Complete: Resident = 4 weeks; DL = Self-paced not to exceed 180 days

CONTINUING EDUCATION FOR SENIOR LEADERS (CESL) (GRADES GS 14 & 15)

The CESL courses provide the continuing education sustainment program that brings senior level Civilian leaders together to discuss current and relevant issues facing the Army. The program's intent is for leaders to return to the program continuously to refresh and receive updates on current Army initiatives. The CESL course is conducted through blended learning - DL and four and a half days resident training. The DL consists of reading materials and written assignments. CESL resident training consists of both small and large group activities. The course structure is a combination of guest speakers and interactive exercises.

Pre-Requisites: Student must have graduated from the Advanced Course (or equivalent) and the Foundation Course if you are an Army civilian hired after September 2006.

Special Information: CES courses are centrally funded for most Department of the Army Civilians.

Frequency: One time requirement

Time to Complete: Resident: 4.5 days

SUPERVISOR DEVELOPMENT COURSE (SDC) (ALL SUPERVISORS)

The SDC provides supervisors with knowledge necessary to successfully manage work processes and lead in the Army Environment. The Supervisor Development Course is a web-based course with lessons that focus on supervising Civilian employees and is required for all Civilian and military personnel who supervise Army Civilians. The Supervisor Development Course must be completed within the first year of placement in a supervisory position in accordance with the one-year supervisory probationary period. Supervisors are required to complete this course as refresher training every three years. Supervisor Development Course is available to all Army employees as a self-development tool.

Applicants have 120 days from the date of enrollment to complete. There is one final exam associated with this course that is comparable in difficulty with a graduate level college comprehensive examination. Applicant has 2 attempts to pass the final exam and must score an 80% or above to pass.

Frequency: ONCE EVERY 3 YEARS TIME TO COMPLETE: 39 Academic hours

RESIDENT SUPERVISOR DEVELOPMENT COURSE (ALL SUPERVISORS)

This four-day course is designed to arm supervisors on Fort Campbell with the knowledge and information they will need to best lead the installation workforce. It is a one-time requirement for all supervisors. Please note that this course is NOT in lieu of the mandatory online Supervisor Development Course. For more information on where to send seat requests, contact Workforce Development at 315-763-4928.

CES EQUIVALENCY/CONSTRUCTIVE CREDIT

Course credit may be requested using the (equivalency or constructive) credit process and may be granted in certain circumstances in lieu of course attendance. Failure to upload your packets using the correct process may result in non-recommendation or delay. Course credit does not count as a course completion, nor does it count as course graduation. It simply means you are not required to take the CES course that is equivalent to the course(s) you have already completed.

  • Equivalent Credit: Employees who have equivalent Professional Military Education (PME), Civilian legacy or other-service PME courses that are NOT listed on their ATRRS training record may manually upload the certificate(s) in CHRTAS to gain equivalent credit for CES courses. Use these INSTRUCTIONS to request equivalency credit through CHRTAS.
  • Constructive Credit: Constructive course credit may be granted to individuals who clearly demonstrate the requisite competencies and have achieved the same learning outcomes as the comparable CES course. This is generally available to Civilians who have come to the Army from the private sector and do not have prior professional military education (PME). The Army Management Staff College will review submitted documentation of completed leader training and education, supervisor experience and at least 5 years supervising Civilian employees. Only specific documentation listed in the instructions will be reviewed for consideration. 
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Before You Leave

EXIT INTERVIEWS

An exit interview is a confidential survey conducted with a civilian employee who is separating from the Garrison. The information shared by the separating employee is consolidated with feedback from other employees who have recently separated, then briefed to the Garrison Commander on a quarterly basis. The purpose of USAG Humphreys exit interview is to gain feedback from employees to improve aspects of the organization, better retain employees, and reduce turnover.

Exit interviews will be initiated by Workforce Development. Request your exit interview and checklist now.

POLICIES & REGULATIONS