Air University Catalog
| The Air Force Human Resource
Management School (AFHRMS) was established at Maxwell AFB in 1965
as the Air Force Professional Personnel Management School. The
school began with one course, the Professional Personnel
Management Course. In July 1977, the school absorbed the former
Civilian Personnel School located at what was then Gunter AFB. The
Civilian Personnel School, originally established in 1948 at Kelly
AFB, Texas, was moved to Gunter in 1968.
In 1983 the school was renamed the Air Force Professional Manpower and Personnel Management School to reflect more closely the merger of manpower and personnel functions at Headquarters USAF, the Air Force Manpower and Personnel Center (as it was then designated), and the major air commands. While the close organizational links between manpower and personnel functions were severed at most headquarters levels in 1985, the school nonetheless retained a manpower element in both name and curriculum.
In 1988 the school expanded the curriculum to address PCE requirements in the Air Force Family Matters Program. In 1993 recognizing the broad range of human resource activities represented in its curriculum, the school adopted its current name. Also, in concert with the Office of the Chief of Staff's 1992 Year of Training initiatives and requirements, the school introduced the Advanced Personnel Officer Course. In 1996 the Professional Manpower and Staff Officer Course was added to the school's PCE offerings. However, the course was revised in 1997 as the Manpower and Quality Staff Officer Course to reflect the merging of the manpower and quality communities. In 1999 the course was renamed the Manpower and Staff Officer Course. Also in 1999, the school activated the Wing Manpower and Organization (MO) Chief Course in an effort to provide knowledge and skills to help wing MO chiefs effectively execute their roles and responsibilities. This course filled a crucial void, as there was previously no AF training program specifically targeted to this important segment of the manpower career field.
Mission: Provide world-class professional continuing education for the competence and professional development of human resource managers and family matters specialists.
Goals: Enable participants to apply state-of-the-art technologies and methods in human resource management within their organizations while emphasizing the core value, excellence in all we do. The school continually revises the curriculum to ensure course offerings meet the changing needs of customers. In this regard, the school's customers include the students, commanders and directors who employ the graduates, and Air Staff functional managers who have oversight of the career fields from which students are drawn.
The school provides the faculty with continual opportunities to develop their professional and educational credentials. Faculty members are expected to stay abreast of changing policy and practice in their areas of professional expertise.
The school also upgrades classrooms and other facilities and equipment to provide an environment conducive to learning. Guest instructors and lecturers, used heavily throughout the curriculum, are carefully selected based on presentation skills or responsibility for critical policy issues.
Commensurate with an educational mission, each course presents a carefully selected mix of theory, current policy, and instruction in practical skills. Whenever practicable, learning is developed experientially through student participation in exercises, case studies, simulations, and individual or group projects.
The school added the Mission Support Squadron Leadership Course (MSSLC) and the Military Personnel Flight Leadership Course (MPFLC) to replace the Advanced Personnel Officers Course (APOC). These two courses were designed to focus on the unique challenges of MSS and MPF leaders with an understanding that many crossover commanders have limited MSS or MPF experience.
Because of the current downsizing, the search for economies, and the centralization of many policy and program responsibilities, the Air Force Human Resource Management School is involved in a number of important initiatives. The implementation of Palace Compass will centralize civilian personnel processes and reorganize/downsize civilian personnel flights. As a result, several new civilian personnel courses were developed to support the concept of "multiskilling" (competency in two or more of the traditional subdisciplines of the profession). These courses were developed through close cooperation with Air Staff civilian personnel managers in anticipation of the direction toward smaller staffs and more integrated operations in local civilian personnel flights. Single subdiscipline courses were also retained in the curriculum to meet customer needs.
The school also added a labor relations course to incorporate the content of three labor-related courses previously offered and to include aspects of the president's executive order mandating union-management partnerships. The school developed a resource management course to teach civilian pay manage-to-budget concepts to responsible personnel from the manpower, financial management, and civilian personnel communities. The school developed a course that teaches civilian personnel specialist their role in the competitive sourcing and privatization (CS&P) process. Students and the functional office of primary responsibility (OPR) on the Air Staff have strongly endorsed the courses.
Because recent AF evaluations of the civilian personnel function have shown that some critical skills are lacking in key functional areas, the school has also been asked to develop intermediate courses that bridge the gap between basic skills gained through computer based instruction (CBI) and advanced courses. To that end, two new intermediate courses are being added to the curriculum.
The school has initiated a joint project with the Air Force Institute for Advanced Distributed Learning (AFIADL) to transfer its fundamental civilian personnel courses to a CBI format. Five courses have been transferred to CBI. This endeavor will result in significant cost savings when compared to resident courses. Adding significantly to this effort is the conversion of two courses (Military Personnel Management Course and the USAF Supervisors Course) from hard copy to CD-ROM in interactive format.
Through these initiatives, the school has better postured itself to meet the needs of customers to have training immediately available on an "as needed/when needed" basis, rather than having to wait for a resident course. In response to a secretary of the Air Force direction to expand the education of AF officials on alternate dispute resolution (ADR) methods, the school has developed basic and advanced mediation.
The school will continue to be heavily involved in the effort to educate and train family matters specialists to assist in taking care of AF people and their families. A new course to enhance family readiness has been launched to provide qualification training for a newly authorized position in family support centers. Further, the qualification course for family support center directors and deputy directors is being extensively revised to assist these officials in supporting the AF mission as deployments and force structure changes challenge AF members and their families.
Portions of these courses will later be converted to computer-based training. Completion of the computer-based portions of the course will be required before attending the resident course. These initiatives will help the school meet the challenges of continuing to offer quality programs in a rapidly changing environment under tight manpower and budget restraints.
Duration and Quota
The courses vary in length from five days to three weeks.
Prerequisites and Selection
The requirements for participants vary for each course.