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Why Professionalism Is Important In The Military
Importance of human resources sergeant in the army profession
National security human security
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Every profession, so determined by the uniqueness of the work completed, requires stewards to guard that profession. The Profession of Arms is especially distinct because it rests on the American people’s trust to use government sanctioned force, up to and including lethal force, to protect the physical, emotional, and spiritual well-being of the American nation. And thus, the stewards of such an important profession must hold themselves to rigorous high standards in order to complete the mission and maintain the trust of the American people. The Human Resources Sergeant (HR NCO) is that steward. While the morale of the unit might be the purview of the Commander, it is the HR NCO’s responsibility to monitor and advise him on such.
Career counselors fill extremely demanding positions requiring an unusual amount of effort to accomplish their mission. The Table of Distribution (TDA) only allows one career counselor position, in every Battalion. The amount of personnel fluctuates between 300-800 Soldiers. As identified above MOS 79S, is currently experiencing a shortage causing an additional workload within a small team of NCOs adding additional stress to an already demanding position. The unique skill set a career counselor possesses are different from any other MOS. Career counselors utilize an automated system called RETAIN. Once a career counselor successfully graduates from the basic career counselor course, they receive access to RETAIN. HQDA and HRC both monitor this system. Only those authorized personnel career counselors have access to this automated system. While a unit can assign an additional duty reenlistment, Noncommissioned officer (NCO) to fill the position they will not have access to
b. The Human Resources (HR) department uses many systems to accomplish its mission. These systems all function to benefit both soldiers and the mission.
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture.
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
- As an Assistant for Command Morale and Equal Opportunity as well as a member for the Command Assessment Team, he administered 12 hours of Command Quarters Training and conducted two Defense Equal Opportunity Management Institute surveys. His actions led to the correction of eight discrepancies, resulting in improvement of Command Equal Opportunity, perception and work
My two strengths in the profession of arms are direction and recognition. I am strong in giving directions because I am very detailed and specific in giving orders (KAI-theory). Giving good directions in relation to deliberate leadership will help in providing subordinates a well thought out plan to further develop them into future leaders. My methodical approach discovered in the Team Dimension Profile will also be a great benefit when trying to develop a step by step plan. When I provide directions for a task or plan I try not to assume people already know things especially if it is something new or haven't been discussed in awhile. I also give my subordinates the opportunity to ask questions and ensure they fully understand the task before exiting the conversation. I also believe it is important to recognize your people. Recognizing your people in relation to deliberate leadership will help to motivate and encourage subordinates in their journey as the strive to reach their goals. I have worked hard this past year to put my people in for awards and programs. Recognizing your people shows that you acknowledge and appreciate their contributions to the organization.
In regard to the supervisor, a key component of accomplishing goals is to simply know the team. A big part of knowing the officers is to understand the rudimentary psychological development of an officer’s motivation level and having the ability to empathize with their issues. Besides work environment and personal issues, this includes the attitudes of the supervisors, as they must set an example of their own expectations. Being aware of an officers’ health, family, financial, and social issues can show when it is time to make some changes, as they are the areas in which efficiency and enthusiasm begin to deteriorate. This is what makes management teams better at motivating the employees, as effective leaders can detect problems sooner and create better solutions for those
The NCO Creed states, “I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army” (‘The NCO Creed’). That verse alone should be the most inspiring part that all Noncommissioned Officers should love to hear because it’s true in many aspects. The question to ask is, are we driving it in the right direction. There has never been a time in our history when Soldiers needed competent and strong leaders more than today. The social complications that our young Soldiers face are beyond what any generation before them has had to endure and learn and navigate. The military are looking for leaders who can be role models for these Soldiers. Anyone can tell a soldier what to do, but a good leader can show, direct and motiva...
There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction on how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right, even if the two seem to contradict one another. Since the Army puts everything down on paper, from how to perform maintenance on an M4 weapon (“Rifle.”, 2003, para. 1). 1.4) How to write a letter to your commander (“Preparing.”, 2001, p. 30).
A Coat of Arms is the distinctive heraldic bearings or shield of a person, family, corporation, or country. Another word for Coat of Arms is “Heraldry.” Every family has their own different and unique Coat of Arms. Some may have the same surname, but may have originated in different places. It’s unique to their family and their family alone.
Throughout much of recorded history, warfare, sumptuary laws, and class status have incorporated the use of arms and armor into their typical fashion. The Arms and Armor exhibit, which includes the Emma and Georgina Bloomberg Arms and Armor Court showcase, is located on the first floor of the Metropolitan Museum of Art in New York City, and it features various types and styles of armor and its related costumes throughout many periods and regions. Although I have seen photographs and illustrations of many of the costumes I observed, the experience of seeing numerous examples of armor in person was very informative and incredible. The minute and intricate detail, the diverse functions, and the worldly outlook made the experience one I would definitely repeat.
Moral obligation arises from what society deems right and wrong; it gives an individual a sense of structure and purpose. But that is until obligation meets its rival, passion. In A Farewell to Arms, by Ernest Hemingway, Frederic is faced with the choice between his duty to the war, or his passion with his avid lover, Catherine. This conflict causes him to abandon the war effort. Henry jumps in the river to escape from the Italian army, and reunites with Catherine at a hotel in Stresa. Through Frederic Henry’s battle between his duty as a soldier and his passion as a man, Hemingway demonstrates that choosing passion over responsibility will never end desirably.
level of Precedence and standards in the formation. The roles of the non-commissioned officer is