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Army professional culture
Human resource sergeants role in the army
Professionalism in the Army
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Recommended: Army professional culture
Due to the fact that the Army wants to maintain the highest standards, has arisen the interest on refresh and renew our understanding of our Profession. According to the Secretary of the Army and the Chief of Staff “it is now essential that we take a hard look on ourselves to ensure we understand what we have been through over the last nine years, how we have changed, and how we must adapt to be successful” The following essay covers the meaning of The Profession of Arms, the Role of Human Resources in the Profession and how to contribute in the preservation of what is the essence of The Profession of Arms.
The privilege and honor of service, an honorable and revered occupation, status of membership in an ancient, and camaraderie, are some of the factors that separates the military profession from other occupations. The Profession of Arms in which the American Nation held their trust.
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bonded with comrades in a shared identity and culture of sacrifice and service”. Culture which sponsors continuous self-assessment, learning and development that together enable the Army to be an adaptive, learning Profession. (p.4)
The Role of the Human Resources Sergeant in the Profession of Arms
The Human Resources Sergeant, serves as a role model Soldier in terms of Leadership, Army Values and professionalism; with the mission of enhancing the overall strength of the Army at all levels. As part of their responsibilities, Human Resources Sergeants:
• Provide Commanders reports that facilitate them in the assessment and validation of the unit’s personnel
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
From family to squad members, communication acts as the cornerstone for a military officer, assisting in the mental health of the individual as well as facilitating the conduction of successful operations by an intricate, yet responsive, organization. Military officers are often times imagined as infallible heroes, unwavering against and untouched by the realities of modern warfare. Yet, newly commissioned, 22 year old officers often faces the arduous responsibilities of leading a platoon or flight comprised of men and women generally the same age as themselves into combat, or managing millions of dollars worth
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.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
The Human Resources Sergeant (HR Sergeant) in the profession has the responsibility to balance the role of the profession’s Human Resources Leaders and the Army professional culture. The HR Sergeant in the Professional Arms has the role of supporting the Army culture. The HR Sergeant also ensures that a balance in the leadership role is attained. All these are for the purpose of achieving one common goal of the military in defending the U.S Society.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
Air rifle associations are existent in majority of the nations around the world. Most of these are non-profit organizations aiming to promote shooting and provide knowledge about the individual state rights regarding the possession of armed weapons. However, it is to be noted that every country’s rifle association differs in its stand on various objectives. Why are air rifle associations established? Over centuries, people found it necessary to have control over the shooting games and armed possessions within the country so to prevent unnecessary losses leading to severe amendments in liberal laws.
During this journey of becoming all that is required on this journey of becoming a Human Resources Sergeant in the Profession of Arms, you must always demonstrate and maintain professionalism above all things. No matter what circumstances may arise, you still have to carry yourself as a professional at all times. Every day is a learning experience that we can grow from. Personnel issues should at no point interfere with your duty performance. As leaders we should embrace the challenges that come our way and learn from
As was the main focus throughout the strategic objectives to develop human capital capabilities through analyzing data collected for fact-based decision-making to manage development through a system that strengthens decision-making to deliver readiness at best value. The Army’s staffing domain also supports its strategy by establishing recruitment stations to enlist soldiers or recruit future cadets to enter the training and doctrine command before entering the operational side of the Army to accomplish the Army’s previously stated mission. Accordingly, the rewards and benefits domain also supports the Army’s strategic objectives by giving awards to soldiers that meet or exceed standards of performance and providing soldiers with the benefits needed to ensure the readiness of soldiers and their families. However, the performance management and employee training domains could benefit from suggestions to assist the Army with achieving its strategic objectives. Both of these domains lack a system that allows human resources to monitor performance management and training with systems designed to only track course completion through multiple systems human resources personnel are
Service in today’s Army should not be taken as a job but as a profession. As the Army modifies its organization, fields new equipment and inaugurates new programs to develop leaders in order to meet a sustainable readiness posture, professional Soldiers are vital for the Army to win in the multifaceted environments of the future. Additionally, Army units have a culture that understands working coherently, effectively and efficiently together will not only lead to success but will help other like units be successful as well. The Army, of course, offers a number of training and employment opportunities to fly as a pilot or to work as an aircraft mechanic, air traffic controller, electronic technician flight nurse, or meteorological technician,
The Army’s method is to assess performance is based on leadership attributes and competencies through clear delineation of responsibilities, which enables the Army to select leaders with attributes and competencies that demonstrate potential through past performance for continued service and promotion (Department of Human Resources at Fort Belvoir, 2014). This is done using a relative format, as previously described by Gorman, Meriac, Roch, Ray, and Gamble, which allows the Army to simplify evaluations by rating soldiers against their peers on the following attributes and competencies: character, presence, intellect, leads, develops, and achieves. This annual evaluation report referred to as an Officer Evaluation Report or OER to the Human Resources Officer should start with an initial counseling session with the rater or senior rater. In this initial counseling session goals, expectations, and responsibilities are defined upon assuming a position or following the conclusion of a rating period similar to the performance agreement previously described by Šikýř (2013).
After 10 years of war in Iraq and Afghanistan, the Army conducted a comprehensive review of its core competencies that led to the total overhaul of its doctrine program. As part of the Doctrine 2015 Initiative, the Army published 15 new, comprehensive revisions of its doctrine entitled the Army Doctrine Publications. Writing on the development of the new initiative, LTG David Perkins and CPT Nathan Finney argue that this comprehensive overhaul sets “a foundation for training, education and equipment that will affect our Army for decades to come.” This new initiative seeks to codify the lessons learned from the wars in Iraq and Afghanistan while still emphasizing the reliance on core competencies supporting the Army’s overall mission to fight and win the combined arms fight.
As stewards of the Army Profession, they are the epitome of what Soldiers aim to be. Through professional and personal experiences, Sergeants Major (SGM) acquires necessary skills and tools to effectively deal with adversity. It is for this reason that in the midst of challenges, chaos, and difficult situations Sergeants Major are the beacon of light, the common sense in the equation, the “Go To” person for guidance and hope, or the solution for all issues. Applying positive psychology, Sergeants Major are able to provide sound judgment and advice to commanders, staffs, and subordinates. Additionally, the application of positive psychology fosters camaraderie, builds a healthy work environment, and creates a positive culture within the organization. The purpose of this paper is to describe the concepts of positive psychology, positive leadership, and master resilience training (MRT) and how Sergeants Major promote these factors to enhance organizational
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned