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Hr sergeant's role in the army profession
Professionalism in the military
Hr sergeant's role in the army profession
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The Profession of Arms:
The Role of the Human Resources Sergeant in the Profession of Arms
In the traditional form of profession, career paths only in the fields of health, justice and education were exclusively recognized as professions. For many years the field of security, specifically, with regards to the Armed Forces was not considered a profession. Not very long ago, the public did not consider the professional Soldier to fall under a profession. The Soldiers characteristics were considered to be closer to those of an occupational professional. However, as time moves forward, the American Soldier exhibits more traits and characteristics of a professional in the realm and space of a profession. That is why the Army is now part of
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In the military, creating and maintaining balance is a continuous challenge which faces the profession’s leaders. Strategic leaders must ensure that they produce the necessary conditions for the Army to be a profession. In particular, leaders are faced with two aspect to balance within the profession. First, the role of strategic leaders balancing the relationship between the Army’s four fields of expertise and to its current and potential future operation environment. Second, leader must find a way to the relationship between the Army’s culture and climate with the Army’s practices. (Dempsey, 2010, p. …show more content…
Human Resources personnel will always be needed with any organization that has people. The role of the HR professional is essential to support the Army’s greatest asset – it’s Soldiers. The functions of the Human Resources support lays the four fundamental core competencies that the Human Resources personnel must accomplish in support operations. They are to: Man the Force, Provide HR Services, Coordinate Personnel Support and Conduct HR Planning and Operations. Each of the listed core competencies are subordinate key functions that contribute to the success of each core competence. The role of the Human Resources Sergeant is vital to the infrastructure and success of the professional Soldier in the Profession of Arms. Undoubtable, the overwhelming success of the Army in its campaign to promote and maintain its posture as a profession, can be directly attributed to the support HR Personnel provide. In conclusion, it is apparent that not only do service member and the American public consider the military as a profession, it is now evident worldwide. (FM 1-0 Human Resources Support, 2014, p.
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).
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.
There are many excellent takeaways that Army leaders at all levels of war can implement when making a change. Lessons learned by many companies were thoroughly discussed and clearly highlights the pitfalls and traps leaders fall victim to when making a transformation. Therefore, Leading Change is a must read for military professionals because there are two critical tools that all leaders need to put into their kit bag, the eight reasons why change initiative fail and the eight-stage process to lead the organization through successful
Snider, D. M. (2008). Dissent and strategic leadership of the military professions. Carlisle Barracks, PA: Strategic Studies Institute, U.S. Army War College.
As being a military officer, society will expect a great deal from us. We have professional standards that ever...
They are whom provide the admin functions, which fuels our profession. We have embraced the challenge of balancing multiple responsibilities to accomplish our mission effectively. The Human Resources Sergeants’ role enhances and reinforces the overall strength of the Army. Offering essential personnel services, readiness, and information management.
This is a vital role of Human Resources Sergeant in the Profession of Arms This Profession of Arms has a code of ethics, dedicated to serving The Military and society. Human Resources Sergeants “embracing the challenge” by upholding specific skills and abilities, of a capable, competent, confident leader, trained to serve the military. Balancing between millions of tasking, duties relating to their job, home life, their soldiers’ lives and managing company, to division sized elements. The role of the Human Resources Sergeant in the Profession of Arms involves balancing the responsibility of the profession’s Human Resources Leaders. A profession has moral obligations that it holds to the society and the professionals to ensure the best proper methods for achieving goals suited for the community.
ADRP 6-22: Army Leadership; Chapter 10: Organizational Leadership, HQ, Department of the Army, Washington, D.C, 10 September 2012
...rises, since all are key qualities for success in organizations of every nature. It is the nature of the job and context that dictate which portion to be apply when, where and how for the successful accomplishment of a given mission or task. While management competences are important for military leaders, its techniques and application may prove disastrous if substituted for leadership on the battlefield. And conversely, leadership techniques that work well on the battlefield may end up being very futile when substituted for management. That for which soldiers are willing to face danger and death in battle, loyalty, team spirit, morale cannot be instilled by managing. Managers can put the most modern and well equipped force into the field but do not have the competence to inspire men to be able to fight and capture or seize an objective (General John A. Wickham).
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Human Resources Sergeant in the Profession of Arms - 2 Human Resources Sergeant in the Profession of Arms Army White Paper, The Profession of Arms SGT Susette Caban Let me start be defining the ARMY as a profession; therefore, I need to define profession. According to “Merriam-Webster Dictionary” it defines profession as; “a calling requiring specialized knowledge and often long and intensive academic preparation”.
After nearly a decade of warfare the Army has shifted its focus of training from a Tactical and Proficient Army towards becoming of a Profession of Arms. The Human Resources Sergeant must adhere to the ever changing environment and adapt its focus to developing the Professional Soldier instead of the trained Armed Soldier. The Profession of Arms has garnered the focus of Army Leadership, as Leaders have realized that after a decade long war, the focus of developing Soldiers must shift. Professions are not built, they are not developed overnight. “Profession’s earn the trust of their clients through their Ethic.”