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The importance of soldier readiness
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This paper is going to discuss the role of human resource sergeant in the profession of the army. It will examine the meaning of the word profession and what the job of arms entails. The paper is going to refer to the article, an army white paper, the career of arms. The army profession has a culture that shapes the behaviour of the soldiers. This document is going to look at the role of human resource sergeant in the job of the army. It will look at how the culture adapts to the current mission. The culture of the military is a meaning that is shared by soldiers whereby they share goals, practices, attitudes, and values.
The paper is going to look at the culture and how it reflects on the Army profession. In addition, the balancing role of the human resource leaders will be discussed as well as the role of the sergeant in the occupation of the army. This position mainly focuses on the vision of the military and reinforcing the readiness and focus of the soldiers. The paper
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The human resource doctrines describe the contribution of the sergeant in the operation of the forces. In addition, the principle shows the role played by the professionals and systems (Snider, Oh, & Toner, 2009). The sergeant assesses, plans, and executes the mission of the army to make sure that the profession has constant support and readiness. Through competency-based strategies and performance-oriented styles, the sergeant fulfils the requirements of the mission and defines the profession of arms. Six enduring principles guide the profession, and they include accuracy, integration, anticipation, timeliness, responsiveness, and synchronization (Army, 2010). These policies ensure that there is diversity, a ready army, and high quality. For soldiers to be efficacious in their mission, it is essential to have high organizational levels, and
The Army’s history includes many unique global events such as World War I and II, the Vietnam War, the Korean conflict and most recently operations Desert Storm and Iraqi Freedom. An in depth study of these historical events is beyond the scope of this paper however, the origin of the Army is relevant in discussing the Army’s overall culture.
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 currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
After more than ten years of persistent counterinsurgency (COIN) conflict and multiple simultaneous responses to several natural disasters, the United States Army is at a crossroads regarding professional education for its officers and enlisted force. Considering overseas contingency operations in Iraq are due to conclude in December 2011 and by 2014 for Afghanistan, it is plausible that strategic planners are considering the future make-up of what will constitute the Total Army Force to include new educational criteria for what could be a smaller force than was needed for present day operations. While this may be “peace dividend” speculation, there is precedence for the Army to reevaluate its force structure and personal qualification requirements after every major conflict over the last century. . Even though defense budget reductions should redoubt army equipment priorities, training deferrals because of persistent contingency operations have inhibited enlisted professional development despite that counterinsurgency operations require refocused soldiers training to improve their sense of situational understanding and application of observable operational ethics through conceptual enlisted leadership evaluation efforts.
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.
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
Background: In 2003, the Army published its guidance on the implementation of the principles of Mission Command (MC); the leadership philosophy adopted by the Army. The ideals and principles were discussed and implemented throughout the Army over the course of Operations Enduring and Iraqi Freedom and are still being implemented in Operation Inherent Resolve. In 2012, the Army published updated doctrine to further explain and codify the principles of MC in ADP 6-0. The Army War College developed the Key Strategic Issues List for 2015-1016 and asked students in the FA49 ORSA Q-Course to identify one key strategic initiative and draft a white paper to discuss it. This white paper will discuss issue #7: "What cultural changes are needed in the Army for it to meet future challenges while embracing" MC? In this white paper, I will discuss what embedding and reinforcing mechanisms the Army senior leaders need to put into place to change the culture.
“Functionalism … holds that social phenomena persist if they contribute to social stability.” (Brym and Lie 2012:5). Military culture has a crucial role in promoting social stability and harmony. First of all, the military culture value is one of valuable social assets. In daily life, “loyalty” is not specific to loyal any certain organization. “Loyalty” is a broad concept. It can be generally understood as integrity, because the integrity means to be loyal to the promise. Thus, from this perspective, this value is helpful for improving the social integrity and the sense of social security.
However, development starts day one with training. Therefore, the Soldiers have to be experts who have assumed the character and identity of the profession; professionalism in Soldiers enables them to perform their duties with lots of motivation and inspiration. For example, 42A - The Human Resources (HR) Sergeant supervises, performs personnel and administrative functions in support of company, battery, and troop; detachments at division, corps, and echelons above corps must master their skill level in an effort to be a subject matter expert in their profession. The functions of Human Resource support four fundamental competencies: Man the Force (ex. Strength reporting), Provide HR Services (ex. Postal operations), Coordinate Personnel Support (ex. Morale, welfare, and Recreation), and Conduct HR Planning and Operations (ex. Planning and operations) in which a HR personnel must accomplish to support the mission. As a result, a professional Soldier should meet very high standards of a profession, for example character, competence, expertise and morality to fulfil their HR role. These standards are attained through rigorous training, development, and educating the Soldiers on how to serve the nation and the constitution as professionals. After nine years of war, which erupted from 9/11 we assess the attributes
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
It is key to have a good discipline in the army because without discipline we wouldn 't be able to complete our missions successfully or any
Readiness is of the utmost importance with training being the most significant aspect that contributes to Readiness. Each Soldier needs an individual training plan. The plan should take the Soldier from enlistment to discharge or retirement. It is each Soldiers responsibility to be proficient in their field craft. This includes being fit mentally and physically, and trained to win in a complex world. It is the responsibility of the NCO to train these Soldiers. Unit training plans will address the readiness and resilience of individual Soldiers to ensure their fitness to accomplish their mission. Units must conduct realistic training at the individual, squad, platoon and company levels focused on Mission Essential Tasks (METs) for their
Changes to the profession of the American Soldier has changed since1776 when continental congress first founded the Army. The change is due to the cultural diversity of the young people joining the Army now a days. The number of ongoing combat operations in various third world countries affects this. The Army has begun a new way of training and planning to meet the constant changes. The constant deployment these young men and women have had to endure has left them stressed and stretched to their limits.
It is clear that culture change is very complex. It has extreme causes and effects. In order to understand all of the signs of change, we must take a holistic approach to studying cultures and the environments in which they exist. Only then can you expect to understand the phenomena of culture change. The Army needs to make cultural changes to evolve and be competitive in the 21st century. It must be done quickly, towards any direction able enough to enhance their ability to stimulate and assimilate change.