To be considered a professional, in the Army one must exemplify several essential characteristics and qualities. Some of these characteristics are expertise, trust, development, values, and service. These are just a few features that an individual needs; h...
“The Army Profession”, describes the essential characteristics of the Army Profession. As trusted Army professionals, we affirm that the heart of the Army is the Army
The Warrior Ethos constrains Soldiers to battle through all conditions to triumph regardless of the amount of exertion is needed. It is the Soldiers' selfless duty to the country, mission, unit, and kindred Soldiers. It is the expert state of mind that rouses each American Soldier. Warrior Ethos is grounded in refusal to acknowledge disappointment. It is produced and supported through order, duty to Army Values, and pride in the Army's legacy. Warrior Ethos is the establishment for our aggregate duty to triumph in peace and war. It is the conviction that military service is a great deal more than simply one more occupation. It characterizes who officers are and what officers do. It is connected to this present nation's longstanding Army Values, and the determination to do the right thing and do it with pride. Soldiers enter the Army with their own particular qualities, created in youth and sustained through experience. We are all molded by what we have seen, what we have learned, and whom we have met. On the other hand, once Soldiers put on the uniform and take the pledge, they have selected to acknowledge a Warrior Ethos and have guaranteed to live by Army Values. Army Values frame the very personality of the Army. They are nonnegotiable and apply to everybody at all times, in all circumstances. The trust that Soldiers have for each other and the trust the American individuals put in us demands that we experience these qualities. These qualities are associated; that is, they bolster each other. You can't take after one quality and disregard another. The seven values that guide all leaders and whatever is left of the
When you think about what it means to be a Profession, the Army may not be what comes to mind. After all, how can carrying a gun, trudging through mud, and living in a tent ever bring thoughts of professionalism to the American people? Not surprisingly, it is the job of the Profession’s leaders to bring them up in a way that makes them eager to keep the Army as a Profession, not a job. The Army’s culture is unlike any other; Army leaders instill a sense of pride and belonging that anyone outside this culture would not and could not understand. Leaders within the Human Resources branch are responsible for setting the standard for many of the other branches within the Army. Human Resources infiltrates so many different facets of the Army
Every organization, both large and small, will typically have a well-defined set of values that they wish to espouse. This is the template for a successful, trained work force. These values will guide individuals during the decision-making processes that they will encounter. This blue print helps to ensure the integrity of the company and the individual, as well. Our Army today is no different. We can find our values and creeds everywhere we turn. One quick trip to a company or battalion headquarters will yield all the information a Soldier ever needs to assist them in making ethical choices. We hang posters touting the seven Army values on every wall. Units will prominently display the Soldier’s Creed in the common areas in most cases. We even print these mottos on convenient credit card and identification tag reminders so that Soldiers can have them at all times. These values are what we expect our Soldiers to live by. The Army, as an organization, owes it to the Soldier and the American people to do the same. So often in the course of time, we fail to meet this obligation.
After the professionalization of the Army, all soldiers are now responsible for keeping the Army balanced. “The Profession of Arms” dated 8 December 2010, states that while there are many aspects to balance within an institution as massive as the Army, two are of particular relevance to this discussion. The first is the balance between the Army’s four fields of expertise, military-technical expertise, human development expertise, moral-ethical expertise, and political-cultural expertise. The second is the relationship between the Army’s culture and climate and its institutional
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
According to The Profession of Arms (2010), “Army leaders at all levels need a solid understanding of what it takes to earn our status” (p. 4). Soldiers must be led by true professionals, as we defined above, to create the next generation of professionals. Creating the balance of mentor to mentee and passing on the knowledge and skills of professionalism will balance the leader’s role, as their subordinates will become the future leaders. According to The Profession of Arms (2010), “such actions determine whether Soldiers see themselves as professionals serving a calling or as time-servers filing a government job” (p. 9). This creates a culture in the Army to carry of the Profession of
1. The positive outcomes of having a total force far outweigh the negative impacts. This paper will talk about the effectiveness and efficiency of the total force, the overuse of the reserve component and its effects on members of the force, and how civilian trained reserve personnel add diversity and a well-rounded force.
In June 2013 Army Doctrine Reference Publication 1 (ADRP1) “The Army Profession” was released and the website http://cape.army.mil was created. In (ADRP1), it states there are five essential characteristics of the Army Profession, trust, military expertise, honorable service, Esprit de Corps, and stewardship (ADRP1, 2013). Those characteristics is what I think separates a Soldier from a civilian. No one should think that their job or occupation is harder or more important than someone else’s. It takes all kinds of professions to make this country work but the Army could not be as successful as it is today without our professionals teaching, coaching, mentoring and preserving these five characteristics.