One of the major problems the Non-Commissioned Officer (NCO) Corps has is retaining and placing talented NCO’s in assignments, especially in the intelligence field. Currently, Army Human Resource Command (HRC) assigns Soldiers to different units based primarily on rank and availability. For example, counterintelligence agents are required to complete a Counterintelligence Probationary Program (CIPP) after completion of the Counterintelligence Special Agent Course (CISAC). The purpose of the CIPP is to provide coaching and mentorship to newly graduated agents throughout a year period. Throughout the year, an evaluating agent will be assigned to each new graduates in order to assess and provide feedback to them to be able to apply it in …show more content…
I think the military should shift the idea of the pay scale system to a monetary performance based system, where Soldiers are rewarded based on position, education, and achievement. The performance compensation system will be in a better position to compete with the private sector, but most importantly will preserve talent within the NCO Corps. I think the military will witness an increase in retaining talent and be better prepared to fight the conflicts of tomorrow. Currently, Soldiers of equal rank have the same pay regardless of job description or position. However, some NCOs are held to a higher standard based on the position, education or achievements. For example, NCOs in the Military Intelligence Corps are held to a higher standard, responsibility and have a more direct impact in day to day operations; compared to other jobs that are less demanding. I don’t think the current pay scale is properly rewarding Soldiers for the skills they possess or their achievements, resulting in a lack of competition throughout the NCO Corp. The Military Intelligence Corps is probably one of most educated branches in the Army; behind the Medical Corps. The Army will have a greater chance of retaining and developing a more talented force if a compensation pay was created based on position, education, and achievement. This will also reduce the dependence of civilians in the Army while creating new opportunities for Soldiers and increase the ability to invest in the
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
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.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
For the last three years, I have been involved with the Young Marines Program. The program is an excellent program for youths aged 8 to 18.
“Transformation, as Marines define it, is the ongoing, dynamic process that begins with the prospective Marine’s first contact with their Recruiter and continues through the Marines entire life.” (MCRP 6-11D pg. 2-2). Unconsciously and without aid of knowing, your are shaping and molding your transformation when you sit and pick out those specific number of cards laid out in front of you, which should reflect reasons as to what independent variables are driving you to enlist in the Marine Corps, or which cards you generally know for certain captivates your motives in which fuels your desire to enlist. Like an unearthed tree, your roots you grow through knowledge and training from leadership, thriving through each rank dictates the way you
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
Thomas Ricks, author of “Making the Corps”, gives a description about the United States Marine Corps’ basic military training. The book’s main focal point is Platoon 3086 at Parris Island, S.C., in 1995. Their story is about their eleven weeks boot camp training to become a full-fledged marine. Mr. Ricks writes about what separates the marines from American society, he writes how the Marine Corps differ from other branches of the Unites States military, as well as life after boot camp.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
Officer Clay Collins is a Sheriff and Guard for the Charles County Sheriff’s department and has been with their department for over ten years. He was born and raised in Washington D.C but moved to La Plata, Maryland at the age 16. He is currently attending the University of Mary Washington and majoring in Criminal Justice. He is the husband to Heather McKeown Collins, a professor at the College of Southern Maryland and father of two Claire and Connor Collins. Clay has not graduated college yet but plans to finish in 2018 with a bachelor’s in criminal Justice. He entered Mary Washington his freshmen year undeclared
The main reason why the military should be paid more is because compared to professional athletes there is an extreme gap of pay between them. “On average, NBA players make $5.15 million,
Junior officers rank from Ensign to Lieutenant Commander, O-1 to O-4. Within the first 10 years of their career, junior officers will make thousands of decisions. Because of this, an important part of their duty is to understand that all of their decisions must be made with the highest level of integrity and ethics. Though some situ...
Almost two years ago the company where I am employed, RGIS LLC, mandated a pay policy change for the hourly employees. Hourly employees make up over 95% of RGIS’s labor staff. This new, four-tier payment scale, aptly named “Pay 4 Performance” (p4), ultimately affected thousands of employees who had been with the company for years and had high pay rates simply as a result of longevity. The four new levels would have a matching pay scale based upon each individual employee’s production. These levels are what RGIS calls an ASET level: Auditor, Specialist, Expert, and TopGun, with each level advancing to a higher production and pay rank, respectively (Company).
Making the Corps As a Wall Street Journal Pentagon correspondent, Thomas E. Ricks is one of America’s elite military journalists. He has been nominated for a Pulitzer Prize and awarded a Society of Professional Journalists Award for his writings based on the Marines. Thomas E. Ricks lectures to military officers and was a member of Harvard University’s Senior Advisory Council on the project on U.S. Civil-Military Relations. As a Pentagon correspondent, he can access information where no other civilian can step foot—traveling with soldiers abroad, his eyes tell the tale of the life of a Marine. In December of 1992, U.S. troops landed in Somalia.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for 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.