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Hr sergeant's role in the army profession
The role of the Army Human Resources Sergeant
Human Resources Sergeant in the Profession of Arms
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HR Support in the Profession of Arms
To be a profession in today's society, organizations have to meet the demand of the public by providing necessary skills. To be trustworthy the organization must have a good moral and ethical code. The Army at one point in time was not considered a profession. Today, the American people give us full autonomy due to the service that we provide- safety and freedom. The modern Army is an all-volunteer force of professionals trained in their own discipline. Not all Soldiers train and participate in the same roles in the Army. This allows each Soldier to be more useful in a single role in which their skills and professional expertise can make them much more effective than traditional armies. The modern
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Think of it as a melting pot of men and women. Through hard fought combat and the mindset of mission readiness, Soldiers are brought together to make an unbreakable team. This cohesion spreads throughout the organization and can fluctuate based off the situation at hand and the need to accomplish the mission. The role of the HR sergeant in the profession of arms is extremely vital for several reasons. To understand its importance, we first need to break it down and define what the role of the HR sergeant is. HR sergeants have many responsibilities that are crucial to the unit's success. Oftentimes, a thankless job goes unnoticed as their work is behind the scenes. Unlike most other military specialties in the Army, HR sergeants entrust to be an expert in a wide array of functions. HR sergeants provide essential personnel services to include awards and decorations, evaluation reports, promotions and reductions, transfers and discharges, and military pay to name a few. “Human Resources also must train, lead, and mentor Soldiers to encompass a vast depth of skills pertinent to performing HR functions and other assignments,” said SGM Demetrius L. Hopkins. (2009, p.
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.
b. The Human Resources (HR) department uses many systems to accomplish its mission. These systems all function to benefit both soldiers and the mission.
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.
Snider, D. M., Toner, K., & Oh, P. (2009). The Army’s Professional Military Ethic in an Era of Persistent Conflict. Security (p. 30). Carlisle.
The Human Resource (HR) Sergeant plays a big role in the Profession of Arms. In this paper, I will discuss what it means to be a profession, balancing the role of the Profession’s Leaders, the Army Professional Culture, and the Human Resource Sergeants Role in the Army Profession. Every profession in the Army has specific skills and duties. All Army professionals must have excellent leadership skills and moral character to promote within their designated fields. It is expected for all Human Resources Sergeants to be good leaders. As a leader, they are responsible for balancing between multiple job duties, guiding their soldiers, and accomplishing the mission or goal. I hope this paper proves the importance of the Human Resource Sergeant in the Profession of Arms.
The U.S Army is the strongest most respected and feared ground force in the world. It is also the oldest branch of the military and also the largest U.S. Military Service. There are approximately 76,000 officers and 401,000 enlisted members in the active duty Army. The success of the Army lives and dies on themselves and others. The army protects all that the constitution stands for. And each soldier defends this to their last breath with Loyalty, Duty, Respect, Honor, and Personal Courage. The Army has a mission to protect and defend its nation. ( “Overcoming Challenges” np)
In order to understand a profession, the Army White Paper gives us clear definitions of “The Profession of Arms” . The profession of arms. The Army is American Professional of Arms, a vacation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the constitution and the rights and interests of the American people.
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.
My two strengths in the profession of arms are direction and recognition. I am strong in giving directions because I am very detailed and specific in giving orders (KAI-theory). Giving good directions in relation to deliberate leadership will help in providing subordinates a well thought out plan to further develop them into future leaders. My methodical approach discovered in the Team Dimension Profile will also be a great benefit when trying to develop a step by step plan. When I provide directions for a task or plan I try not to assume people already know things especially if it is something new or haven't been discussed in awhile. I also give my subordinates the opportunity to ask questions and ensure they fully understand the task before exiting the conversation. I also believe it is important to recognize your people. Recognizing your people in relation to deliberate leadership will help to motivate and encourage subordinates in their journey as the strive to reach their goals. I have worked hard this past year to put my people in for awards and programs. Recognizing your people shows that you acknowledge and appreciate their contributions to the organization.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
The United States Army consists of soldiers from many diverse cultures. Citizenship is not a requirement to join the Army, so people enlist from across the United States as well as from many countries around the world. The Army has its own unique culture that is a conglomeration of the many cultures that make up its population. Each new soldier is expected to adapt to this new culture and integrate as a member of a larger team. Helping new soldiers make this adaptation as quickly as possible and with few difficulties is a challenge for the leaders of new soldiers throughout the Army.
...within the organization, HR is able to provide decision-makers with valuable information and direction relating to managing human assets. HR can develop, communicate and implement strategy, evaluate data and create success. Done properly, HR has the potential to create a fulfilling environment for employees and provide valuable direction and data for decision-making so the organization’s objectives are met.
The speed and maneuverability of these units would revolutionize tactics but require substantially more drill and training as well as leadership from noncommissioned officers and officers than ever before. Governments would now be required to devote more resources and develop the administrative ability to maintain these large professional armies. Secondly, a revolution in strategy occurred as a result of the afore mentioned tactical changes which allowed these new highly trained and drilled infantry to campaign in armies that were capable of simultaneously being directed using complex maneuvers by a central command against one or more objectives at a time.
Changing the Roles. Traditionally, HR has been an administrative position — processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, with the emphasis on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people-oriented and protect their human capital, the staff.