Army's Strategic Objectives

United States Army mission is to “fight and win our Nation’s wars by providing, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders” (U.S. Army, 2017). This mission paired with a vision to “remain the world’s premier land force an agile organization applying sustained expeditionary land power, and serving as the key integrator of U.S. and allied efforts in defense of the Nation and its interest ( McHugh & Odierno, 2015),” are key components to evaluate the United States Army’s human resources functions and its alignment towards achieving the Army’s strategic objectives. The Army’s strategy is composed of four goals each with its own set of objectives towards reaching

4). In order to reach this goal the objectives are to (1) collect data that fosters sound decision making (2) create a performance measurement system that takes the data collected to positively impact performance that contributes to readiness and ideas for improvement and (3) is to turn this process into a system capable of transforming the Army to produce “readiness at best value” (The Office of Business Transformation, 2016, p. 4). The other three goals describe the Army’s plan to build leaders to assist the Army with achieving the level of readiness it promises the Nation. The second goal focuses on “developing human capital capabilities,” the third goal is to analyze data collected for fact-based decision-making, and the fourth goal is to manage the development system to support and strengthen the decision-making across the Business Mission Area (The Office of Business Transformation, 2016, p. 3). The current role and function of human resources within the Army is designed to assist the Army with achieving these strategic objectives, but some areas could use revamping to better assist the Army in achieving its strategic

As was the main focus throughout the strategic objectives to develop human capital capabilities through analyzing data collected for fact-based decision-making to manage development through a system that strengthens decision-making to deliver readiness at best value. The Army’s staffing domain also supports its strategy by establishing recruitment stations to enlist soldiers or recruit future cadets to enter the training and doctrine command before entering the operational side of the Army to accomplish the Army’s previously stated mission. Accordingly, the rewards and benefits domain also supports the Army’s strategic objectives by giving awards to soldiers that meet or exceed standards of performance and providing soldiers with the benefits needed to ensure the readiness of soldiers and their families. However, the performance management and employee training domains could benefit from suggestions to assist the Army with achieving its strategic objectives. Both of these domains lack a system that allows human resources to monitor performance management and training with systems designed to only track course completion through multiple systems human resources personnel are