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The human resources role in the Army profession
Role and importance of human resource
Role and importance of human resource
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Role of Human Resources Sergeant in the Profession of Arms
SSG Remlinger, Joshua P.
ALC, Fort Jackson S.C.
6 NOV 2017 Abstract
The Responsibility of the Human Resources Sergeant in the Profession of Arms, their responsibility of balancing the role of the profession’s Human Resources Leaders and the Army professional culture. The Human Resources Sergeant in the Professional Arms has the role of supporting the Army culture. The Sergeant leads from the front by ensuring the Warrior Ethos and Army Values are being instilled.
In the Profession of Arms, the Sergeant coaches, mentors and monitors professional standards that all soldiers are entitled too. The primary responsibility of the Sergeant is to train, lead and always place the mission first. The Human Resources Sergeant in leading the way for ethics will
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This is a vital role of Human Resources Sergeant in the Profession of Arms
This Profession of Arms has a code of ethics, dedicated to serving The Military and society. Human Resources Sergeants “embracing the challenge” by upholding specific skills and abilities, of a capable, competent, confident leader, trained to serve the military. Balancing between millions of tasking, duties relating to their job, home life, their soldiers’ lives and managing company, to division sized elements. The role of the Human Resources Sergeant in the Profession of Arms involves balancing the responsibility of the profession’s Human Resources Leaders. A profession has moral obligations that it holds to the society and the professionals to ensure the best proper methods for achieving goals suited for the community. The Army White Paper (2010) identifies two areas of balance within the Army Profession. The first area of balance is the relationship between the four fields of the Army. Balancing this role demonstrates the capabilities and experience in dealing
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
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.
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.
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
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.
The role of a human resource sergeant in the Army profession is well-defined by the non-commissioned officer (NCO) creed “we are professionals, non-commissioned officers, leaders” (SFC Earle, Brigham, 1973). We build a camaraderie in our profession that is unlike any other. Not all can say that they are experts, it requires years of training in that field to become a professional. In our profession, we must earn the trust of many, such as subordinates, colleagues, clients, and the nation. We are merely servants, here to serve the Soldier and their Family. Soldier’s take pride in the service that they provide.
The Army profession is imposed, by Chief of Staff of the Army, to all Soldiers and Department of Defense civilians, Army professionals, to carry on their responsibility in maintaining the Army as a military profession. Army professionals are the Soldiers and civilians who maintain the Army Profession; who meets the Army’s qualifications of competence, character, and commitment. Army professionals gives the Army the image that the world sees and knows, so it’s very important for the Army professionals to upkeep the image, no matter what time of day it may be or where they are in the world. The Army Profession is by far the best profession because of the five characteristics: trust, honorable service, military expertise, stewardship, and esprit de corps, which most will
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.
Strategic leaders like sergeants, majors, colonels, and generals, must balance the present environment with what may happen in the future, without the help of a crystal ball. This balancing act is critical for the Army to have the capabilities to meet the needs of the nation, however, the balancing act is not complete until the Army’s culture and its institutional practices are aligned. What that means is the Army’s institutional values must continue to reflect the diverse culture of the
When thinking about profession and the human resource Sergeant, many things come to mind. I first thought about how we are often the face of service for many. How we take care of the many problems of the force and usually are never seen for the work performed. Professions produce uniquely expert work, not routine or repetitive work (Abbott 1998). In the Army we all strive to be better and more proficient at our jobs. Human resources Sergeants are no different in that goal of honing our skills.
Human Resources personnel will always be needed with any organization that has people. The role of the HR professional is essential to support the Army’s greatest asset – it’s Soldiers. The functions of the Human Resources support lays the four fundamental core competencies that the Human Resources personnel must accomplish in support operations. They are to: Man the Force, Provide HR Services, Coordinate Personnel Support and Conduct HR Planning and Operations. Each of the listed core competencies are subordinate key functions that contribute to the success of each core competence. The role of the Human Resources Sergeant is vital to the infrastructure and success of the professional Soldier in the Profession of Arms. Undoubtable, the overwhelming success of the Army in its campaign to promote and maintain its posture as a profession, can be directly attributed to the support HR Personnel provide. In conclusion, it is apparent that not only do service member and the American public consider the military as a profession, it is now evident worldwide. (FM 1-0 Human Resources Support, 2014, p.
In 2010, Training and Doctrine Command (TRADOC) published and distributed, The Profession of Arms, a white paper designed to facilitate an Army-wide dialog on what it meant to serve in our profession of arms. In many aspects, the paper’s objective was to initiate the conversation on “getting back to the basics” and addressing the perceived lowering of standards among the junior leaders and enlisted soldiers. After nine years of non-stop fighting in two theaters of operations, the Army wanted to ensure it was still capable of self-policing its force on both the battlefield and in garrison, consistently taking care of its soldiers and their families, and junior leaders received the opportunities to maximize their talents in future assignments. This brief paper looks to address the role and importance of the Human Resources (HR) Sergeant in the Profession of Arms.
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned