In order to understand the importance of the role of the Human Resources Sergeant in the Profession of Arms we must first understand what means to be a professional and a professional Soldier. Today we will discuss what it means to be a professional, the balancing role of the profession’s leaders, the Army professional culture, and the Human Resources Sergeant’s role in the Army profession.
What does it mean to be a professional? This is a question than can be given many answers from many people. In the Army, the definition of a professional is very similar to the real world definition; a person who is engaged or qualified in a profession (dictionary.com). However, in the Army, part of being a professional Soldier is to be “an expert, a volunteer certified in the Profession of Arms, bonded with comrades in a shared identity and culture of sacrifice and service to the nation and the Constitution” (The Profession of Arms, 2010, p. 2). In addition, part of being a professional Soldier is also being a leader. According to Army Regulation 600-100 (2007, p. 1), leadership is the influence of people by providing purpose, direction and motivation, while operating to
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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
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.
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
The Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
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.
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 best Army leaders will effortlessly find some way to get others to do exactly what they need them to do. They do this by giving soldiers a
The strong legacy of ethics and integrity is essential at United Parcel Service(UPS) in order for the company to be able to attract and retain the best employees, gain and keep the trust of its customers, create shareholder value, support the communities in which they operate and the protection of the company's overall reputation. This legacy has to be carried on for every employee and management in order to remain a competitive package delivery company. All of these aspects pertain to this legacy that revolves in human resources department.
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.
As being a military officer, society will expect a great deal from us. We have professional standards that ever...
Role of the Human Resource Sergeant: Professional A Role of a Human Resource Sergeant in the profession of arms holds a large importance. Non-Commissioned Officers have a role in nearly every aspect of the military. The Army is made up of many different jobs and ranks, but just like the military could not operate successfully without Infantrymen it could not operate without Human Resource Specialist and Sergeants. As Human Resource Sergeants we pride ourselves in knowing we contribute to the military by helping our fellow Soldiers.
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.
What It Means to Be a Profession of Arms As a Non-Commissioned Officer in the United States Army, it is required to understand the profession as a whole, and how it benefits Soldiers and their developmental progression. According to An Army White Paper: The Profession of Arms, “The U.S. Army’s professional ethic is built on trust with the American people, as well as with civilian leaders and junior professionals within the ranks” (2010). It is our responsibility as Soldier’s and professionals to ensure that we retain all teachings and experiences as a tool within the Military profession.
Profession is an occupation that requires training and knowledge to carry out a demanded action. Due to the unique set up in the Army, we are a Profession of Arms. This simply means we are to be professionals and combat experts simultaneously. Human Resource Sergeants play a big role on and off the battlefield. Human Resource Sergeants typically support their fellow comrades with assistance in administrative services.
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
The Army spends a great deal of time making followers into leaders and leaders into followers by utilizing several levels of training throughout their military career. This training allows a Soldier to perfect the knowledge and skills required to be an effective leader in every aspect of their job. ...