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Discuss qualities of professionalism
Importance of human resources sergeant in the army profession
Discuss qualities of professionalism
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As I was reading “The Professions of Arms” the first thing that stood out to me was the statement “I am an expert and I am a professional which is the 9th stanza in the Soldiers Creed. It made me think: “Why do we say this verse?” What stood out as most important was, if you are a part of the United States Army you should want to be an expert and a Professional. As a Human Resource NCO we have a responsibility to provide superb customer service in garrison and in any field environment. Soldiers rely on us to be the experts in our field concerning their pay and careers.
In “The Profession of Arms” (2010) it discusses the meaning to be a profession. As I read, somethings I agreed with and there were some things I could relate too. “A professional requires years of study and practice before they can be capable of expert work. Society depends on professionals for their health,
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If you are not a member of S1 net or have battle buddies in the field you can get lost really fast. It is so important to keep up with changes because this is a different time we are facing. Technology has improved as well as Army equipment so we have to make sure we keep our training up to date and stay cross training. Cross-training provides a balance in the ranks it is need for a balance. AGRs in the United States Army faces not being balanced if they allow themselves to. Soldiers work at different levels such as: Company, Battalion, Brigade, Division, and Command, which all have different responsibilities. Human Resource NCOs at the Company Levels are responsible to process actions in every area of HR. Soldiers at the Division level usually have one specified section. Soldiers who never served at the Company or Battalion level usually have a hard time. In order to be a professional you have to have a balance. Some areas you may be a little stronger but each Human Resource NCO needs to be well rounded to be
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 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...
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.
Colonel Mathew Moten once said, “Professions are not professions simply because they say they are. Their clients, society as a whole, have to accept their claims and trust the professions with jurisdiction over important areas of human endeavor”.
Depending on whom you ask, profession could be defined in many different ways. The first approach to defining profession is from Catalano (2012), profession is, “A type of occupation that meets certain criteria that raise it to a level above that of an occupation” (p. 4). Catalano (2012) says that professions have a certain amount of power, have a code of ethics, and have a high intellectual level among many other things. The second approach to defining profession I found was from Morris Cogan. Cogan (1955) believes that there is no definition to profession. He says that you can go to multiple dictionaries and none of them will be identical. “To define profession is to invite controversy” (Cogan, 1955, p. 105). The third and final approach
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Our profession is built on expertise, trust, development, values, and service. As professionals we provide our skills, leadership, character, and we always put our mission first. In our profession, we face many challenges and obstacles.
A profession must have the trust of the people it serves. This is gained through the use of an Ethic that is generated and policed by the profession itself. The Center for Army Profes...
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.
Academics believe that professional occupations are those that are full-time occupations, have a commitment to a calling, have formalized organization, are based on specialized education of exceptional duration and difficulty, exhibit a service orientation, and are autonomous. Students feel that a professional is anyone who acts in a professional way and has creditable knowledge of their field. The two are vying for increased recognition in the elite group known as professionals. The academic community wishes to restrict the values of professionalism’s definition. Society wishes to let itself into the professional community by broadening those values. Each side seeks its own best interests in an eternal power struggle.
According to The Balance, professionalism is defined as an individual’s conduct at work. The article points out that the quality of the root word professional is not restricted to what we describe as “the professions” which typically describes careers that require years of education and training with higher wages after completion. Careers that can be consider a profession include doctors, lawyers, or engineers, but the article also points out that a profession can include jobs that require minimal training with modest earnings to
First it is important to identify what a profession is. A profession is a paid occupation which has involved extensive or prolonged training to equip individuals within the area with skills, knowledge and competencies which provide them with the expertise they need to support their organisations.
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.
As can be clearly seen definition of the profession consists of seven components. They are: knowledge, control over training and education, registration, selfless service, a code of ethics, sociali...