Human Resource Management Failures Analysis

The Human Resources Sergeant has a crucial role in the Profession of Arms. Over the last decades, the Army faced multiples challenges, in which the leaders has

As a Non Commissioned Officers we need to seek what is best for our soldiers. It is our duty to guide them through this Army process. How are we going to do this? By maintaining discipline, training soldiers and ensuring welfare.

Respect towards commissioned officers and senior enlisted personnel has been instilled in us since the days of Valley Forge. The Human Resource Sergeant has continued to institute the same culture. The welfare of Soldiers and providing customer service for their needs. No one can say the Human Resource Sergeant is not an essential and life-long member of the United States Army. Although technology has changed, our attitude towards our profession’s values and beliefs remain the same. We have consistently attributed our improvement to those before us who have paved the way to become more than just professionals in our field. They have shown us institutional knowledge and a fundamental understanding on providing the best service we can to all those around us without compromising our integrity. We have remained the commander’s walking regulation on all things readiness and

Soldier’s development is essential. Not only does it define a Soldier’s character, it enhances the non-commissioned officer. The human resources sergeant’s ability to further define their character helps to solidify who they are. The attributes that form your character become a testament to your values and beliefs. Those values provide the pride in his or her sense of

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

We possess the skill and expertise to win any battle. We are the Army’s professionals that must continue to build on our skills and assist with the growth of more proficient leaders. When the Soldiers of the United States Army win a war, we know that it was not the work of an unethical leader but the dedication and hard work from a competent leader. An example of a professional is a technical and tactical leader. These leaders are relevant to the Profession of Arms because they keep the Army balanced. They do this by providing personnel development thorough training and certifications and job assignments to assist these soldiers in career advancement. In addition, the Human Resources Sergeant playa a fundamental role in the Army profession by providing personnel support and assisting the force. Human Resources Sergeants are aware of their role and understand the importance of providing support to the Profession of Arms, and we have what it takes to train, fight, deploy and achieve success in winning wars. The Army has a lot professional leaders. With all the Expertise of these leaders the army is nearly impossible to

Over the years, the HR Profession has changed. The changes are evidenced by the way the Army relies heavily upon the Human Resources NCO to ensure Soldier Readiness. Soldier Readiness for Commanders at all levels is vital to manning the force. This may involve, Retention, Personnel Readiness Management (PRM), Personnel Accountability (PA), or Personnel Information Management (PIM). The objective is to have the right person with the right skills and training in the right position at the right time. In today’s Army Professional Culture, the HR Sergeant has to be self-aware and adaptable to making and executing decisions that make not always be popular. The goal is to exploit

The Human Resource Sergeant’s Role in the Army Profession is to take care of our organization in preparing us for what is taking place now and what the future holds. As we quote the creed in stating, “I am an expert, and I am a professional”, we should be experts in our roles and carry out those roles as professionals. We are to take care of soldiers just the way we expect our leaders and counterparts to take care of us in their delegated professions. We play an integral part in everyday tasks and assignments. Similar to NCOs we are the “Backbone” of our organization.

They are the face that represents the unit, ensuring that they meet the needs of all Soldiers; training them on the basic fundamentals of their careers like their pay, medical and physical readiness and even their records management, helping them to improve their military and personal lives at the same time. While these tasks may seem small, these are the very things that make up the welfare and overall strength of our units. Soldiers pay takes care of the family of that Soldier. Medical and Physical readiness ensures that the Soldier is not only ready for training on Battle Assembly or work Monday through Friday, but also standing ready to “deploy, engage, and destroy the enemies of the United States of America in close combat.” (11th Stanza, Soldiers Creed- Army Values, 2017) Records Management is what sets the individual Soldier up for promotions and retirement. Two things that Soldiers look forward to the most in the military careers; moving up in the ranks whether that’s officer, warrant or enlisted, and then preparing for the much deserved life after their time has come to an end. How well the Human Resources NCO performs these duties on a day-to-day basis determines how the military keeps up with the Army Professional

The Human Resources (HR) NCO/ Adjutant has been the backbone of the army for well over 100 years. Many may not know, but without the Adjutant, a lot of things would fall apart. Professionals in the Army must have many different attributes and some great leadership skills and qualities in order to call themselves a professional. As leaders, we must embrace all challenges of balancing more than one responsibility within our profession in order to accomplish the mission. As an HR NCO in the United States Army, we must consider the culture of the Corps and the Army and the profession as an important part of the mission accomplishment. HR NCO’s are the ones

The job of the HR Sergeant is to remain professional at all times and help the soldier to resolve any issues that are within the scope of HR duties. These duties include critical areas such as compensation and entitlements like life insurance. The S-1 staff is also responsible for assisting in documenting career and personal development. This documentation includes preparing packets for promotion boards for junior and senior enlisted soldiers. It is incumbent upon the HR Sergeant to ensure that this task is done both timely and

One of the primary duties of a CMC is to assist and advise their principals of mission, morale, and well-being impacts of existing or proposed policy changes (Ref. (a)). CMCs strengthen the chain of command by keeping the command aware of existing or potential problems as well as procedures and practices which affect the mission, readiness, welfare and morale of the crew. CMCs are the sounding board for the commanding officer, acting as his or her senior enlisted advisor. If CMCs developed coaching as a skill, they could step into the role of an executive coach when needed. Executive coaching helps define vision, increases job satisfaction, and focuses on goal achievement. Using 360-degree feedback tools, questioning techniques and coaching skills, CMCs could help their principles improve their leadership abilities, identify and stay focused on long-term goals and improve day-to-day operations. Once trained, CMCs could use such models as Kouzes and Posner’s Leadership Challenge (Ref. (e)) to help coach their principals into clarifying and strengthening their leadership philosophies and visions. They could also help principals interpret performance feedback such as Defense Equal Opportunity Management Institute (DEOMI) and Organizational Climate Survey (DEOCS) and figure out the next steps to take toward creating a healthy command climate. CMC coaches could also provide emotional support for the process of change, bolstering the courage and resolve needed to initiate and

Also, Human Resource must determine the location and size of the target applicant population/pool based on the labor force, and first target its potential, applicants internally, within the hospital, for cost effectiveness and saving time to fulfill the vacancy before seeking external applicants, because hiring externally is costly, time-consuming, and inheres to long-term loss of productivity in the organization (Flynn, Mathis, Jackson & Valentine, 2015).

personnel are trained in capabilities they already have or that are not transferable to the activity scenario. Once more there may be the want to analyze the external environment (environmental scanning in PEST analysis) and the inner weather (SWOT evaluation) of the agency. This is the crucial first step for HRD personnel in assessing and bearing on training desires to the fulfillment of organizational goals.

In organization, the quality of employee in work is a priority. The organization, particular division of human resource (HR) should to encourage the competency of employee. There are three important elements that need concern to the competency of employee such as knowledge, skill and ability (KSA). Therefore, the organization must provide quality training programs and appropriate for employees. There are several meaning definition of training, which is by Flippo, “Training is the act of increasing the knowledge and skills of an employee for doing a particular job”. Therefore, training transfer is very important to employee improve their competence or performance and also very important to organization to improve high quality productivity. According to Goldstein (1986, p. 837), training is defined as “the systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance”. While, according Hornsby and Williams (1990) and Tobias (1991), training can defined organization rely on training to enhance the productivity and performance of their employees. There are six process of training which are assess needs for training, ensure readiness for training, plan training program, implement training program, evaluate results of training and feedback (refer to figure 1 in appendix 1).