Human Resource Management : Military Training And Development Essay

The Army White Paper, The Profession of Arms, provides an insight into what it means for the Army to be a Profession of Arms, what it means to be a professional Soldier, and how Soldiers individually and as a profession meet these aspirations after a decade of war. The Army is made up of numerous jobs that have multiple roles. One in particular is the Human Resource Sergeant. HR Sergeants are a profession of its own; they provide a broader framework for the Profession of Arms, balance the role of the Profession’s leaders, and are greatly influenced by the Army’s professional culture.

In this report I will be going over the importance of training and education within the military, and how they both play very important roles to not only leaders, but the service members within our ranks. The military is constantly training and, we train as we fight. However, before soldiers train, they must be well educated in all areas in which they will be training. Proper education is the key to proper training. I will also discuss the importance of becoming better educated while serving in the military, as it will make transitioning back into the

Stewardship of the Army Profession is the last of the Five Essential Characteristics of the Army Profession, but in terms of importance, it is just as, if not more important than the other four. The United States Army’s ADRP-1, or Army Doctrinal Reference Publication 1, even defines stewardship as “the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Such importance is placed on this characteristic because Stewardship of the Army Profession is the one that ensures the other four are maintained. I sought out the definition of stewardship because despite having spent almost three and a half years and West Point, I was not entirely sure what the doctrine behind Stewardship was. In doing this, I felt like I was better prepared for both this paper and ensuring that the corrections I made were stewarding the profession. With this newly acquired knowledge, I set out to make my corrections.

A commander with the Army Corps of Engineers, Brigadier General Scott Donahue, was described as “exhibiting paranoia” (Whitlock, 2014) throughout his staff and even caused one of his officers to submit a formal request to transfer to Iraq as a result of the hostile environment. Results of the investigation revealed that BG Donahue came into a poor command climate and did not realize the discontent until conducting a climate survey. BG Donahue was relieved of his position for failing to foster a healthy command climate after that time.

Lieutenant General Anthony R. Jones investigated the possible involvement of personnel higher in the chain of command (Jones 2005). Lieutenant General Jones concluded that abuse ranged from inadequate resources, confusion about allowable interrogation techniques, conflicting “policy memoranda,” to “leadership failure.” Lieutenant General Jones also noted that “leadership failure, at the brigade level and below, clearly was a factor in not sooner discovering and taking actions to prevent” the abuses.

The Role of Human Resources Sergeant in the Profession of Arms remains the same at all levels, regardless of where we are at in the world, both at war and at times of peace. Field Manual 1-0 says it best. “HR support is executed at tactical, operational, and strategic levels. It includes all activities and functions executed within the Army personnel development system life cycle management functions (structure, acquisition, distribution, development, deployment, compensation, sustainment, and transition) to man the force and provide personnel support and services to Soldiers, their families, military retirees, and Department of Defense (DOD) civilians and contractors who deploy with the force.” (FM 1-0 HUMAN RESOURCES SUPPORT, 2014)

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

From June to 2004 to present, beloved Colonel Michael Dane Steele is in command of 3rd Brigade, 101st Airborne Division (Rakkasans). I have just been notified that I will take command from Colonel Steele in November 2006 which leaves just short of six months for me to plan for the change. A review of author Raffi Khatchadourian’s article, “The Kill Company,” published in The New Yorker on July 6, 2009 is necessary for background in writing this paper, however; the timeframe assumed for the purpose of writing this essay is June 2004. To this end, it must also be assumed that the author does not benefit from the knowledge gained by reading most of the information in Khatchadourian’s article. My goal is to set and maintain an effective, ethical command climate through investigation, self-education, and unit-wide professional military education.

The business of personnel management has undergone a shift from operational overhead to now being recognized as a valuable and essential Army profession. Human Resources has proven to be a critical force multiplier in prosecuting multiple wars and during transition to a peacetime posture. This paper will highlight my career as Human Resources professional in the Active Duty, traditional National Guard, and Active Guard Reserve. The first example will be my entry in to human resources while an Active Duty Soldier from 1986 to 1990. The next example will be my impact to human resources post 9/11 and the beginning of the biggest cultural shift. Lastly,

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.

According to the Occupational Outlook Handbook members of the U.S military, service maintains the U.S. national defense. The military is made up of enlisted and officer careers. They work with hi-tech machinery to help in the field. People in the military wear uniforms that show their ranks by badges. This job is so important because without the military people would be in danger and lives might not be saved.

I have wanted to go into the military since i was very young. Most children say that they want to be a firefighter or a doctor, but i said that i wanted to be in the military. I remeber looking at pictures and learning about military officers and i felt called to be one of those men. My decision and dreams never changed, as most childrens do when they realize the work required. But for reasons beyond my comprehension, my desire of a miltary life never wavered. Both of my parents' fathers served in the military, one n the Air Force and one in the Army. They told me stories of their days in the military, bragging of their different branhes and I took what they said and choose a school that woud lead to a career in neither of their branches.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Be all you can be. An Army of one. These two phrases are recognized by almost everyone. The United States Army is one of three military departments (Army, Navy and Air Force) that make up the Department of Defense. The organization holds a strong set of core values. Each soldier is also required to instill that same set of values and beliefs. The Seven Core Army Values define what being a soldier is about. These values include Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. Soldiers are expected to not only know the meaning of these words, but to live up to them every day.

Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in