Human Resources Profession Essay

In today’s Army, there are three levels of Leadership. We are going to talk about Direct and Organizational levels of the Army leadership. Direct leadership starts at the lowest level with the team leader of which has the most direct influence with Soldiers. Organizational Leaders have a staff to help them make decisions on a daily basis and provide the resources for the direct leaders to accomplish their mission. After 13 years of conflict, Mission Command could not have not even been more important than it is now. Both Direct and Organizational leaders must provide their subordinates intent and purpose in order for them to operate with in Mission Command.

According to the Introduction to Strategic Studies Course Directive, “This year presents an opportunity to walk in the shoes of senior leaders making difficult and complex decisions before you begin wearing them upon graduation.’’ From the above sentence I can conclude that, this paper could be the beginning of my journey to wear the higher level leaders’ shoes. As I am now starting preparation for a future senior leadership assignment, I have to equip myself with the required knowledge and skills in order to act as senior military leader.

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

The Human Resources Sergeant plays a vital role in the Army Profession of Arms. An Army professional must have various attributes of good character and leadership skills and the “Be, Know, Do” qualities to be called a profession at all. All leaders must embrace the challenge of balancing multiple responsibilities at once within their profession in order to accomplish any mission. As a United States Army Human Resources Sergeants, we must always consider the culture of the Army and its Profession as an important factor to mission accomplishment. Human Resources Sergeants are those who provide the services needed for admin functions which in turn fuel’s the Army Profession of Arms.

The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the

The Army White Paper: The Profession of Arms (2010) highlights the importance of understanding the roles inherent of the Human Resources Sergeant. A Human Resource Sergeant is known for being both a profession and a professional culture. This profession is required to balance responsibilities with leadership and mission requirements in an effective, efficient and timely manner.

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

A Human Resource Sergeant, plays a very critical and important role in the Profession of Arms. According to Rod Powers, a Human Resource Sergeant’s primary mission is to assist fellow soldiers to develop their Army careers, provide personnel support, and assistance to all Army divisions. Through innovation, commitment, focus, knowledge, and skills in support of the Army, "its people" can achieve desired outcomes

The Balancing Role of the Profession Leaders, is challenging. U.S Army strategic leader’s main objective one, balancing the link of the Army current situation and its future area of operation. Profession leaders understand, if balance is not meet, the Army cannot function at its

The role of the Human Resources Sergeant in the Profession of Arms is that as a Profession, they are constantly striving to develop expertise and use it in the best interest of the military community. Professions earn the trust of their clients such in this case it is fellow military members, through their ethic. The trust has to be re-earned every day through the ethic of providing the best service to fellow soldiers. The motivation of providing the best work to fellow soldiers comes from the privilege of honor of service, camaraderie, and the status of membership in an ancient, honorable, and revered occupation (The Profession of Arms, 2010). It is why it is a calling not a job.

In order to understand how the Human resource Sergeant fits a role in the Profession of Arms, we must understand what a Profession is. The definition of a Profession is job that requires special education, training, or skill, often gained through lengthy years of study and practice. Deeper than that it is uniquely expert work that values effectiveness over efficiency. We as Soldiers spend years honing our craft either formally in our Noncommissioned Officer Education System or in our organic training within our Units. It is through this constant training over time that mold us into the subject matter experts of our work. Professions earn trust through their Ethic (moral values) allowing them to work with less external oversight, trusted to self-correct on its own accord. We have proven time and again that we have the

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

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