Importance Of The Reserve Component Automation System

The MOL system has transformed how the Marine Corps functions in many different ways. The IS has allowed the organization as a whole to reduce waste and streamline the data it collects to a central location. Requirements of the system have always been present within the organization until recently has not been reasonably attainable with the amount of employees within the organization. The ultimate drive of the system is unit readiness and the unit readiness is easily quantifiable within the system because the commanders within the Marine Corps have instant access to the information required to gauge it. Unit readiness is the ability to leave at a moments notice when called upon by the president or congress to deploy to a war zone. The type and basic uses of the system are some of the most essential parts of the IS. Without the basic use of this system the Marine Corps as a whole would be at a loss without the use of it. In essence the application of this system has changed the business processes of the Marine Corps as a whole.

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.

Readiness, preferences for training, usability features, and expectation towards e-Rx were the crucial aspects to review in order to plan and initiate processes involved in implementing e-Rx at the VA. Currently, the VA is equipped with a strong team of PBM as well as ADPACs in each department to handle operational and technical issues related changes throughout the organization.

Effectively coordinated and managed the team’s schedule and execution of an additional 38 remotely supported events outside of the seven projected on-site engagements. I developed and implemented an ESA Content Build program, a systematical process to retrieve and harvest post-exercise material from units for posting on G27 portal. This program resulted in a 118% increased of posted exercises accessible on ESA portals and provided adapted exercise material that reduces unit’s exercise planning and designing phases which conserved time and resources. Provided a Senior Leader Overview to First Army’s 120th Infantry Bde commander, subordinate battalion commanders and staffs that established G27’s Tool Suite (ESA, EDT, VOA, ION) as their primary method for exercise planning and designing used for deploying USAR/ARNG validation exercises (VALEX). Routinely dialogue and provide remote support to 120th Infantry Bde staff, one of only two staffed sites that provides VALEX for USAR/NG units prior to their imminent deployment, to harvest exercise material and data to reuse for future deployments. Regularly conducted formal briefings, presentations, executive

2. Facts: Regardless of the type of military operation, HR support must focus on the performance of critical wartime tasks of personnel readiness management, personnel accountability, strength reporting, and personnel information management. A key note to remember is that military operations will change and the S-1 must be prepared to provide HR support regardless of the type of military operation. Failure to properly plan for HR support can have a serious impact not only on the commander’s ability to make military decisions based on personnel, but can also impact the readiness and

The Army has already established the need for maintaining an operational reserve, through former and current TAAs, capable of breaching AC capability gaps to meet joint force requirements. However, the analysis lacks resources to accomplish this guidance effectively. The demand for RC forces requires generating more operational unit readiness to fully complement the rotational force pool to meet the deployment demand at the same standard as the AC. After conducting a Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) analysis, both overarching recommendations address an identified capability requirement and associated capability gap that could be mitigated with a non-materiel solution with changes or existing capabilities in five, organization, training, personnel, facilities, and policy, of the eight functions.

SPC Madden serves as a supply technician covering multi-functional tasks inside the USPFO-PMB. She has assisted in maintaining 100% accountability of all new equipment fielding to the Oregon National Guard. She is responsible to ensure all fielding teams have the proper logistical support to issue new tactical equipment to BDEs. Her ability to cover numerous tasks at once enhances the PMB (usually tasks to a fully). Her tasks also include ensuring the 100% accountability of newly fielded equipment is lateral transferred to the USPFO PBO. This can be a difficult task as both accountable officers use different equipment accountability systems. To distinguish the computer bridge between the two systems requires knowledge, usually obtained by a

In the department where I volunteer at the hospital the root problem is too many people come in and out of the department unexpectedly with questions about assignments for the day, as well as other issues from the case managers, and disputes about timesheets. These problems create tension and chaos. By using the RCA tool, the department can get at the root of the problem at hand as well as the cause of the problem. Hopefully then the issues can be resolved and problems will be rectified.

The Army Medical Command (MEDCOM) makes up 2% of the Army Acquisition Workforce of more than 37,000 acquisition professionals (Craig A. Spisak, 2016). The Army Medical Command has five acquisition career fields (ACF) that make up its workforce of acquisition professionals; program management, contracting, science and technology managers, information and technology, and test and evaluation. The MEDCOM acquisition workforce (MAW) comprises of civilians and military members with an additional skill identifier (ASI) known as the 8X. This review will focus on MEDCOM’s ability to improve its acquisition workforce among the five ACFs. Mr. Spisak states, “by valuing individuals and group potential, the Human Capital Strategy Plan points the way to success for the Army Acquisition Workforce” (Spisak et al., p. 162). MEDCOM has strict regulatory mandates toward managing their acquisition personnel separately from but inclusively with the Army Acquisition Workforce (AAW). The Army Medical Command cannot wait on the Acquisition Support Center (ASC) to manage nor build their talent nor can MEDCOM expect their subordinate acquisition activities to function without guidance. These improvement

Throughout his tenure at TECOM G-6, Staff Sergeant Rainey immensely improved both the service and functionality of the Training and Education Command (TECOM) and Training Command (TRNG CMD) helpdesks, effectively managed his team of Information Technology (IT) professionals, and provided exceptional support to all customers. Additionally, Staff Sergeant Rainey consistently displayed an ability to do more with less. Staff Sergeant Rainey effectively and efficiently supported all the IT requirements for over 400 Marines, civilian, and contractor personnel that make up TECOM and TRNGCMD headquarters staff with a team consisting of only three IT professionals. This resulted in the resolution of over 1800 support requests consisting of VIP requests, NIPR/SIPR support services, Video Teleconferencing (VTC) support, trouble tickets, and special events during his time at the command.

USARECs tactical organizations recruiting centers are responsible for prospecting and recruiting professional individuals that will volunteer for a job serving as a Soldier. Their main effort involves identifying and creating the Soldier of 2025 that will fight to win any complex operating environment. Daily NCOs engage local communities to find individuals to enlist despite the changing United States (US) society where 7 out of 10 prospects do not qualify to enlist into the Army. NCOs at this tactical level have a tremendous challenge in their day-to-day operations. They have to accomplish daily operations by overcoming many factors and challenges. These challenges include economic conditions, persistent and unstable Middle East, China,

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.

It requires multiple echelons comprised of highly intelligent individuals with unique skill sets working together in order to remain successful. The human resources (HR) Sergeant in particular, holds an extremely vital role within the Army profession. HR Sergeants are members of the Adjutant General’s (AG) Corp which can trace its history all the way back to the year 1775. While the Army Non-Commissioned Officer (NCO) is the backbone of the Army, the HR Sergeant is the backbone of the AG Corps. They are highly specialized and fully understand their distinct relationships with enlisted Soldiers, commissioned officers, and warrant officers. HR Sergeants supervise administrative functions and activities which contribute to both the unit and overall HR

The Human Resources Sergeant has to continue to strive to balance their role as a leader of the Army, and this is no easy feat. The continuous challenge for the strategic leaders of the Army since the latter decades of the 19th century when the U.S. Army was professionalized has been to keep the Army “balanced.” (p. 8). Balancing the mission, Soldier care and family along with the administrative functions of the Human Resources Sergeant is crucial. In order to keep this nation secure and our soldier’s safe the Human Resource Sergeant must ensure that the proper documents are complete, as necessary. They must also be able to sustain continuity in the mission, which in turn will free the soldier of worry while deployed. This will build the trust factor between the personnel section and the service member as well as their leadership, and allow them to focus on their sworn

Army Reserve Magazine, 49(3), 4-5. Retrieved November 27, 2011, from Career and Technical Education. (Document ID: 574627241).