Improving The Medical Command 's Acquisition Workforce Essay

As it is a common practice with the military, most especially in Military Treatment Facility (MTF). As an example, I will use an Army facility, Kimbrough Ambulatory Care Center (KACC), Patient Administration Division (PAD). The division made it mandatory for Medical Correspondence and Customer Front Decks section that conduct patient registration in the Composite Health Care System (CHCS) gets cross trained. It is necessary due to the high volume of the Permanent Change of Station (PCS) move during the summer time.

Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.

Initially, FastCat only had to compete with small health software companies. However, the changing market and trend for larger hospitals to take over smaller hospitals is eroding the current market. FastCat must now cater not to only larger customers, but also compete with new entries to the market, such as Microsoft and GE. This has a great potential to decrease our market share significantly. We currently possess about 3.75% of the total EHR market share, which could easily be decreased to 2% if we do not expand with the demands of the market. The current compensation system allows us only to be competitive with smaller software companies. Defining our market too narrowly impedes opportunities to attract and retain competent employees. We

Talent Management is a key component to the proper development of the Army. As a strength manager, you can play a pivotal role in the talent management process. Strength managers manage the current force pool versus the requirements of the organization. A common approach used in the Army National Guard is to break down the assigned strength into different categories are “Obligors” or “Careerists”. These groups, based on their current time served in the organization and their probable plans to make the Army a career.

Considered the “backbone of the Army,” the Army NCO corps is facing a massive shortage of qualified Soldiers thanks to the down-sizing of military forces after a decade and a half of wars, and the seasoned NCOs either separating from the military, retiring, or recovering from combat related injuries. Through a Department of Defense policy that was implemented in 2005 to expand the NCO corps, which ultimately lowered the bar for promotion,

shares the skills set needed to be successful. These tools stay with us and helps us be

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

The Department of Veterans affairs have recently contracted with the military to hire newly discharge veterans from the military. Lee (2007) reported, “The Department of Veterans partnerships across the country to launch a new program called "Enhancing Academic Partnerships Program formed and implemented to fill the shortage of nursing position within the organization” (p.28). The new program indicates that the Department of Veterans affairs are very versatile and creative in their strategies to seek quality employees. The Department of Veterans Affairs collects application from a pool of applicants using various resources. They are able to identify the top skills that applicants possess, usually by performance-based scores answers from the applicants applications. The organization than chooses the top three candidates. The Department of Veterans Affairs is very successful in the recruiting process because of the great benefits, competitive pay, and long- term stability that the organization offers.

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

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.

SUBJECT: Regular Army Precision Retention: The Commander’s Allocation Process 1. Purpose: To provide information on Precision Retention which can be found at: https://www.hrc.army.mil/milper/12-308 2. Facts: a. The Army Retention Program has denied over-strength Soldiers the opportunity to reenlist for continued service in their primary Military Occupational Specialty (PMOS) or forced them to reclassify.

Talent acquisition, retention and development is becoming into the range as one of the most critical elements of Human Resource Management. For years, companies have struggled to capture market share through economization and downsizing, while growth had seemed to take a backseat. New technology and tools are now available to address attracting, developing and retaining talent.

The Army is a profession because it requires a collaboration of highly training Soldiers who possess specialized skills that combine to operate in complex situations in more complex environments. General Martin Dempsey stated that “The Profession of Arms requires expert knowledge, and that expertise is manifested as unique skills in the individual professional and by Army units.” For the purpose of this paper the operational definition of the term profession is: a type of job that requires special education training, or skill. In order to meet and maintain the demands of this definition, The Army has established the Army Development Model which consists of institutions, operational training, and self-development to create highly skilled service members.

As for what the future holds, I have been heavily considering pursuing a career in Army acquisition. It would mean a great deal to me to join the Army Contracting Command (ACC). The ACC is the basically the business arm of the Army and is comprised of soldiers, civilians and contractors who support our troops engaged in battle through the acquisition of goods and services. The Career Program 14 (CP-14) is the onboarding and training program for Department of the Army civilians who wish to venture into acquisitions. The curriculum is designed to provide the knowledge, skills, and abilities to lead and manage effectively.

Having a functioning and efficient talent acquisition team is of vital importance to a firm. In a time where firms have to make quick decisions in order to remain relevant and profitable, availability of the right labor does not always keep up with the need. Not having a functioning talent acquisition strategy can be detrimental. It is essential that talent acquisition be accurate and timely as it “is the only function within HR that can destroy the business and HR” (Truitt, 2013). In order for the talent onboarding to be timely and successful, the search, vetting and hiring of talent will require appropriate acquisition actions. “The selection of tools, technology and outsourcing partners is a key element of a company’s talent acquisition strategy” (Erickson, 2012).