Leads 62nd Air Wing: Causes, Standards, And Unemployments

Provides routine and direct supervision to subordinate employees. Produces employee performance standards. Appraises employees annually; initiates semi-annual performance reviews. Initiates employee awards for service or extraordinary performance when warranted. Develops work improvement plans when needed. Fills vacancies; schedules leave to ensure adequate customer support. Identifies annual technician training needs. Promotes and participates in an employee improvement program. Responsible for biweekly time and

Responsible for the program of instruction and daily flight operations for the Army's UH60 Blackhawk Flight School XXI, management of the Aircrew Training Program and the professional development and general health and welfare of 151 assigned personnel and 252 student pilots. Responsible for the risk management, mission approval process, standardization and training of a company which daily launches 98 helicopters in day, night, IMC, and night vision goggle modes of flight. As an instructor pilot, responsible for maintaining the highest level of proficiency in the UH-60 A/L and Mike model in all modes of flight, training student pilots, conducting flight evaluations, and enforcing aviation standardization and overall unit safety procedure.

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.

Supervise MEDCOM Medical Assistance Group including 42 Ombudsmen at 24 locations and 9 Wounded Soldier and Family Member (WSFH) hotline contractors. Serve Soldiers, Family Members, stakeholders and provide timely, comprehensive solutions to issues/problems in their interaction with the Army’s Health Care System worldwide. Advise AMEDD leadership and senior staff on trends/patterns that may emerge. Plan work, evaluate performance, provide counseling, monitor budget, and resolve employee issues.

Manage all incoming and outgoing correspondence. Provide unit with daily readiness reports (PERSTAT); reviews personnel actions, and consolidated reports, manages, processes, reviews, and coordinates admin tasks pertaining to personnel accountability, processes needed updates to personnel and admin support of personnel.

I currently serve as the Squad Leader of a nine-man Airborne Ranger Rifle Squad. I prepare my squad to deploy to a tactical environment worldwide within 18 hours. I am responsible for the individuals in my squad and their collective training. I am responsible for the accountability and maintenance of all assigned equipment valued in excess of $250,000, while ensuring the professional development of my subordinates. I am responsible for the health and welfare of all members of my Squad as well as their family members. I have additional duties as a Senior Jump Master, Fast Rope Insertion Extraction Master, Squad Demolitions Expert, Range Safety Officer, Unit Prevention Leader, Company Reenlistment NCO, and the Platoon Marksmanship Trainer. I

There has never been a moment in my life that wasn’t colored with thoughts of other people. My earliest memories are of butchering hogs on the farm, loading all the meat into huge coolers in the back of my mom’s truck to give away to the families of the disabled children she cared for. When I was 15 I started volunteering in a local nursing home and my senior year of high school I took half days so I could start pursuing a nursing degree through the local community college. So it seemed only natural that I continued the tradition of service before self by joining the United States Air Force. I can’t even express how much I loved my job and I was good at it. I truly thought I had found my path. So it was like mourning a death when an adverse reaction to a vaccine left me with a rare disorder, a pacemaker and a medical retirement. The loss of my career, the demise of my health and the havoc both wrought on my life led me down a dark road. It wasn’t until I realized that the silver lining in the situation was having the freedom and financial independence to spend my time finding ways to help other people. If anything helping other people became my salvation and my sanity. So when I ran across this contest I couldn’t help but think how incredibly well timed it was as Virginia is exactly the place I had planned on moving back to in 2.5 years when the love of my life’s military career finally came to a close. My mind immediately began racing with thoughts of all the

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

Serve as the civilian personnel coordinator/liaison to management and staff for human resources (HR) matters concerning West Point Health Service Area (HSA) personnel. Oversees and ensures timely and correct coordination and submission of requests for personnel actions and serves as the liaison between the HSA and the servicing Civilian Personnel Advisory Center (CPAC), Regional Health Command (RHC) and Medical Command (MEDCOM). Provide guidance to management regarding civilian personnel programs to include, but not limited; to position classification, management, staffing, management-employee relations, benefits and training. Interpret regulations, policies, and practices to provide advice and guidance to officials, supervisors, and employees on a variety of HR functions.

o closely monitored, encouraged, and trained one NCO and six Soldiers, on MOS tasks and skills; achieving a section average of 255 on APFT

Several functions are required within the organization that ensures a high level of combat readiness, technical directives being one of them. The unit commanders’ mission is the continuous training of Marines in basic ground combat fighting, piloting, and aircraft maintenance. Chang and Wang (2010) state that if senior civil aviation leadership focus on factors related to aircraft maintenance, they can drastically reduce human errors and cost (Chang & Wang, 2010, pp. 56-62). Helicopter Marine Light Attack squadron 469 maintenance department is comprised of 293 personnel on average with different skill sets responsible for the day to day operations and requires intimate involvement by senior leadership to succeed.

• Planned and conducted personnel training, orientation programs, and prepared month-end and year-end documentation for over 400 new incoming soldiers and outgoing soldiers.• Worked as a Travel section expert with 100% accuracy while stationed at Camp Casey Korea for a year. • Considered expert while working with Defense Travel System (DTS), Defense Joint Military Pay System (DJMS), Defense MilPay Office (DMO), and Integrated Automated Travel System (IATS). • Planned, organized, and directed the activities ensuring that the functional work area complied with legal and regulatory requirements and meet customer needs. • Reviewed unique and complex problems encountered by self or other technicians in reconciling accounts. • Performed duties in

During my absence Brad fulfilled all administrative actions involving promotions, demotions and accountability of personnel. He implements policies, procedures and processes providing direction in compliance with Air Force Directives. Brad is paramount toward the retention and reduction of attrition in the unit while performing the role of Unit Career Advisor. During our Fall lineup Brad completed the final review of medical records for over 1200 personnel ensuring 100% record accuracy.

Supported OFS and RS by performing all tasks as the USFOR-A IJSTO Chief by developing methods of utilizing SAP, STO, ACCM, and sensitive programs into conventional force, and special operation forces (SOF) operations. Managed all USFOR-A IJSTO requirements including developing SOPs and briefs, and facilitating inspections and certifications, maintaining the USFOR-A STO portal, and conducting STO and SAP briefs and de-briefs. Lead ARSST3 through mission command with clear and concise guidance, mission orders, coaching and mentoring, resulting in the team providing sensitive activity support to USFOR-A and SOJTF-A through technical operations (TECHOPs) support, established and managed the USFOR-A OPSEC program, and revamped the USFOR-A

They will assign personnel from each kind of maintenance job to one aircraft. They would have about ten to fifteen personnel in each detachment that is able to take care of the whole aircraft when deployed. The squadron can have anywhere from a few aircrafts to upwards of ten. It will ensure that they can deploy an aircraft afloat separately or together and they will be prepared in all scenarios. The personnel work together to ensure that the aircrafts are mission ready at all times.