The Trials And Tribulations Of Changing Jobs Essay

After the Vietnam War ended, the Marine Corps’ main focus changed from broad scale operations, to being an Expeditionary Force in Readiness. Although this was no new role for the United States Marine Corps (USMC), there have been many changes in society, technology and tactics that affect how the Corps operates. However, over the last 36 years one thing has remained the same, and that is the role of the Marine Non Commissioned Officer (NCO). With the world changing ever so rapidly, the strong values and responsibilities of the Marine NCO are now, more than ever, necessary to carry out the operations being assigned to United States Marines. The role of the NCO is characterized by their

If the workplace of today could be characterized by a single theme, it would most likely focus on the continual presence of change. Dramatic changes in technology, the marketplace and the workforce have compelled organizations to re-evaluate not only the competitiveness of their products, but also the core ways in which work is performed. It is out of this pursuit for continued survival that organizations have been faced with the notion of varying work-schedules beyond the traditional hours of nine to five. This paper will explore the societal and business changes that have led to a proliferation in flexible work patterns. This paper will also address the benefits and disadvantages of flexible work patterns for

Within the Adjacent Corps we must strive to be proficient. Tactical and technical proficient we must operate as a team. While raising to the challenges placed in front of us. Along with assisting any civilian counterparts and Soldiers alike. We all need to follow a set of ethical standards. We are all professional at every grade and rank. Our MOS doesn’t limit us to our comrades it defines and what we are capable of despite rank. The Army must never cease to push itself to be the best while displaying this to Soldiers subordinate and senior. As a Human Resource NCO I feel that we need to show our strength and stay diligent helping our fellow 42A regardless if they are TPU , AGR or AC alike sharing the knowledge that we have learned and absorbed expertise. First to all junior enlisted and senior enlisted because those unwillingness to learn from another 42A is not the way of the Adjacent Corps. Thought it’s hard to balance being a professional we must demonstrate this in day situation because we are professional in uniform and out of the uniform. The Army professional have issues with toxic leadership in Within the Army Professional Culture but the as soldiers and 42A’s staying professional with this environment is critical to

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.

I have been surveying my options regarding my present and future career plan. As I consider various paths, one option remains outstanding and seems to fit my personality and my skill set to a tee. This option is that of the possible advancement within my region, as I hope to become promoted to a noncommissioned officer. The following essay will summarize the reasons as to what I believe makes a good noncommissioned officer, why I fit these criterion and for which reasons I wish to become an NCO.

For more than three decades, Army Non-Commissioned Officers (NCO) were part of an era of fast promotions through the NCO ranks, with some Military Occupation Specialty (MOS) seeing Soldiers make the rank of Sergeant First Class (SFC) with six to seven years time in service (TIS). Since the terrorist attack on September 11, 2001, the United States military was facing a challenge that produced two separate operations simultaneously in the same region of the world which called for thousands of additional service members, especially in the ranks of NCOs. While “fast tracking” was great for the individual, it left many enlisted Soldiers, as well as Officers angry and frustrated with the lack of knowledge these young NCOs were demonstrating when it came to basic Soldiering tactics and techniques. This stems from the decades old Sergeant and Staff Sergeant promotion boards, lack of leadership time, as well as lack of diversity within major Army Component Commands (COCOMS).

In support of my capstone project, I assessed and will submit a redesigned proposal with developmental recommendations for reformation of a solid POI for the SPCC that takes place at the Army Logistics University. In this, I have identified the foremost purpose for this redesign as the following: The investment in the education and training of rising leadership is vital to the long-term success of our sustainment support staff and the services provided. With this course providing training in modular force operations for newly selected command designees that enables them to function effectively throughout their command tour it is very important to make sure that the training is substantive. Therefore the main focus is to assure that training is current and emerging sustainment doctrine and leadership topics for commanders on the National Guard, Reservist and Active Duty levels is most essential.

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.

Military Specific proved to be the number one job family on my evaluation so I considered that it may contain something I would find interesting. I don’t like change in my environment and I get easily scared so when I first saw this it arrived as a huge shack to me. I did not think this would appeal to me in the slightest and for the most part I was correct. The only career I thought sounded remotely good was Command and Control Center Officers. I like the idea of managing others as well as using technology to help detect things; I saw this job as one of the less dangerous ones which is good because I could never stand in the permanent line of danger for most of my life. Unfortunately I became upset to learn the lack of demand for this position, even though the pay was amazing there is really too much competition to obtain this jobs so again I abandoned

I was lucky enough to serve as NCOIC of an S2 shop for my first assignment. I was able to utilize my experience within the Air Force Security Forces to execute my duties as Personal Security NCO and Physical Security NCO competently. I was successful and promoted to SSG on 01 October, 2007, the one and only promotion board that I have attended. I was selected based on the success of my battalion’s Physical Security Inspections to be the brigade Physical Security NCO. I served in this position admirably until I received orders to the 4th Infantry G2 ACE,

To ensure that the army has the necessary skills, knowledge, and behavior to win in a complex world, we must shift from the basic algorithms systems to a more deliberate process by managing the talents that our Warrant Officers possess. Assignment managers must focus on an individual’s wealth of knowledge and skill sets each Warrant Officer has that is beneficial to a specific organization vs number plug and play system. Talent management enhances Army readiness by aligning individual capability with the Army’s need while optimizing human performance and engagement. The Warrant Officer 2025 strategy is the first step toward transformation. It lays out the ends, ways, means necessary to optimize the talent and retain breadth and depth of talents needed to enhance Army

For decades, Department of the Army Civilians have been working in concert with Soldiers. For years, senior leaders have focused on Soldiers when developing strategic competencies. Given that approximately twenty percent of the total Army force is in the Civilian Workforce, developing strategic competencies for Army Civilians is also important in support of enduring Army operations. There are approximately two hundred thousand Department of the Army Civilians compared to slightly over one million Soldiers. Although the specific duties for the Soldier and Civilian may be different, the strategic competencies for both should remain the same.

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.

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.