US Coast Guard-Human Capital Strategy Case Study

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

HS1 Clement Watkins is an exceptional example of a Health Services Technician and Coast Guard member. Demonstrating unbridled loyalty and dedication to his rate and the Coast Guard, HS1 Watkins has repeatedly answered the call to duty, volunteering twice with in a calendar year for extended deployment to SMTC Camp Lejeune to assist the Medical Branch in providing high level medical care to the many ranges and in conducting the administrative duties inherent within the branch itself. Without need for prompting, HS1 Watkins seeks out challenges to overcome and initiates processes and improvement everyday as he strives to improve himself, his shipmates and his unit. HS1 Watkins consistently demonstrates exceptional communicative skills, without

The current Coast Guard Enlisted Employee Review (EER) and future Enlisted Evaluation System (EES) does not have accountability to members that use tobacco products. The Surgeon General of the United States has determined that tobacco use is the leading cause of preventable illness, disability, and death in the United States, ref (a). The Coast Guard Health Promotion Manual states, “Tobacco products generate physiological changes and cause significant health risks.” In 2015 about 15 of every 100 U.S. adults aged 18 years or older (15.1%) smoked cigarettes, according the Centers for Disease and Control Prevention (CDC). Consequently, 15 percent of our workforce is involved with a know substance that is detrimental to their health, yet the

Developing a skilled and reliable workforce is a very important task for the Department of Defense. In order to maintain or military

While serving as an instructor for the Husky and Buffalo Doctrine and Tactics Training (DTT), SSG Ross oversaw the training of over 15 Active Duty BEB’s and 10 Reserve Component Combat Engineer Clearance Companies, also helped redesign the training by using his combat experience to create a more realistic training environment. SSG Ross’s impact on route clearance training impacted the entire force’s ability to detect and clear explosive hazards, resulting in countless coalition and civilian lives saved.

SPC COLEMAN’s desire to improve his skill set both within and outside of his MOS paired with his eagerness to learn led him to be cross trained as a 14E (Patriot Fire Control Enhanced Operator/maintainer). In the absence of 14E’s within the

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.

IT3 Marchut demonstrated a superior level of technical expertise during CGC Sturgeon Bay’s 140’ Service Life Extension Program. IT3 Marchut traveled 165 miles to Coast Guard Yards Baltimore to disassemble the cutter’s IT infrastructure consisting of 24 CGSWIII workstations, a switch and server. Following strict inventory control procedures, IT3 Marchut satisfactorily transported over $38K in accountable property to an alternative work site based at Bayonne Military Ocean Terminal. IT3 Marchut than reconstituted CGC Strugeon Bay’s computer network enabling command oversight during the nine month structural refurbishment and replacement of unsupportable or maintenance-intensive equipment.

We hired one new employee last week and we completed another orientation this week. We completed two road test and two interviews this week. We also have two polygraphs this week. We plan on having a total of four new employees by the end of the month. We are also planning on attending a military job fair in August to continue to staff the branch in order to keep up with the growing business. We have had employees out due to family medical emergencies, vacations and suspensions. The Houston branch sent two employees this week to allow us the flexibility to train new employees on hopper procedures and process new

Tim is the go-to technical SME for GAE. His technical depth and aptitude enable him to assist in the delivery of government products that allow GAE to sustain year after year. Functional needs for the Option Year 9 award, Re-compete documentation including the PWS and IGCE, as well as the multiple requirements for CRB packets are all imperative to keep GAE up and operational. Tim's technical expertise and perspective added value to those products and the program's ability to continue serving the Army's tuition assistance needs.

You been had assignments in Pacific Air Forces Command (PACAF), Air Mobility Command (AMC) and United States Air Forces Europe (USAFE). As a Security Forces NCO, various assignments are critical to both technical and professional development. You also have held several duty positions to include; Installation Entry Controller, Response Force Member/Leader, Law Enforcement Patrolman, Alarm Monitor, Electronic Security Systems NCOIC, and Assistant Flight Chief. This has allowed you to gain a large breath of experience which is instrumental to you development and your ability to develop your Airmen. For this reason, I am recommending you for assignment a Technical Training School Instructor. Your expertise and vast experiences as a SF leader will help to shape the future of our career field. You are passionate and proud of what do; you genuinely care about the health and well-being of your Airmen. I think you would be an ideal fit for the assignment…I know you will excel. We can review SPECAT and DSD Guide for additional

SUBJECT: Information Systems Used at Brigade 1. There are many critical systems the Brigade uses to process critical information that allow Soldiers to process information quickly and efficiently. The systems covered in this information paper are Electronic Military Personnel Office (EMILPO), The Deployed Theater Accountability System (DTAS), Standard Installation and Division Personnel Reporting System (SIDPERS), and Reserve Component Automation System (RCAS), G1 Portal, and Integrated Personnel and Pay System (IPPS-A) 2. eMILPO is a system used by all components. The Army National Guard (ARNG) primarily uses EMILPO to complete DD 93s and SGLVs.

Apart from leaders being aware of their employees’ intrinsic values, they must be able to provide honest and valuable feedback. This can be done formally or informally. Continuous feedback may be more beneficial being that both parties are able to actively see growth, or the lack thereof, and if the developmental opportunities are valuable (Lerner, 2016). When doing feedback, or even determining which path to take, leaders must ensure the focus remains on the development of the employee versus doing it just to have someone else trained on a task that falls under that leader.

In this equipment leasing business, the owner-manager is the business. His or her HR development programs will determine if equipment leasing is a success, failure, or just gets by. A good strategic HR plan helps managers to align organizational goals, competencies, and the workers needs to perform they job better.

There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization.