Army Personnel Human Resources

Trust is the foundational attribute that every professional Soldier should possess. Despite sustained military conflicts throughout the world over the past thirteen years, we have still been able to maintain firm belief in our reliability as an Army. When it comes to confidence from the public other organizations such as the police, the government, the media, and various other organizations do not have the same level of trust that the American people have in us. Trust is the most important of the five characteristics of the Army profession. Without trust we would lose the support of the American public, trust is the embodiment of our profession, and trust drives the four other characteristics of the Army profession.

The Military Personnel Data System (MilPDS) is the Human Resource (HR) system that comprises each active duty Air Force, Guard and Reserve member’s personnel record as well as retirees. MilPDS is an Air Force wide military system constituting one of the world's largest Oracle HR implementations, comprising over 100 military subsystems. MilPDS is used to process pay transactions, track accountability and strength data, update promotions, assignments, reenlistments and extensions (Gildea, 2013). This paper will cover the characteristics of the users of MilPDS, features and usage of MilPDS, and the impact MilPDS has on Air Force personnel.

The importance of the role of the Human Resource (HR) Sergeant in the Profession of Arms is vital to the overall HR mission. I have recently read an Article by CW2 Kymila K. Cheese called the Role of the AG NCO which states “HR NCO’s must maintain the following tasks: train, lead, and take care of soldiers,” but in order for the Human Resource NCOs to understand those important factors They must possess ability to understand three dynamic concepts such as what it means to be a professional, balancing role of the profession’s leaders, and the Army’s professional culture.

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

Accountability for personnel aids in the accessing of a unit's assets and combat readiness is called personnel strength reporting. Personnel strength reporting is a command function that enables a unit as a whole, to analyze the manning levels and readiness to provide commanders with a snapshot of the unit's combat power and capabilities. The formula to achieve a Personnel Strength report is achieved by comparing the by name data obtained during the Personnel accountability process and face it against the specified authorizations to determine the percentage of the slots filled for certain positions within a unit. Even though Strength reporting seems to be only important for the deployment process one has to think of the capabilities of each and every by name soldier within the unit, if the soldiers do not report to training how will they every be prepared for when it comes to combat situations.

The history of the Adjutant General Corps is just as important as its future. It has allowed the AG Corp to learn, develop, and maintain its proficiency within the Profession of Arms. The Adjutant General has held a position among the Army’s ranks since its start in 1775. It has grown to be a position of honesty and trust. It has been the voice of the commander in times of need and the soldier’s support system. Throughout time it has gained the respect of those around them. The Human Resource Sergeant has been the nucleus of its core and an important factor within the United States Army.

As I have learned in this class, this goal is achieve by adhering to the guiding principles of the HR Support Elements: 1) Man the Force, 2) Provide HR Services, 3) Coordinate HR Planning, and 4) Conduct HR Planning and Operations. Although mostly, in what many would consider the background, the HR sergeants play a critical role supporting the rest of the elements in today’s Army. Even more so with all the technological advances available today. Advances that can put valuable information quickly into the hands of those who need

The future of Human Resources in the Army will be ever changing. Current leaders need to ensure that they prepare the next generation for those changes. Leaders must also ensure that those future Human Resource Sergeants continue to pass on the knowledge, proficiency and communication to the generation that follows them. They must continue the profession of servants serving

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.

Turn on the TV or read a newspaper and it won’t be long before you hear or read about a high ranking military member being charged with or facing allegations of misconduct. As a result of recent headlines, we as a military organization are losing the sacred trust invested in us by the very people we are in uniform to protect, the American people. This includes the young men and women who will join our ranks on a daily basis. We as a professional organization need to bring about a cultural change, a re-calibration of sorts, within the ranks of our Officers and Non-Commissioned Officers. Only after we realign our leaders can we begin to eliminate the ineffective leaders and nurture a new professional organization, one that can rebuild

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

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

The Role of Human Resources Sergeant in the Profession of Arms remains the same at all levels, regardless of where we are at in the world, both at war and at times of peace. Field Manual 1-0 says it best. “HR support is executed at tactical, operational, and strategic levels. It includes all activities and functions executed within the Army personnel development system life cycle management functions (structure, acquisition, distribution, development, deployment, compensation, sustainment, and transition) to man the force and provide personnel support and services to Soldiers, their families, military retirees, and Department of Defense (DOD) civilians and contractors who deploy with the force.” (FM 1-0 HUMAN RESOURCES SUPPORT, 2014)

Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army

In today 's corporate world information system has come to play a very critical role in a business. An information system is used to collect, processes, store, analyse, and disseminate information for a specific purpose. (Turban, 2004) It includes inputs and outputs, and it processes the inputs by using technology, normally