Equal Opportunity (AIT) Platoon Sergeant

Master Sergeant Jeffrey J. Baker distinguished himself throughout a 25-year career through exceptionally meritorious service in a succession of positions of great responsibility to the Army and to the nation. Previous leadership positions of significant achievement include Human Resources Operations Branch (HROB) NCOIC, 82d Sustainment Brigade, Fort Bragg, North Carolina; Advanced Individual Training (AIT) Series Chief and Headquarters/Alpha (HQ/A) Company First Sergeant, Fort Jackson, South Carolina. MSG Baker's career culminated as the First Sergeant of the Headquarters and Headquarters Company (HHC), 369th Adjutant General Battalion, U.S Army Soldier Support Institute (USASSI), Fort Jackson, South

SPC Sutton served outside of her Military Occupational Specialty as the orderly room clerk for Packhorse Troop. SPC Sutton never hesitates to take charge of the orderly room. Superb performance by a truly dedicated leader who led by example in everything she does. She always accomplishes her tasks above standard and competently multi-tasks to accomplish a variety of missions on a daily basis. She was responsible for administrative actions and tracking taskings for the troop.

SPC Jones achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 94.33 % grade point average. She exceeded the Army standard by scoring 273 points on her APFT. SPC Jones has exhibited unwavering motivation from beginning to end through her constant pursuit of perfection. Her relentless effort to excel was seen in every evaluation which resulted in her ability to achieve outstanding results in 11 of 12 evaluations. SPC Jones took her leadership role seriously and her ability to communicate with purpose, respect and confidence commanded the respect of her peers. She demonstrated true team cohesion by not only putting out information but by helping when needed even when in a

The Enlisted Distribution and Assignment System (EDAS) is a great system with minimal hardware and software requirements. The system is simple and effective at what it does. Competition is scarce and there are very few things that should be changed involving the technical aspects of the system. The more than 100,000 assignments that are processed through EDAS annually are vital to the versatility of the Soldiers in the greatest Army the world has ever known.

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

Northrop Grumman’s history in the defense industry closely aligns them with the public sector and connects them to an identity of Euro-American male-dominated organizations. Over time, however, they have developed and embraced a diverse and inclusive workplace that has had a significant impact on veterans and the LGBT community. Even though they have established a goal for the past several years to increase women and people of color in their workforce, there is still work to be done. It would serve them well to continue building on the strong leadership development and mentorship programs they have in place, broadening its scope to include all management levels and their Board of Directors. Additionally, they may need to take an objective

Propelled by the civil rights movement of the 1960s and to counteract a national policy of segregation and inequality, the Department of Defense (DoD) mandated race relations training in 1971. The violent and nonviolent disorders of the late 1960s were the catalyst that convinced military leaders that race relations education must be provided to every member of the Armed Forces.

Equal Opportunity Reporting System (EORS) is used to collect, record and maintain racial, ethnic, and gender data and stats that support the equal opportunity program. These reports contain complaint information, commander profile, population report, major subordinate command data, EOA listing, quarterly EO report, unit assessment report. Complaint information is the number of complaints filed by quarter by type. Command report is the breakdown of command by race, ethnic, and gender. Population reports are units population racial ethnicity and gender groups. Major subordinate command data or MSC is a listing of all MSC and includes a breakdown of number of brigades battalions and companies. EOA listing is a alphabetical listing of all EOAs with information on race, gender, unit, level, staffing, and comments. Quarterly EO reports are who conducts command inspection program or CIP/ Staff assistance visits or SAV, number of training sessions conducted and number of commanders and first sergeants who attend commanders courses. Unit assessment reports or UA are listings of unit assessments conducted for the quarter by MSC or unit level to include the tool used to conduct the UA and comments.

Equal opportunity is a very important subject. In today's world every employer is required to not to discriminate in anyway when selecting employees to work for them. Over the course of our nations evolution it was noticed that employers didn’t always follow that mindset. So in turn the EEOC was created which is The U.S. Equal Employment Opportunity Commission.

The Equal Opportunity (EO) is an important program to ensure fair treatment, justice, and equity for all people. This program frames and enhances a comprehensive effort to increase human’s potentials depending only on their eligibility, ability, and efficiency. Commanders and Noncommissioned Officers (NCOs) have a huge responsibility on their shoulders toward their units; they should provide a positive EO climate for their Soldiers. Because NCOs are the number one factor to create a successful positive equal opportunity environment, they should implement a positive environment and a healthy impartiality atmosphere within their unit.

To implement an effective Equal Opportunity (EO) program within the 201st Regiment -Regional Training Institute (RTI) and its subordinate units and programs.

Conduct a meeting involving the Director, the Deputy Director, the Contract Lead and the Operations Officer regarding the current situation. This

“Workplaces are fairer than ever before, but here, too, much remains to be done. While women and minorities have made many advances—in educational attainment, employment, and earnings—there are still workplaces where they are not welcome, including many executive suites. Tomorrow’s work will place even more of a premium on workers with education and

Equal employment opportunity (EEO) is the concept that all individuals should have equal treatment in all employment-related actions. Several basic EEO concepts have been applied as a result of court decisions, laws, and regulatory actions. Title VII of the Civil Rights Act of 1964 was the first federal law designed to protect most U.S. employees from employment discrimination based upon the employee’s (or applicant’s race, color, religion, sex, or national origin. (Public Law 88-352, July 2, 1964, 78 Stat. 253, 42 U.S.C. Sec. 2000e et. Seq.). [1] The title also established the U.S. Equal Employment Opportunity Commission to assist in the protection of U.S. employees from discrimination.

A recent human resources management incident occurred while serving in my current role as the Assistant Aircraft Maintenance Officer (AAMO) of Marine Aviation Logistics Squadron 29 (MALS 29). This problematic situation was the alleged violation of Title VII of the Civil Rights Act; specifically an Equal Employment Opportunity (EEO) complaint for prejudice based on race. This specific incident occurred when a recently joined military subordinate member felt that his immediate leadership was being overly critical and watchful of every move that he made. Specifically, the Marine believed that not all members of his work center peer group received this level of treatment and determined that it must be due to his racial background.