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.

The Enlisted Distribution and Assignment System (EDAS) is a one-stop-shop for commander’s and assignment managers to communicate availability of assignments and unit strength projections throughout the Army. According to the United States Army Human Resources Command (HRC), “EDAS is a real time, interactive automated system that supports the management of the enlisted force” (2009, p. 3). EDAS is vital to managing almost 400,000 enlisted personnel around the world. Based on an average three year assignment, that is over 100,000 assignments that are processed through EDAS annually.

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

Statement of Qualifications: To be considered for an assignment as Sergeant First Class as the Troop B M.A.P.P.S. Coordinator. I believe that my background within the Field Operations Section is both unique and extensive. During my 18 years within the Field Operations Section, I have been fortunate enough to be selected to the Tactical Patrol Unit, Newark Initiative and Metro North. I found each of these assignments to be rewarding as well as invaluable to my development as a leader. The vast experiences that I have gained in these assignments have also prepared me for the next level of supervision. I believe that my experience as a detective also provides me with additional insight and experience related to investigations which distinguish me from my contemporaries. I was assigned for two and a half years to Metro North, initially on the operations side before being selected to the investigations side as a detective. This experience was invaluable because the environment at this assignment is unlike any place else in the Division. This assignment provided me with the experience of working with outside agencies, both Local, State and Federal. After spending two and a half years at Metro North, I returned to Netcong Station as a Senior Man and was promoted to Patrol Sergeant in 2009.

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.

As a Human Resource Manager, the understanding of the Equal Employment Opportunity laws are initially overwhelming, due to the amount of information dedicated to the subject. However, it is vitally important to comprehend and apply these laws to any organization, in order to avoid claims or litigation. Companies need to educate management to “take reasonable care to prevent and promptly correct discrimination and establish anti-discrimination policies” (SHRM, 2014). The EEOC is not out to get employers, but was “established to administer and enforce the Civil Rights Act at work” (Dessler, 2015, p. 28). Successful compliance with EEOC law ultimately depends on authentic and dedicated belief in the capabilities and value of each individual and cultivates a diverse and sincerely non-discriminating workplace. In my view, the core of this and other civil rights law finds its origins in the biblical worldview, that all men are created equal in the sight of God and are bestowed with unique gifts and abilities. Our law points to the gift of God that we live in a nation dedicated on protecting what God has created.

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.