US Army human resource doctrine

Introduction
Senior leaders and Sergeant Major have to develop the leadership skills of soldiers for organizational success. Human Resources Support (FM 1-0) and Army Training and Leader Development outline the best approach for developing future Army leaders. Furthermore, Army Training and Leader Development describe an organizational framework for developing the next generation of Noncommissioned Officers (NCOs) based on three learning domains: Namely, self-development, operational, and institutional (United States Department of the Army, 2017). Senior leaders / Sergeant Major should also read the following publications: Theater-Level Human Resources Support (ATP) 1-0.2, Army Command Policy (AR) 600-20, and Legal Support to the Operational Army (FM) 1-04, and Soldier for Life – Transition Assistance Program (AR) 600-81. The above reading are useful when developing leadership programs in the Army. This paper will convey my strategy for developing future US Army leaders based on the above readings and my experiences from operational assignments.
Human Resources (HR) Support
The functions of HR support are described in Field Manual (FM) 1-0: Human Resources Support. It includes to provide HR services and personnel support, man the force, and to conduct HR planning and operations (United States Department of the Army, 2014). HR services consist of essential personnel services (EPS), postal operations, and causality operations. EPS refers to HR functions that affect the quality of life and status of soldiers and includes evaluation reports, transfers and discharges, and military pay and entitlements. Postal services involve receiving, and dispatching of mails, selling postage stamps, and mailing packages. Causality operations involve tracking of causalities at the unit level, provision of casualty assistance, and next of kin (NOK) notifications.
Personnel support includes army band operations, command interest programs, and morale, recreation, and welfare operations (United States Department of the Army, 2014). Welfare operations include sports programs and recreation support. These joint activities boost teamwork among soldiers. Command interest programs refer to programs that cater to the needs of soldiers such as army substance abuse program, sexual abuse prevention program, army scholarships program, and continuing education program. Army band operations focus on music that supports military operations. Over the years, music has been used to instill the will to fight and win among soldiers.
HR planning and operations specify the means through which HR leaders will achieve their desired HR environment. It involves assessing the current HR environment and forecasting HR requirements based on the progress of military operation (United States Army, 2014). The HR support also operates HR mission command nodes. These command nodes allow HR personnel to access HR databases.
Man the force functions are broadly classified into five categories: Namely, personnel accountability (PA), retention operations, strength reporting (SR), personnel readiness management (PRM), and personnel information management (PIM) (United States Department of the Army, 2014). PRM involves assessing the combat capabilities of the army as well as individual readiness. PA refers to the management of location and duty status of every person attached to a unit. SR indicates the combat power of unit. Retention operations focus on the development and retention of soldiers. PIM involves collection and analysis of HR information about units and personnel.
Strategies for Leadership Development in the US Army
First, I will set standards and requirements for leadership development as described in the Army Regulation (AR) 350-1: Army Training and Leader Development. For example, soldiers become eligible for structured self-development (SSD) program after successfully completing the following courses: 1) Initial Military Training (IMT), 2) Basic Leader Course (BLC), 3) Advanced Leader Course (ALC), 4) Senior Leader Course (SLC), 5) Master Leader Course (MLC), and 6) Sergeants Major Leader Course (SMC). The SSD program fosters continuous learning. So, it is a prerequisite for attending the Noncommissioned Officer Education System (NCOES) training schools (United States Department of the Army, 2017).
Generally, soldiers develop as leaders through their career through a continuous process that incorporates experience, training, and education (United States Department of the Army, 2017). So, to set the requirements for optimal leadership development, I have to learn the strengths and weaknesses of my unit members. By doing so, I will be able to work on their weaknesses and develop their strengths further more efficiently and effectively. This strategy will also help me develop a sense of personal development among unit members. In my career, I have continuously helped soldiers improve on their weaknesses. For example, I frequently attend reconditioning physical readiness training for soldiers who require additional assistance to pass the Army Physical Fitness Test.
Secondly, I will provide feedback promptly. Various studies indicate that effective feedbacks improves performance, team spirit, and leader development. Feedback can either be positive or negative. Most leaders struggle when it comes to communicating negative criticisms. My military experience has helped me overcome this challenge. I have learned that when giving positive feedback, it is essential to explain to a soldier which action is being appreciated. On the other hand, when correcting a mistake, a soldier has to explain how they will avoid repeating the same mistake in the future.
I remember an incident where two members of my unit decided they will not attend a formation because they had completed the formation training. As a military leader, I had to correct them because that is against the military code of conduct. However, one of the soldiers felt they should not be punished. He argued that the student platoon guide did not give clear orders after they had completed the formation training. Based on my experience in the army, I realized that the soldier acted out of lack of information. I had to explain to the soldier why attending formation is compulsory. Usually, soldiers who fails to attend formation without a valid reason is dismissed from the Army. I also told the soldier to read Army Regulation (AR) 600-20: Army Command Policy. This publication covers the policies and responsibilities of command such as military discipline and conduct (United States Department of the Army, 2014). In the end, the soldier acknowledged his mistake. That was only possible because I provided feedback promptly.
Thirdly, I will create opportunities for members of my team to excel. From my military experience, I have learned the importance of professional development. I will develop leadership training programs based on operational and institutional learning domains (United States Department of the Army, 2017).
Learning institutions for the military include Noncommissioned Officer Academies (NCOAs), BLC, SMC, and MLC. NCOAs offers training that prepares leaders for future operational assignments. BLC is a course that focuses on leadership training. Soldiers who take this course acquire leadership skills that are required to lead small units. The central leadership topics that are covered under SMC include professional development, communication skills, training management, team building, combat operations, and sustainment operations. One can only be promoted to Sergeant Major is they complete the SMC course. The MLC course prepares soldiers for future success when handling either troop or staff assignments. The main areas of study are mission command, public speaking, decision making process, organizational management, decisive action, multinational considerations, and interagency capabilities.
Operational learning domain includes ranger training and military specialty training. Ranger training develops both leadership and combat arms-related skills. This course requires soldiers to train in an environment that is similar to that of close combat. Military specialty training prepares Army personnel for specific assignments.
In general, I will explain to my unit members the importance of pursuing the above courses. For example, one cannot enroll for SSD if they have not completed IMT. These courses also form a basis for promotion. For example, a soldier is eligible for promotion to Master Sergeant (MSG) after successful completion of Master Leaders Course.
Fourth and lastly, I will enhance learning through coaching and mentoring. Mentoring focuses on developing the leadership skills of the mentee. On the other hand, coaching develops an individual capacity to motivate and inspire others more effectively. In my military experience, I have learned that a leader can determine the success of a team. Subordinate members tend to copy the behavior of their leaders. For example, if a leader is not committed to the success of a team, the team members will also not be committed. It means that a leader has to develop a sense of commitment among soldiers. Given this fact, a leader can effectively enhance leadership development through coaching and mentoring.
Conclusion
The army develops its future leaders which is critical for organizational success. As a senior leader in the US Army, I will set standards and requirements for leadership development, provide effective feedback, create professional development opportunities for soldiers, and promote leadership learning through coaching and mentoring. All these four strategies incorporate experience, education, and training which are vital when developing future Army leaders.
References
United States Department of the Army. (2014). Field Manual FM 1-0 Human Resources Support April 2014. Retrieved from website: https://armypubs.us.army.mil/doctrine/index.html
United States Department of the Army. (2013). Field Manual FM 1-04 Legal Support to the Operational Army March 2013. Retrieved from website: https://armypubs.us.army.mil/doctrine/index.html
United States Department of the Army. (2014). Army Command Policy: Personnel-General.
United States Department of the Army. (2016). AR 600-81: Soldier for Life Transition Assistance Program
United States Department of the Army. (2017). AR 350-1: Army Training and Leader Development