Information on Human Resources in the U.S. Army

Organizational Purpose

What is the mission of this organization? What are the main goals?  

The United States of America's Army organization's mission remains unchanged, that is, "to deploy, fight, and win their Nation's wars by providing ready, prompt, and sustained land dominance by Army forces across the full spectrum of conflict as part of the joint forces." According to (Weingarden, 2016), the Human Resources department drives an organization to achieve specific goals. The human resource department of the U.S. Army strives to achieve particular goals in the military, such as protecting the nation by winning wars through military operations. The military operations focus on protecting America and attain global security through power.

What organizational cultural beliefs support the mission and goals?

The U.S. Army Human Resource identifies that America's military focuses on key traditional factors which determine its success or failures in combat actions. The traditional focus of the U.S. Army comprises of focus to leadership, training, technology, personnel, and the combination of all the mentioned traditional factors. The modern U.S. military department identified a cultural belief of an organizational culture that results in the U.S. Army's shared assumptions which enable learning new concepts or skills through ongoing problem-solving approaches. The focus on such cultural beliefs by the U.S. Army H.R results in focusing on the set mission and goals.

How does the organization measure its success?

Overall, the U.S. military H.R. department measures success through different approaches such as assessment that is a continuous procedure to define the joint forces' overall efficiency during the military operations. The assessment also helps determine the U.S. Army H.R department's progress towards achieving the planned tasks, achieving the desired objectives, or creating a condition. According to (Masi et al., 2009), the Human Resource department of the U.S. military can measure its success through continuous survey assessment of the organizational perspective, the type of management and leadership skills, education and training, enterprise perspective, the domain knowledge of military staff, armies background and experience, and the anticipation towards the future endeavors.

Organizational Passage

Describe the historical development of this organization.

The United States Army Human Resources was established by the U.S. Total Army Personnel Command (AR-PERSCOM) on October 1st, 2003. On October 1st, 2017, the U.S. Army Human Resource started operating and reporting directly to the Office of Deputy Chief of Staff for Personnel (DCS) to enhance every Army soldier's career management potentiality. The major roles comprise managing soldier learning, awards, transfers, promotions, benefits, appointments, retirement, and record keeping.

How does this organization respond to risk?

Risk management occurs by identifying, assessing, and prioritizing risks by reducing, monitoring, and adjusting the risks' impacts by coordinating available resources. The U.S. Army HRC manages risks by analyzing the identified risks, evaluating the risk by deploying particular ranks to the analyzed risks. After evaluation, the HRC department treats risks from the severe ones towards those with fewer impacts. The treatment process results in monitoring the risks at each assigned Army department. Hence, the major risk treatment approaches include avoiding, reducing the risk, sharing with other departments such as healthcare, and retentions of the continued risks. 

Describe the balance between short-term and long-term focus for this organization.

The HRC organization works closely in the qualitative and quantitative gaps to meet long-term and near goals. For instance, the HRC organization invests more in training new staff to attain competent and proficient employees to boost the organization's performance ( Wiggs, 2020) .

Describe how this organization approaches its external environment. How aware is this organization of its external environment?

The U.S. Army carefully emphasizes the external environment by deploying different operational approaches during combat missions. For instance, America's Army mission in Afghanistan and Iraq led to increased environmental considerations through follow-ups to the environmental policies, effective planning, investment, culture, and focus to attaining sustainability in the external environments. The U.S Army Human Resource skillfully considers the external environment, which contributes largely to its success in the reconstruction and stability operations. Overall, the U.S. Army HRC identifies a need to put more awareness to the external environment, leading to challenges of the contingency missions. Unfortunately, the U.S. Army Human Resource department's approaches to the external environment differ among nations, lack of focus on stability and reconstruction, and limited appreciation of the external environment with believing that they play little roles in the strategic army operations.

How much emphasis does this organization put on results, both short and long-term?

The U.S Army Human Resource puts more emphasis on the found results. The results are analyzed through scientific approaches using military technology, weapons, and data. The HRC department ensures that effective risk management approaches are deployed both short-term and long-term to attain the nation's security currently and in future operations.

Internal environment

How well does this organization coordinate across functions?

The American Army's Human Resource manages to coordinate its functions through the division of labor and combat missions. The American Department of Defense comprises numerous departments based in different geographic locations globally. The Human Resource Command skillfully assigns particular combat missions to the preferable defense departments such as the EUCOM, CENTCOM, PACOM, and AFRICOM regarding the mission's destination.

How is information shared across functions?

The U.S. Army's Human Resource shares information across its functions different technologies such as computer programming software. The U.S. Army uses the K.M. model to share the information which combines technological tools, processes, and people. The organization identifies people as the most important in the success of the K.M. components of information flow. Overall, the U.S. Army Human Resource relies more on technology and people to share information across its functions. The American army HRC department uses the K.M. model tools that allow DOS collaboration depending on the information interagency and plans. Most of the information is shared through encrypted emails for information privacy. 

What are the core processes, products, or services provided by this organization?

The U.S. Army Human Resources Command solely delivers human resource services to military officials such as Veterans, soldiers, army families, and retirees. The HRC manages soldiers' schooling, awards, transfers, promotions, records, retirement, appointment, and benefits. Overall, it manages the entire career of soldiers from their first appointment until their retirement.

What unique processes and products does the organization produce well?

The vital unique products provided by the U.S. Army HRC comprise the safeguarding of soldiers' careers. The organization deploys different approaches to ensure that soldiers are well protected. For instance, it controls soldiers' finance and career both in the mainland and overseas. It is the leading organization to carter for soldier's needs compared to other public organizations. Its emphasis on the key goals of the military department of security in America and globally.

Are there processes and products that prevent this organization from an optimal performance? If so, how?

The main challenge includes workplace diversity which persists in the American Army. Despite the American Army's efforts to engage in global combat operations, the military team experiences challenges of the limited practice of diversity compared to international organizations. Additionally, the U.S. Army HRC department is likely to experience difficulties meeting the expected civilian workforce. Currently, the HRC department experiences disparities between its demand and supply, impacting the organization's performance. The HRC gap results from increased numbers of jobs associated with military roles and difficulties of hiring other individuals in the HRC to perform the required roles despite individuals having experience and having trained for human resource matters (Masi et al., 2009).

External Environment

Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals?

The HRC department's clients comprise all military officials. The department is responsible for soldiers' careers, their families' welfare, and society. The HRC organization extends its services to the U.S. government, citizens' agencies, and functions directly to national security personnel. 

Describe the competitors of this organization. What are some industry trends?  

The U.S. Army comprises many clients that act as competitors to the HRC organization. They include the Dynatouch Interactive technologies and the NCS technologies. All organizations are committed to the improvement of soldiers' living standards and public safety. Both competitors focus on high-tech trends, which results in improved services to soldiers' welfare. The DynaTouch interactive technologies focus on supporting soldiers' since the 1990s, providing Army housing, hospitals, passenger terminals, lodging, visitor centers, ACS, and more. The NCS technologies provide immediate I.T. solutions to Army's in their critical conditions.

Is there any regulation anticipated that will affect this organization and its industry? Please explain.

The anticipated regulation comprises the Army Regulation 600-20, which focuses on protecting army officials from harassment and access to various responsive programs, preventing Army Sexual Harassment or Assault Response and Prevention Program (SHARP). The regulation results in Army officials seeking assistance from other response programs offered by other firms apart from HRC, which might comprise continued army harassment. Access to army officials' diverse options results in reduced HRC clients due to dealing with other registered responsive organizations.

Is there any new technology anticipated that will affect this organization and its industry? Please explain.

Overall, numerous technological advancements and trends lead to continued shifts and adaptations within an organization's technology. For instance, the introduction of biometric technology helps to save customers' and employees' information. Technology advancements have led to the introduction of a fingerprint scan, facial recognition, and voice recognition. New technology results in improved security of individuals' privacy from access by frauds. Moreover, it results in time-saving of paperwork during written signatures which results in challenges of customers forgetting and forgery. Additionally, new technologies result in threats, especially when individuals can fake a fingerprint to access the HRC organization's sensitive information.

Structural Dimensions

What activities at this organization are performed by specialists?

Specialists of HRC conduct numerous roles. They include AGCRA, conducted by a private non-profit organization to provide soldiers, corps, and officers opportunities to aid their preservation of the Adjutant General's Corps' heritage. EMC Services, for validation of soldiers' assignment. The NCO Contact Program ensures that career branches contact SSG-MSG through phone calls or email before placement in the assignment. Airborne Training and assignment, offered by HRC to work in airborne for a three years minimum. Security clearance, to allow 42A soldiers to observe security measures at the clearance.

How specific are procedures at this organization?

The first procedure comprises consolidated active components enlisted stabilizations. For instance, stabilization levers for combat deployments and rotations for CTC and Garrison. The command staff focuses on a single stabilization picture to attain effective management to preserve the organization's readiness in a combat mission or deployment for the scheduled CTC or the remaining garrison or home station.

Does this organization use detailed work processes?

The HRC uses the Assignment Satisfaction Key (ASK), which provides specific soldiers' information to identify their assignment preferences' capabilities. The HRC managers and professional development noncommissioned officers (PDNCO) use ASK details to check soldiers to meet the worldwide requirements. 

How important are items such as employee handbooks/websites, organizational charts, and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?

Employee's handbooks help the company against filing a lawsuit or claims such as discrimination, harassment, and wrongful job termination. 

The job description helps inform candidates about the job duties and roles, while the organizational charts help identify team leaders. The organization comprises three leadership levels: direct, organizational, and strategic leadership styles ( Törnblom, 2018) .

Is this organization focused on employee empowerment?

The U.S. Army Human Resource Command (HRC) empowers its employees by bettering the Army's knowledgeable force, a soldier's ability to transition the military services into the private sector, and increased employment post-service opportunities, especially for soldiers that transitioned from the military service. Besides, the HRC organization provides unemployment compensation for retired or ex-army members. 

What is the span of control at the highest level of the organization (i.e., CEO level)?

Marvin Leonard, the Chief of Human Resource Division at U.S. Army, is responsible for controlling over 1000 employees at HRC. Leonard, the HRC CEO, plays an integral role in ensuring every employee's actions contribute solely to its mission's set objectives and goals.

What is the span of control for first-line supervisors at this organization?

A first-line supervisor at the HRC organization is responsible for over 20 employees to a maximum of 50 employees. HRC organization comprise of numerous employees with vast roles focused on improving soldiers career. Each supervisor must strive to achieve excellence in employees' training, management, and work performance.

Contextual Factors

Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.

Since 2003, the HRC organization merged as an operating agency for the G-1 and improved the soldiers. From October 1st, 2017, the HRC organization began operating as an independent organization through directly reporting in the same office. Currently, the organization acts solely in managing the careers of active and reserve militaries. The organization formed more departments to enhance the soldiers' potentiality since 2017, such as the EPMD (Enlisted Personnel Management Directorate) to provide career guidance and support for the enlisted soldiers.

How many employees work at this organization?

The U.S. Army Human Resource Command (HRC) comprises 1001 to 5000 employees.

What is financial information available for this organization?

The available financial information comprises the HRC organization's finance disbursed, such as funds for employees' salaries, retirement benefits, or allowances to armies' families. Also, it comprises of money received in the organization. Overall, the HRC organization's financial information reveals the total revenues for a specified period, such as quarterly or annually. Financial information provides the organizational position compared to its competitors.

How does this organization rank in comparison to its competitors if there is a competitor?

Overall, the HRC organization ranks among the top leaders in the market. The company comprises millions of trusted customers. The HRC customers are almost equivalent to the U.S. military department, which is around 1.2 million to 2million. Additionally, the organization deals directly with the U.S. government's defense department and the government to provide various services to soldiers. Overall, the HRC organization is among the leading organizations in military services.

What are the goods and services this organization provides that support its mission?

There are numerous services and products provided by the HRC organization. They include training services, communication services, joint medical operational systems, security and privacy, counseling, DOD services, and many more. The HRC offers uncountable services to its clients at the government, civilians, clients, and the soldiers' interest to promote secured operations in America's continued military operations. 

How specialized is the equipment used by this organization?

The organization uses high-tech equipment to facilitate convenient storage of employees' information, improved communication, and achieve privacy. The organization comprises technology that facilitates direct communication to the government without tracing to maintain privacy.

Can work only be performed sequentially? Or is simultaneous work permissible for this organization?

The workforce conducted in HRC is sequential and periodic, resulting in continued improvements within the organization. Each HRC department analyses the desired information before presenting it to the top management in a strategic order.

How is this organization structured geographically?

The U.S. Army Human Resource Command's headquarters office is at Fort Knox. K.Y. in the United States of America. 

How dependent is this organization on its largest suppliers? How dependent is this organization on its largest customers?

The U.S. Army Human Resource comprises numerous suppliers to whom it relies more on the products they supply to the organization to serve its clients and customers. The organization relies more on its customers. It protects its customers, U.S. soldiers, from their entry levels until retirement ( Buttrey et al., 2019) . The organization deploys numerous measures to attain quality service to its customers, such as counseling and protecting soldiers' families.

References

Buttrey, S. E., Whitaker, L. R., Fletcher, T. L., Devig, A., Gobea, G., & Smith, A. D. (2019).  U.S. Army Post Initial Entry Training First-Term Attrition Analysis: Part 2 . The Research and Analysis Center (TRAC)-Monterey Monterey.

Masi, R., & Masi, R. (2009).  Supporting the U.S. Army Human Resources Command's Human Capital Strategic Planning . RAND Corporation.

Törnblom, O. (2018). Managing complexity in organizations: Analyzing and discussing a managerial perspective on the nature of organizational leadership.  Behavioral Development ,  23 (1), 51.

Weingarden, S. (2016).  Building the Future: H.R.'s Role in Organizational Design . SAGE.

Wiggs, G. A. (2020).  Is the U.S. Army Adequately Preparing Army Civilians to Assume Leadership Roles Within the Civilian Corps Compared to Uniformed Service . Defense Acquisition University Huntsville United States.