Human Resources Sergeants In The Army

The Professions of a leader
Being a Human Resources Sergeant is not a job, but a lifestyle. Living this lifestyle impacts organizations on an administrative level. A Human Resource’s Sergeant primarily influences the integrity of the mission and the Soldiers within the organization. Several elements are vital to being and maintaining the role of a HR Sergeant. The elements of a Human Resources Sergeant is living the Army’s profession, cultivating the knowledge of balanced of leadership, and understanding institutional culture. These are key factors to unlocking the United States Army’s profession.
It takes several years of exposure for an individual to demonstrate what a profession is in the Army. Individual’s that strive to be an
expert must be flexible with their craft and recognize humane solutions, rather than making an irrational decision. Professions seek knowledge, effectiveness, trust, and loyalty while keeping Soldiers motivated, maintaining self-control, and making the organizations mission the number one priority. Achieving these factors can be an elongating process with dozens of acceptable challenges. Every professional uses their previous deficiencies to build onto their character without compromising other experts and organizations. Preserving a professional character is in the utter most importance of influencing others to complete daily organizational operations; thus creating a positive environment. Every great organization has a balanced role of professional leaders.
Two main pillars of operation hold the Army’s domain. The first role is the tacticians that lead the Army which are the Sergeants Major, Colonels, and General Officers. This harmony of tactical minds drive the Army while increasing the strength and durability of combating its enemies. Having this continuous effort of improvement and readiness also provides the Army the necessary materials to adapt in any environment. The second role is establishing the Army’s culture and climate while practicing institutional training. The Army’s culture is to embrace being an expert in any task that is given to Soldiers. This embracement will construct junior leaders to have a mindset on embellishing a climate of professionals. These two roles not only win wars and develop future leaders, but also provide the United States imperative
security.
Understanding institutional culture is essential in developing a leader’s competence. The top three levels of institutional culture are Artifacts, Espoused Beliefs and Values, and Basic Underlying Assumptions. Artifacts are what Soldiers see, hear, and feel in their unit. Espoused Beliefs and Values are doctrines, regulations, and policy statements that lets a Soldier know of what is important and expected in the Army. Basic Underlying Assumptions is a creation of negative beliefs from a Soldier of what is expected from the Army and eventually becomes reality. These three levels of culture are important for leader to know in order to be a role model for Soldier and to do what is right for Soldiers and accomplishing the mission. Although there are many branches within the Army, a Human Resources Sergeant play a vital role in the Army’s profession.
They are expected to be an expert in their military occupation, implement policies, and reinforce regulations. Human resources professionals must show knowledge of their work daily, effectively and accurately input information in various human resource systems, and physically and mental maintain a professional appearance in order to earn trust from their clients. Organizations with thousands of Soldiers are dependent on Human Resources Sergeants. Therefore, Human Resource Sergeants are one of the leading experts in driving the Army to success at a daily
rate.
The Army’s profession allows potential leaders to have an understanding of what a leader must be, what a leader must know, and doing what is right. In many ways, a Human Resources Sergeant must live this profession. Being an example of the Army’s standard, knowing the balanced roles of leadership, implementing training, and having empathy for others are important of gaining camaraderie and trust among Soldiers. In 2010, General Martin E. Dempsey authorized an article distribution stating “This is what motivates true professionals; it‘s why a profession like ours is considered a calling—not a job” (para. 9). Cultivating this military profession is an obligation for Sergeants in Human Resources to build a stronger Army.