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The need to increase urgency to affect change in the United States Army Recruiting Command. It identifies the reasons for change and the challenges in implementing it. The document also discusses the role of the Military Processing Division in the change process and the need for input from the recruiting Soldier. The document cites John P. Kotter's eight steps to increase urgency and highlights the importance of looking at statistics under the current assignment model. It also discusses the impact of COVID-19 on recruiting efforts and the need for proper demographic placement of recruiting soldiers.
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Increase Urgency BUS 575: Strategy for Change Increasing the urgency to affect the change of the United States Army Recruiting Command is no easy task. Although we have identified the reasons to make the appropriate changes and ultimately bring change to the assignments of recruiting personnel some people may be hesitant to make the required changes. The urgency needed to implement change must begin
at the highest level of influence in the Army Recruiting Command. This level is known as the United States Army Recruiting Command Military processing division or M.P.D. This section is responsible for pinpointing individuals to an assignment and the lowest level. This includes a metropolitan headquarters and station which may be hours from the headquarters. There is no input from the individual who must live and recruit in this are for 36 months or longer depending on manning requirements. Increasing the urgency at this level will affect command wide change and provide input from the recruiting Soldier and provide the command with a motivated and properly located individual who is ready to fulfill their requirements. According to writer John P. Kotter and his eight steps to increase urgency we must increase the urgency for the change. The first step in this process for increased urgency is to look at the statistics under the current assignment model. As of today the United States Army Recruiting Command is behind on their current mission assignment authorized by Congress; this may be caused by multiple factors which include COVID-19 or the Corona Virus. The need to prospect and identify individuals becomes more difficult due to this restriction. In an effort to mitigate the COVID-19 pandemic the command has initiated a virtual recruiting incentive. This has been a failure due to people not feeling comfortable with the unknown recruiters they are contacting. This is the same issue with having an ill assigned recruiting soldier; the demograpcailly challenged Soldier cannot connect with the population he is assigned to recruit. Since this situation is very common across the command the amount of enlistments that are missed due to bad demographic placement causes issues with mission accomplishment and stress within the Soldiers personal life and career as he will not be as successful as he or she could have been. Once all statistics are considered and the return on investment is highlighted the
This statistic also indicates a higher suicide rate within the command as compared to other branches and the Regular Army as well. The exact scenarios noted above was prevalent in the Houston Recruiting Battalion where multiple Soldier committed suicide over a three month period due to the stress of recruiting duty caused by lackluster performance. These Soldiers demonstrated impeccable performance prior to being randomly assigned to the recruiting command. After they were assigned without regard to demographics and career progression they could not meet the strenuous intent implicated by the command and no solutions were given to place these soldiers in a better scenario. Overall, as a professional organization The United States Army Recruiting Command does have a job to achieve which is set with the highest importance. The country depends on the Army for protection from all land threats at any given time. In order to achieve this intent it must be manned at the maximum capacity allowed by Congress. In order to stay lethal the man power must be present at all times. This manpower comes from volunteers who must be reached by the Army Recruiter. The Army Recruiter is the tip of the lethal spear of the Army, but without the changes noted the tip will become dull and ineffective and eventually chip and break. References Ross, T. W. (1994). Raising an army: A positive theory of military recruitment. The Journal of Law and Economics , 37 (1), 109-131.
National Research Council. (2003). Attitudes, aptitudes, and aspirations of American youth: Implications for military recruitment. National Academies Press. Knowles, J. A., Parlier, G. H., Hoscheit, G. C., Ayer, R., Lyman, K., & Fancher, R. (2002). Reinventing army recruiting. Interfaces , 32 (1), 78-92. Anderson, J. A., & Whitaker, M. S. (1994). Feasibility of Monetary Incentives Within the United States Army Recruiting Command. NAVAL POSTGRADUATE SCHOOL MONTEREY CA.
