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The importance of building a team of talent management professionals to ensure the success of the United States Army Recruiting Command. The team should comprise current career recruiters who hold the current military occupational skill 79R and rotate every three years to ensure a consistent understanding of current demographics. The document also highlights the importance of empathy and concern for fellow soldiers to instill enthusiasm and motivation to keep the change consistent and improve the command from within.
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Build the Team BUS 575: Strategy for Change The changes required to ensure an organization maintains a high operating tempo also requires a team of dedicated individuals who are prepared to see the greater picture and inforce the ideals of change and place them into motion. Great teams must be forged with a solid foundation and
believe in their mission and know they are operating to make the company they are a part of better. In this case the United States Army Recruiting Command must comprise a team of talent management professionals to ensure the demographics and assignments of the recruiters are vetted and implemented to ensure their success and the success of the command. The United States Army Recruiting Command currently has a team assigned to handle assignments and the issues that arise while assigning individual recruiters into the greater American public. However, most of these individuals are civilians who have previously served more than five years ago and currently do not understand the current youth and the message required to recruit them. In an effort to improve the validity of the team and incorporate the vision required to implement change we must assign current career recruiters to the team; one from every major recruiting brigade for a total of six. These career recruiters who hold the current military occupational skill 79R will rotate every three years so a consistent understanding of current demographics can be brought to the teams’ knowledge. The amount of civilian employees will be reduced and only hold administrative control to ensure standard operating procedures are maintained. The newly formed team comes prepared with not only a wealth of knowledge from across the United States but also a sense of empathy for all recruiters assigned to the command. This sense of caring and concern for their fellow soldiers instills enthusiasm and motivation to keep the change consistent and improve the command from within. This team understands the rigor of the duty and the importance of the changes required at all levels to ensure its success. Although this team will be willing to implement the changes required they are not without faults and pitfalls of their own. They will also have comrades in the recruiting brigades and battalions who they would like to have in great positions and cities who do not meet the demographic requirements
amount on the team. This will allow the team to remain fresh and not become stale and exhibit bad behavior or traits such as complacency. In closing, building the best and most efficient team to ensure the success of this command must be comprised of the most proficient members available. They should be managed by a senior leader who will be responsible for their morale and progression in the Army while maintain the mission at hand. Without this team the future of the recruiting command will fail and success will not be possible. This team is the foundation for all recruiters to be successful and provide years of great service to not only the United States Army; but also the country it is set to defend. The best and the brightest is needed to maintain proficiency and lethality in the Army. However, without the recruiters reaching them in all parts of the country it can never happen. 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.
