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The need to improve the assignment process of Soldiers in the United States Army Recruiting Command. The current process does not take into account demographics such as age, race, and language, which can lead to Soldiers being assigned to areas that are not conducive to their success. The document proposes using John Kotter's eight-step change model to address the issue and establish a sense of urgency within the organization. The goal is to become more proficient as an organization and provide the Nation with the best military possible.
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Set the Stage for change BUS 575 The United States Army Recruiting Command is a division level unit assigned to the Training and Doctrine Command of the United States Army. Its primary mission is to locate and recruit America’s best and brightest volunteers to enlist into the United States Army. At any given moment the command operates 1,600 recruiting offices across the United States, Germany,
Korea, Japan and Guam. Across these various areas are 7200 recruiters who are responsible for completing the task at hand. How each individual is assigned is the area of change that needs to be addressed. Demographics provide a great starting point on assigning each individual to their areas of operation which should take into account each Soldiers age, race and primary language. However, this is not the case at hand today. Over the past four years I have experienced a multitude of Soldiers who are assigned to an area of operation that is not suited for their success and may cause harm to their career and morale. Since recruiting stations are located in many towns across the country, it is imperative for each Soldier to feel comfortable with the target population they are seeking to enlist but in many cases individuals are assigned to areas that are racist, against military enlistment or presence of they simply do not speak the foreign language required to speak to the local public. If we utilize John Kotter’s eight step change model we can accurately identify not only the solution to this problem, but a way to transition towards the solution. The overall intent is to become more proficient as an organization and provide the Nation with the best military possible. Establishing a sense of urgency within the organization must begin with the mid-level leaders. Those are the leaders who maintain accountability of the metropolitan cities. These may include Atlanta, Kansas City, Dallas or Chicago. This sense of urgency will begin with identifying the local areas who have Soldiers placed in a position that is not conducive to the success of the mission. The next step will be to build a team that can influence the change required. This team would be the United States Army Recruiting Command G1 or proponent division. This team includes professionals who have the best interest in mind for everyone. They would provide the data to support the change and see the positive reasons for changing the assignment process throughout the command. The teams would begin building substantial demographic evidence to support the
hand and must happen simultaneous in this organization. Those two steps are to constantly reinforce the vision and incorporate the change into the culture of the organization. In closing, the future of the Army Recruiting Command relies on innovation and the ability to make constant change. It takes the ability to use a clear vision and gain the buy in of the leaders and subordinates of the organization. Change is never easy, but it is worth it. The ability to make changes within an organization is paramount for continued success. Although the United States Army Recruiting Command has been in service for many years doesn’t mean it cannot improve and produce more success. The stigma of recruiters are constantly disintegrating and must be improved. This problem along with the stated solution outlined in this essay are more than sufficient to raise the moral and success in this organization. The changes simply have to be incorporated, improved and followed to ensure we increase success consistently. It is not enough to gain temporary success.
Reference Page 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.
