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The importance of creating a vision for change in an organization and how it can improve the organization and its employees. It specifically focuses on the United States Army Recruiting Command and their plan to assign recruiters to a better environment based on demographic analysis and input from each recruiter. the key elements of the vision and the implementation process, including providing material in the form of PDF handouts and power points, giving a presentation to senior staff, and collecting input from career recruiters. The goal is to ensure that each recruiter understands the purpose for the change and feels like their best interests are taken into account.
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Create a Vision BUS 575 A vision is necessary for change, the organization and its future must clearly know what is expected to come from this change and how it will improve the organization and furthermore themselves. Each employee must know the plan and vision for the change at hand, this can include the team building process and understanding why the change is needed. In our particular
scenario, the United States Army Recruiting Command has developed a great team to lead the change of assigning recruiters to a better environment to ensure their success based on demographic analysis and input from each recruiter. Now it is imperative for the command or organization as a whole to see the vision and the plan for the new assignment process. In this new virtual environment it is important to provide the on hand staff and recruiters with material and information they can view in front of them and explain to their subordinates. This material will be in the form of PDF handouts and power points that will provide the requirements for each assignment and the overall purpose of the process and the team. Currently, there is a disconnect between the field or recruiters on the ground and the people making the assignment decisions for them. Each recruiter must feel like their best interests are taken into account when they are assigned to a particular area. Furthermore, the future of their career is at hand and must be grown at any possible opportunity. The key elements of this vision are simple yet complex in the execution phase. First and foremost the team will provide a lucrative presentation to all senior staff, this will help set the vision in stone as these leaders are responsible for the day to day activities of all recruiters assigned to their organization. This presentation will be given in January during a conference known as ALTC or Army Leadership Training Conference; during this time it allows the Brigade and Battalion Commanders to ask questions and raise concerns. Some of these concerns will include losing control over the assignment of their recruiters and the purpose of the vision is to show them that they cannot put the best interests of their subordinates over their own needs. Once this is established it is important that each recruiter understands the purpose for this change and the implementation process as a whole. After the staff leaders have been briefed the team will travel to the largest Battalions and Brigades in numerical order to speak to all career recruiters and collect their input. This level of buy in is essential as it allows
needed but necessary on a daily basis. The Army is based on excellence and should require no less from the command that is responsible for recruiting its future force. The more comfortable Soldier are with their leadership the more their work ethic will reflect. There is no vision more powerful than a trained and happy group of employees or in this case Soldiers. References Ross, T. W. (1994). Raising an army: A positive theory of military recruitment. The Journal of Law andEconomics, 37(1), 109-131.
National Research Council. (2003). Attitudes, aptitudes, and aspirations of American youth: Implications formilitary recruitment. National Academies Press. Knowles, J. A., Parlier, G. H., Hoscheit, G. C., Ayer, R., Lyman, K., & Fancher, R. (2002). Reinventing armyrecruiting. Interfaces, 32(1), 78-92. Anderson, J. A., & Whitaker, M. S. (1994). Feasibility of Monetary Incentives Within the UnitedStates Army Recruiting Command. NAVAL POSTGRADUATE SCHOOL MONTEREY CA. Hilliard, R. S. (2003). United States Army Recruiting Command: From Zero to Hero Status. Carlisle, PA: US Army War College. Johnson, F. (2008). Assessing Cultural Change in the United States Army Recruiting Command. ARMY WAR COLL CARLISLE BARRACKS PA.
