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United States Army Military Solider and the Department of the Army Civilian Employee Development Comparison

Abstract

The harmonizing relationship and shared respect between the military and civilian members of the Army is a long standing tradition. Since the ArmyÐŽ¦s beginning in 1775, the United States military and Department of the Army (DA) Civilian duties were separate, but are necessarily related because of the ArmyÐŽ¦s mission. The Army work environment involves a close working relationship with civilian personnel, because they possess or develop technical skills that are necessary to accomplish some missions needed by the Army. DA civilians are primarily tied to the particular military installation that they are employed under the civilian personnel management system. All Army leaders, soldiers, and DA Civilians share the same goal: to accomplish their organizationÐŽ¦s mission, but training and development missions are substantial different between the Army, military and civilian personnel.

United States Army Military Solider and the Department of the Army Civilian Employee Development Comparison

Soldier and DA Civilian development is essential to the ArmyÐŽ¦s success in peacetime as well as in combat. DA Civilians are essential to success but, for variety of reasons that are difficult to maintain in the uniformed components. (FM 22-100, 1990, App. A).

The effective training and development of DA civilians is the keystone of operational success and must be given a high priority on a continuous basis to perform effectively, especially within the context of the ArmyÐŽ¦s Doctrine. Most support type activities (base operations) are preformed by DA Civilians that allows support continuity of operations. DA Civilians are able to provide professional or technical capabilities and skills not otherwise available when soldiers deploy.

The training and development of soldiers is critical to be prepared to conduct diverse missions such as nation assistance, counterterrorism punitive attacks, noncombatant evacuation, humanitarian and disaster relief. (West & Reimer, 1997) The training and development soldiers receive ensure that those being committed to the operation are prepared fully both mentally and physically, for the conditions in which they might encounter.

DA Civilian Employee Training and Development is the responsibility of managers and supervisors at all levels. Managers and supervisors must identify necessary training and ensure that adequate quality training and development is provided to their employees. Managers and leaders will exercise personal leadership and responsibility to ensure the following:

a. Mangers are responsible for ensuring that training and development opportunities are provided to employees in an equitable manner.

b. Develop employee Individual Development Plans (IDP) in coordination with the Chief Labor Management-Employee Relations and Training CPAC.

c. Employees are required to attend DA Mandatory training such as:

„X Information Assurance Awareness

„X Anti-Terrorism Awareness (annually)

„X Prevention of Sexual Harassment (annually)

„X Ethics Training (new employees)

„X Customer Service Operations Excellence (new employees and annually for employee in direct customer service positions)

d. In addition to employee related instruction, managers will encourage all employees to take other courses in personal and professional development to include computer related courses.

Employees are continuously developed thorough participation in various leadership programs provided by Department of Defense (DoD), Department of the Army (DA), Major Army Commands (MACOMs), and the installation. (www.jrtc-polk.army.mil)

Soldiers go through a series of training when they first enter the military and continue to develop additional skills as they progress through their military career. An Army Drill Sergeant is responsible for providing eight weeks of basics training for new soldiers. The soldier receives training in drill and ceremonies, weapons, map reading, tactics, military courtesy, military justice, physical fitness, first aid, and Army History, core values and traditions. The operational environment demands that all soldiers are proficient in certain combat task; soldiers must be able to shoot, move, communicate, and survive. (SoldierÐŽ¦s Manual of Common Tasks, 2003) These are some of the basic training skills that will be continued to be developed once a soldier reaches his or her permanent duty station.

After soldiers complete their basic training, they are then sent to their advanced individual training (AIT) institutional schools where soldiers learn and develop skills in their primary Military Occupation Specialty (MOS). When the soldier completes all of their initial training, soldiers are then sent to their permanent duty station where all members of the chain of command are responsible for training and development. The Noncommissioned Officer (NCO) or first-line supervisor conducts individual and small unit collective task. The NCO has the primary responsibility for training and development of his or her soldiers and ensuring soldiers are prepared and capable of doing his or her job effectively in peace and win in war time missions. NCOs will continue to develop their soldierÐŽ¦s skills as they progress through a formal leader development system. Soldiers will receive extensive institutional training at military school throughout much of their career. Once the soldier has immerged this far, It is as much the responsibility of the soldiers as the NCOs to manage and continue to develop both