Table of Contents
Diversity is important
Potential Diversity in the Army
Learning and Development
Worldwide Involvement
In summary,
Sources
Original: Analysis
Paraphrased: Examination
The term “diversity”, which is often used, describes the variations of characteristics between two individuals. It includes both visible and invisible characteristics, such as age, gender or race. Given the current focus on diversity amongst firms, it’s important to understand why and how this relates to the management of personnel in the armed service (Kamarck, 2017). Diversity is a complex subject within the armed services, both conceptually and in terms of its administrative implications. The EO Program (Equal Opportunity) promotes a diverse environment, and the army is aware of this diversity. Regulation AR 600-20 challenged the gender roles of society and how they were accepted by war. Diversity in recruitment, development, and employment has challenged traditional armed forces organization principles, standards and outlooks. HR has been modified and revised.
Importance DiversityThe Armed forces are an asset to the nation and offer a wide range of opportunities. It is an enormous organization with a global presence. A diversity-focused organization, the American Armed Forces has an advantage when it comes to recruiting top talent across cultures, ages, genders and ethnicities. The AVF (All-Volunteer Force) may not be able to sustain itself if the AVF continues to attract employees from a country that is the most ethnically diverse in the entire world. The armed services have a long and proud history of diversity. This has been true since 1948, when the President’s Executive Order on Equal Opportunity and Treatment within the Armed Forces was issued. While the pride of the nation in its diversity is well-deserved, it’s important to look beyond these efforts. Leaders in the military must emphasize the importance of diversity as an intrinsic part of American society. Diversity, if recognized and supported properly, is the foundation for a supportive army culture. It is a key component in developing active, adaptive and responsive leaders that can operate effectively in any situation. It is a key component to sustaining superior performance, using the armed force imperatives of Prepare, Maintain, Transform, Reset (Judy & D’Amico, 1999).
The Department of Defense values diversity for many reasons. It has sometimes been brought up in relation to the civil-military relations that diversity is important within the armed force. A few have described it as a relationship between civil society, members of the military and civilian leadership. The civilian leadership decides on the resources and employment of the armed forces. The civilian decision-making entities are influenced by the civil society. AVFs recruits are drawn from the civilian population, which includes those who have served in military service, serve currently, or have been directly affected by it. Strength of the bond between military personnel and civilian society can be correlated with societal willingness to participate in war, provide resources to armed forces, accept military leader’s recommendations, etc. A military leadership which is not connected to society can lead to doubts as regards the legitimacy of civilian leaders, or their decisions regarding military matters.
The context of the armed services can sometimes include tactical necessity. The Marine Lioness program, which allowed women Marines from the US to gather intelligence and conduct searches in Iraqi villages with the help of local women, is a good example. In addition, an army that operates across remote areas will have personnel who are familiar with the language and culture of the region. The business community has also widely accepted that diversity is important in the recruitment and retention of staff. So, it’s only fair that the army does the same. It is easier to retain and recruit women and minorities when they are present in the workplace. Although they may not have been aware of it, white males benefit from this principle. The two aspects are not mutually-exclusive. In fact, a more diverse approach could improve standards within the army (Forsling, 2015).
Army Diversity Outcomes Potential Several existing practices are driven by the desire to continuously improve corporate performance, and thus business results. Diversity programs have an impact on the availability of highly qualified employees as well as a company’s ability to reap full benefits from these capabilities. A culture of inclusion in which employees feel valued can help reduce the costs associated with workforce management, boost product/service sales, and enhance innovation. Diversity program drivers in the armed service include the mission, the preparedness of the current workforce, future HR, national priorities, and the preparation of civilians and troops for international engagements. This case is based on the following key factors (Judy & D’Amico, 1999).
You can sustain a team by getting to know the leaders and maximizing their varied skills, talents and traits based on their unique backgrounds and experiences. Integrating talent to achieve the mission may lead to motivated personnel who can perform better in other areas.
Diversity will give rise to novel opportunities for influencing diverse communities, supporting youth preparation-connected challenges, and establishing a brand positively influencing the human capital approach of the armed forces. The military must be able to attract and retain personnel of diverse backgrounds in order to keep up with the constant changes in the country’s demographics.
Education and trainingThe Armed forces are strongly motivated to promote diversity in the ranks and files. Many soldiers will encounter cultural issues as a result of conflicts and other foreign missions. Cultural understanding must begin at home. Future demographics in the military will present new cultural and linguistic issues. Employees will become more tolerant of other cultures and personal differences through education and training.
Global EngagementGlobal engagement is expected to increase in the future. This requires a military that can adapt to any environment and address human conflict. The current and upcoming security environment requires a military that is adaptable to culture and has a keen sense of perception. It must be able to respond in any setting and support the national interest. The armed forces will have a better chance of becoming national leaders in diversity if they can implement a long-term corporate diversity program that is efficient and effective. Achieving this goal would make a powerful statement to the army and country. A better understanding of the internal differences will encourage a greater respect for differences. This extends to global operation preparations. Naturally, it is difficult to understand other cultures before understanding one’s own. It is possible to improve your ability to go beyond differences in culture and personal preferences by achieving success on the internal level.
ConclusionOne doesn’t have to connect diversity with the standard of the “false man” that suggests inferiority. You may find that combining equal opportunities and results will lead to a win/win. It may take some time but it is possible to improve the military’s quality, and make them more representative of America (Forsling 2017).
Cites
Forsling, C. (2015). Why the Military Needs Diversity. Retrieved from https://taskandpurpose.com/why-the-military-needs-diversity/
Kamarck, K. N. (2017). Diversity, equality, and inclusion in the Armed Services: Background and issues to Congress. The Congressional Research Service released a report indicating that [specific information]. This report provides insight into [topic] and highlights [important points]. Retrieved from https://fas.org/sgp/crs/natsec/R44321.pdf
Judy, R. W., & D’Amico, C. D. (1999). The workforce of 2020. The Hudson Institute is an American think tank established in 1961 to conduct research and analysis on a wide range of domestic and international policy issues.
Pinch, F. C. (2006). Challenge and Change in the Military: Gender issues and Diversity. Canadian Defence Army Press.
