The Army of the United States has been demonstrating its ability to quickly respond to emergencies within the country and around the world for the longest time. According to Bates (2022), it has been 40 years since the last extensive modernization and, as the Army looks to the future, it must be ready to fight today while preparing for the needs of tomorrow. To strike a balance between these pressures, the Army has identified its main priorities to assure that it persists the dominant global land force, one of which is its people (Bates, 2022). Led by this philosophy, the Army will maintain a robust, cohesive military power ready to deploy at any moment, while providing the capabilities necessary for soldiers to win on the battlefields in the future.
The highest priority of the Army must always be its people. In June 2021, the Secretary of the Army and the Army’s Chief of Staff announced before Congress that the Army would revise its priorities to ensure people are put first (Bush et al., 2022). As per Bush et al. (2022), among other things, it would increase readiness by building healthier and more united forces. This means paying special attention not only to Soldiers serving currently, but also to their families, as well as veterans and Army civilians.
The Army needs to continue to advance in the implementation of the initiatives promoting Army culture and life quality. First, with the help of Residential Communities Initiatives’ Tenant Bill of Rights, more than $1.8 billion is allocated and $1 billion is reinvested by the Army for residential housing improvements (Bush et al., 2022). Over the next decade, the Modernization and Military Construction fund will receive an estimated investment of $10 billion to renovate or replace more than 1,000 barracks (Bush et al., 2022). Moreover, Bates (2022) notes that under the Army and Housing Campaign, private companies will be obliged to provide quality service to residents, hire additional staff to prevent any violations, and implement full occupancy inspections change. The Army will also address environmental hazards by utilizing educational materials, various habitability policies, and a response registry.
In addition to that, to ensure readiness, it is crucial that the Army recruit and retain the best professionals to deliver healthcare of the highest quality for beneficiaries at all sites. For instance, as per Bates (2022), to guarantee excellent childcare for its personnel, the Army intends to maintain and improve access to it through such incentives as a premium of $1,000 for new providers. With the encouragement of Congress, the Army is also working to improve spouse employment. Specific measures include the provision of compensation for licensing and certification after permanent change of station (PCS), the bolstering of the Employment Readiness Program, and the promotion of spouse employment initiatives (Bates, 2022). Furthermore, the Army wants to make the process of PCS easier for Soldiers and their families by letting them know about upcoming movements averagely 30-90 days sooner than previously (Bush et al., 2022). All these initiatives to increase the quality of life reflect the Army’s desire to place the interests of its people first by constructing an environment in which all stakeholders are appreciated and supported.
Not only does the Army need to prioritize quality of life enhancement strategies, it is also to modernize its system of talent management. According to Bush et al. (2022), the system must strive to a 21st-century approach based on data and centered around people that utilizes the various talents of Soldiers and improves Army culture. Bates (2022) states that the Army’s battlefield success requires teams that (1) are well-trained, fit, and disciplined; (2) are ready to fight and win; and (3) treat everyone with dignity and respect. The 21st Century Talent Management System will provide the Army with opportunities to maximize each Soldier’s potential. An essential part of the development of this system is the establishment of the Integrated Personnel and Pay System-Army (Bates, 2022). It aims at eventually completing the transition of the Army to a single system tracking talent and managing Soldiers’ careers in all aspects.
Finally, since leadership is a vital component of a team culture, the Army needs to change the way it chooses its leaders. Recognizing the importance of trusting its current leaders, the Army has put effort into improving the process of selecting leaders of the future and is working to address problems before they become systemic issues (Bates, 2022). Bush et al. (2022) state that Commander Assessment Program is currently utilized to select battalion and brigade superiors, the most important retention-related leaders. They are expected to advance cohesive cultures in their units with the help of various initiatives. Ultimately, if the right people with the right talents are put in the right place and are a part of cohesive teams, it ensures the improvement of the readiness of the Army.
In conclusion, the Army of the United States has been able to protect its country, domestically and abroad, for centuries. However, the last significant modernization took place over 40 years ago, which is why the Army must optimize to continue to do its job on the highest level possible. Readiness to fight falls on Soldiers, and the Army needs to prioritize its people, focusing on initiatives aimed at reducing the stress experienced by them and their families. Moreover, the improvement of Army culture and cohesion of teams will allow to create forces ready to respond to any threat at any moment.
References
Bates, L. (2022). Army readiness and modernization in 2022. Association of the United States Army.
Bush, D. R., Richardson, J. M., & Grice, C. A. (2022). Joint statement: Army modernization. United States Senate Committee on Armed Services.