talent management (1).docx - Capstone Rough Draft Staff Sergeant Hager III Richard A Staff Sergeant Perez Jamby Staff Sergeant Kirtley James C Staff

talent management (1).docx - Capstone Rough Draft Staff...

This preview shows page 1 - 4 out of 12 pages.

Capstone Rough Draft Staff Sergeant Hager III, Richard A. Staff Sergeant Perez, Jamby Staff Sergeant Kirtley, James C. Staff Sergeant March, Lasville R. Capstone Project Gunnery Sergeant Olmo, Angel L. 26 January 2020
Image of page 1
Hager, Perez, Kirtley, March 2 The Marine Corps Total Force System has made great strides since the conclusion of the Vietnam War. There has been significant strides in recruiting quality civilians to fill our ranks. In addition retention has been at the forefront of our efforts. The Marine Corps has changed rules and regulations to ensure only the top performers are retained for enlistment ; however, was the Marine Corps’ strategy of maintaining the most effective Marines successful or did it force Marines with experience and unlimited potential to get out of the Marine Corps ? (WHATS THIS?) The Marine Corps should adjust their current strategy of talent management focusing on the recruitment and retention process, talent development, and successful talent management in the civilian sector. The officer tier rating system for military occupation specialty (MOS) placement. (What about it?) Although it would be hard to refute that the Marine Corps does a great job in training their officers, some work may need to be done for bettering the assignment and placement of enlisted personnel. The current system of officer placement has an average 44% receiving their top choice in assigning MOS . This only takes place after the officer candidates receiving what is referred to as the inform phase. The inform phase is where junior officers are taught about a wide range of MOSs’ available, to better assist them in their request of MOS placement. This ensures that the junior officer will have knowledge and interest in their career field. The Officer’s are also broken down into thirds, where the available jobs are split into thirds amongst the different tiers ensuring an even distribution of officers in all MOSs’ . This is effective for the officers ( how? ), but totally different than the current training and MOS selection for enlisted personnel. The enlisted training process as far as initial training, bootcamp ( isn’t boot camp and initial training the same ) and Marine Combat Training is effective. It is the MOS placement, selection, and job satisfaction that is in need of attention. Unlike the Officer
Image of page 2
Hager, Perez, Kirtley, March 3 training and MOS selection that we mentioned earlier, the enlisted go to bootcamp without any first hand knowledge of the future field of work . Meaning that unlike the officers, the enlisted do not get a thorough breakdown of their job fields. This means that as you enlist and think you might enjoy an area of work, one doesn’t actually grasp what may or may not be covered in the field of work. ( Why do you think officers grasp their area of work better than enlisted ?) This alone can lead to an unsatisfactory experience that can be detrimental in the retention of qualified personnel. Job satisfaction is among the top reasons to stay at any job (Job Satisfaction: Application, Assessment, Causes, and Consequences By Paul E.
Image of page 3
Image of page 4

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture