MARCH 2020HR TECH OUTLOOK 19CXOInsightsAs two young staff sergeants of the US Army Reserve's (USAR) 96th ARCOM and charged with the formation of the USAR's first Organizational Effectiveness (OE) unit, our initial prime directive for this new unit was to understand why Reservists would or would not "re-up" or re-enlist in the Reserve. At the time, the 96th was part of 6th Army.While we were originally members of a quartermaster (supply) company, our company captain held the notion that the USAR needed an OE unit. He identified the two of us as having experience in this area, and subsequently volunteered us to the commanding general (CG) of the 96th for this purpose. Our CG had thoughts along similar lines, and subsequently agreed to the idea. Our approach to this 10,000 member organization would be to employ an action research model using survey guided feedback. We would use SPSS to help with our analysis.It was thought this methodology would most likely yield indicators of the answers we sought. It was a difficult time for the US Army, between the years of Vietnam and the Gulf Wars, and the Army's morale was probably at its lowest point during the 20th Century. As a consequence, rumors abounded that military enlisted personnel (EM's) were making attempts to organize with labor union representation. The military draft had ended, and Project VOLAR (Volunteer Army) enlistment had begun. With tensions rising in Europe, instability in the Middle East, and uncertainty in Asia, more understanding Old Questions,Constant ThemesJohn Grover, Head, Organizational Learning & Development North America, CEVA logisticsBy
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