Soldiers with professional, civilian, non-military careers are what set the Reserve Components apart from our Active Duty counterparts. Civilian training and experience is a combat multiplier when it comes to the Reserve Component Organization. The M-Day Soldier brings a host of knowledge with them that is unlikely found in an Active Duty organization. Simply put, they possess military experience, MOS / Branch training, degrees and are versed in working with external agencies. This is a skill the majority of us possess. When a Guard or USAR unit deploys, they aren’t just deploying a company of MPs, Infantry or Quartermasters. They are deploying CEOs, civilian law enforcement, paramedics, fire fighters, managers, general contractors, and HR and agricultural professionals.
However the civilian careers that give Reserve Compo Soldiers their edge, can also come into conflict with Guard/USAR membership.
When units are activated to respond to state emergencies, or Soldiers attend one or more multi-week/month MIL schools, the Soldiers’ employers who are also affected. A couple of these events in a calendar year can put a fairly substantial strain on the employer-employee relationship (despite ESGR and other legal protections).
This strain makes talent management within the organization, a challenge as well. Commanders want the best fit “right” Soldiers to fill important roles and positions. These positions require several multi-week/month schools in order to promote into the required rank and or become qualified in the para-line. Those “right” Soldiers are often professional managers and fulfilling critical positions within their civilian occupations, making it harder for them to slip away for the needed weeks. This forces leaders to send “available” Soldiers to schools needed to fill UMR vacancies, not necessarily the “right” Soldiers.
Whether leaders like to admit it or not, civilian careers are that 800-Pound gorilla that affects a Soldier’s military service and must be taken into account when planning operations, training, and manning. When push comes to shove it’s often the military career that loses out when the two come into conflict; Soldiers choosing “what pays the bills” and feeds the family, over their commitments to State and Country.
Never mind unemployment (the LACK of a civilian career) and underemployment, which also affect unit readiness. Soldiers who can’t afford a car or transportation can’t come to drill, forcing the unit to adapt or adjust IOT pick them up. Underemployed Soldiers who live paycheck to paycheck and have no savings, suddenly have financial hardships when activated for an emergency or during AT, because their pay is pushed a week or more past when they usually get it.
Our discussion:
How can Reserve Compo leaders help balance military and civilian careers, while maximizing the talent within their formations?
What can leaders (us) do to limit the financial impact of military activations, training and continue to support leadership development?
Are there ways to leverage military service and training to benefit a Soldier’s civilian career?
What can leaders do to help their struggling Soldiers to limit the financial impact of military activations and training?
Your thoughts on one or all of the questions would be outstanding!
(Thank you KC for your input on this topic)