ed against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are

The military whether in the U.S. or any other country comes under constant scrutiny and criticism for what it does wrong. This is true both when at war, when at peace and when preparing for conflict. Beneath the weapons, the camouflage and the rigid tradition-bound hierarchy there are many things the military does right. These can serve as examples for businesses and organizations of all sizes.

Accept only the best people. In spite of the recent controversy about U.S. Army recruiting not meeting goals, the military is always looking for the best men and women for their enlisted ranks and their officer corps. Standards, while they may be modified from time to time, are very high.

Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.

Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are

se can serve as examples for businesses and organizations of all sizes.

Accept only the best people. In spite of the recent controversy about U.S. Army recruiting not meeting goals, the military is always looking for the best men and women for their enlisted ranks and their officer corps. Standards, while they may be modified from time to time, are very high.

Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.

Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are

ified from time to time, are very high.

Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.

Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are

or marine. This is only the first step of a continuous cycle or training.

Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are

ed against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are made among the best performers and the most qualified in each area and function. Of course these are based on the “needs of the service”, but that is realistic to expect in any endeavor. This creates incentives for all to advance. Those who do not measure up and are not promoted are not retained – it is up or out.

Career paths. Every jobs, role and function has a career path. Whatever job one does, there are paths for advancement that include additional jobs, functions, training and education. These are all clearly spelled out. There are not vagaries of “where do I go from here”. Also, if one wants to change jobs, skills or functions, there are processes and mechanisms which spell that out too.

Performance management. Clear objectives, required performance reviews and promotion, pay and privileges based on these are essential to the military. What one does every day and how it is done is measured against established goals and objectives. Performance reviews are not optional. They are an essential part of the career management process for every single enlisted person and officer from Private to General, from Seaman to Admiral without exception.

More training. Training is on-going for every job, role and function. And advancing to the next level is often dependant on