Military Organization: Leveraging Human Capital


Organizational leaders must use powerful strategies to empower, guide, and motivate their followers. Numerous models can be implemented in a given workplace depending on the emerging needs of the employees and the anticipated objectives. This discussion explains how human capital can be leveraged in a military organization to maximize performance. The best strategies to evaluate the current employment status and establish a positive culture in the organization will also be described.

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Evaluation of the Current Employee Status

Employees should be equipped with the right resources, support systems, and incentives to complete their tasks efficiently (Spoehr, 2016). It is appropriate for a manager to evaluate the existing employee status to monitor the issues and achievements recorded in his or her department. Currently, the targeted employees are supported using manual systems for health information, drills, and program schedule. The current systems make it hard for the institution to coordinate its operations. However, every employee receives adequate training, support, and resources to pursue his or her aims. Although the current level of performance is acceptable, several measures can be considered to empower the targeted soldiers. It is agreeable that the current employment status is admirable. However, the situation indicates that there is some room for improvement.

There are several performance indicators and tasks that contribute to the overall performance of the job (Pasban & Nojedeh, 2016). To begin with, different soldiers in the unit are required to monitor their health conditions, respond to illnesses affecting various communities, and monitor or deal with wars. They make accurate decisions in an attempt to complete their roles effectively. They should undertake drills frequently and efficiently. These roles and tasks contribute to the unit’s performance.

Some of the performance indicators taken seriously by different leaders include the efficiency of the above processes and quality metrics. The managers also monitor how different soldiers respond to disease outbreaks and wars. The human resource (HR) department also focuses on various issues such as employee engagement, the ability to hire new employees with ease, and turnover. Pasban and Nojedeh (2016) indicate that the efficiency of different roles or tasks can be used to gauge the willingness of soldiers to participate in organizational activities.

Encouraging Employees

Managers and organizational leaders should use adequate strategies to empower and encourage their employees. The first strategy entails the use of motivation. This approach will be supported using advanced technological systems and applications. It will also ensure that every individual is informed about every upcoming health appointment, drill, and activity (Hill, 2015). They will also be in a position to monitor their salaries. The second strategy will entail the use of appropriate training programs. Such initiatives will empower more individuals to solve their problems and focus on their potential.

Employees in the military organization will be rewarded for their performance. This will be achieved through the use of two powerful strategies. The first one is the use of allowances, medical insurance plans, and increased salaries. This approach will motivate and encourage them to continue focusing on the targeted goals. The second strategy is that of a desirable work-life balance. Soldiers will get adequate time to relax and engage in personal reflection or mindfulness (Hill, 2015). During difficult times, individuals will be supported using therapies, counseling sessions, and focus groups. These initiatives will make it easier for them to lead positive lives and pursue their goals successfully.

Leveraging on Employee Assets

The ultimate goal of every organization is to emerge successfully. It is appropriate for leaders to leverage employee assets. This objective can be achieved using several strategies. The first one is for leaders to communicate with their employees honestly and support their needs. This strategy will compel them to focus on targeted goals. Every soldier can also be empowered using advanced technologies (Hill, 2015). Training, guidance, and empowerment of different soldiers will also ensure that the organization leverages employee assets.

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It is also necessary to identify strengths and use them to improve the performance and skills of every individual. Managers can achieve this goal by connecting with them. This move will ensure that strengths are identified, improved, and supported. Leaders can go further to provide the right tools and resources to specific persons depending on their strengths, skills, and roles. It is appropriate to encourage the soldiers continuously. This strategy will empower them to use their talents and support the organization’s goals. Another strategy is addressing poor outcomes or performance (Pasban & Nojedeh, 2016). A straightforward approach can guide people to change their behaviors, focus on their strengths, and eventually deliver positive results. Weaknesses should be addressed using powerful training methods. These strategies will make it easier for leaders to assign specific roles to competent individuals and eventually maximize performance.

Vision for the Targeted Culture

The intended organizational culture will support the goals of the organization. The culture should be defined by positive attributes such as teamwork, shared leadership, training, work-life balance, and empowerment (Spoehr, 2016). Soldiers will communicate with each other positively, offer personal support, address emerging problems, and make timely decisions.

Employees will be empowered and guided to become more engaged. Consequently, they will be willing to inspire their colleagues and focus on the organization’s goals. The level of job satisfaction will also be expected to increase. Honest and transparent communication will become part of this visionary organizational culture (Hill, 2015). Workers will become more creative and offer evidence-based solutions to different problems in the country.

Integrating Incentives and Rewards

A powerful strategy will be considered to integrate incentives and rewards to make the organization competitive in the market and appealing to every employee. These goals will be achieved through the use of a new leadership model. Managers in the organization will be guided to introduce new attributes and practices that can make a difference in the organization (Hill, 2015). They will also be encouraged to embrace positive practices that can empower more employees. Some of these practices will entail the use of rewards and incentives in every department.

Every employee will be supported using insurance covers, increased salaries, and prizes for improved performance. Promotions will be available to soldiers whose performance is admirable. Various incentives such as the provision of adequate resources, training, and work-life balance will ensure the organization remains competitive (Spoehr, 2016). Individuals will also be empowered to work as teams, make combined decisions, and support one another. Every leader will be ready to address various obstacles facing his or her followers.


This discussion outlines various approaches that can be used in the targeted military organization to leverage human capital. The strengths of every individual will be monitored and leveraged to improve the organization’s performance. Training sessions, the introduction of advanced technological systems, work-life balance, and rewards will make a difference in the organization. Such measures will ensure that the organization remains competitive and appealing to its employees.


Hill, A. (2015). Military innovation and military culture. Parameters, 45(1), 85-98.

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Pasban, M., & Nojedeh, S. H. (2016). A review of the role of human capital in the organization. Procedia – Social and Behavioral Sciences, 230, 249-253. Web.

Spoehr, T. (2016). Leading and managing high-performing army organizations. Military Review, 96(4), 8-17.

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