Elicitation of policies for growth and development

Agency’s Public Personnel Administration

Organizational Design

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The Department of Defense Inspector General (DoD IG) office exists under a stable organizational design. Just like any other department in the government, the department is categorized into varied forms of dockets that serve to contribute to the general performance of the body. Established in 1982, the Department of Defense Inspector General has vision and mission statements. The Inspector General Act of 1978 spells out all the ideals and protocols observed in order to arrive at the general structure of organizing activities within the department. The office is divided into a number of sections that serve different purposes. For instance, the offices are assigned to accomplish activities like evaluation, assessment, investigation, and provide general oversight of the activities taking place within the office. Apart from providing comprehensive approaches of accomplishing the tasks in the departments, the offices are also endowed with leadership qualities. The organizational structure of the Department of Defense Inspector General office depicts all the aspects needed for leadership and human resource management. Part of the leadership activities includes elicitation of policies for growth and development.

The Department of Defense Inspector General office organizational structure has head members coming from the managerial peripheries within the organization. These members are assigned diverse responsibilities and duties within the organization. Part of the duties includes those that ensure safety and effective productivity of the office. These members are categorical of the lower members who are assigned respective activities. The different roles within the office reflect on its general dockets of performance. For instance, it is easy to note that the office is separated under differing segments. These segments have the innate roles of exemplifying what is to be fruitful within the office. Moreover, the various roles within the office dictate on leadership and human resource services offered by the organization. With this regard, it becomes easy for the Department of Defense Inspector General office to conduct all of its goals and responsibilities without having to look back at other extrinsic departments. The structures serve the office in various responses, most of which are advantageous to the general growth and development of the office. The only disadvantage of the office organizational structure is that it is hard for the office to maintain every department of the structure without digging into the financial and human resource constrains (Inspector General, 2007).

Global linkages and personnel management

Various global linkages and personnel management exist within Department of Defense Inspector General Office. The office has various linked departments. For instance, the office has the DoD department that is linked to the other logistical departments. The general office operates like a system where various arms or sectors of production have been directed at bringing the best out of the entire system. Every linkage is beneficial to the general growth and development of productivity within the organization. Personnel management is independent of each other within the office. For instance, the office is poised at providing national security through its different stakeholders (Office of the Secretary of Defense, 2010).

The Department of Defense is categorical of international threats that are likely to affect on the general security of the country. The office applies a universal theory of human management that guarantees security and coherence of operation within all the departments of peace in the country. Human management is possible when equitable measures are taken in order to arrive at a ground where every department links information to a central system where processing, assessment, and evaluation are done. Moreover, the department is linked to international perimeters that ensure external sources are linked to the central system of Department of Defense Inspector General office in the country (Council of the Inspectors General on Integrity and Efficiency, 2012). With this done, the country is left with management of humanitarian activities within the people and by the people.

Personal Recruitment and Hiring Practices

Three main departments are related when it comes to hiring and recruitment of members within the Department of Defense Inspector General Office. The department is endowed with selection department. This department is categorical of every activity that brings about equitable and competent skills by the members within and outside the department. This department selects personnel of reputable characteristics and aspirations. For instance, the department ensures that the personnel selected has fulfilled all the requirements including those of American citizenship, success of character, and ease of success in aspirations and intentions within the security department. The second component is that of assessment. Assessment involves regular check on the mentality of personnel in comparison to the set objectives and goals of the department (United States Department of Defense, 2011). The department works hard to ensure total internal security within the organization. The department of assessment is aware of the trends of quality needed for employing new personnel within the department. As part of the mechanisms of forming a fruitful team, assessment is essential in each department within the organization. Every unnecessary or illegal component is eradicated after assessing the fruit to the department.

The third component deals with recruitment of the personnel that has been approved by the assessment and evaluation components. Hiring is a tedious undertaking that involves a number of steps within the organization. The department knows well that it has to keep a trend of hiring new employees after a certain period. Before hiring, the personnel selected are subjected to a number of procedures in order to ascertain their immediate and long-term qualities before they can be assigned varied responsibilities. For instance, the personnel selected should be trained in order to acquaint them with necessary skills of performance and reputation within the organization. The recruitment process ensures the activity continuity and quality delivery of products and services by the organization is sustained as planned.

Employee Skills Training

Employee training is an essential facet in every department that desires to succeed. The U.S. DoD IG appreciates this aspect. The Federal government is responsible for issuing policies that ensure training and skill acquisition by various individuals within an organization. For instance, it is a common undertaking to have all the employees go through an initial period of training. During this process, the personnel are trained on observing rules and regulations of service within and outside the department. As part of the requirements, training equips members with responsive skills that are needed for fruitful and innovative performance within the office.

Various departments are concerned with offering training to individuals who have been poised to take roles within the defense department. The department of defense is one that does not fruit from mistakes or lackluster activities from its members. This has often necessitated the need for a department ensuring that individuals seeking for jobs use the expected credentials at the DoD IG. Every department is assured of skilled personnel that have acquired equitable training and valid acceptances to participate in various roles within the office. The legal frameworks within the office ensure that the department is fruitful and works within the rightful approaches and perimeters in the United States of America. Moreover, the department gives its members skill and knowledge on how to be of benefit to the general society and not the department alone (United States Department of Defense, 2011).

Recruitment and Training Recommendations

Recruitment and training recommendations make part of the approaches and necessary updates in ensuring the security within the office. The Department of Defense Inspector General Office has different roles in which it participates in order to guarantee the security within the department and the country as a whole. Before members are trained within the department, they are supposed to get assumptions and clearance from the recruitment and training department. The recommendations are part of the requirements within the hiring and training department. Before recruitment, the members should be in possession of reputable discipline as a measurement by the U.S. department of justice. The Federal Law requires employees at the Office of DoD IG to have clearance; this ensures that they are not guilty members or criminals in the U.S.

The members should have a general academic background. The academic background sought should be palatable and ready to give the department a free and fair approach of ideas and technicalities found during service delivery. Stable health is another component that makes part of the requirements from the department. The personnel subjected to the recruitment and training activities should have a stable health record that includes quality of the physical strength, mental stability, and social/emotional stability. Such characteristics are necessary to be ascertained in an individual in order to ensure that they are available and free of uncertainties while at the Department of Defense Inspector General Office. Moreover, the recommendations state that the U.S. department of defense is an amenity that requires a continuum of productivity, ethical prowess, and individual readiness to perform in accordance to the set rules and regulations. Therefore, the DoD Inspector General recommends stability of members who enter for recruitment and training by the department (Federal Bureau of Investigation, 2013).


Council of the Inspectors General on Integrity and Efficiency (2012). Inspector General Act

of 1978, as amended. Retrieved on 31 January, 2013 from

Federal Bureau of Investigation. (2013). Charlotte Division: Former Staff Sergeant

Sentenced for Stealing Public Money Earmarked for Her Military Unit. Retrieved on

28th January, 2013 from

Inspector General (2007). Interagency Assessment of Counternarcotics Program in Afghanistan. Department of Defense Inspector General. Retrieved on 31 January,

2013 from http://oig.state.gov/documents/organization/90158.pdf

Office of the Secretary of Defense, (2010). Revised Organizational Structure for the Office of the Secretary of Defense. Report to Congress. Retrieved on 31 January, 2013 from http://odam.defense.gov/omp/Library/Revised_Organizational_Structure_for_OSD_A


United States Department of Defense. (2011). Office of Inspector General: Mission

Statement. Retrieved on 31 January, 2013 from

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