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The Army The Army Training and Leader Development Panel Training and Leader Development Panel Report (NCO)Report (NCO)Final Report Final Report 2 2 April 02 April 02
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ATZL-CGSUBJECT: Army Training and Leader Development Panel Phase II (NCO Study) Final Report
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The NCO’s role in the Army’s leadership, training, and operational doctrine is right. TheArmy must adapt its leader development programs to provide greater conceptual andinterpersonal skills NCOs require in full spectrum operations in the contemporaryoperational environment.
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Designed to provide NCOs able to meet Cold-War requirements, NCOES adequately teaches branch specific technical and tactical skills but NCOs require more combined arms trainingto perform their doctrinal roles in warfighting. NCOES does not adequately teach theconceptual and interpersonal skills NCOs need to operate in full spectrum operations intoday’s contemporary operational environment.
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The Army’s training doctrine and principles and training management process are sound butrequire updating to align them with operational doctrine addressing full spectrum operations.The Army is not following them.
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The main effort in training and training resources in our units is not on developing thewarfighting competencies of soldiers and small units. Top-down training strategies result inan imbalance between collective maneuver and live-fire training for large units, and trainingindividual soldiers and small units. The Army’s undisciplined execution of its trainingdoctrine and training management has had significant adverse effects on NCO training andleader development: atrophy of individual and small unit warfighting competencies, NCOnonparticipation and consequent apathy about training, and has developed a generation of NCOs who do not understand their role in Army training.
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NCOs require well-defined tasks, conditions, standards, and performance measures to ensuresoldiers and small units are prepared to function as effective unit and team members. TheArmy has neither continuously updated the training products its legacy forces require nor developed ones for the Limited-Conversion Divisions, Force XXI units, and Interim BrigadeCombat Teams. These individual and small unit training standards require updating,development, and sustainment as doctrine, organizations, and materiel change. The SystemsApproach to Training served the Cold War Army well. It fit the Army’s Airland Battledoctrine, Army of Excellence organizations, operational environment with linear battlefieldsand monolithic threat, and the Army’s training and leader development programs. However,today’s conditions are radically different; full spectrum operations, non-contiguous battlefields and asymmetrical threats, revolutionary changes in technology and trainingenablers, and Army Transformation with legacy, interim, and objective force units.
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The Army has no method of objectively assessing NCOs’ proficiency in tactical andtechnical MOS skills and grade-related leadership skills. A majority of NCOs believe theArmy should conduct an annual assessment of NCOs’ tactical and technical MOS skills and
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PURPOSE for US Army: NCO STUDY REPORT
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| Upload Date: | 01/28/2008 |
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