P-385-63 US Army Noncommissioned Officer Professional Development Guide Download
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DA PAM 600–25 • 11 December 2018 23 Soldier, the proponent, the field commander, and the EPMD career branch managers. These combined efforts help the Army execute a total enlisted Soldier development program, which includes: (1) Development of skills and knowledge in Soldiers’ MOSs through training and experiences as they advance in rank and time in service (TIS). At each level, Soldiers learn the necessary skills and demonstrate the potential for advancement to the next higher rank. The culmination of this progression provides Soldiers the opportunity to serve at the SNCO grades of the Army. (2) Resident and nonresident instruction, on the job training, and self-development. (3) Career development counseling and mentoring provided by the unit commander, SNCO, career counselors, State area commands, or regional support commands. (4) Assignment managers using the proponent-designed leader development templates and PDMs in determining po- tential assignments to enhance a Soldier’s career development. These assignments may vary between troop and staff as- signments. (5) The MOS reclassification is a major career decision and should be discussed thoroughly with unit leaders and as- signment managers of both MOS career branches involved so Soldiers may make informed decisions. As the Army pro- gresses towards implementing a modular force design, it is increasingly apparent that reclassification of our enlisted force, predominantly within the NCO ranks, will serve as a necessary bridge to shape the force for immediate structure require- ments. Soldiers who change their MOS (either through voluntary or involuntary means) later in their careers may find it more difficult to compete for promotions and duty assignments. However, in the long run, promotion opportunities should be better, in that the MOS Soldiers are reclassified into are generally not already filled to authorized levels. Army Reserve and Army National Guard of the United States Soldiers may consider changing their PMOS, based on the availability of positions within their unit or geographical area, or based on changes in their unit’s mission. All Soldiers should fully understand all consequences of making this major career decision. d. Individual career management. Soldiers, commanders, TRADOC, and HRC all play an important part in the career development of enlisted Soldiers and the enlisted force as a whole; however, Soldiers are the true stewards of their careers. (1) Ultimately, Soldiers manage their own careers. While Army requirements dictate the final outcome of all career development actions, including assignments, enlisted Soldiers can participate in such decisions in most cases. Participation in the career development process is possible when enlisted Soldiers reenlist or volunteer for training and education pro- grams, complete assignment preferences, apply for entry into broadening opportunities such as drill sergeant and/or re- cruiter, and plan long-range career goals. The key to being involved in career development is to make informed and logical decisions, and act on them. One important element of an enlisted Soldier’s involvement is the accurate reflection of capa- bilities in the enlisted records brief (ERB) or automated record brief for United States Army Reserve (USAR) Soldiers maintained by the responsible activity. The ERB contains data from which important career development decisions are made. These decisions include selection, advancement, assignment, and retention. Enlisted Soldiers must review, update, and maintain their ERB throughout their careers. To remain informed and focused on career goals, Soldiers should request periodic advice and counseling from their NCO support channel, chain of command, CMF proponent, and career manage- ment branch. (2) Commanders and SNCOs play key roles in personal and PD by ensuring that Soldiers are provided opportunities for PD in their units and receive the necessary training to increase their tactical and technical competence. Enlisted Soldiers look to their SNCO and commanders for advice and career counseling. Some counseling is formal, and required by regu- lation, to prepare and submit DA Forms 2166–9 series, also known as NCOERs, and to create and maintain IDPs. Other counseling is less formal and relates to career patterns, advice about assignments, and duty positions. Enlisted Soldiers have a great career counseling asset available to them: Their unit’s career counselors (CMF 79), who are trained on a variety of Army programs that benefit the PD of Soldiers. (3) Personnel proponents also play a key role in Soldier development by designing CMFs, monitoring the career devel- opment of enlisted Soldiers within those CMFs, and establishing the proficiency requirement at each grade level. Through training and education, proponents ensure that Soldiers understand logical and realistic career patterns, qualifying objec- tives, and have a thorough understanding of attrition and promotion flows that are vital ingredients in each career field. Proponents are responsible for PDMs needed to meet overall requirements, as well as CMF objectives. Communication between enlisted Soldiers in a CMF and the career branch managers of EPMD assignment branches are necessary to com- municate goals and objectives for the career field. This communication helps to ensure Soldiers develop professionally as designed by the proponents for each CMF. The CMF proponent guidance is reflected in the PDM located in subsequent chapters of this pamphlet. (4) Career management branches have talent managers and talent management NCOs at EPMD who are responsible for meeting current and future Army requirements and career development needs of Soldiers within the various CMFs. Additionally, NCOPDs must balance the best interests of the Soldier against Army requirements. NCOPDs provide candid,