P-385-63 US Army Noncommissioned Officer Professional Development Guide Download
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24 DA PAM 600–25 • 11 December 2018 realistic advice to enlisted Soldiers about their developmental needs. Enlisted Soldiers should establish a dialogue with NCOPDs to receive this guidance and advice on their PD. 3–7. Assignment-making decision process The assignment decision process should take the following guidance into consideration to develop NCOs with leadership and technical expertise, both generating and operating forces experiences, and ultimately, an ability to manage the Army enterprise: a. The contemporary operational environments and proponents establish CMF leader development guidance. b. Smartbook DA Pam 600–25 serves as the medium to provide guidance to the talent manager and talent management NCO in EPMD and the commander in the field. Proponents have outlined developmental standards in their respective sections of the Smartbook DA Pam 600–25 at https://www.milsuite.mil/book/groups/smartbook-da-pam-600–25/over- view. c. A more appropriate and necessary balance of time spent between operational and institutional assignments. d. Manage unique capabilities and talent of individuals to develop a pool of broadened and deepened strategic warf- ighters, enterprise leaders, and advisers to the leaders of our Nation. e. Manage leaders’ training and education and provide them qualitative experiences while in the operating and gener- ating forces that prepare them for positions of increased responsibility. f. Predictability in assignment timelines for key developmental assignments is a requirement. g. Tour lengths must contribute to the effort to win the fight, develop leaders, and allow Soldiers to balance personal and professional obligations. h. The ability to link training and education experiences with the right follow-on assignment (developmental experi- ence) creates a synergy of all three Army leader development pillars (training, education, and experience) components, facilitates depth in an NCO, and best serves the needs of the Army. i. NCOs gain experience through a multitude of assignments in different units, different job conditions, rotations, and deployment. j. Select NCOs with demonstrated potential to gain experience as drill sergeants, recruiters, instructors, Joint staff, and as trainers for multinational partners. k. The assignment decision process must contribute to the accrual of skills, at each level, over time. l. Broadening assignments should not generally exceed one tour per NCO rank through SFC. m. Leaders must identify high performing NCOs to facilitate their broadening experiences for potential future service as senior leaders. The DA Form 2166–9 series, also known as an NCOER, must be one avenue for leaders to convey input, with the assignment decision process taking leaders’ recommendations into consideration. 3–8. Cross-component elements Active Component (AC) NCO assignments in USAR and ARNG units, and USAR and ARNG NCO assignments in AC units, are career-enhancing, broadening opportunities that expand an NCO's knowledge of the total Army's capabilities, training, and manning. NCOs from the AC serving in RC units and RC NCOs serving in AC units synchronizes cross- component understanding, career development, and future operations for both components. The Smartbook DA Pam 600– 25 is located at https://www.milsuite.mil/book/groups/smartbook-da-pam-600–25/overview/.