P-385-63 US Army Noncommissioned Officer Professional Development Guide Download
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DA PAM 600–25 • 11 December 2018 3 Army readiness by maximizing the potential of the Army’s greatest asset—our people. By better understanding the talent of the workforce and the talent necessary to meet capability needs by unit requirements, the Army can more effectively acquire, develop, employ, and retain the right talent at the right time. In Army talent management, “best” equals best fit for the work at hand. b. The Army optimizes human performance by recognizing and cultivating the unique talent of every Soldier. Effective talent management: (1) Is an investment. (2) Requires a systems approach. (3) Balances the needs of the organization with the balance of the individuals. (4) Ensures job-person fit. (5) Empowers employees. (6) Requires leaders to know subordinates’ goals, strengths, and weaknesses that honestly and effectively articulate these in evaluation report. (7) Promotes the development of the Soldier’s capabilities. 2–4. Army’s Human Dimension Strategy (overview) Leader development must foster the cognitive, social, and physical competencies associated with the human dimension. War fundamentally remains a human contest of wills, despite the advances in technology. Producing a professional NCO corps demands a comprehensive Human Dimension Strategy oriented on the individual, the team, and the institution. The investment in the human dimension is a fundamental component of the Army’s comprehensive strategy, known as Force 2025 and Beyond. Two key concepts are underpinning this strategy. First, where the Army once prepared leaders for known battlefield conditions, it must now prepare to thrive in chaos and ambiguity. Second, the Army must optimize the performance of our diverse talent through better assessments of individual potential and more customized learning pro- grams and career management. This requires a more significant investment in our Soldiers to fully develop their knowledge, skills, attributes, and behavior, tapping into every Soldier, thereby expanding upon their unique potential. 2–5. Ends, ways, and means a. Ends. (1) The Army requires a process that aligns training, education, and experience to prepare leaders who exercise mission command to prevail in unified land operations. The Army must produce professional leaders of character that practice the mission command philosophy whether conducting unified land operation or Army generating force functions. Army lead- ers possess emotional intelligence and achieve credibility with external JIIM partners, allies, internal agencies, and stake- holders. The Army strives to develop leaders who are not only prepared for their current position but also prepared for increased levels of responsibility. Doing this requires senior leaders to have an enterprise view, allowing their subordinates to leave their current organization to take advantage of opportunities for further development. (2) The leadership requirements model (fig 2–1) illustrates the expectations of Army leaders. This model aligns leader development activities and personnel practices to a standard set of characteristics valued throughout the Army. The model covers the core requirements and expectations of leaders at all levels of leadership. Attributes are the desired internal characteristics of a leader-this is what the Army wants leaders to be and know. Competencies are skilled and learned behaviors the Army expects leaders to possess and employ—this is what the Army wants leaders to do.