Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned
In December 2014, The Hispanic Outlook in Higher Education published “Rethinking the Admission Process.” This article was written by Frank DiMaria, who takes a look at the research of the former president of the University of Wyoming, Robert Sternberg. DiMaria explains Sternberg’s stance against the current admissions process. Sternberg has research that depicts, “GPA, standardized tests, and essays do not successfully measure the true talent of a college applicant.” He believes that the policies need to change. Sternberg offers an alternative to the current process. Sternberg has been a part of a new admissions policy testing students not just on their memorization and analytical skills, but on their creative, practical, and wisdom-based skills as well. Sternberg’s ideas stem from his experience with disadvantaged youth and their ability to adapt and overcome obstacles. Sternberg claims that students who grow up in the upper middle class tend to have an environment which better values the analytical skills that the current tests measure. He argues that, because of this, colleges may not be getting the most creative and adaptable students. He shows that some of these less privileged students are capable of handling a college workload even though they may not have been able to score as high on the SAT or other tests. DiMaria believes that through Sternberg’s Kaleidoscope policy may be a solution. The Kaleidoscope way of admissions administers tests which ask open ended
The previous promotion system that the Army had in place was designed to support an Army at war. Prior to the height of the war in Iraq and Afghanistan, the Army mandated that soldiers attend the appropriate level of Non-commissioned Officer Professional Development (NCOPD) course before the soldier could pin on the next rank. As the Army goes through demobilization, the Army is seeing more of a garrison style of leadership come full circle, realizing that NCO development supports combat readiness long-term. The Chief of Staff of the United States Army, General Mark Milley said “Readiness is the Army’s number one priority” (www.armytimes.com) The Army’s combat readiness depends on leaders at all levels to embrace the importance of developing NCOs at a higher level. With changing and improving weapons system and equipment, soldiers of 2020 will need to be at a higher level of readiness than ever before. It must commit to placing emphasis and value on the training, education, and experiences individuals obtain in the operational, institutional, and self-development learning domains. The U.S. Army has made leaps and bounds from where it first began and leading up to the twentieth century. “In the mid 1900’s many leaders in the Army still felt that development was done through the means of on-the-job training, and that that is where it should stay.” (www.ncohistory.com) This was about as far from the today’s system of STEP as you could possibly be.
In 1973, the Army (and the noncommissioned officer corps) was in turmoil. Of the post-Vietnam developments in American military policy, the most influential in shaping the Army was the advent of the Modern Volunteer Army. With the inception of the Noncommissioned Officer Candidate Course, many young sergeants were not the skilled trainers of the past and were only trained to perform a specific job; squad leaders in
Noncommissioned Officers (NCOs) learned that their leadership abilities relied on getting Soldiers across enemy roadways alive. There were Family issues and problems, complicated by being overseas. Soldiers had a ready purpose. Soldiers knew the enemy. Soldiers and leaders accepted and thrived because of the danger.
As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.
In the past when an employee was hired, onboarding consisted of filling out paperwork for Human Resources and selecting insurance options. In today’s dynamic workplace environment, effective onboarding is important to get employees up to speed and productive at a much faster pace while ensuring the new hire is happy and satisfied in their new position. Tools such as onboarding checklists and on-line forms are the norm. Effective on-boarding is a process that is beneficial to the employer and the employee.
I would have to go back to Basic Training (BT) and Advanced Individual Training (AIT) when I first joined the Army. I joined initially as an Infantryman and I spent 12 weeks at Ft Benning, Georgia. Training is structured similar to the “see one, do one, teach one” approach. Our Drill Sergeants and instructors would show us how to complete a task, we would then do it, and in our free time we would be expected to teach other to reinforce the skills. Depending on what skill being taught, the process could take countless repetitions to learn and become a skill. The training programs of BT and AIT are always in constant development to ensure the best delivery methods are used. Soldiers will carry these skills with them throughout their career,
I currently live in an area where there is a low amount of personal training jobs and opportunities. I have wanted to move to an area that has a larger population where personal trainers are needed with a wider variety of clientele for over a year now. A big thing for me is the amount of clients and experience I am currently getting, which is rather small for where I am. I have hopes that moving to a location such as South Carolina could help me expand my clientele, and have more of a variety to gain resources from other trainers. Experience is what makes us who we are, and helps us achieve the best of our abilities. I believe having a wider variety of clients will help shape me into the best trainer I could possibly be because having the opportunity to be well rounded is where our growth as a person truly comes from.
An astounding number of multi-million-dollar companies do not offer any manner of structured or organized onboarding for their new employees (Klein, 2015). In such organizations, newly hired associates are given little beyond a welcome letter, benefits packet and quick introduction to their manager, peers, and key personnel. Without this crucial element to their socialization with a newly found employer, there is a very high potential for confusion, loss of productivity, and negative impact on morale (Ashforth, 2012). How can that individual embrace the company’s mission, vision and purpose? How can they find their way through the maze of people, processes, and systems to establish a path toward career success? Furthermore, what does a lack
Andrew had lived through a lot of days. The first kind he could remember was, predictably, painful, as the first memory he could call to mind was being beaten by one of his first foster fathers. He had been on the cusp of three years old, maybe a little older. This kind of day was the kind that started off with pain and ended with a restless but dreamless sleep, with a lot of wondering what he had done wrong and dazed sobbing in between. Looking back, Andrew wondered if those days had been a blessing, because at least then, he could stand the thought of sleeping.
The great thing about an enlisted military education is its employment of both traditional and nontraditional methods. One new method the USAF is implementing is the credentialing of their Airman’s On-the-Job-Training (OJT) experience. This is the skill that a member will gain from doing
Developing a good training program does not stop with the completion of the training plan and delivery of the training. In order to ensure the training meets the desired goals there must be a training assessment. To complete a training assessment we must understand why an assessment is crucial to the training program and how the assessment should be included in the ongoing development of the training program. Additionally, we need to understand the difference between cognitive, affective, and behavioral domains of learning. Finally, we are presented with two different thought processes when applying a learning assessment. While these two processes are similar, there are differences and we will discuss the differences between Bloom’s taxonomies of learning and Kirkpatrick’s four levels of assessment. One thing that is certain, to ensure a successful training program there must be an assessment of the training completed.