Department of the ArmyPamphlet 60025

PersonnelGeneral

U.S. ArmyNoncommissionedOfficerProfessionalDevelopmentGuide

HeadquartersDepartment of the ArmyWashington, DC28 July 2008

UNCLASSIFIED

SUMMARY of CHANGEDA PAM 60025U.S. Army Noncommissioned Officer Professional Development Guide

This major revision, dated 28 July 2008--

o Describes the role of noncommissioned officer professional developmentwithin the framework of the noncommissioned vision (para 1-4).

o Emphasizes and describes the role and importance that mentorship has onprofessional development (para 1-6).

o Replaces the Primary Leadership Development Course with the Warrior LeaderCourse (chap 2).

o Includes an updated overview of the Enlisted Personnel Management system andits role in the career development process (chap 3).

o Addresses professional development proposals for all military occupationalspecialties by grade, within each career management field (chap 4-29).

o Provides an updated list of Web site addresses for all personnel proponentsand other related sites (app D).

o Provides an updated recommended reading list (with brief synopsis for eachitem) (app E).

HeadquartersDepartment of the ArmyWashington, DC28 July 2008

PersonnelGeneral

U.S. Army Noncommissioned Officer Professional Development Guide

*Department of the ArmyPamphlet 60025

H i s t o r y . T h i s p u b l i c a t i o n i s a m a j o rrevision.Summary. This pamphlet provides guid-ance on Noncommissioned Officer profes-sional development programs for each oft h e A r m y s m i l i t a r y o c c u p a t i o n a lspecialties.Applicability. This pamphlet applies to

t h e A c t i v e A r m y , t h e A r m y N a t i o n a lGuard/Army National Guard of the UnitedStates, and the U.S. Army Reserve, unlessotherwise stated. During mobilization, theproponent may modify chapters and poli-cies contained in this regulation.Proponent and exception authority.The proponent of this pamphlet is DeputyChief of Staff, G1. The proponent hast h e a u t h o r i t y t o a p p r o v e e x c e p t i o n s o rwaivers to this pamphlet that are consis-tent with controlling law and regulations.The proponent may delegate this approvalauthority, in writing, to a division chiefwithin the proponent agency or its directreporting unit or field operating agency, inthe grade of colonel or the civilian equiv-alent. Activities may request a waiver tot h i s p a m p h l e t b y p r o v i d i n g j u s t i f i c a t i o nthat includes a full analysis of the ex-pected benefits and must include formalreview by the activitys senior legal offi-cer. All waiver requests will be endorsedby the commander or senior leader of therequesting activity and forwarded throught h e i r h i g h e r h e a d q u a r t e r s t o t h e p o l i c y

proponent. Refer to AR 25-30 for specificguidance.

Suggested improvements. Users areinvited to send comments and suggestedimprovements on DA Form 2028 (Recom-m e n d e d C h a n g e s t o P u b l i c a t i o n s a n dBlank Forms) directly to the Deputy Chiefo f S t a f f , G 1 ( D A P E M P ) , 3 0 0 A r m yPentagon, Washington, DC 203100300.

Distribution. This publication is availa-ble in electronic media only and is in-tended for command levels A, B, C, D,and E for the Active Army, the ArmyNational Guard/Army National Guard oft h e U n i t e d S t a t e s , a n d t h e U . S . A r m yReserve.

Contents (Listed by paragraph and page number)

Chapter 1Overview, page 1Purpose 11, page 1References 12, page 1Explanation of abbreviations and terms 13, page 1The Noncommissioned Officer Vision 14, page 1Army values and the warrior ethos 15, page 2Noncommissioned officers mentorship 16, page 3Leader development overview 17, page 3

Chapter 2Leader Development Process, page 3Leader process 21, page 3Institutional training 22, page 4Operational assignments 23, page 5Self-development 24, page 5Educational activities in support of self-development 25, page 7

*This pamphlet supersedes DA Pam 60025, dated 15 October 2002.

DA PAM 60025 28 July 2008 i

UNCLASSIFIED

ContentsContinued

Professional development models 26, page 8

Chapter 3The Enlisted Personnel Management System and Career Management, page 8The Enlisted Personnel Management System 31, page 8Career development 32, page 11

Chapter 4Infantry (CMF 11) Career Progression Plan, page 12Duties 41, page 12Transformation 42, page 12Recommended career management self-development by rank 43, page 13MOS 11B Infantryman 44, page 14MOS 11B professional development model 45, page 16MOS 11B Reserve Components 46, page 16MOS 11C Indirect Fire Infantryman 47, page 16MOS 11C Professional Development Model 48, page 17MOS 11C Reserve Components 49, page 1711Z Infantry Senior Sergeant/00Z Command Sergeant Major 410, page 17MOS 11Z Professional Development Model 411, page 18

Chapter 5Artillery (CMF 13) Career Progression Plan, page 18Duties 51, page 18Transformation 52, page 18Recommended career management self-development by rank 53, page 19Reserve Component 54, page 21MOS 13B Cannon Crewmember 55, page 21MOS 13B Professional Development Model 56, page 22MOS 13B Reserve Component 57, page 22MOS 13C Tactical Automated Fire Control Systems Specialist 58, page 22MOS 13C Professional Development Model 59, page 24MOS 13D Field Artillery Automated Tactical Data Systems Specialist 510, page 24MOS 13D Professional Development Model 511, page 25MOS 13D Reserve Component 512, page 25MOS 13E Cannon Fire Direction Specialist 513, page 25MOS 13E Professional Development Model 514, page 26MOS 13F Fire Support Specialist 515, page 26MOS 13F Professional Development Model 516, page 27MOS 13F Reserve Component 517, page 27MOS 13M Multiple Launch Rocket System crewmember 518, page 27MOS 13M Professional Development Model 519, page 29MOS 13M Reserve Component 520, page 29MOS 13P Multiple Launch Rocket System Automated Tactical Data Systems Specialist 521, page 29MOS 13P Professional Development Model 522, page 30MOS 13P Reserve Component 523, page 30MOS 13R Field Artillery FireFinder Radar Operator 524, page 30MOS 13R Professional Development Model 525, page 31MOS 13R Reserve Component 526, page 31MOS 13S Field Artillery Surveyor 527, page 31MOS 13S Professional Development Model 528, page 33MOS 13S Reserve Component 529, page 33MOS 13W Field Artillery Meteorological Crewmember 530, page 33MOS 13W Professional Development Model 531, page 34MOS 13W Reserve Component 532, page 35

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13Z Field Artillery Senior Sergeant/00Z Command Sergeant Major 533, page 35MOS 13Z Professional Development Model 534, page 36

Chapter 6Air Defense Artillery (CMF 14) Career Progression Plan, page 36Duties 61, page 36Transformation 62, page 36Reserve Component 63, page 37Recommended Career Management Self-Development by Rank 64, page 37MOS 14E Patriot Fire Control Enhanced Operator/Maintainer 65, page 39MOS 14E Professional Development Model 66, page 41MOS 14E Reserve Component 67, page 41MOS 14J ADA Command, Control, Computers, Communications, and Intelligence Enhanced Operator/Maintainer

68, page 41MOS 14J Professional Development Model 69, page 43MOS 14J Reserve Component 610, page 43MOS 14M Manportable Air Defense System Crewmember (Reserve Component only) 611, page 43MOS 14M Professional Development Model 612, page 45MOS 14R Bradley Linebacker Crewmember (Elimination of MOS 14R on 31 December 2006, pending approval)

613, page 45MOS 14R Professional Development Model 614, page 46MOS 14R Reserve Component (Elimination of MOS 14R on 31 December 2006, pending approval) 615, page 46MOS 14S AMD Crewmember 616, page 47MOS 14S Professional Development Model 617, page 48MOS 14S Reserve Component 618, page 48MOS 14T - Patriot Launching Station Enhanced Operator/Maintainer 619, page 48MOS 14T Professional Development Model 620, page 50MOS 14T Reserve Component 621, page 50MOS 14Z Air Defense Artillery Senior Sergeant 622, page 50MOS 14Z Professional Development Model 623, page 51MOS 14Z Reserve Component 624, page 51

Chapter 7Aviation (CMF 15) Career Progression Plan, page 51Duties 71, page 51Transformation 72, page 51Recommend Career Management Self-Development by Rank 73, page 52MOS 15B Aircraft Powerplant Repairer 74, page 54MOS 15B Professional Development Model 75, page 55MOS 15B Reserve Component (RC) 76, page 55MOS 15D Aircraft Powertrain Repairer 77, page 55MOS 15D Professional Development Model 78, page 56MOS 15D Reserve Component 79, page 56MOS 15F Aircraft Electrician 710, page 56MOS 15F Professional Development Model 711, page 57MOS 15F Reserve Component 712, page 57MOS 15G Aircraft Structural Repairer 713, page 57MOS 15G Professional Development Model 714, page 58MOS 15G Reserve Component 715, page 59MOS 15H Aircraft Pneudraulics Repairer 716, page 59MOS 15H Professional Development Model 717, page 60MOS 15H Reserve Component 718, page 60MOS 15J OH58D Armament/Electrical/Avionic Systems Repairer 719, page 60MOS 15J Professional Development Model 720, page 61MOS 15J Reserve Component 721, page 61

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MOS 15K Aircraft Components Repair Supervisor 722, page 61MOS 15K Professional Development Model 723, page 62MOS 15K Reserve Component 724, page 62MOS 15M UH1 Helicopter Repairer (RC Only) 725, page 62MOS 15M Professional Development Model 726, page 63MOS 15M Reserve Component 727, page 63MOS 15N Avionic Mechanic 728, page 63MOS 15N Professional Development Model 729, page 64MOS 15N Reserve Component 730, page 64MOS 15P Aviation Operations Specialist 731, page 64MOS 15P Professional Development Model 732, page 66MOS 15P Reserve Component 733, page 66MOS 15Q Air Traffic Control Operator 734, page 66MOS 15Q Professional Development Model 735, page 67MOS 15Q Reserve Component 736, page 67MOS 15R AH64 Attack Helicopter Repairer 737, page 67MOS 15R Professional Development Model 738, page 69MOS 15R Reserve Component 739, page 69MOS 15S OH58D Helicopter Repairer 740, page 69MOS 15S Professional Development Model 741, page 70MOS 15S Reserve Component 742, page 70MOS 15T UH60 Helicopter Repairer 743, page 70MOS 15T Professional Development Model 744, page 71MOS 15T Reserve Component 745, page 71MOS 15U CH47 Helicopter Repairer 746, page 71MOS 15U Professional Development Model 747, page 73MOS 15U Reserve Component 748, page 73MOS 15V OH58 Observation/Scout Helicopter Repairer (Reserve Component Only) 749, page 73MOS 15V Professional Development Model 750, page 74MOS 15X AH64A Armament/Electrical/Avionic Systems Repairer 751, page 74MOS 15X Professional Development Model 752, page 76MOS 15X Reserve Component 753, page 76MOS 15Y AH64D Armament/Electrical/Avionic Systems Repairer 754, page 77MOS 15Y Professional Development Model 755, page 78MOS 15Y Reserve Component 756, page 78MOS 15Z Aircraft Maintenance Senior Sergeant 757, page 78MOS 15Z Professional Development Model 758, page 79MOS 15Z Reserve Component 759, page 79

Chapter 8Special Forces (CMF 18) Career Progression Plan, page 79Duties Special Forces 81, page 79Transformation 82, page 80Recommend Career Management Self-Development by Rank 83, page 80MOS 18B Special Forces Weapons Sergeant 84, page 82MOS 18B Professional Development Model 85, page 83MOS 18B Reserve Component 86, page 83MOS 18C Special Forces Engineer Sergeant 87, page 84MOS 18C Professional Development Model 88, page 86MOS 18C Reserve Component 89, page 86MOS 18DSpecial Forces Medical Sergeant 810, page 86MOS 18D Professional Development Model 811, page 88MOS 18D Reserve Component 812, page 88MOS 18E Special Forces Communications Sergeant 813, page 89MOS 18E Professional Development Model 814, page 91

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MOS 18E Reserve Component 815, page 91MOS 18F Special Forces Intelligence Sergeant 816, page 91MOS 18F Professional Development Model 817, page 93MOS 18F Reserve Component 818, page 93MOS 18Z Special Forces Senior Sergeant 819, page 93MOS 18Z Professional Development Model 820, page 94MOS 18Z Reserve Component 821, page 94MOS 00Z Special Forces Command Sergeant Major 822, page 94MOS 00Z Professional Development Model 823, page 94MOS 00Z Reserve Component 824, page 94

Chapter 9Armor (CMF 19) Career Progression Plan, page 95Duties 91, page 95Transformation 92, page 95Recommended career management self-development by rank 93, page 95MOS 19D Cavalry Scout 94, page 97MOS 19D Professional Development Model 95, page 99MOS 19D Reserve Component 96, page 99MOS 19K M1 Armor Crewman 97, page 99MOS 19K Professional Development Model 98, page 101MOS 19K Reserve Component 99, page 101MOS 19Z Armor Senior Sergeant 910, page 101MOS 19Z Professional Development Model 911, page 102MOS 19Z Reserve Component 912, page 102

Chapter 10Engineer (CMF 21) Career Progression Plan, page 102Duties 101, page 102Transformation 102, page 102Recommend career management self-development by rank 103, page 103MOS 21B Combat Engineer (MOS closed to women) 104, page 104MOS 21B Professional Development Model 105, page 106MOS 21B Reserve Component 106, page 106MOS 21C Bridge Crewmember 107, page 106MOS 21C Professional Development Model 108, page 107MOS 21C Reserve Component 109, page 107MOS 21Z Combat Engineering Senior Sergeant 1010, page 107MOS 21Z Professional Development Model 1011, page 108MOS 21Z Reserve Component 1012, page 108MOS 21D Diver 1013, page 108MOS 21D Professional Development Model 1014, page 109MOS 21D Reserve Component 1015, page 110MOS 21E Heavy Construction Equipment Operator 1016, page 110MOS 21E Professional Development Model 1017, page 110MOS 21E Reserve Component 1018, page 110MOS 21G Quarrying Specialist (Reserve Component Only) 1019, page 110MOS 21G Professional Development Model 1020, page 111MOS 21H Construction Engineering Supervisor 1021, page 111MOS 21H Professional Development Model 1022, page 112MOS 21H Reserve Component 1023, page 112MOS 21J General Construction Equipment Operator 1024, page 112MOS 21J Professional Development Model 1025, page 113MOS 21J Reserve Component 1026, page 113MOS 21K Plumber 1027, page 113

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MOS 51K Professional Development Model 1028, page 113MOS 21K Reserve Component 1029, page 113MOS 21M Firefighter 1030, page 113MOS 21M Professional Development Model 1031, page 114MOS 21M RC 1032, page 114MOS 21N Construction Equipment Supervisor 1033, page 114MOS 21N Professional Development Model 1034, page 115MOS 21N RC 1035, page 115MOS 21P Prime Power Production Specialist 1036, page 115MOS 21P Professional Development Model 1037, page 116MOS 21P Reserve Component 1038, page 116MOS 21Q Transmission and Distribution Specialist, CMF 21 1039, page 116MOS 21Q Professional Development Model 1040, page 118MOS 21R Interior Electrician 1041, page 118MOS 21R Professional development Model 1042, page 118MOS 21R Reserve Component 1043, page 118MOS 21T Technical Engineering Specialist 1044, page 118MOS 21T Professional Development Model 1045, page 119MOS 21T Reserve Component 1046, page 119MOS 21V Concrete and Asphalt Equipment Operator 1047, page 119MOS 21V Professional Development Model 1048, page 120MOS 21V Reserve Component 1049, page 120MOS 21W Carpentry and Masonry Specialist 1050, page 120MOS 21W Professional Development Model 1051, page 121MOS 21W Reserve Component 1052, page 121MOS 21X General Engineering Supervisor 1053, page 121MOS 21 Professional Development Model 1054, page 122MOS 21X Reserve Component 1055, page 122MOS 21L Lithographer 1056, page 122MOS 21L Professional Development Model 1057, page 123MOS 21L Reserve Component 1058, page 123MOS 21S Topographic Surveyor 1059, page 123MOS 21S Professional Development Model 1060, page 124MOS 21S Reserve Component 1061, page 124MOS 21U Topographic Analyst 1062, page 124MOS 21U Professional Development Model 1063, page 126MOS 21U Reserve Component 1064, page 126MOS 21Y Topographic Engineering Supervisor 1065, page 126MOS 21 Professional Development Model 1066, page 126MOS 21Y Reserve Component 1067, page 127

Chapter 11Communications and Information Systems Operations (Visual Information Operations, Signal

Operations and Information Systems) (CMF 25) Career Progression Plan, page 127Duties 111, page 127Recommend career management self-development by rank 112, page 127MOS 25M Multimedia Illustrator 113, page 129MOS 25M Professional Development Model 114, page 130MOS 25M Reserve Component 115, page 130MOS 25R Visual Information Equipment Operator-Maintainer 116, page 130MOS 25R Professional Development Model 117, page 132MOS 25R Reserve Component 118, page 132MOS 25V Combat Documentation/Production Specialist 119, page 132MOS 25V Professional Development Model 1110, page 133MOS 25V Reserve Component 1111, page 133

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MOS 25Z Visual Information Operations Chief 1112, page 133MOS 25Z Professional Development Model 1113, page 134MOS 25Z Reserve Component 1114, page 134Signal Operations - Duties 1115, page 134MOS 25C Radio Operator-Maintainer 1116, page 134MOS 25C Professional Development Model 1117, page 136MOS 25C Reserve Component 1118, page 136MOS 25F Network Switching Systems Operator-Maintainer 1119, page 136MOS 25F Professional Development Model 1120, page 137MOS 25F Reserve Component 1121, page 137MOS 25L Cable Systems Installer-Maintainer 1122, page 137MOS 25L Professional Development Model 1123, page 138MOS 25L Reserve Component 1124, page 138MOS 25N Nodal Network Systems Operator-Maintainer 1125, page 139MOS 25N Professional Development Model 1126, page 140MOS 25N Reserve Component 1127, page 140MOS 25P Microwave Systems Operator-Maintainer 1128, page 140MOS 25P Professional Development Model 1129, page 142MOS 25P Reserve Component 1130, page 142MOS 25Q Multichannel Transmissions Systems Operator-Maintainer 1131, page 142MOS 25Q Professional Development Model 1132, page 143MOS 25Q Reserve Component 1133, page 143MOS 25S Satellite Communications Systems Operator-Maintainer 1134, page 143MOS 25S Professional Development Model 1135, page 145MOS 25S Reserve Component 1136, page 145MOS 25T Satellite/Microwave Systems Chief 1137, page 145MOS 25T Professional Development Model 1138, page 146MOS 25T Reserve Component 1139, page 146MOS 25U Signal Support Systems Specialist 1140, page 146MOS 25U Professional Development Model 1141, page 148MOS 25U Reserve Component 1142, page 148MOS 25W Telecommunications Operations Chief 1143, page 148MOS 25W Professional Development Model 1144, page 149MOS 25W Reserve Component 1145, page 149MOS 25X Senior Signal Sergeant 1146, page 149MOS 25X Professional Development Model 1147, page 149MOS 25X Reserve Component 1148, page 149Information Systems Operations - Duties 1149, page 150MOS 25B Information Systems Operator-Analyst 1150, page 150MOS 25B Professional Development Model 1151, page 151MOS 25B Reserve Component 1152, page 151MOS 25D Telecommunications Operator-Maintainer 1153, page 151MOS 25D Professional Development Model 1154, page 153MOS 25D Reserve Component 1155, page 153MOS 25Y Information Systems Chief 1156, page 153MOS 25Y Professional Development Model 1157, page 154MOS 25Y Reserve Component 1158, page 154Lifelong Learning 1159, page 154

Chapter 12Paralegal (CMF 27) Career Progression Plan, page 155Duties 121, page 155Transformation 122, page 156Recommend Career Management Self-Development by rank 123, page 156MOS 27D Paralegal Specialist 124, page 159

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MOS 27D Professional Development Model 125, page 161MOS 27D Reserve Component 126, page 161

Chapter 13Military Police (CMF 31) Career Progression Plan, page 164Duties 131, page 164Transformation 132, page 165Recommend career management self-development by rank 133, page 165MOS 31B Military Police 134, page 167MOS 31B Professional Development Model 135, page 169MOS 31D Criminal Investigation Division Special Agent 136, page 169MOS 13D Professional Development Model 137, page 170MOS 31E Internment/Resettlement (I/R) Specialist 138, page 170MOS 31E Professional Development Model 139, page 172Reserve Component 1310, page 172

Chapter 14Military Intelligence (CMF 35) Career Progression Plan, page 172Duties 141, page 172Transformation 142, page 173Recommend Career Management Self-Development by Rank 143, page 173MOS 35F Intelligence Analyst 144, page 175MOS 35F Career Development Model 145, page 176MOS 35F Reserve Component 146, page 176MOS 35G Imagery analyst 147, page 177MOS 35G Professional Development Model 148, page 178MOS 35G Reserve Component 149, page 178MOS 35H Common Ground Station Analyst 1410, page 178MOS 35H Career Development Model 1411, page 179MOS 35H Reserve Component 1412, page 179MOS 35X Chief Intelligence Sergeant 1413, page 179MOS 35X Career Development Model 1414, page 180MOS 35X Reserve Component 1415, page 180MOS 35L Counterintelligence Agent 1416, page 180MOS 35L Career Development Model 1417, page 182MOS 35L Reserve Component 1418, page 182MOS 35M Human Intelligence Collector 1419, page 182MOS 35M Career Development Model 1420, page 183MOS 35M Reserve Component 1421, page 183MOS 35Y Chief Counterintelligence/Human Intelligence Sergeant 1422, page 183MOS 35Y Career Development Model 1423, page 184MOS 35Y Reserve Component 1424, page 184MOS 35N Signals Intelligence Analyst 1425, page 184MOS 35N Career Development Model 1426, page 186MOS 35N Reserve Component 1427, page 186MOS 35P Cryptologic Communications Interceptor/Locator 1428, page 186MOS 35P Career Development Model 1429, page 188MOS 35P Reserve Component 1430, page 188MOS 35S Signals Collector/Analyst 1431, page 188MOS 35S Career Development Model 1432, page 189MOS 35S Reserve Component 1433, page 18935Z SIGINT Senior Sergeant/SIGINT Chief 1434, page 189MOS 35Z Career Development Model 1435, page 190MOS 35Z Reserve Component 1436, page 190MOS 35T Military Intelligence Systems Maintainer/Integrator 1437, page 190

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MOS 35T Career Development Model 1438, page 192MOS 35T Reserve Component 1439, page 192

Chapter 15Psychological Operations (CMF 37) Career Progression Plan, page 192Duties 151, page 192Transformation 152, page 192Recommend career management self-development by rank 153, page 193MOS 37F Psychological Operations Specialist 154, page 195MOS 37F Career Development Model 155, page 196MOS 37F Psychological Operations Specialist 156, page 196

Chapter 16Civil Affairs (CMF 38) Career Progression Plan, page 196Duties 161, page 196Transformation 162, page 196Recommend career management self-development by rank 163, page 197MOS 38B Civil Affairs Specialist 164, page 199MOS 38B Professional Development Model 165, page 200MOS 38B Civil Affairs Noncommissioned Officer (AC) 166, page 200

Chapter 17Personnel (CMF 42) Career Progression Plan, page 200Duties 171, page 200Transformation 172, page 200Recommend career management self-development by rank 173, page 201MOS 42A Human Resources Specialist 174, page 203MOS 42A Professional Development Model 175, page 204MOS 42A Reserve Component 176, page 204MOS 42F Human Resources Information Systems Management Specialist, CMF 42 177, page 204MOS 42F Professional Development Model 178, page 205MOS 42F Reserve Component 179, page 205MOS 42L Administrative Specialist 1710, page 205MOS 42L Reserve Component 1711, page 205MOS 42R Army Bandsperson 1712, page 205MOS 42R Professional Development Model 1713, page 207MOS 42R Army Bandsperson Reserve Component 1714, page 207MOS 42S Special Band Member 1715, page 208

Chapter 18Financial Management Technician (CMF 44) Career Progression Plan, page 208Duties 181, page 208Transformation 182, page 208Recommend career management self-development by rank 183, page 209MOS 44C Financial Management Technician 184, page 211MOS 44C Professional Development Model 185, page 213MOS 44C Reserve Component 186, page 213

Chapter 19Public Affairs CMF 46 Career Progression Plan, page 213Duties 191, page 213Transformation 192, page 213Recommend cCareer Management Self-Development by Rank 193, page 213MOS 46Q Public Affairs Specialist 194, page 215MOS 46Q Professional Development Model 195, page 216

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MOS 46Q Reserve Component 196, page 216MOS 46R Public Affairs Broadcast Specialist 197, page 216MOS 46R Professional Development Model 198, page 218MOS 46R Reserve Component 199, page 218MOS 46Z Chief Public Affairs Noncommissioned Officer 1910, page 218MOS 46Z Professional Development Model 1911, page 219MOS 46Z Reserve Component 1912, page 219

Chapter 20Chaplain Assistant CMF 56 Career Progression Plan, page 219Duties 201, page 219Transformation 202, page 219MOS 56M Chaplain Assistant 203, page 221MOS 56M Professional Development Model 204, page 224MOS 56M Reserve Component 205, page 224

Chapter 21Mechanical Maintenance (CMF63) Career Progression Plan, page 224Duties 211, page 224Transformation 212, page 224Recommend career management self-development by rank 213, page 225MOS 44B Metal Work 214, page 227MOS 44B Professional Development Model 215, page 228MOS 44B Reserve Component 216, page 228MOS 44E Machinist 217, page 228MOS 44E Professional Development Model 218, page 229MOS 44E Reserve Component 219, page 229MOS 45B - Small Arms/Artillery Repairer 2110, page 229MOS 45B Professional Development Model 2111, page 230MOS 45B Reserve Component 2112, page 230MOS 45G Fire Control Repairer 2113, page 230MOS 45G Professional Development Model 2114, page 230MOS 45G Reserve Component 2115, page 230MOS 45K Armament Repairer 2116, page 231MOS 45K Professional Development Model 2117, page 232MOS 45K Reserve Component 2118, page 232MOS 52C Utilities Equipment Repairer 2119, page 232MOS 52C Professional Development Model 2120, page 233MOS 52C Reserve Component 2121, page 233MOS 52D Power Generation Equipment Repairer 2122, page 233MOS 52D Professional Development Model 2123, page 234MOS 52D Reserve Component 2124, page 234MOS 52X Special Purpose Equipment Repairer 2125, page 234MOS 52X Professional Development Model 2126, page 234MOS 52X Reserve Component 2127, page 234MOS 62B Construction Equipment Repairer 2128, page 234MOS 62B Professional Development Model 2129, page 235MOS 62B Reserve Component 2130, page 235MOS 63A M1 Abrams Tank System Maintainer 2131, page 235MOS 63A Professional Development Model 2132, page 236MOS 63A Reserve Component 2133, page 237MOS 63B Wheel Vehicle Mechanic 2134, page 237MOS 63B Professional Development Model 2135, page 238MOS 63B Reserve Component 2136, page 238MOS 63D Self Propelled Field Artillery Systems Mechanic 2137, page 238

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MOS 63D Professional Development Model 2138, page 239MOS 63D Reserve Component 2139, page 239MOS 63H Track Vehicle Repairer 2140, page 239MOS 63H Professional Development Model 2141, page 240MOS 63H Reserve Component 2142, page 240MOS 63J Quartermaster and Chemical Equipment Repairer 2143, page 240MOS 63J Professional Development Model 2144, page 240MOS 63J Reserve Component 2145, page 240MOS 63M Bradley Fighting Vehicle System Maintainer 2146, page 240MOS 63M Professional Development Model 2147, page 242MOS 63M Reserve Component 2148, page 242MOS 63X Vehicle Maintenance Supervisor 2149, page 242MOS 63X Professional Development Model 2150, page 242MOS 63X Reserve Component 2151, page 242MOS 63Z Mechanical Maintenance Supervisor 2152, page 242MOS 63Z Professional Development Model 2153, page 243MOS 63Z Reserve Component 2154, page 243

Chapter 22Army Medical Department (CMF 68) Career Progression Plan, page 243Duties 221, page 243Recommend Career Management Self-Development by Rank 222, page 244MOS 68A Biomedical Equipment Specialist 223, page 246MOS 68A Professional Development Model 224, page 248MOS 68A Reserve Component 225, page 248MOS 68D Operating Room Specialist 226, page 248MOS 68D Professional Development Model 227, page 249MOS 68D Reserve Component 228, page 249MOS 68E Dental Specialist 229, page 249MOS 68E Professional Development Model 2210, page 251MOS 68E Reserve Component 2211, page 251MOS 68G Patient Administration Specialist 2212, page 251MOS 68G Professional Development Model 2213, page 252MOS 68G Reserve Component 2214, page 253MOS 68H Optical Laboratory Specialist 2215, page 253MOS 68H Professional Development Model 2216, page 254MOS 68H Reserve Component 2217, page 254MOS 68J Medical Logistics Specialist 2218, page 254MOS 68J Professional Development Model 2219, page 256MOS 68J Reserve Component 2220, page 256MOS 68K Medical Laboratory Specialist 2221, page 256MOS 68K Professional Development Model 2222, page 258MOS 68K Reserve Component 2223, page 258MOS 68M Nutrition Care Specialist 2224, page 258MOS 68M Professional Development Model 2225, page 259MOS 68M Reserve Component 2226, page 259MOS 68P Radiology Specialist 2227, page 259MOS 68P Professional Development Model 2228, page 261MOS 68P Reserve Component 2229, page 261MOS 68Q Pharmacy Specialist 2230, page 261MOS 68Q Professional Development Model 2231, page 262MOS 68Q Reserve Component 2232, page 262MOS 68R Veterinary Food Inspection Specialist 2233, page 263MOS 68R Professional Development Model 2234, page 264MOS 68R Reserve Component 2235, page 264

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MOS 68S Preventive Medicine Specialist 2236, page 264MOS 68S Professional Development Model 2237, page 266MOS 68S Reserve Component 2238, page 266MOS 68T Animal Care Specialist 2239, page 266MOS 68T Professional Development Model 2240, page 268MOS 68T Reserve Component 2241, page 268MOS 68V Respiratory Specialist 2242, page 268MOS 68V Professional Development Model 2243, page 269MOS 68V Reserve Component 2244, page 269MOS 68W Health Care Specialist 2245, page 269MOS 68W Professional Development Model 2246, page 271MOS 68W Reserve Component 2247, page 271MOS 68X Mental Health Specialist 2248, page 271MOS 68X Professional Development Model 2249, page 272MOS 68X Reserve Component 2250, page 272MOS 68Z Senior Medical NCO 2251, page 272MOS 68Z Professional Development Model 2252, page 273MOS 68Z Reserve Component 2253, page 273

Chapter 23Chemical, Biological, Radiological, and Nuclear (CMF 74) Career Progression Plan, page 273Duties 231, page 273Transformation 232, page 273Recommend career management self-development by rank 233, page 274MOS 74D Chemical Specialist 234, page 276MOS 74D Professional Development Model 235, page 277MOS 74D Reserve Component 236, page 277

Chapter 24Recruiting and Retention (CMF 79) Career Progression Plan, page 278Duties 241, page 278Transformation 242, page 278Recommend career management self-development by rank 243, page 278MOS 79R Army Recruiter 244, page 280MOS 79R Professional Development Model 245, page 282MOS 79S Career Counselor 246, page 282MOS 79S Professional Development Model 247, page 283MOS 79T Retention and Transition Noncommissioned Officer (Army National Guard of the United States) 248,

page 283MOS 79T Professional Development Model 249, page 284MOS 79V Retention and Transition Noncommissioned Officer (Army Reserve) 2410, page 2842411. MOS 79V Professional Development Model 2411, page 286

Chapter 25Transportation CMF 88 Career Progression Plan, page 286Duties 251, page 286Transformation 252, page 286Recommend career management self-development by rank 253, page 286MOS 88H Cargo Specialist 254, page 289MOS 88H Professional Development Model 255, page 289MOS 88H Reserve Component 256, page 290MOS 88K Watercraft Operator 257, page 290MOS 88K Professional Development Model 258, page 291MOS 88K Reserve Component 259, page 291MOS 88L Watercraft Engineer 2510, page 291

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MOS 88L Professional Development Model 2511, page 292MOS 88L Reserve Component 2512, page 292MOS 88M Motor Transport Operator 2513, page 292MOS 88M Professional Development Model 2514, page 293MOS 88M Reserve Component 2515, page 293MOS 88N Transportation Management Coordinator 2516, page 293MOS 88N Professional Development Model 2517, page 294MOS 88N Reserve Component 2518, page 294MOS 88P Railway Equipment Repairer 2519, page 294MOS 88P Professional Development Model 2520, page 295MOS 88T Railway Section Repairer 2521, page 295MOS 88T Professional Development Model 2522, page 296MOS 88U Railway Operations Crewmember 2523, page 296MOS 88U Professional Development Model 2524, page 296MOS 88Z Transportation Senior Sergeant 2525, page 297MOS 88Z Professional Development Model 2526, page 297MOS 88Z Reserve Component 2527, page 297

Chapter 26Ammunition Sergeant (CMF 89) Career Progression Plan, page 297Duties 261, page 297Transformation 262, page 298Recommend career management self-development by rank 263, page 298MOS 89A Ammunition Stock Control and Accounting Specialist 264, page 300MOS 89A Professional Development Model 265, page 301MOS 89A Ammunition Specialist Reserve Component 266, page 301MOS 89B Ammunition Specialist 267, page 301MOS 89B Professional Development Model 268, page 302MOS 89B Reserve Component 269, page 302MOS 89D Explosive Ordnance Disposal Specialist 2610, page 302MOS 89D Professional Development Model 2611, page 304Reserve Component 2612, page 304

Chapter 27Supply and Services (CMF 92) Career Progression Plan, page 304Duties 271, page 304Transformation 272, page 304Recommend career management self-development by rank 273, page 304MOS 92A Automated Logistical Specialist 274, page 306MOS 92A Professional Development Model 275, page 308MOS 92A Reserve Component 276, page 308MOS 92F Petroleum Supply Specialist 277, page 308MOS 92F Professional Development Model 278, page 309MOS 92F Reserve Component 279, page 309MOS 92G Food Service Specialist 2710, page 309MOS 92G Professional Development Model 2711, page 310MOS 92G Reserve Component 2712, page 311MOS 92L Petroleum Laboratory Specialist 2713, page 311MOS 92L Professional Development Model 2714, page 312MOS 92L Reserve Component 2715, page 312MOS 92M Mortuary Affairs Specialist 2716, page 312MOS 92M Professional Development Model 2717, page 313MOS 92M Reserve Component 2718, page 313MOS 92R Parachute Rigger 2719, page 313MOS 92R Professional Development Model 2720, page 314

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ContentsContinued

MOS 92R Reserve Component 2721, page 314MOS 92S Shower/Laundry and Clothing Repair Specialist 2722, page 315MOS 92S Professional Development Model 2723, page 316MOS 92S Reserve Component 2724, page 316MOS 92W Water Treatment Specialist 2725, page 316MOS 92W Professional Development Model 2726, page 317MOS 92W Reserve Component 2727, page 317MOS 92Y Unit Supply Specialist 2728, page 317MOS 92Y Professional Development Model 2729, page 318MOS 92Y Reserve Component 2730, page 318

Chapter 28Electronic Maintenance (CMF 94) Career Progression Plan, page 318Duties 281, page 318Transformation 282, page 318Recommended career management self-development by rank 283, page 319MOS 94A Land Combat Electronic Missile System Repairer 284, page 321MOS 94A Professional Development Model 285, page 322MOS 94A Reserve Component 286, page 322MOS 94D Air Traffic Control Equipment Repairer 287, page 322MOS 94D Professional Development Model 288, page 323MOS 94D Reserve Component 289, page 323MOS 94E Radio and Communications Security Repairer 2810, page 323MOS 94E Professional Development Model 2811, page 324MOS 94E Reserve Component 2812, page 324MOS 94F Computer Detection Systems Repairer 2813, page 324MOS 94F Professional Development Model 2814, page 325MOS 94F Reserve Component 2815, page 325MOS 94H Test, Measurement, and Diagnostic Equipment Maintenance Support Specialist 2816, page 325MOS 94H Professional Development Model 2817, page 326MOS 94H Reserve Component 2818, page 326MOS 94K Apache Attack Helicopter Systems Repairer 2819, page 326MOS 94K Professional Development Model 2820, page 327MOS 94K Reserve Component 2821, page 327MOS 94L Avionic Communications Equipment Repairer 2822, page 327MOS 94L Professional Development Model 2823, page 328MOS 94L Reserve Component 2824, page 328MOS 94M Radar Repairer 2825, page 328MOS 94M Professional Development Model 2826, page 329MOS 94M Reserve Component 2827, page 329MOS 94P Multiple Launch Rocket System Repairer 2828, page 329MOS 94P Professional Development Model 2829, page 330MOS 94P Reserve Component 2830, page 330MOS 94R - Avionics Survivability Equipment Repairer 2831, page 330MOS 94R Professional Development Model 2832, page 331MOS 94R Reserve Component 2833, page 331MOS 94S Patriot System Repairer 2834, page 331MOS 94S Professional Development Model 2835, page 332MOS 94S Reserve Component 2836, page 332MOS 94T- Avenger System Repairer 2837, page 332MOS 94T Professional Development Model 2838, page 333MOS 94T Reserve Component 2839, page 333MOS 94W Electronics Maintenance Chief 2840, page 333MOS 94W Professional Development Model 2841, page 334MOS 94W Reserve Component 2842, page 334

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ContentsContinued

MOS 94Y Integrated Family of Test Equipment Operator and Maintainer 2843, page 334MOS 94Y Professional Development Model 2844, page 335MOS 94Y Reserve Component 2845, page 335MOS 94Z Senior Electronic Maintenance Chief (Sr Elect Maint Ch) 2846, page 335MOS 94Z Professional Development Model 2847, page 336MOS 94Z Reserve Component 2848, page 336

Chapter 29Interpreter/Translator (MOS 09L) Career Progression Plan, page 336Duties 291, page 336Transformation 292, page 336Recommended career management self-development by rank 293, page 336MOS 09L Interpreter/Translator 294, page 337MOS 09L Professional Development Model 295, page 338MOS 09L Reserve Component 296, page 338

AppendixesA. References, page 340B. Creed of the Noncommissioned Officer, page 344C. Values, Attributes, Skills, and Actions, page 345D. Listing of Uniform Resource Locator Web Sites, page 351E. The U.S. Army Chief of Staffs Professional Reading List, page 359

Figure List

Figure 11: Pentathlete chart, page 2Figure 21: The Army Training and Leader Development Model, page 4Figure 31: Eight life cycle functions, page 9Figure B1: Creed of the Noncommissioned Officer, page 345

Glossary

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Chapter 1Overview

11. PurposeThis pamphlet provides guidance for the professional development of noncommissioned officers (NCO) to meet therequirements prescribed in the NCO vision. It also provides an excellent framework for NCOs, warrant officers,officers, and civilians alike to advise and counsel NCOs on their professional development. This pamphlet is neither asimplified checklist for promotions nor a guide for NCOs on how to perform their assigned duties as leaders to the bestof their abilities.

12. ReferencesRequired and related publications and prescribed and referenced forms are listed in appendix A.

13. Explanation of abbreviations and termsAbbreviations and special terms used in this pamphlet are explained in the glossary.

14. The Noncommissioned Officer Visiona. The Noncommissioned Officer (NCO) Corps remains the backbone of our Army and the most professional NCO

Corps in the World. Army Leader 21 is focused on continuing to train and educate a quality NCO Corps for the Armywhile expanding the NCO Corps role and professionalism by improving performance today and building the bench fortomorrow. The NCO must be fully capable of fighting a war and transforming in an era of unpredictability. ThePentathlete is a metaphor for the kind of leader our Army requires today and into the future. Our vision for the NCOCorps blends their past heritage with emerging future characteristics. An innovative, competent professional enlistedleader grounded in heritage, values, and tradition that embodies the Warrior Ethos; champions continuous learning, andis capable of leading, training, and motivating Soldiers. An adaptive leader who is proficient in joint and combinedexpeditionary warfare and continuous, simultaneous full spectrum operations, and resilient to uncertain and ambiguousenvironments. The Army must have an NCO Corps that

(1) Leads by example.(2) Trains from experience.(3) Enforces and maintains standards.(4) Takes care of Soldiers.(5) Adapts to a changing world.b. Additionally, senior Army leadership found that Army Transformation and the challenges of the 21st Century

Security Environment require(1) A multi-skilled leader with 21st Century leader attributes the Pentathlete (see fig 11).(2) A leader development program for NCOs that grows Army Leaders for the 21st Century.(3) The incorporation of desired skills and attributes into promotion board instructions.c. The Pentathlete is a 21st Century leader who possesses a specific set of skills and leader attributes. The

Pentathlete personifies the Warrior Ethos from warfighting to ambassador to resource management and espouses Armyvalues. Its a way of life.

d. The NCO Pentathlete should be a(1) Critical and creative thinker. The critical and creative thinker is a competent decision maker; capable of using

cognitive capacity skills and strategies to achieve understanding and to evaluate view points to solve problems;exercises sound judgment; able to think fast making split second decisions under stress; thinks outside the box; andunderstands second- and third-order impacts of decisions. Easily makes tactical decisions with strategic implications.

(2) Warrior leader. The warrior leader is effective in any environment; understands the whole spectrum of opera-tions; has both military and civilian education; is proficient in all aspects of being a Soldier and also in the warriorethos; leads from the front; leads 24/7 and demonstrates military bearing; is an effective communicator; is creative andinnovative, taking disciplined initiative; is flexible, adapting quickly to environments and situations; is people- andteam-oriented, capable of building effective teams; and is physically fit and culturally aware.

(3) Leader developer. The leader developer leads by example and is the standard bearer; embraces personal andprofessional development; encourages and guides the development of subordinates; creates a positive learning environ-ment; is a competent trainer able to teach Soldiers how to learn; and is hungry for knowledge.

(4) Ambassador. The ambassador has the ability to deal with various cultures and understands other languages andcultures; clearly demonstrates character and Army values by representing American and Army values and culture to theworld and by being respectful and understanding of host nation values and culture; interacts with people on the streetand wins the support and trust of the local population.

(5) Resource manager. The resource manager manages resources efficiently and effectively; meets deadlines andsuspenses; gets things done by taking mission guidance, conducting planning, preparing and executing; and ac-complishes the mission; and influences the acquisition and distribution of resources.

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e. The NCO leader of the 21st century will remain a technical expert who also has campaign qualities, joint andexpeditionary capabilities, with language skills, regional knowledge, and cultural awareness.

Figure 11. Pentathlete chart

15. Army values and the warrior ethosBy adopting Army values and the warrior ethos, NCOs will be confident they are organized, trained, and equipped tooperate with a Joint expeditionary mindset anywhere in the world, at any time, in any environment, and against anyadversary to accomplish the assigned mission.

a. Army value. The seven Army values are loyalty, duty, respect, selfless service, honor, integrity, and personalcourage. The Army values are at the core of everything the Army is and does. The Army is an institution of peoplewith unique and enduring values. Soldiers of all ranks must embrace the Army values. These values provide a sense ofpurpose necessary to sustain Soldiers in combat and help resolve ambiguities in operations other than war. Noncom-missioned officers are entrusted with developing and fostering Army values in the Soldiers they lead. Army values arenon-negotiable. They apply to all Soldiers, at all the times, and in all situations. These values are interdependent; thatis, they support one another. Soldiers cannot follow one value and ignore another.

b. Warrior ethos. Warrior ethos is the foundation for the total commitment to victory in peace and war. It is theunwavering conviction that military service is more than just another job, but is a noble calling. Warrior ethos is linked

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to long-standing Army values and the determination to do what is right, no matter what the situation. Soldiers enter theArmy with their own values, developed in childhood and nurtured through lifes experiences. These personal values areshaped by what they have seen and learned, and by those whom they have met. Once Soldiers report for militaryservice, they must adopt the warrior ethos and pledge to live by the Army values. The trust that Soldiers have for oneanother, and the trust the American people have in Soldiers, demands that they live up to these Army values.

16. Noncommissioned officers mentorshipNoncommissioned officers have a critical responsibility to develop future leaders who are imbued with the ideals of theWarrior Ethos and motivated by the unwavering belief that they will be victorious. An essential component of thisdevelopment is mentoring. Mentorship refers to voluntary, developmental relationships between Soldiers of greaterexperience and Soldiers of lesser experience. It is characterized by mutual trust and respect.

a. The goal of mentorship is to assist lesser experienced Soldiers in reaching their personal and professionalpotential. It is essential to understand that mentorship is not any one behavior or set of behaviors; it incorporates all ofthe leader development behaviors (for example, counseling, teaching, coaching, and role modeling) that are used by atrusted advisor.

b. Mentoring requires taking advantage of every opportunity to teach, counsel, or coach to build skills andconfidence in the mentored Soldier. Mentoring is not limited to formal sessions, but can include every event fromopportunity training to after action reviews to casual, recreational activities.

c. One of the most important legacies that NCOs can give to the Army is to mentor junior leaders for the hardships,rigors, ambiguities, and ugliness of combat. Mentoring develops great leaders to lead great Soldiers.

d. Some leader priorities in mentoring are(1) Reinforce Soldier and leader awareness that the centerpiece of the Army is Soldiers as Warriors.(2) Reinforce efforts to train Soldiers and grow leaders to exemplify the Warrior ethos.(3) Adapt training programs to reflect the contemporary operating environment, and reemphasize the human intangi-

bles of combat as every Soldier is important on the battlefield.(4) Prepare Soldiers and leaders to operate as members of teams and units able to act as thinking organisms

prepared to respond to audibles in dynamic situations through skill, agility, and teamwork.(5) Achieve a proper training/education balance.(6) Emphasize programs designed to prepare Soldiers and leaders to operate and make decisions in ambiguous

environments, to make them more comfortable operating in a zone of discomfort.(7) Reinforce efforts to prepare leaders to identify strategic implications of tactical situations.(8) Set the example by establishing a command climate that fosters and upholds Army Values and inculcates the

Warrior ethos.e. Noncommissioned officers scope of duties(1) The U.S. Army has a professional NCO corps that prides itself in its responsibility to train Soldiers, crews, and

small teams. Noncommissioned officers are responsible for conducting standards-based, performance-oriented, battle-focused training.

(2) Technological advancements in equipment and weapons are designed to allow Soldiers to see first, understandfirst, and take decisive action first. Noncommissioned officers must train Soldiers to quickly synthesize information athand, relate the synthesized product to the commanders intent, and take the appropriate and decisive action. Tailoredsituational training, repeated until task mastery is achieved, will develop Soldiers who intuitively take action, exploitthe full capabilities of their equipment, and accomplish the mission as intended by the unit commander.

17. Leader development overviewLeader development consists of three distinct, but closely related domains: institutional training and education,operational assignments, and self development. This continuous cycle of education, training, experience, assessment,feedback, and reinforcement meets the needs of an expeditionary Army. This process demands lifelong learning as itdevelops the potential of NCOs as leaders. The three domains emphasize developing professional, competent, andconfident leaders of character. These leaders must have the ability to exploit the full potential of current and futureArmy doctrine across the complete spectrum of joint military operations.

Chapter 2Leader Development Process

21. Leader processa. The Army maintains a serious commitment regarding the development of its future leaders (NCOs, warrant

officers, officers, and civilians). DA Pam 60025 provides NCOs with guidance to help direct the development ofvalues, attributes, skills, and actions required in an increasingly complex, unstable, and unpredictable world. The

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process known as leader development fulfills this commitment, and prepares leaders with those values, attributes, skillsand actions needed in todays Army (see app C).

b. Competent and confident NCOs are the result of progressive and sequential education, training, and experience.Noncommissioned officers grow professionally through the three domains of leader development: institutional training,operational assignments, and self-development. In all three domains, the goal remains the same: to develop profes-sional, competent and confident leaders capable of maintaining a trained and ready expeditionary Army to deter warand to engage and defeat an enemy in battle when necessary.

c. Successful NCOs take personal responsibility for their professional development by carefully planning forinstitutional and functional training courses, requesting challenging operational assignments, and maximizing everyopportunity for self-development. In addition to exercising personal responsibility, successful NCOs seek the fullsupport of their supervisors and commanders. Those who lean forward to meet Army needs will excel. Individualchoices will shape careers. Successful leaders will look for and routinely exceed their own personal comfort zone.

Figure 21. The Army Training and Leader Development Model

22. Institutional traininga. The NCO must be trained earlier and continuously, building the bench which requires a train-ahead approach.

Institutional training and education provides the foundation on which future leader development rests. Institutionaltraining is the formal military training and education NCOs receive throughout a military career. The purpose ofinstitutional training is to develop the values, attributes, critical warfighting skills, and actions that are essential toquality NCO leadership. When these same values, attributes, skills, and actions are tested, reinforced, and strengthenedby follow-on operational assignments and meaningful self-development programs, NCOs attain and sustain competencyand confidence in their profession of arms. The Noncommissioned Officer Education System (NCOES) and certainother functional courses (for example, First Sergeant Course and Battle Staff Course) form the institutional trainingpillar of NCO leader development. The NCOES is designed to prepare NCOs to lead and train Soldiers who work andfight under their direct leadership, and to assist their assigned leaders to execute unit missions. The NCOES ac-complishes this preparation through progressive and sequential training using small group instruction throughout fourlevels of schooling: primary, basic, advanced, and senior. Functional courses are based on specific skills required forspecial assignments or duties. The Army uses resident and distance learning instruction to deliver institutional training.

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b. The Warrior Leader Course (WLC) is a nonmilitary occupational specialty (MOS) specific, field-oriented leader-ship course built around warrior leader tasks. The WLC trains eligible Soldiers at NCO academies throughout theArmy. The training focuses on values, attributes, skills, and actions needed for team leadership responsibilities at therank of sergeant (SGT).

c. The Basic Noncommissioned Officer Course (BNCOC) consists of two or more phases. Phase I is a stand alonecommon core that uses the small group instruction process to teach the theories and principles of battle-focusedcommon core training, leadership, and war fighting skills required to lead a squad-sized element in combat. Phase II ishands-on, performance-oriented, technical training that is specific to the MOS. The level of training received atBNCOC progressively and sequentially improves on the previous instruction received in the WLC and operationalassignments.

d. The Advanced Noncommissioned Officer Course (ANCOC) is structured similar to BNCOC and prepares NCOsto assume duties and responsibilities needed to lead a platoon-sized element. The ANCOC has proponent phases thatinclude hands-on and performance-oriented training emphasizing war-fighting skills.

e. The Sergeants Major Course (SMC) prepares selected master sergeants (MSG) to perform duties of a sergeantmajor (SGM) and a command sergeant major (CSM) in staff and troop assignments. The SMC is the pinnacle ofNCOES and trains senior NCOs in full spectrum operations, the contemporary operational environment, and the JointInteragency, Intergovernmental, Multinational environment.

f. Functional courses such as drill sergeant, recruiter, and attach training are required for special assignments. Otherfunctional courses such as the Battle Staff Course and First Sergeants Course provide specific skills required for dutiesin operations and leadership areas of responsibility. Senior NCOs selected for first sergeant duty are required to attendthe First Sergeants Course prior to assuming their initial first sergeant position. Command Sergeants Major attend theCSM course to prepare them for their initial duty as a CSM.

g. Warrior training (AWT) maintains Soldier proficiency in the performance of warrior tasks and battle drills(WTBD). All Soldiers must be ready to fight and complete the mission by applying the Warrior Skills learned throughthe fundamentals of WTBD. Proficiency in WTBD is enhanced through the execution of tasks in the followingcategories; shoot, move, communicate, first aid, CBRN, and battle drills.

23. Operational assignmentsa. Operational experience provides leaders the opportunity to employ and further develop those skills attained

through the process of institutional training. Experience gained through a variety of challenging operational assign-ments prepares NCOs to lead Soldiers in combat.

b. Operational assignments are made based on the NCOs military occupational specialty and additional skills.Special duty assignments present a unique challenge and an opportunity for leader development as NCOs often performduties outside their primary military occupational specialty (PMOS) in positions that include drill instructor, recruiter,joint duty, and/or attach. Commanders and leaders use the unit Leader Development Plan (LDP) and Noncommis-s i o n e d O f f i c e r P r o f e s s i o n a l D e v e l o p m e n t ( N C O P D ) t o e n h a n c e N C O l e a d e r d e v e l o p m e n t d u r i n g o p e r a t i o n a lassignments.

c. Developing leaders is a priority mission in Army organizations. Commanders, leaders, and supervisors arerequired to develop subordinates and ensure necessary educational requirements are made available and met. Com-manders should establish a formal unit LDP that focuses on developing individual leaders. These programs shouldconsist of three phases: reception and integration, basic skills development, and advanced development, and sustain-ment. Commanders, leaders, and supervisors will

(1) Conduct an assessment of basic skills to identify strengths that must be sustained, areas to be improved, andskills that need to be developed for the NCO to assume greater responsibilities.

(2) Integrate mission essential task list (METL) based training and other unit-related training that support the unitMETL.

(3) Correct weaknesses impacting on the performance of duties that facilitate a Soldiers opportunity to gainexperience for myriad assignments and obtain both personal and professional career development needs.

d. The NCOPD is the NCO LDP implemented by the CSM. It is based on the commanders guidance and directives.This program encompasses most leadership training at the unit level and is tailored to the unique requirements of thatparticular unit and its NCOs.

e. Commanders must continuously integrate individual training with collective training to effectively use availabletime and resources in leader development. This training approach ensures Soldiers have the capability to perform everytask required at their skill level. Operational assignments should reflect the present and projected level of the Soldiersinstitutional training and performance abilities.

24. Self-developmenta. Self-development is a planned, progressive, and sequential program followed by NCOs. This program is com-

prised of individual study, education, research, and professional reading (see the Army Chief of Staffs professionalreading list in app E). Self-development also includes practice, self-assessment, and, ideally, is synchronized with

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institutional training and operational assignments. Self-development programs should complement and expand onadvancements and accomplishments gained during institutional training and operational assignments and require alifelong commitment. Self-development is a personal responsibility and focuses on maximizing leader strengths,minimizing weaknesses, and achieving individual leader development goals. Self-development requires a joint effortbetween the individual Soldier and senior leadership to be effective.

b. Initially, self-development is narrow in focus, but broadens as NCOs become more familiar with their ownstrengths and weaknesses, determine their specific needs, and become more independent. Noncommissioned officerknowledge and perspective increases with maturity, experience, institutional training, and operational assignments. Unitleadership is responsible for building a functional self-development program tailored to NCO and unit needs. Thenoncommissioned officer professional development models (PDM) found in chapter 4 are a Soldiers guide to self-development.

c. Self-development focuses on maximizing strengths, improving weaknesses, and achieving individual developmentgoals. All Soldiers must accept their personal responsibility to develop, grow, and commit to professional excellence.The Soldier must commit to a lifetime of professional and personal growth focused on staying at the cutting edge oftheir profession.

d. The success of self-development is tied to regular self-assessment and performance feedback. Individuals mustregularly conduct honest assessments of their strengths and weaknesses. First line leaders must regularly providefeedback on performance and assist individuals in developing/refining a development action plan to guide performanceimprovement. A second critical component of success is ensuring uniform access to current learning materials andprograms regardless of assignment or Army Component. The self-development domain must be a robust component ofthe Professional Development Model providing every Soldier clear understanding of what success looks like.

e. The NCO uses self-development to complement and enhance the knowledge and experience they have gainedthrough institutional training and education and operational assignments. The NCO self-development program iscomprised of a guided and structured component.

(1) Structured self-development. A clearly defined set of required content progressively sequenced across the career,closely linked to and synchronized with the operational and institutional domains, setting the conditions for continuousgrowth both as a warrior and a warrior leader. Structured self-development (SSD) is both an individual and first lineleader responsibility executed at the individuals pace but under the supervision of the first line leader. The SSD is acentrally managed set of specified content that must be completed within specified career points as a prerequisite forcontinued advancement. SSD builds knowledge and skills through a defined sequence of learning approaches with thestrengths of formal education and experiential learning. The SSD focuses on a set of common cognitive skills thatprepare and enhance the individuals ability to lead Soldiers and competence as a warrior. The SSD should includehow to think/learn, decisionmaking, reading comprehension, and English and Math skills. Additionally, SSD shouldinclude World/American History, History of the Army, selected oral/written history of successful senior leaders andMedal of Honor recipients, Peak Performance, Lean Six Sigma, Joint, Interagency, and Combined Operations, fullspectrum operations tactics, techniques and procedures, world cultures and language, and political-military strategy.

(2) Guided self-development. The guided self-development (GSD) is defined set of recommended/optional content/topics progressively sequenced across the career, influencing and encouraging the continuous growth of the individualbut not specifically linked to the other two learning domains. The GSD, while encouraged, is not required forcontinued advancement. The GSD focuses on a recommended set of common individual development goals thatchallenge the individual to continue to expand their competence across a wide spectrum of topics related to but notlimited to the military profession. The GSD includes the pursuit of civilian education goals, licensure, and certification,an expanded understanding of world languages and culture, governance, the history and evolution of conflict, Armyand unit level reading lists and participation in relevant communities of practice. The GSD provides guidance toparticipants while reinforcing their persistence and commitment to life long learning.

f. NCO self-development is a meaningful competency-based program that supports a lifelong learning approach toindividual development and encourages individual initiative; results in improved Soldier focus on the Profession ofArms; links the three domains of development into a cohesive strategy; and enables a train-ahead approach todevelopment allowing high performers to shape their speed of advancement. NCO self-development must Meet the needs of all components. Support a life long learning strategy. Leverage all existing programs (MIL and CIV). Provide individual assessment and feedback. Support the needs of both the Soldier and the Army by balancing personal and professional goals.

g. A critical aspect of NCO self-development is assessment and feedback which enables each NCO to regularly self-assess their progress toward goals. Soldiers must be able to combine self-assessment with performance feedback andtheir first line leaders help in developing and maintaining an individual Leader Development Action Plan that Incorporates current level of competency on required leader and technical competencies.

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Enables continuous adjustment based on performance and attainment of individual goals.

25. Educational activities in support of self-developmentThe Armys goal is for every Soldier to become a Warrior Learner continuously learning and growing in their tactical,technical, and civilian education domains. Civilian education and military professionalism are not mutually exclusive,they are mutually supporting. Many self-development activities recommended in a PDM come from programs andservices offered through the Army Continuing Education System (ACES), which operates education and learningcenters throughout the Army. The ACES assists Soldiers with self-development as described below

a. Education center counseling services provide academic and vocational counseling to help Soldiers establishprofessional and educational goals. Counselors assist in enrolling Soldiers in appropriate courses and in findingalternate methods to achieve goals when operational assignments prevent regular course enrollment.

b. Functional Academic Skills Training (FAST) offers instruction in reading, mathematics, and communication skillsto help Soldiers function on the job, prepare for advanced training, and meet prerequisites for continued education.These courses can help selected Soldiers achieve the current recommended reading grade levels and the Armysrecommended writing standard. This is an on-duty commanders program to ensure Soldiers possess the necessaryreading and writing skills to succeed in their occupational specialty. Read-to-lead, another course designed to assistselected Soldiers achieve the current recommended reading grade levels, is a self-paced program to help Soldiersimprove their reading skills.

c. High school completion programs offer Soldiers the opportunity to earn a high school diploma or equivalencycertificate on or off-duty.

d. College level courses are available through installation education centers that coordinate with participatingcolleges to provide on-post programs that lead to award of a degree. Most institutions operating on-post are part of theService members Opportunity Colleges Army Degree (SOCAD), which guarantees Soldiers transfer of credits andacceptance of nontraditional credits such as military experience and College Level Examination Program (CLEP) tests.Soldiers may also enroll in GOARMYED, an Army program that gives Soldiers the opportunity to pursue a degreeprogram completely online. Also included are courses for credentialing, certification, and licensing through theeducation centers or by using an online Web site, Army Credentialing Opportunities Online (COOL). Tuition assistance(TA) is authorized to pay for voluntary off duty, and approved on duty, education programs that support Armyeducational objectives and Soldiers self-development goals. These programs help Soldiers earn undergraduate degreesthat are recommended on various PDMs. Education counselors assist Soldiers in applying for tuition assistance. ArmyReserve Soldiers should contact their commands Educational Specialist for assistance on available programs.

e. Testing is offered by education centers for a wide range of academic and vocational tests. These tests include theAdult Basic Education (Test) (TABE)-A Reading Comprehension Test for NCOES, Scholastic Aptitude Test (SAT)and American College Test (ACT) for college entrance, and CLEP tests for college credit.

f. Language training for nonlinguists is provided by ACES through host-nation orientation and instruction in basiclanguage skills. These courses enhance language skills of Soldiers whose primary duties require frequent contact withhost-nation counterparts. Materials are also available for sustainment of language skills.

g. Correspondence courses are offered through The Defense Activity for Non-Traditional Educational Support(DANTES), which publishes a catalog of post-secondary correspondence courses in which Soldiers may enroll, as wellas attend, regular classroom courses. Education counselors will advise Soldiers on the availability of approved coursesand tuition assistance.

h. Army learning centers provide a variety of independent study materials, computer-based instruction, languagethree labs, tutorial services, and a military publications library. These centers support self-development, unit, andindividual training. Materials recommended on PDM reading lists can generally be found in Army learning centers.

i. The Army Correspondence Course Program (ACCP) provides a variety of self-study correspondence courses thatare specific to each MOS and career management field (CMF). Courses are also available in leadership and trainingmanagement and are geared toward professional development. Proponent schools develop the courses, many of whichconsist of subcourses that provide Soldiers promotion points on completion. Soldiers can enroll online. Enrollmentmethods for ACCP: Use Internet registration and enrollment procedures and use the ATRRS Main Option GroupEnrollment.

j. Soldiers competing for promotion to sergeant and staff sergeant can receive promotion points for approvedtechnical certifications. The certification must be listed on the approved TRADOC matrix which is available at https://www.hrc.army.mil/site/active/select/TechCert.htm.

(1) Soldiers interested in a certification that is not included on the TRADOC matrix should contact their personnelproponent SGM.

(2) The certification must be current as required by the certifying authority.(3) Soldiers must ensure certification documents are submitted to their unit for permanent entry into their records in

order to be awarded promotion points.k. Postsecondary programs are academic, vocational, technical, and occupational courses of study leading to a

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credential. Colleges and universities have developed certificate programs allowing students to build courses towardan overall certification program often understood as capstone. Postsecondary program courses may be offeredthrough modules or under the capstone concept but should not be confused with certificate courses/programs offeredthrough proprietary institutions at the postsecondary level. Postsecondary programs include the eArmyU, SOCAD -2/-4, and SOCGuard (career/occupational, certificate, associates, bachelors and masters degrees) programs. Courses willbe conducted and arranged to allow timely completion of the entire program.

26. Professional development modelsThe professional development models (PDM) provides a standardized framework and all-inclusive career enhancinginformation to Soldiers, leaders, and personnel managers for the professional development of NCOs. The PDM servesas the professional reference for a successful military career while providing information and guidance on assignments,education, and training. Professional development models are created for each MOS and are available at www.train.-army.mil. These PDMs

a. Are Web-based, interactive PDMs based on the three core domains that shape the critical learning experiencethroughout the Soldiers career: the Operational Domain, the Institutional Domain, and the Self Development Domain.

b. Outline institutional training and operational assignments in relation to CMF recommended self-developmentactivities. Noncommissioned officer self-development is an individual responsibility and the only leader developmentphase over which NCOs have direct control.

c. Emphasize self-development; however, Soldiers should not emphasize PDM activities to the point where self-development takes precedence over duty performance.

d. List operational assignments as examples of career development. Soldiers should consult with their supervisorsand career advisors for their particular CMF progression.

e. Guide Soldiers through CMF proponent recommended activities to become more proficient at current and nexthigher level duty positions.

f. Identify courses and training that complement and supplement institutional training and operational assignmentexperiences.

g. Focus on broad recommendations that address the values, attributes, skills, and actions successful NCOs havefound to be beneficial to their career progression. Each PDM lists recommended self-development activities tocomplete prior to attending NCOES and specific MOS skill levels. Activities include ACCP, computer-based instruc-tion, post secondary courses, professional readings, and learning center activities.

h. Recommend goals to include professional certification, credentialing, and degrees related to the Soldiers CMF.i. Contain recommendations for self-development. It may not be feasible for a Soldier to complete all recommended

activities as some duty assignments may preclude off-duty education; however, alternate methods of achievingrecommendations (for example, examinations, distance learning, and learning center activities) are available.

j. Offer a series of planned, progressive, and sequential developmental activities that leaders can follow to enhanceand sustain military leadership competencies throughout their careers. Any self-development activities undertaken willrequire personal sacrifice of off-duty time if the Soldier is to achieve the desired goal.

k. Provide the recommended activities Soldiers can take to better prepare themselves for each phase of the NCOESand to perform in each duty assignment.

l. Provide Soldiers greater control over their careers while affording leaders the opportunity to educate and train theright Soldier, for the right task, at the right time.

Chapter 3The Enlisted Personnel Management System and Career Management

31. The Enlisted Personnel Management Systema. General. The management of enlisted Soldiers, who represent the preponderance of the military force, drives

personnel readiness throughout all components of the Army.(1) The Enlisted Personnel Management System (EPMS) is a comprehensive process that supports personnel

readiness and the Soldiers professional development and personal welfare. An eight-step life cycle process, EPMSincludes personnel structure, acquisition, distribution, development, deployment, compensation, sustainment, and transi-tion. The following definitions describe the processes of the personnel life cycle:

(a) Personnel structure. The human resource portion of the Armys force development function in which personnelrequirements and authorizations are determined and documented.

(b) Acquisition. This function ensures the Army is staffed with the correct grades and skills in numbers sufficient tosatisfy force requirements, and has three components:

1. Manpower management. The process of linking accession, retention, and promotion targets to Army requirements

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as measured against the military manning program in the Planning, Programming, Budgeting and Execution (PPBE)system.

2. Accession and retention management. The process that converts manpower targets to missions and overseesexecution.

3. Training integration. The establishment of a demand for training programs and a system to control input andtracking of trainees and students.

(c) Distribution. The function of assigning available Soldiers to units based on Army requirements and priorities.(d) Development. This function begins with accession training and continues throughout a Soldiers entire period of

service. Leader development includes institutional training, operational assignments, and self-development. Leaderdevelopment is also supported by programs such as the counseling, evaluation, promotion, and command selectionsystems.

(e) Deployment. This function enables the Army to transition from the prepare mode to the conduct of militaryoperations mode. Deployment includes mobilization, deployment, redeployment, demobilization, reset, noncombatantevacuation, and repatriation.

(f) Compensation. This function encompasses the management of all pay, allowances, benefits, and financialentitlements for Soldiers and retirees. The dollars involved typically exceed 1/3 of the Active Armys total obligationauthority.

(g) Sustainment. This function involves the management of programs to maintain and advance the well-being ofSoldiers, civilians, retirees, and Family members.

(h) Transition. As individuals leave the Active Army for either the Reserve Component (RC) or civilian life, thisfunction provides assistance to Soldiers, Army civilians, and Family members.

Figure 31. Eight life cycle functions

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(2) The life cycle model remains dynamic since there are Soldiers in each stage at all times. Thus, each functioninfluences others throughout the budget, execution, and program objective memorandum (POM) years. For instance,retention goals are established based on force structure, accessions, and transition.

(3) The ultimate goal of the personnel life cycle is to ensure that all units are combat-ready and capable ofaccomplishing their assigned missions.

b. Purpose of Enlisted Personnel Management System. The Active Armys executive agent for EPMS is the EnlistedPersonnel Management Directorate (EPMD), Human Resource Command (HRC). The Chief, National Guard Bureau(CNGB) and the State Adjutants General have the same responsibility for personnel management of Army NationalGuard Soldiers. The Chief, Army Reserve (CAR) has the same responsibility for EPMS in the Army Reserve.Specifically, the Human Resources Command - Saint Louis manages the Individual Ready Reserve (IRR) and theIndividual Mobilization Augmentee (IMA) enlisted populations. The Director, Army Reserve Active Duty ManagementDirectorate (ARADMD) manages Army Reserve AGR Soldiers. The area commands, to include the Regional Readi-ness Commands, Regional Support Groups, and both training and exercise divisions, manage the EPMS for ArmyReserve troop program unit (TPU) enlisted Soldiers. Regardless of component, Soldiers, commanders, personnelproponents, and RC leaders all play key roles in executing the EPMS. While the applications may vary by component,the missions of these executive agents are as follows:

(1) Shape the enlisted force through developing and managing the inventory in accordance with Army needs.(2) Distribute enlisted Soldiers worldwide based on available inventory, Army requirements, and priorities estab-

lished by Headquarters, Department of the Army (HQDA) to meet the unit readiness needs of field commanders.(3) Develop a professional enlisted force through programs that govern the training, career development, assign-

ment, and utilization of Soldiers.(4) Support the Armys personnel life cycle functions of acquisition, distribution, and development (individual

training and education).(5) Retain quality Soldiers to maintain proper strength levels throughout all Army components.c. Factors affecting Enlisted Personnel Management System. Many factors influence the environment in which

EPMS operates. Changes in the environment necessitate continuous adjustments and changes in policies by the DeputyChief of Staff, G1 (DCS, G1), the CNGB, and the CAR. Some factors that influence EPMS policy are

(1) Policy is the purview of the Executive Branch, which acts through the Department of Defense (DOD) and theDepartment of the Army. Policies are published in DOD Directives and translated into Army regulations for implemen-tation. Policies are the guidelines used to access, train, professionally develop, promote, assign, and transition theenlisted force.

(2) The annual defense budget has a major impact on the career development of enlisted Soldiers. Fundinglimitations and allocations imposed by Congress affect the entire spectrum of enlisted personnel management, whichincludes force structure allowance of the enlisted force, accessions, strength management, promotion rates, schooling,education programs, and permanent change of station (PCS) timing. The defense budget reflects the will of Congress tomeet any perceived military threats as well as global and national economic challenges.

(3) Personnel proponents, generally school commandants, have designed a CMF based on Army requirements andsupervise the development of the enlisted force within that CMF. Personnel proponents project future requirements fortheir CMFs and sustain or modify elements of force structure and inventory to meet future needs. Personnel proponentsprescribe the requirements under the three pillars of leader development (for example, institutional training, operationalassignments, and self-development) to attain qualification standards in each grade required by the enlisted force. Thesepatterns of leader development are embodied in leader development templates, diagrams, or professional developmentmodels used by the assignment branches of EPMD to execute the proponents career programs.

(4) The Army and EPMS must be responsive to the individual needs of Soldiers, as well as to the mission andrequirements of the force. The enlisted force is developed from the fabric of American society. This force represents areflection of the society from which it comes and spans 5 decades of age groups. Career expectations, job satisfaction,discipline, leader abilities, educational abilities, importance of Family, and cultural values vary widely among enlistedSoldiers.

(5) In addition to the obvious advancements science and technology have made in the Armys war fightingequipment, the quantum increase in information and decision-making demands of modern doctrine and warfare call forbroader technological competencies within most enlisted career fields. Complex and lethal weapons, joint and com-bined organizations, and global political and economic connectivity require the utmost competence from the enlistedforce. Noncommissioned officers receive progressive and sequential education, training, and experience throughinstitutional training, operational assignments, and self-development to meet these requirements.

d. Concept of Enlisted Personnel Management System. The EPMS is an evolutionary system that balances the needsof the Army with the developmental requirements of the enlisted force. Modified by the external factors of theenvironment, as well as the dynamics of force structure and leader development principles, the EPMS remains

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inherently flexible and responds to a variety of proponents, commanders, and individual initiatives to meet emergingneeds. This flexibility is embedded in interrelated subsystems that compose EPMS, including

(1) Strength management. This involves accessing, promoting, distributing, retaining, and transitioning Soldiers tomeet force structure requirements. These activities are very dynamic with Soldiers in all MOSs continually movingthrough the personnel life cycle. Army force structure continues to fluctuate as the Armys needs change, and theenlisted inventory requires active management to meet future force structure needs.

(2) Career development. This necessitates that personnel proponents determine the appropriate mix of institutionaltraining, self-development, and operational assignments needed for sustained development by Soldiers at all gradelevels in each MOS.

(3) Evaluations. These are necessary for developmental feedback and are important tools for selection boards toidentify NCOs with the most promising potential. The Army enlisted structure is similar to a pyramid, where the topcontains fewer NCOs in relation to the wider base. Advancement to more responsible positions is based on assessmentsof performance and potential. The tools used to evaluate the performance and potential of Soldiers are the Noncommis-sioned Officer Evaluation Report (NCOER) and the Academic Evaluation Report (AER). Promotion, selection forschool, retention in service, career development opportunities, and assignments are strongly influenced by the informa-tion contained in NCOERs and AERs.

32. Career developmenta. General. The development of the professional attributes and technical capabilities of enlisted Soldiers to meet the

needs of the Army is accomplished through activities identified on proponent-designed PDMs. These PDMs combineoperational assignments, institutional training, and proponent recommended self-development goals that define branch-qualified Soldiers in each grade by MOS. Career models are based on Army requirements, indicating the numbers andtypes of enlisted Soldiers to be accessed, retained, promoted, trained, and assigned. Proponents monitor the Armydocuments pertaining to their CMFs since any change to the force structure requires a change to the enlisted forceinventory. Career branches within EPMD develop Soldiers careers by using these templates, while balancing Armyrequirements with policies for enlisted management. To ensure the career development of all enlisted Soldiers, EPMDshares responsibility and operates in concert with various stakeholders (for example, individual Soldiers, the personnelproponents, and commanders in the field).

b. CMF structure. The size of the enlisted force inventory is limited by the factors affecting EPMS. As requirementschange over time, EPMS realigns the strength and professional development goals of each CMF to meet newchallenges. As the strength and professional goals of the CMF change, Soldiers may require additional training, orretraining, to be qualified in the realigned CMF.

c. Philosophy. The CMF is the center of EPMS and is necessary to meet changing requirements within the enlistedforce. The basic philosophy is that enlisted Soldiers can complete their careers in a variety of assignments centered ontheir CMF developmental goal, such as TDA versus TOE units. A major objective of EPMS is to professionallydevelop enlisted Soldiers in their PMOSs and CMF through the combined efforts of the Soldier, the proponent, thefield commander, and the EPMD career branch managers. These combined efforts help the Army execute a totalenlisted Soldier development program which includes

(1) Development of skills and knowledge in Soldiers MOSs through training and experience as they advance inrank and time in service. At each level, Soldiers learn the necessary skills and demonstrate the potential foradvancement to the next higher rank. The culmination of this progression provides Soldiers the opportunity to serve atthe senior NCO 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, senior NCOs, career counselors,

and career professional development noncommissioned officers (PDNCOs) at HRC, State Area Commands (STARC),or Regional Readiness Commands.

(4) Assignment managers using the proponent-designed leader development templates and PDMs in determiningpotential assignments to enhance a Soldiers career development. These assignments may vary between troop and staffassignments.

(5) The MOS reclassification is a major career decision and should be discussed thoroughly with unit leaders andassignment managers of both MOS career branches involved so Soldiers may make informed decisions. As the Armyprogresses towards implementation of a modular force design, it is increasingly apparent that reclassification of ourenlisted force, predominantly within the NCO ranks, will serve as a necessary bridge to shape the force for immediatestructure requirements. Soldiers who change their MOS (either through voluntary or involuntary means) later in theircareers 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 filledto authorized levels. Army Reserve and Army National Guard of the United States (ARNGUS) Soldiers may considerchanging their PMOS based on the availability of positions within the