TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army
TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army
TRADOC Pam 525-3-7-01training. Training simulations and capabilities that link to other services, agencies, and nationsfor geographically dispersed training will be essential to develop and sustain combined joint taskforce (CJTF) headquarters training readiness as well as CJTF augmentation elements. Inaddition, future leaders must have training aids and other technologies necessary to facilitate theintegration and training of dissimilar forces, particularly with respect to different levels of C2systems capabilities that complicate information interoperability with coalition forces. Unitsmust have the capability to integrate augmentees and make them part of the team as rapidly aspossible. CTCs will train Army units in a JIM environment so that leaders are trained in thecomplexities of future battlefields; however, units must have training enablers and trainingsupport available to them at home station so that the first time they train in a JIM environment isnot at the CTCs.Managing Unit PerformanceTomorrow, as today, unit commanders, through subordinate leaders, will continue to build onthe learning foundation provided in Army schools by creating and nurturing an organizationalclimate that encourages continuous learning and improvement. Units, as learning organizations,will continue to enable Soldiers to develop their skills, knowledge, and abilities to supportsuccessful execution of the unit’s core and direct mission essential task list. In the future,however, unit commanders will have a greatly improved ability to tailor individual and collectivetraining to the specific needs of their Soldiers because they will have on demand access torelevant performance information on Soldiers in their unit, and the tools needed to plan thenecessary training and performance support.In a full spectrum capable Army, the most valuable intangible commodity in future units willbe time. Unit training management tools will conserve time by making training more efficientand effective. Future unit training management capabilities will build on the Digital TrainingManagement System and the Army’s “Career Tracker” program (which provides a single accessportal for information on a Soldier’s training, education, and experience) by providing thecommander a team/unit level roll-up of Soldier performance information that pinpoints individualand collective skill deficiencies. Tools available to commanders will directly support collectiveperformance assessment and or translate the performance of individuals into a measure ofcollective performance. This capability will enable commanders to select Soldiers for units, TFs,special team assignments, and duty assignments based on skills and proficiency onmission-relevant tasks. Commanders will also be able to preview skill levels of inboundSoldiers, anticipate individual and unit training requirements and plan accordingly during shortreset, retrain windows. Access to diagnostic testing of individual and collective skills will enablecommanders to hone in on skill deficiencies and fine tune individual and collective training tomaximize training efficiency. Ultimately, the future unit training management capability willcontribute to a commander’s assessment of unit readiness for current or predicted missioncontingencies.Future commanders will be able to tailor, and then provide at the right time, the training andperformance support needed by their Soldiers to reach the required level of readiness. Afteridentifying performance deficiencies, unit training management tools similar to digital trainingmanagement system will assist commanders by prescribing effective practice and feedbackevents for individual Soldiers and units. Developing these tools requires an understanding drawn124
TRADOC Pam 525-3-7-01from learning science; of the specific learning activities that support stages of skill acquisitionand that support specific transfer and retention goals based on the unit mission. Soldiers andcommanders will access the prescribed training through reachback, or will use tools available tothem to tailor DL, or simulations to their needs. Automated tools will also support rapidteambuilding, mission planning, and rehearsal to insure that mission-tailored units achieve thelevel of readiness needed for rapid deployment. Unit training will facilitate collaborative trainingof those JIM forces, active component and Army Reserve Soldiers considered most likely todeploy together, based on contingency planning. Like today’s unit training managementstrategies, future strategies will attempt to optimize the time war fighters spend participating intraining, vice preparing for training or conducting administrative duties. Current and futuresystems will harvest, analyze, document, and report individual and collective training status andrequirements, providing feedback on training needs and assisting trainers, Soldiers, and leaders inidentifying training events and resources required to carry out training plans. Technologicalimprovements to unit training management systems over time will make them almost turnkeyoperations. Additionally, improvements in the automation of AARs will greatly reduce theburden of assessment in training events.Application of Human Performance improvement (HPI) TechniquesThe future training and leader development system will also apply approaches that worksynergistically with TLE to optimize Soldier performance. As the needs and expectations forSoldier and leader performance increase in breadth, complexity, and difficulty, the time andresources needed for training and education will increase. Ultimately, the TLE burden maybecome untenable, for both the Soldier and the TLE system, unless other effective and efficientmeans of supporting Soldier performance supplements or reduces the need for training andeducation. To address this issue, the Army will follow the lead of industrial and military humanresource experts who recommend a focus on human performance and selection from a menu ofoptions for improving human performance, rather than sole reliance on training and education. 146Other approaches to improving human performance include but are not limited to recruiting orselecting personnel with the required attributes and skills, and improving the human-machineinterface design (such as, user friendliness of the equipment). These approaches, along withtraining and education, integrate within the overall HPI framework under consideration byTRADOC. The HPI process distinguishes itself by its emphasis on a front-end performanceanalysis to identify the gap between desired and actual performance, and a thorough analysis ofthe cause(s) of the performance problem. Application of HPI analytic techniques will lead todetermination of the most effective solution or set of solutions to a problem. Training and/oreducation will often be part of a blended solution set but seldom the total remedy.Planning for future systems has employed the HPI approach. In addition to embeddedtraining on the equipment platform, future systems will also enhance Soldier performance byproviding automated diagnostics, electronic performance support systems (job performance aids),and reachback to subject matter expertise through the same system that will be used foroperational planning and mission rehearsal. Making these types of performance support availablereduces the amount of time Soldiers must spend in memorization and practice of certain kinds oftasks, thereby increasing the efficiency of training. In the future, HPI approaches may also helpreduce the length of time required for Soldiers to achieve mastery of complex sets of cognitive125
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<strong>TRADOC</strong> <strong>Pam</strong> <strong>525</strong>-3-7-<strong>01</strong>training. Training simulations and capabilities that link to other services, agencies, and nationsfor geographically dispersed training will be essential to develop and sustain combined joint taskforce (CJTF) headquarters training readiness as well as CJTF augmentation elements. Inaddition, future leaders must have training aids and other technologies necessary to facilitate theintegration and training of dissimilar forces, particularly with respect to different levels of C2systems capabilities that complicate information interoperability with coalition forces. Unitsmust have the capability to integrate augmentees and make them part of the team as rapidly aspossible. CTCs will train <strong>Army</strong> units in a JIM environment so that leaders are trained in thecomplexities of future battlefields; however, units must have training enablers and trainingsupport available to them at home station so that the first time they train in a JIM environment isnot at the CTCs.Managing Unit PerformanceTomorrow, as today, unit commanders, through subordinate leaders, will continue to build onthe learning foundation provided in <strong>Army</strong> schools by creating and nurturing an organizationalclimate that encourages continuous learning and improvement. Units, as learning organizations,will continue to enable Soldiers to develop their skills, knowledge, and abilities to supportsuccessful execution of the unit’s core and direct mission essential task list. In the future,however, unit commanders will have a greatly improved ability to tailor individual and collectivetraining to the specific needs of their Soldiers because they will have on demand access torelevant performance information on Soldiers in their unit, and the tools needed to plan thenecessary training and performance support.In a full spectrum capable <strong>Army</strong>, the most valuable intangible commodity in future units willbe time. Unit training management tools will conserve time by making training more efficientand effective. Future unit training management capabilities will build on the Digital TrainingManagement System and the <strong>Army</strong>’s “Career Tracker” program (which provides a single accessportal for information on a Soldier’s training, education, and experience) by providing thecommander a team/unit level roll-up of Soldier performance information that pinpoints individualand collective skill deficiencies. Tools available to commanders will directly support collectiveperformance assessment and or translate the performance of individuals into a measure ofcollective performance. This capability will enable commanders to select Soldiers for units, TFs,special team assignments, and duty assignments based on skills and proficiency onmission-relevant tasks. Commanders will also be able to preview skill levels of inboundSoldiers, anticipate individual and unit training requirements and plan accordingly during shortreset, retrain windows. Access to diagnostic testing of individual and collective skills will enablecommanders to hone in on skill deficiencies and fine tune individual and collective training tomaximize training efficiency. Ultimately, the future unit training management capability willcontribute to a commander’s assessment of unit readiness for current or predicted missioncontingencies.Future commanders will be able to tailor, and then provide at the right time, the training andperformance support needed by their Soldiers to reach the required level of readiness. Afteridentifying performance deficiencies, unit training management tools similar to digital trainingmanagement system will assist commanders by prescribing effective practice and feedbackevents for individual Soldiers and units. Developing these tools requires an understanding drawn124