TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army

TRADOC Pam 525-3-7-01The third component, education and training, helps round out the Army’s human capitalstrategy. Military training helps the individual build an identity with the organization whileincreasing unit cohesion along with understanding of the C2 system, and the importance offollowing orders. Military professional education and advanced training contribute to thedevelopment of leadership and communication skills and provide a thorough understanding of theroles, missions, equipment, tactics, and decisions required by those in positions of authority.7-3. Recruiting the ForceFor the near future, Army recruiters will face low youth unemployment, routine deployments,and fewer role models (men or women/or influencers) encouraging youth to join the military. Asthe Army fully implements the ARFORGEN concept the Army’s accessions process musttransition from a force structure-based system to a requirements-based system. The Army doesset priorities for personnel fill based on unit missions and status, but still accesses against arelatively fixed force structure. Changes in target population demographics and recruitingenvironment, along with implementation of the ARFORGEN concept, may dictate changes inmanagement practices, current accessions programs, accessions organizations, and policy orlegislation.Army concepts for the future outline a very demanding requirement for future Soldiers. Theycall for agile leaders and the ability to rapidly transitionfrom major combat to humanitarian support. This willcreate a need to adjust continually all aspects of theDOTMLPF domains. As organizations change so mustthe personnel system tasked to staff them. As trainingrequirements change to meet new doctrinal guidelines,leader development must also change. As technicallyadvanced as the future Modular Force might become, itsadvances cannot exceed human limitations. Futuregenerations will continue to be heavy users of existingand emerging technologies. Those who have good basisin analytical skills will be able to apply technology at amuch higher level. Those lacking this solid foundationmay be limited to very basic application of increasinglycomplex technological capabilities. Thus, the Army hastwo diverging sectors of population from which to accessSoldiers. When it comes to warrant officer accessions inthe future, the Army must commit significant training andeducation resources to access, grow, and sustain thetechnical expertise of the Army’s warrant officer corps. With an increasing requirement forexperts in just about every field, the Army will need to grow rather than simply assess warrantofficers from the NCO corps. This will require a commitment of resources to the warrant OESwhich has historically only been the norm for a few select branches.Several demographic factors will affect future recruiting. The Army must be able to drawfrom all strata of society. Diversity should positively influence the Army’s ability to staff the152