training

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Sergeants Time Training.Com
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TRAINING MANAGEMENT

• Creating Battle-Focuses, Standards-Based,
  Performance-Oriented Training

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PURPOSE

• Provide Junior Officers with an orientation to
  Army Training Management
• Give leaders the tools to create and manage
  mission focused, result-oriented training plans.

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REFERENCES

• FM 7-0 Training the Force
• FM 7-1 Battle Focused Training

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AGENDA

• PURPOSE
• REFERENCES
• EXPLANATION OF REFERENCES
• HOW THE ARMY TRAINS
• BATTLE FOCUSED TRAINING
• MISSION ESSENTIAL TASK LIST DEVELOPMENT
• THE PLANNING PROCESS
• TRAINING EXECUTION
• TRAINING ASSESSMENT
• SUMMARY
• QUESTIONS- ASK ANY TIME!!!!

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EXPLANATION OF REFERENCES
FM 7-0The What Manual
FM 7-1The How To Manual

• PURPOSE Demonstrate the application of Army
  training doctrine.
• INTENT Use examples that illustrate "best
  practice" methods, applied from Crew/Section to
  Division level.
• SCOPE Direct application at brigade and below.
• CONTENT
• Training Execution Model
• Risk Management Worksheet and Reference
• AC/RC Integrated Operational Mission
• Realistic Mission Examples including Small Scale
  Contingency (SSC), SASO deployment, and return to
  wartime METL proficiency
• Crosswalk between METL, Battle Tasks, Collective
  Tasks and supporting Individual Tasks
• "During Mission Training"
• Application of Sergeant's Time Training
• Conduct of Unit Weekly Training Meeting
• Multi-Echelon example (Crawl-Walk-Run)

• PURPOSE Establish overarching Army training
  doctrine.
• INTENT Source for Army training doctrine across
  full spectrum of Army missions.
• SCOPE Easily read and understood by all
  leaders
• CONTENT
• Training remains the commanders responsibility
• AC/RC emphasis
• Army Training Education System
• Principles of training
• The Army Training Management Cycle

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HOW THE ARMY TRAINS
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BATTLE-FOCUSED,STANDARDS-BASED,
PERFORMANCE-ORIENTED TRAINING

• Battle-focused
• Focus on reduced number of mission essential,
  critical tasks
• Priority to train to standard on the wartime
  mission
• Standards-based
• Cdrs resource, prepare, execute, evaluate, and
  assess unit training to the Army standard
• AARs emphasize meeting standard rather than
  pronouncing judgment of success or failure
• Evaluators play critical role in guiding AAR
  discussions
• Evaluation measures individuals, leaders, and
  units
• Performance-oriented
• Soldiers learn best by doing hands-on-approach
• Units become proficient in critical tasks by
  practicing them
• Train to the Army Standard

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BATTLE FOCUSED TRAINING
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PRINCIPLES OF TRAINING

• Train as combined arms and services team
• Train as you fight
• Use appropriate doctrine
• Train for combat proficiency
• Train to adapt
• Train to sustain proficiency
• Train using multi-echelon techniques
• Train to maintain
• Make commanders the primary trainers
• DOCTRINE

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TRAIN AS A COMBINED ARMS AND SERVICES TEAM

• Combat power increases when leaders synchronize
  CBT, CS, and CSS systems.
• Habitual relationship of supporting elements
  builds cohesion and a winning spirit.
• Habitual relationship helps each element
  understand how all contribute to fight the
  battle.

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TRAIN AS YOU FIGHT

• Train in a near wartime environment, not in the
  classroom.
• Ensure all training is tactically oriented. This
  includes CS and CSS.
• Ensure OPFOR use appropriate threat doctrine,
  tactics, and equipment.
• Integrating realistic conditions into training,
  such as--
• Loss of key leaders
• Casualty evacuation
• Noise
• Simulated NBC situations
• Battlefield debris
• Limited visibility (night)
• Loss or jamming of communications
• Weapons qual with battle rattle

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USE APPROPRIATE DOCTRINE

• Leaders and soldiers must understand standardized
  doctrinal principles found in
• Field manuals (FMs)
• Training circulars (TCs)
• Mission training plans (MTPs)
• Army regulations (ARs)
• When Army standards are not published, leaders
  must develop standards that are challenging,
  realistic, and easily evaluated.

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TRAIN FOR COMBAT PROFICIENCY

• Soldiers, leaders, and units must be proficient
  in the basic skills required to perform their
  missions under battlefield conditions.
• Hands-on training
• Use the most realistic conditions possible in any
  training event

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TRAIN TO ADAPT

• Build competence and confidence by developing
  new skills
• Instill loyalty and dedication
• Inspire excellence by fostering initiative,
  enthusiasm, and eagerness to learn.
• Grow aggressive, well-trained soldiers.

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TRAIN TO SUSTAIN PROFICIENCY

• Maintain proficiency through sustainment
  training. Most effective when used during
  periods of unit down time between events.
• -build on skills mastered by the soldier
• -use opportunity training (exe. Hip-pocket
  training)
• -minimize skill decay

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THE BAND OF EXCELLENCE
Unsustained Mean
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TRAIN USING MULTI-ECHELON TECHNIQUES

• Train leaders, units, and individuals at each
  echelon of the organization simultaneously
• Maximizes use of allocated resources and
  available time
• Requires complex planning
• High proficiency payoff

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TRAIN TO MAINTAIN

• Training cannot happen if essential equipment and
  systems are non-mission capable (NMC). Everyone
  (leaders, maint. pers, and operators) must be
  trained and involved to improve and sustain the
  unit's maintenance posture.
• Training must focus on the total unit maintenance
  concept (think SAFETY). All maintenance must be
  on the unit training schedule. It must focus on
  the total unit, to include--
• The soldier, and his uniforms.
• The soldier's equipment, such as common
  table of allowances (CTA-50), weapons, and
  protective mask.
• Major end items

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MAKE COMMANDERS THE PRIMARY TRAINERS

• Although NCOs most often execute the training,
  at all levels, commanders and leaders must be
  personally involved in training.
• Continue to development leaders to make better
  trainers.
• Leader development is accomplished through
  assessment, feedback, additional training and
  reinforcement, education, training, and
  experience.
• Leaders should be present at training to the
  maximum extent possible

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IN A NUT SHELL

• Effective training requires the personal time,
  energy and guidance of commanders.
• Commanders must personally observe and assess
  training at all echelons.
• Get the most out of the time and resources
  available (multi-echelon training)
• Training events should mimic battlefield
  conditions to the greatest extent possible
• Train one level down
• Evaluate two levels down

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THE ARMY TRAINING MANAGEMENT CYCLE
Commander with Input/Guidance from Commanders 2
Levels Up
COMMANDER'S RESPONSIBILITY!
Leaders from 1st Line to 2x Highest Level Trained
(WHY???)
Commander Staff with BN Cdr Guidance
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METL DEVELOPMENT
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METL DEVELOPMENT

• A Mission Essential Task is a collective task an
  organization has to be proficient at in order to
  accomplish an appropriate portion of its wartime
  operational mission.
• METLs may change based on the wartime
  operational mission (stability ops, support ops,
  humanitarian relief, etc)
• 5 INPUTS TO A METL DEVELOPMENT
• Wartime Operational Plans
• Enduring Combat Capabilities
• Operational Environment
• Directed Missions
• External Guidance

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METL DEVELOPMENT PROCESS
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DEVELOPMENT OF TRAINING OBJECTIVES

• Commanders identify supporting training objective
  for each METL task.
• Training objective consist of
• TASK
• A clearly defined and measurable activity
  accomplished by an organization or individual
• CONDITION
• The circumstances and environment in which a task
  is to be performed.
• STANDARD
• The minimum acceptable proficiency required in
  the performance of a particular task
• OPEN YOUR MTPs

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THE PLANNING PROCESS
We cannot train without planning and we cannot
teach without preparation General George C
Marshall
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PLANNING HORIZONS

• LONG-RANGE
• Minimum of 2 year (RC) planning horizon
• SHOR-RANGE
• One year planning horizon
• NEAR-TERM
• 4 month planning horizon (120 days- sound
  familiar?)

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TIME MANAGEMENT

• GREEN CYCLE
• Focus is on COLLECTIVE task proficiency
• Maximum soldier and leader attendance is
  essential
• Administrative distracters kept to a minimum
• AMBER CYCLE
• Small unit, leader, soldier training
• Maintenance services (recovery)
• Select personnel diverted to support requirements
• RED CYCLE
• Maximize self development
• Focus is on administrative requirements
• Leaders take advantage of individual and small
  unit training opportunities

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THE MONTHLY TRAINING MEETINGYOUR KEY TO SUCCESS!
TRAINING OBJECTIVES
Evaluate Training
Prepare Short Range Plan

• Select Tasks, Conditions, Standards
• Plan the Training
• Publish Detailed Training Schedules
• Request Resources
• Make Necessary Coordinations
• Train the Trainers
• Recon the Site
• Issue Necessary Orders
• Rehearse and Conduct Pre-Execution Checks

Prepare Near Term Plan
Execute Training
FEEDBACK
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COMPANY TRAINING MEETINGS

• The company meetings are to review completed
  training, deconflict training, plan and prepare
  future training
• The training meeting is a high priority mission
  for the company
• Attendance is mandatory
• CO - who leads the meeting and gives provides
  directions and focus
• XO-the 2nd in charge, coordinates training for
  all soldiers in sections w/o PLs, he coordinates
  maintenance activities for the company
• 1SG-helps the commander with individual soldier
  training assessments, provides guidance and
  advice

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COMPANY TRAINING MEETINGS (cont)

• PL (ARSST TL)
• brief the collective task proficiency during
  assessment
• provide CO and others with upcoming training
• request and recommend collective tasks to train
• PSG (NCOIC)
• brief individual soldier tasks
• brief specific essential persecution checks for
  upcoming training
• recommend individual solders tasks for
  opportunity training
• SUPPLY-advise the CO on supply related issues,
  inspections and inventories, also works with the
  XO to coordinate outside support.

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TRAINING MEETINGS- WHAT TO BRING?

• CO
• battle rosters
• training meeting work sheet
• METL w/ current assessment
• most current Command Training Guidance
• short range calendar (YTC)
• company training schedule
• past week/month
• approved future schedules
• applicable manuals, OPORDS, MOIs ,etc.
• XO
• maintenance schedule
• inspection schedule
• current DA Form 2406
• supply inventory schedule
• HQs and HQs Company training schedule
• status of resources requested for training

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TRAINING MEETINGS- WHAT TO BRING? (CONT)

• 1SG
• leader book
• company battle rosters
• company duty rosters
• battalion duty schedules
• tasking
• appointment schedules
• schools list
• inspections schedules
• miscellaneous info (APFT, height/weight data,
  etc.)
• PL/PSG
• leader book
• platoon assessment work sheets
• training schedule
• persecution checklists
• TEOs for future training
• platoon battle roster
• future training work sheet

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TRAINING MEETING RESOURCES

• TC 25-30 Leaders Guide To Company Training
  Meetings
• Training Meeting Worksheets

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TRAIN THE TRAINER

• Critical step in preparation for training
• Trainers MUST be proficient in the task they will
  train
• Evaluators MUST be proficient in the task they
  will evaluate
• Assigning subordinate unit leaders as primary
  trainers has special implications
• TTT must be planned and scheduled on training
  calendars
• The final step is a review of the training (30
  days out)
• Depending on the complexity of the training,
  someone (PL, 1SG, CO) must be responsible for
  reviewing and approving the training

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TRAINING EXECUTION

• The more you sweat in training the less you bleed
  in war Chinese Proverb

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PREPARATION

• Pre-execution checks are a critical portion of
  any training event
• Trainer, evaluator AND leader training are
  critical prior to the event (inspires
  confidence!)
• Leader recons
• Rehearsals are an excellent tool for more complex
  training events
• PLANNING DISCIPLINE
• Increases soldier confidence in leaders
• Soldiers deserve predictability
• Good leader training

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CONDUCT OF TRAINING

• Crawl-Walk-Run approach
• Crawl Minimum resources, relatively simple
• vs.
• Run Resource intensive, approaches combat
  realism
• Task and Standards remain the same
• Conditions are changed to match the level of
  intensity desired
• Difficulty
• Tempo
• Scenario complexity
• Personnel involved
• Etc
• Commanders leaders must personally observe and
  evaluate the execution of training to the maximum
  possible extent
• (This is how you develop guidance for future
  training events and missions!)

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THE ROLE OF NCOs

• Responsible for individual and small unit
  training
• Continue the soldierization process of newly
  assigned soldiers (both enlisted and LTs!)
• Individual skills training is presented by the
  first-line leader, and not presented to large
  numbers of soldiers by committee
• NCOs emphasize performance-oriented training to
  ensure soldiers achieve the Army standard
• Must be able to explain how individual task
  training relates to the collective mission
  essential tasks
• Individual and small unit tasks are trained based
  on NCO evaluation of deficiencies (Implies
  subject matter expertise)
• Advise commanders of their assessments
• Commanders remain responsible for training to
  established standards during both individual and
  collective training, even though NCOs have the
  primary role in individual and small unit training

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RECOVERY

• Part of the training process!
• Consists of
• Equipment maintenance
• Resource turn-in
• AARs
• Performance counseling
• Complete when unit is again prepared to conduct
  its assigned mission

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TRAINING ASSESSMENT

• The quality of a commander is easily judged by
  his ability to assess his unit Major Jesse
  Morehouse

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ASSESSMENT

• Commanders responsibility
• Continuous process
• Comes in many forms
• Personal observations
• Higher HQ assessments
• Staff visits
• USR
• AARs
• Unit inspections
• APFT, weapon qual, CTT stats
• Provides the information necessary for future
  training guidance

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A NOTE ON TERMINOLOGY

• T (trained) - The unit is trained and has
  demonstrated its proficiency in accomplishing the
  task to wartime standards (usually done via
  externally evaluated mission or major training
  event performance)
• P (needs practice) The unit needs to practice
  the task. Performance has demonstrated that the
  unit does not achieve the standard without some
  difficulty or has failed to perform some task
  steps to standard
• U (untrained) The unit cannot demonstrate an
  ability to achieve wartime proficiency

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EVALUATIONS

• Informal
• Takes place when a leader conducts training with
  his unit
• Formal
• Scheduled, have dedicated evaluators, ideally
  performed by headquarters 2 echelons higher
• Internal
• Planned, resourced and conducted by the
  organization undergoing the evaluation
• External
• Planned, resourced and conducted by a
  headquarters at an echelon higher in the COC than
  the organization being evaluated

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EVALUATIONS (cont)

• All training must be evaluated or it is a waste
  of time
• Evaluations are not tests
• Evaluations tell the leader whether or not the
  soldier or unit has achieved the Army standard
• Evaluations produce disciplined soldiers and
  units
• Leaders need POSITIVE feedback on their training
  events- this grows competent, confident leaders
• Evaluations help leaders decide where to focus
  their efforts
• THIS IS WHAT SEPERATES OUR ARMY FROM THE REST- WE
  DONT STOP TILL WE GET IT RIGHT!

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AFTER ACTION REVIEW

• Structured review process
• Allows participants to discover for themselves
  what happened
• Requires the participation of those being trained
• Professional discussion, not a critique
• Focus is on key METL derived training objectives
• Emphasize meeting Army standards, not subjective
  assessments
• Facilitators and participating leaders use
  leading questions to encourage participants to
  learn important lessons from events

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AFTER ACTION REVIEW (cont)

• Consists of 4 parts
• What was supposed to happen (the plan)
• What did happen
• What was right or wrong with what happened
• How will the task be done differently next time
• Remember all evaluated tasks will NEVER be
  performed to standard, this is OK
• Commanders must ensure units understand that
  training is not complete until units meet the
  Army standard

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SUMMARY

• HOW THE ARMY TRAINS
• BATTLE FOCUSED TRAINING
• MISSION ESSENTIAL TASK LIST DEVELOPMENT
• THE PLANNING PROCESS
• TRAINING EXECUTION
• TRAINING ASSESSMENT

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The best form of welfare for troops is first
class training Field Marshal Erwin Rommel