In addition to past training evaluations, other information about
future events influence the assessment.
For example, the projected
personnel turnover rates or the fielding of new equipment could
significantly affect the leader's assessment of training proficiency status
during the upcoming training period. Leaders update the training assessment
at the beginning of each training cycle and after each major training event,
for example a CTC rotation.
The leader uses the broad experience and knowledge of key subordinates
to help determine the organization's or individual's current proficiency.
information, relying heavily on personal observations.
They then compare
the organization's or individual's current task proficiency with the Army
standard. The leader uses subordinate input to make his final determination
of the current proficiency of each task.
Current task proficiency is
indicated by rating the task as a T (trained), P (needs practice), U
(untrained), or ? (unknown).
The training required is the training
necessary to achieve and sustain desired levels of training proficiency for
each mission essential task.
The assessment begins the training planning process.
* Leaders use their subordinates to assess the training level on mission
* They rely on subordinate leaders' feedback to determine their units' or
soldiers' training proficiency level.
* They analyze all available training evaluations, such as ARTEP external
evaluations, combat training centers (CTC) take home packages, and annual
* They use these evaluations, personal observation, and other feedback to
identify the subtasks for each mission essential, battle, or individual task
which require further training.
In-depth assessment determines a strategy to improve training proficiency
on specific weaknesses and plan sustainment training on demonstrated
planning of upcoming training.