ARRC JOURNAL
UNLOCKING NON-COMMISSIONED
OFFICERS’ TALENT IN A
PEACETIME, MULTINATIONAL
ENVIRONMENT
SSgt Amy O’Hara (GBR-A)
For an organisation to perform to its optimal, its personnel need to work effectively
and efficiently. In the world of human resource development there are always new and
innovative ways of working, and best practices. These can be bundled together to create
a ‘best mix’ to suit a specific organisation. This article seeks to describe some of the
challenges faced by a Non-Commissioned Officer (NCO) working in a 3* multinational
headquarters. It offers some ideas on how to maximise the talent of the NCO community.
Responsibilities of an NCO
NATO doctrine tells NCOs to prepare our
soldiers for operations. It is an NCO’s
duty to provide education, training,
experience
and
self-development
opportunities to the rest of the
community. They are responsible for the
professional development of the soldiers,
and are seen as the focal point and role
models for maintaining soldiering skills
and fitness levels. They are also subject
matter experts (SMEs) in their own fields.
While each person is responsible for their
own individual training and education,
and this is a vital element of personal
development, NCOs can oversee this
activity and adjust training outputs to the
needs of the organisation.
Being an NCO means enhancing
the mental and physical wellbeing of
soldiers whilst maintaining standards of
performance. They should be planning
and leading unit activities using and
developing their leadership skills. Within
Headquarters Allied Rapid Reaction
Corps (HQ ARRC), NCOs advise and
help implement the Commander’s
strategy in addition to the tactical working
and thinking that is required at regimental
level. The NCO community plan and
implement activities that enhance
the development of the organisation.
The challenge is to make it relevant to
firm base activity rather than relying
on conventional battlefield leadership
training techniques; often not applicable
to routine working.
Strategy Versus Tactics
NCOs should develop a relationship
with the chain of command that allows
them to have a voice, add value and
advise on strategy. This will allow them
to effectively contribute their experience
and knowledge to the success of the
organisation. Often, this experience and
knowledge is not found elsewhere in
the command structure. Effective and
influential NCOs are essential to help
balance and shape the best strategy for
the organisation.
Warrant Officers (WOs), Senior Non-Commissioned Officers (SNCOs) and Junior Non-Commissioned
Officers (JNCOs) of HQ ARRC take part in a leadership workshop in Imjin Barracks
56
ALLIED RAPID REACTION CORPS
Once the strategy has been decided
and disseminated, NCOs then become a
key part of the mechanism to implement
it to best effect. They must be trained,
educated, developed and prepared
for this role. Individually, NCOs should
always be looking to develop the
personal skills needed for advancement
and promotion, while at the same time