same figure, only action statements A, B, E, and G are applied. As an expert in the skill, you may want to ask questions about tasks that are not covered by the guides; however, you must avoid doing this, as you would have no applicable standard against which to gauge the interviewees' responses. When you feel strongly that the guides can be improved, discuss your recommendations with the PRCP coordinator.

Scoring Interviews

When interviewees have a Navy Enlisted Classification (NEC) in the skill for which they are interviewed, they are automatically assigned to that skill level. There is no need for further interview for lower levels. All tasks must be accomplished for each skill level. Then results of the interview are introduced into the PRCP system.

TRAINING

There is no "best" training method that applies to every situation. According to the Naval Construction Force (NCF) Manual, NAVFAC P-315, each training program is formulated to provide personnel with the skills needed to accomplish current missions in the NCF. The Organization and Function fir Public Works Departments, NAVFAC P-318, does not cover training. The majority of their work is through OJT.

Any training program is developed according to the pattern, priorities, and tempo established by the commanding officer. It covers many phases from orientation courses to special technical courses.

The success of any training program depends upon operational commitments, policies, and directives from higher authorities. The experience, the previous training of assigned personnel, and the availability of training facilities will also affect the success of the training program.

TRAINING ORGANIZATION

Navy regulations state that in Naval Mobile Construction Battalions (NMCBs), the executive officer (XO) supervises and coordinates the work, exercises, training, and the education of personnel in the command. The XO supervises the training of officers, coordinates the planning and execution of training programs, and when necessary, acts to correct deficiencies. The executive officer's main assistant is the plans/training officer (S-7). However, Public Works and associated non-NCF units do not have training departments and must rely heavily on OJT and general military training (GMT).

Company commanders are directly responsible for training their company personnel and for meeting the training goals established by the commanding officer. The company commanders help formulate training programs, supervise the training of subordinate officers, and direct the technical military and general training of their companies. Company commanders also designate their own training petty officer to assist in coordinating training among company personnel and the S-7 department.

Platoon commanders monitor the training progress of personnel in their platoons. They directly supervise on-the-job training and some military training. All petty officers are responsible for training their personnel by means of lectures, discussions, project work, and so on.

The plans/training officer (S-7), normally a lieutenant, is assisted by a permanently assigned staff consisting of one chief petty officer and two to four petty officers. This group is concerned with the formulation and administration of both the formal military training program and the formal technical training program. These programs include formal schools, SCBT, advanced base construction, and disaster recovery training. Individual class assignments are administered within each company and must correspond to the guidelines established by the S-7 department.

Figure 1-3 shows a typical battalion training organizational chart.

TRAINING GUIDELINES

In general, make sure training is consistent with the following guidelines:

1. Closely integrate and coordinate training with the daily operations of the unit's mission. The adopted plan and organization for training must not interfere with essential construction functions.

2. Notwithstanding the guideline just listed, keep the construction schedule flexible to make use of opportunities for training that might even expedite the construction schedule.

3. Take maximum advantage to train everyone for the opportunities that exist, because those who simply "muster and make it" deprive themselves of becoming