army assignment types

Hindsight: Broadening and the Importance of Managing Your Career

By maj eric b. alexander.

The commander of Easy Company, 2nd Battalion, 506th Infantry Regiment, confers with two Soldiers during a patrol in Khowst Province, Afghanistan, on 20 October 2013. (Photo by MAJ Kamil Sztalkoper)

Editor’s Note: The goal of this article is to provide rising company-grade leaders with information to encourage them to make knowledgeable choices about their assignments. These choices are critical following captain-level key developmental (KD) assignments. The author does not speak for the U.S. Army Human Resources Command (HRC) and has never worked at that organization. Furthermore, he is only providing a personal account of his particular experience for the benefit of junior officers.

One of GEN Raymond Odierno’s expectations for the future of Army leadership is “to develop bold, adaptive, and broadened leaders.”1 This broadening process begins sooner than most may think. Many young maneuver, fires, and effects (MFE) officers are unprepared for post-company command assignments. This is not the fault of HRC, but of the officers themselves. It is their job to manage their own careers. Do not confuse this with “careerism,” however. Careerism is just the opposite; it focuses on “gaming” the system to get what is wanted. Careerism is selfish and unbecoming an officer. Career management is about adaptive planning for a flexible future and remaining on track to meet the person’s goals. Prudent officers have a plan and use that plan to manage uncertainty in the future. Officers should look at where they want to go, make a plan, and keep HRC informed as time passes. Career management is also about accepting deviations from the plan as conditions change. HRC is there to help, but officers are responsible for everything that happens or fails to happen in their careers.

Anecdotal evidence shows that many officers are unaware of “broadening opportunities” until they are too late to compete. I was one such officer who was fortunate enough to call HRC at the right time to compete successfully. My experiences participating in a broadening opportunity convinced me of the need to spread the word to fellow officers so they could benefit from my lessons learned.

A decade of conflict and operating in ambiguous environments with host nation and coalition partners has provided our Soldiers and leaders with many experiences that fit some of the Chief of Staff of the Army’s (CSA) leadership criteria. Serving as company-grade officers in combat and wartime environments has created bold and adaptive leaders. These experiences will be invaluable to developing future leaders once deployments begin to dwindle, but that is a topic for another article. The Army offers many opportunities to develop the third criteria in the CSA’s vision of future Army leaders — “broadened.”

The Army has three general types of assignments: operational, developmental, and broadening. Examples of operational assignments are serving as platoon leaders and company commanders. Examples of developmental assignments are serving as company executive officers, specialty platoon leaders, staff assignments, etc. The third type the Army calls “broadening” opportunities.2 These opportunities expose officers to a variety of institutions, cultures, and perspectives that are outside traditional Army assignments.3 It is very easy for an MFE officer to abdicate career decisions in the early years of their service. There are many reasons for this. MFE officers may not know how long they want to stay in the Army; they may feel that they have very little input into their early career decisions; or they may be relying on the relatively fixed timeline for promotion and assignments for junior officers to make the decisions easy. On the other hand, many young MFE officers feel that operational and developmental assignments better prepare them for promotion and success, or they think they would enjoy operational assignments more and do not seek other opportunities. For these and many other reasons, it is easy for smart, motivated young officers to arrive at the end of their first KD assignment without a plan.

Following company command, the variety of options open to young MFE leaders widens rapidly. For those who have not been active in managing and planning their careers, it can be bewildering and surprising. The tendency is to avoid the discomfort of ambiguity and go with the path of least resistance. This does the Army and the officer a disservice because it suboptimizes personnel assignments. The best advice is for officers to contact their branch managers regularly. This avoids ambiguity. However, if officers are in frequent touch with their branch then they are already managing their careers. Some officers are unaware of the opportunities available following KD assignments because they do not know to ask or they are not looking far enough forward to ask branch the right questions. For officers to whom this is new information, there is a wealth of opportunities available following company command if they have the foresight to plan. Many of the branches provide a timeline that shows windows for broadening and developmental assignments.4 There are 15 different broadening opportunities alone on the HRC website. Each of these broadening opportunities selects multiple officers each year and is open to a range of year groups (YG). Additionally, these assignments are above and beyond other branch-specific opportunities or advanced civil schooling (ACS).

Officers should research broadening opportunities six to 12 months before they take company command or begin their first KD assignment. There is no clear next assignment following KD time. It is essential to be prepared before the KD time is complete or they will find themselves wherever the Army needs them. This may not be where they best serve the Army, where they would like to be located, or doing what they enjoy. First, it takes time to read and digest all the military personnel (MILPER) messages to find opportunities of interest. It is also critical to assess how the opportunities will affect family situations and career timelines. Depending on when company-grade KD time is completed, it may not be advisable to take certain broadening opportunities because it could prevent officers from being competitive for promotion by delaying field-grade KD assignments. Those opportunities also may not support the officer’s family balance. However, depending on the assignment, many broadening assignments provide an advanced degree and support ample family time. In addition, they offer access to professors and key leaders that drive national and Army policy as well as set those officers’ files apart from their peers. Some of these experiences also truncate the time required to complete the Command and General Staff Officer Course (CGSOC). All of these factors necessitate a discussion with the branch representative sooner rather than later.

If the timeline supports a desired broadening assignment, officers should examine eligibility requirements next. Each opportunity is unique in prerequisites for year group, grade point average, Graduate Record Examination (GRE), and more. The GRE requires substantial preparation. Furthermore, if the exam is taken in haste resulting in a low score, retesting may be an option, but the Educational Testing Service keeps GRE scores on file. So, even if a higher score is achieved on the retest, graduate schools receive all of the officer’s scores, which could affect acceptance. Therefore, officers need to make sure they identify if the GRE is required early enough to allow sufficient preparation time. Also, keep in mind that GRE results are only valid for five years from the test date. During this entire process, it is essential for officers to communicate with their branch representatives about their plans. HRC is a resource for officers to ensure they understand where they stand and what they need to do to compete for these opportunities.

Once officers decide to compete for one of these assignments, then they need to begin assembling their packets and submit them before the deadline in the MILPER message. This is more complicated than it sounds. First, the officer needs to see if any waivers are needed for the eligibility requirements. This can be a tedious process so the officer will need time to get the proper paperwork for submission. Second, many of these opportunities require multiple letters of recommendation usually from a colonel or above. This may even involve writing draft letters and submitting them to the recommender for refinement. This all takes time if the officer wants to receive the types of letters that are needed for selection. Next, the officer needs to work on any writing requirements for the application. Many of the opportunities require writing samples on various topics specified in the MILPER message. They are usually personal and the word limit is low, requiring brevity. Writing about themselves makes many people uncomfortable and requires serious effort to produce a good product. I went through seven drafts each before submission of two 500-word essays. In addition to all of these requirements, the officer usually needs to provide official copies of undergraduate transcripts to include in the application packet. These take time to arrive so planning is critical. Finally, once a packet is submitted, it goes before a selection board. I have no knowledge of the HRC selection board process and therefore will not speculate.

I am currently in a broadening assignment and can attest to the need for thorough preparation. I scrambled to compile all the required inputs to meet the selection board deadlines. Despite the effort required, the rewards of the broadening assignment outweigh the work to obtain it. The ability to focus on our profession through the lens of an academic environment that is not part of the military education system is a very liberating feeling. Other unique points of view will challenge ideas and probe the deeper questions with fewer preconceptions. These academic opportunities synergize powerfully with the combat experiences that many officers have already obtained. Utilization in positions that leverage officers’ talents and expand their horizons follows the academic portion of the program. The most exciting part about most of these opportunities is that officers can return to operational assignments more recharged and competitive than ever.

Coming out of company command into a world of seemingly unlimited possibilities is daunting and overwhelming. MFE junior officer assignments are very linear and do not require significant officer involvement to remain on track. That allows many officers to neglect planning their careers because they can succeed early on without much management. The key is to have the foresight to think ahead so that when the time comes and the choices are much less clear officers are prepared to manage their careers. Broadening assignments are not the only opportunities after KD time and they may not be every officer’s idea of a desirable assignment. It is still important to look into these assignments to confirm or deny the preconceptions of desirability. It is also important to have multiple options available in both developmental and broadening opportunities in case officers are unable to pursue their preferred courses.

As leaders, officers need to do the research and invest in their careers, even if they are thinking about leaving the Army. The time will pass rapidly from lieutenant to captain, and before long the officer is looking at promotion to major. That is not the time to realize that career progression requires management. In hindsight, I was fortunate to have been able to take advantage of this opportunity. Reliance on “luck” rather than a conscious effort to plan to take advantage of the opportunities that the Army provides to its leaders is not a good course of action. Broadening assignments serve to benefit officers, but more importantly, they strengthen our Army for an uncertain future.

1 “Marching Orders: 38th Chief of Staff, U.S. Army,” U.S. Army Chaplain Corps website, accessed 28 May 2013, http://www.chapnet.army.mil/pdf/38th%20CSA%20Marching%20Orders%20(January%202012).pdf .

2 “Broadening Opportunity Programs,” Human Resources Command website, accessed 26 May 2013, https://www.hrc.army.mil/Officer/Broadening%20Opportunity%20Programs .

3 Henry A. Leonard, “Something Old, Something New: Army Leader Development in a Dynamic Environment,” Vol. 281. Rand Corporation, 2006, xviii.

4 “Infantry Officer Timeline,” HRC Infantry Branch website, accessed 26 May 2013, https://www.hrc.army.mil/site/protect/branches/officer/mfe/infantry/attach/infantry_officer_timeline.pdf .

MAJ Eric B. Alexander is an Infantry officer who is currently serving as an action officer with Headquarters, Department of the Army, G8 Quadrennial Defense Review, Washington, D.C. His previous assignments include serving as a platoon leader, Bravo Company, 3rd Battalion, 187th Infantry Regiment, 101st Airborne Division, Operation Iraqi Freedom (OIF) and Fort Campbell, Ky.; executive officer, Charlie Company, 1st Squadron, 61st Cavalry, 506th Regimental Combat Team, 101st Airborne Division, OIF and Fort Campbell; commander, Bravo Company, 2nd Battalion, 8th Infantry, 2nd Brigade, 4th Infantry Division, OIF and Fort Carson, Colo.; commander, Headquarters and Headquarters Company, 2-8 Infantry, Fort Carson; and action officer for Korea, The Joint Staff - J5, Northeast Asia Division, Washington, D.C. MAJ Alexander has a bachelor’s degree in mechanical engineering from Drexel University and a master’s degree in public policy management from Georgetown University.

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army assignment types

Special Duty Assignments

Performing Special Duty assignments is not only career enhancing, but also gives self-satisfaction while serving Soldiers. The following PDF explains some of the Special Duty assignments available for Soldiers.

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**Special assignments include special management command and joint, HQDA, and HRC assignments that have special missions and require personnel with specific qualifications. Soldiers assigned to these positions will be stabilized for a period of 36 months. However, HRC may reassign Soldiers with less than 36 months in accordance with paragraph 3– 8 a (10). This section establishes policies for assignments to the following agencies:

a. International and OCONUS Joint headquarters, U.S. military missions, military assistance advisory groups, Joint U.S. military advisory groups, and similar activities. b. The U.S. Central Command. c. Headquarters, Department of the Army and HRC. d. The U.S. Disciplinary Barracks. e. The U.S. Army Intelligence and Security Command. f. Office of the Assistant Chief of Staff for Intelligence and field activities. g. Defense Courier Service. h. The U.S. Criminal Investigation Command. i. The U.S. Transportation Command. j. The North Atlantic Treaty Organization (NATO). k. The U.S. Military Academy, U.S. Army Command and General Staff College, U.S. Army War College, and U.S. Army Officer Candidate School. l. Joint communications support element. m. U.S. Army Test and Evaluation Command (ATEC).

**All personnel actions pertaining to nominative assignments are processed by HRC (AHRC–EPD). The normal tour of duty for these assignments is 3 to 4 years, unless otherwise specified by the individual agency. Soldiers assigned to these agencies are contact replacements requested by the appropriate agency approximately 9 to 12 months in advance of the incumbent’s scheduled rotation date. Stringent screening processes exist to ensure that only the most highly qualified Soldiers are selected for nominative posi- tions at the following agencies:

a. Office, Secretary of Defense. b. Joint Staff. c. Defense Commissary Agency. d. Defense Finance and Accounting Service. e. Defense Information Systems Agency. f. Defense Nuclear Agency. g. Defense Logistics Agency. h. Defense Intelligence Agency. i. Defense Mapping Agency. j. On-Site Inspection Agency. k. Uniformed Services University of Health Sciences. l. U.S. Delegation NATO Military Committee. m. Immediate Offices-Office, Secretary of the Army. n. Office, Army Chief of Staff. o. Military Personnel Exchange Program (AR 614–10). p. Offices of the Administrative Assistant to the Secretary of the Army.

**Special Operations Forces (SOF) assignments require Soldiers able to excel in the performance of their duties in highly complex and dynamic environments throughout the full spectrum of modern warfare and peacetime missions. The nature of SOF missions requires a high state of readiness, therefore, Soldiers will be assigned on a priority basis. Stringent screen- ing processes exist to ensure that only the highest quality Soldiers are accepted and assigned. Soldiers who desire to apply for duty or assignment may do so without regard to current assignment. Only fully qualified Soldiers will be accepted for duty in the following assignments:

a. Special Forces positions. b. Civil Affairs positions. c. Psychological operations positions. d. U.S. Army Special Operations Command Operational Support and/or Force Sustainment positions. e. 75th Ranger Regiment positions. f. Special mission units’ positions. g. 160th Special Operations Aviation Regiment positions. h. U.S. Special Operations Command positions.

Reference for above can be found in: AR 614-200

Types of Military Service

Military Benefits

There are many ways to serve your country in the Military. Service members are assigned jobs based on their abilities, test scores and service needs. Many of the jobs available have civilian equivalents and offer training that translates to a future civilian career.

Each Service has a corresponding Reserve component, and most states and territories have an Army National Guard or Air National Guard unit.

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Enlisted vs. officer.

Types of service

army assignment types

In all military branches, service members are divided into two categories: enlisted or officer. Enlisted members are employed in almost every type of military career. They make up approximately 82 percent of the overall active-duty military workforce (this figure includes noncommissioned officers (NCOs), who, despite the title, are higher-ranking enlisted personnel).

Officers are generally employed in management roles or highly specialized fields that require more training (e.g., doctors, lawyers and chaplains). Commissioned officers account for approximately 18 percent of all active-duty service members.

As you might expect, training to be an officer vs enlisting as a recruit differs as well. Officers train to hone their management and planning skill sets, while enlisted recruits focus on a particular trained specialty.

Learn More About Enlisted and Officer Paths

Active Duty

Active Duty means that service members' jobs are full time, whether they are deployed overseas or domestically. These service members receive a regular paycheck and full benefits, including health care, a housing allowance and 30 days of paid vacation per year.

Reserve service members receive the same training as their active-duty peers but do so close to home, until they are needed to deploy. Although some reservists serve full time, most usually hold a regular full-time civilian job and typically train one weekend per month, plus two weeks of field exercises each year. Reserve service members are paid for all the time they spend training or deployed, and receive many of the same benefits as active-duty personnel.

National Guard

The Army National Guard and Air National Guard are community-based and report to the governor of their respective state unless called to protect U.S. domestic interests in times of conflict or natural disasters. They may also be deployed internationally alongside full-time service members when necessary. Members of the National Guard hold civilian jobs or attend school while conducting their military training part time. They're required to train one weekend per month and perform two weeks of field exercises per year. National Guard units are found in most U.S. states and territories.

army assignment types

Types of Service

Each branch of the Military offers training on a unique range of skills.

The Army protects the security of the United States and its resources.

Enlistment Career Training

As the oldest and largest military branch, the Army trains personnel in everything from business administration to food service, logistics and procurement. Following Basic Training, Soldiers receive additional training in job-specific skills, many using advanced technology. This training is not only essential for the demands of 21st century defense but also makes Soldiers more marketable in today's information-based society.

Working closely with the Navy, the Marine Corps is often first on the ground in combat situations.

After Recruit Training, Marines attend the School of Infantry. Marines with a Military Occupational Specialty (MOS) classified under infantry are trained at the Infantry Training Battalion (ITB), while all noninfantry Marines are trained at the Marine Combat Training Battalion (MCT). After that, they receive either formal school training or on-the-job training. Emphasis is placed on practical skills application in every job.

Marine Corps Reserve

The Navy defends the right to travel and trade freely on the world's oceans and protects national interests overseas.

After Boot Camp, Sailors are trained in hundreds of job specialties: traffic controller, information systems technician, intelligence specialist, interior communications technician, aviation and sonar technician, to name a few. You'll find plenty of jobs on the water, but not everything happens on ships. The Navy also needs health care workers, interpreters, pilots, chefs and hundreds of other specialists.

Navy Reserve

The Air Force protects American interests at home and abroad with a focus on air power.

Following Basic Military Training, Airmen are given further training to prepare for career specialties. Some Airmen even attend the Community College of the Air Force (CCAF) and earn a two-year associate’s degree. There are plenty of Air Force jobs in fields beyond aviation, from public affairs to legal services and financial management. Like other Services, the Air Force uses the latest technology in its programs.

The Coast Guard protects the public, the environment and U.S. economic and security interests in any maritime region, including international waters and America's coasts, ports and inland waterways.

After Recruit Training, Coast Guardsmen receive advanced training in specialties that support the Service's three roles of Maritime Safety, Maritime Security and Maritime Stewardship. Enlisted jobs include deck and ordnance, engineering and hull, administrative and scientific, aviation, port security and investigation. The Coast Guard has also worked closely with its counterparts in marine ecology and environmental studies to create transferable job skills

Coast Guard Reserve

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The Army is composed of an active duty component and a reserve component that comprises the Army Reserve and Army National Guard. The operational Army conducts full-spectrum operations around the world, supported by institutional units. Without the institutional Army, the operational side can’t function. Without the operational Army, the institutional side has no purpose.

Four soldiers make up a team — a noncommissioned officer and three junior enlisted soldiers. Teams with special functions may also include officers or warrant officers. An infantry fire team might include two riflemen, one of whom is the team leader; a grenadier and an automatic rifleman, who is used when small reconnaissance or special missions are required. Teams can serve as a base-of-fire or as a maneuver element.

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Also referred to as a SECTION

Two teams make up a squad, which has four to 10 soldiers. In an infantry squad, the teams divide duties: one serves as a base-of-fire element, while the other serves as the maneuver element. A staff sergeant is often in charge.

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A platoon consists of a few squads and up to a few dozen soldiers. They’re generally run by a lieutenant, often with a noncommissioned officer as second in command. An infantry platoon might include a weapons squad, which is divided into two M240 machine gun teams, and two close-combat missile teams armed with Javelin missiles.

A company has anywhere from a few dozen to 200 soldiers. It’s a tactical-sized unit that can perform a battlefield function on its own. A company consists of three or four platoons and is generally commanded by a captain. It can also go by different names, depending on the function: Company-sized artillery units are called batteries, while in armor and air cavalry units, they are called troops.

Lieutenant Colonel

Battalions consist of four to six companies and can include up to about 1,000 soldiers. They can conduct independent operations of limited scope and duration and are usually commanded by a lieutenant colonel. There are combat arms battalions, as well as combat support and combat service support battalions. An armor or air cavalry unit of equivalent size is known as a squadron.

missouri formation

A brigade consists of a few battalions and anywhere from 3,000 to 5,000 soldiers. A colonel is generally in command. For historical reasons, armor and Ranger units of brigade size are called regiments, and the equivalent Special Forces units are called groups. In 2016, the Army reorganized its brigades into brigade combat teams, which are autonomous modular brigades that most commonly include one combat arms brigade and its assigned support and fire units.

commemoration flight

Usually commanded by a major general, divisions are made up of three or four brigades and include 10,000 to 15,000 soldiers. Current divisions include airborne, armored, infantry and mountain divisions. Each can conduct major tactical operations and sustained battlefield operations. They are numbered and assigned missions based on their structures.

Lieutenant General

A corps includes two to five divisions with anywhere between 20,000 and 45,000 soldiers. A lieutenant general is in command. The corps is the highest level of command that can provide operational direction for actual combat. Higher levels are concerned with administration rather than operations. The current active corps are I Corps at Fort Lewis, Washington; III Corps at Fort Hood, Texas; and XVIII Airborne Corps at Fort Bragg, North Carolina.

A field army consists of two or more corps and is run by a general or lieutenant general. First Army serves as a mobilization, readiness and training command; Third Army, or U.S. Army Central, commands all Army forces for U.S. Central Command; Fifth Army, or U.S. Army North, commands all Army forces for U.S. Northern Command; Sixth Army, or U.S. Army South, commands all Army forces for U.S. Southern Command; Seventh Army, or U.S. Army Europe, commands all Army forces for U.S. European Command; Eighth Army commands all U.S. Army forces in South Korea; and Ninth Army, or U.S. Army Africa, commands all Army forces for U.S. Africa Command.

airborne review

4-5 field armies

A group consists of four or five field armies and between 400,000 and 1 million soldiers. They’re commanded by a general and are considered self-sufficient for indefinite periods. They’re usually responsible for planning and directing campaigns in particular geographic areas. To differentiate them from field armies, groups are usually written with Arabic numerals (example - 12th Army Group) as opposed to having their number written out.

ARMY-REGION

3+ field armies

These are only used in times of large-scale war, such as World War II. They usually consist of three or more field armies, with about 1 million to 3 million soldiers. They’re generally headed by a four- or five-star general.

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Other Military Services

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Learn about the branches you might one day be assigned to

ADJUTANT GENERAL (AG) The personnel people for the Army. AG officers manage all personnel systems within the Army that impact on unit readiness, morale, and career patterns. Click here to visit Fort Jackson-The Home of the Adjutant General Corps .

AIR DEFENSE ARTILLERY (ADA) Protects and defends the third dimension- AIRSPACE-against aircraft and missiles with systems such as the Patriot and Stinger. Click here to visit Fort Bliss - The Home of ADA.

ARMOR (AR) The heritage of the US Horse Cavalry. This is the Mounted Arm of Decision and the proponent for Scouts and Reconnaissance. Click here to visit Fort Benning-The Home of the Armor .

AVIATION (AV) The largest air force in our nation, including transport, utility, scout, and attack helicopters. Aviation officers serve in all aspects associated with flight operations. Click here to visit Fort Rucker - The Home of Aviation.

CHEMICAL (CM) Includes assignments in operations, logistics, training, intelligence, research, and analysis. Click here to visit Fort McClellan - The Home of Chemical.

CORPS OF ENGINEERS (EN) Includes such fields as combat, construction, topographic, civil works, environmental engineering, and other specialties. Click here to visit Fort Leonard Wood - The Home of the Engineer Corps.

CYBER (ARCYBER) Global operations conducted 24/7 protecting the United States electronic assets including the Department of Defense information Network. Click here to visit U.S. Army Cyber Command.

FIELD ARTILLERY (FA) The fire support branch of cannons, rockets, and missiles. This branch also coordinates all supporting fires of artillery, air power, and naval gunfire. Click here to visit Fort Sill - The Home of Field Artillery.

FINANCE (FC) The money and pay people for the soldier. All aspects of pay, allowances, accounting, and contracting involve Finance officers. (Requires degree in business, accounting, or computer science). Click here to visit Fort Jackson-The Home of the Finance .

INFANTRY (IN) Forms the nucleus of the Army's fighting strength. The mission is to maintain a state of readiness in preparation for combat worldwide. Click here to visit Fort Benning - The Home of the Infantry.

MILITARY INTELLIGENCE (MI) One of the largest branches with specialties in tactical intelligence, counter-intelligence, signals and electronic intelligence security, surveillance, and aerial reconnaissance. Click here to visit Fort Huachuca- The Home of the Military Intelligence .

MILITARY POLICE (MP) MP Officers must be prepared to conduct wartime rear area operations as well as peacetime law enforcement, criminal investigation, counter-terrorism, physical security, and corrections. Click here to visit Fort Leonard Wood - The Home of the Military Police.

ORDNANCE (OD) The largest branch that develops, produces, acquires, and supports the Army's weapon systems, ammunition, missiles, and wheeled and tracked vehicles. Specialties are Tank/Automotive, Missile/Electronics, and Munitions material management as well as Explosive Ordnance Disposal (EOD). Click here to visit Fort Lee-The Home of the Ordnance Corps

QUARTERMASTER (QM) The "Sustainers of the Army" plan and direct all activities which provide food, water, petroleum, repair parts, weapon systems, and field services (laundry, telephone, parachute rigging, etc.) Click here to visit Fort Lee - The Home of Quartermaster.

SIGNAL (SC) To function, an Army must communicate. The Army uses all types of radio and cellular phone technology as well as satellites, lasers, and computer systems. Assignments range from the tactical level to the White House Communications Agency. Click here to visit Fort Gordon - The Home of Signal.

TRANSPORTATION (TC) All activities to move people, equipment, and supplies to include all land, sea, and air transport systems. Click here to visit Fort Eustis - The Home of the transportation Corps.

BACCALAUREATE SPECIALTY BRANCHES ARMY NURSE CORPS (ANC) A Bachelor of Science-Nursing also makes you an officer and a leader in the ANC. All ANC officers are trained in clinical specialties such as Intensive Care, Operating Room Nursing, Community Health and Environmental Science, Obstetrics and Gynecology, and Psychiatric Nursing. Most Army nurses who choose to remain in the Service after their initial obligation go on to earn advanced degrees in Nurse Anesthesia, Nurse Midwifery, Healthcare Administration, and other Masters' Degree programs, as well as Doctoral study in Nursing Science, Education, or Administration.

MEDICAL SERVICE CORPS (MEDSERVE) Supply and administration section includes positions at all medical facilities in supply and administration as well as tactical assignments. Medical Air Evacuation pilots are subcategory of this branch.

MEDICAL SPECIALIST CORPS (MSC) The Army's dietitians, physical therapists, and occupational therapists.

ADVANCED DEGREE BRANCHES MEDICAL CORPS The doctors of the Army come from medical schools all across the nation including the military's own Uniformed Services University of the Health Sciences, F. Edward Hebert School of Medicine.

DENTAL CORPS : Must have a degree of Doctor of Dental Surgery or Doctor of Dental Medicine.

MEDICAL SERVICE CORPS: Pharmacy, optometry, and podiatry.

VETERINARY CORPS : Management and care of laboratory animals, biomedical research, food hygiene and nutritional quality, and preventive medicine.

JUDGE ADVOCATE GENERAL (JAG) Provides legal services for the Army and its soldiers. JAG officers serve as prosecutors and defense attorneys in military, state, and federal courts. Must be a graduate of an accredited law school.

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COMMENTS

Hindsight: Broadening and the Importance of Managing Your Career
The Army has three general types of assignments: operational, developmental, and broadening. Examples of operational assignments are serving as platoon
Soldier Support Branch Special Duty Assignments
Security Force Assistance Brigade · Drill Sergeant / AIT Drill Sergeant · Recruiter · Attache' Duty · Defense Courier.
Special Duty Assignments
a. Special Forces positions. b. Civil Affairs positions. c. Psychological operations positions. d. U.S. Army Special Operations Command
Types of Military Service
Army · army logo · Army Reserve ; Marine Corps · marine corp · Marine Corps Reserve ; Navy · Navy · Navy Reserve ; Air Force · air force · Air Force Reserve ; Coast Guard.
Broadening...Where do I Start?
Army officers can follow a few general career paths. ... prospective candidates understand the different types of broadening assignments.
Military Units: Army
The Army is composed of an active duty component and a reserve component that comprises the Army Reserve and Army National Guard. The operational Army
Branches of the Army
Learn about the branches you might one day be assigned to Adjutant General Air Defense Artillery Armor Aviation Chemical Corps Corps of Engineers Cyber
List of United States Army careers
Enlisted soldiers are categorized by their assigned job called a Military Occupational Specialty (MOS). · Commissioned officers are classified by their area of
U.S. Army Regimental System
These Soldiers will be affiliated with their regiment of assignment unless they voluntarily select another. Combat arms officers and soldiers whose initial Army
ARMY FORCE MANAGEMENT MODEL
EDAS: Enlisted Distribution and Assignment System ... pages of the Army Headquarters staff elements as well as four types of managing headquarters and.