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 1-6