Publisher's Synopsis
Senior Non-Commissioned Officers (SNCOs) are developed to support combatant commanders. They are systematically trained and given much guidance, but not with regard to higher civilian education and business acumen. The contrast between military and civilian organizations is sharp. The military's hierarchical structure intends to foster and build talent from within. Similar to the military, some businesses hire, train, develop, and advance employees from entry level to senior leadership positions. However, businesses also have the ability to recruit external talent. An analysis of developmental practices within three civilian organizations is performed using both organizational citizenship behavior and the traits of hierarchy contrasted with the internal unit structure of SNCO development. This thesis investigates the application of civilian businesses practices to those of the United States Military SNCO corps. The final recommendations provide both talent management insight and potential opportunities to enhance SNCO developmental practices.
