text: Execution
  outcomes to sergeant’s time training. Leaders capitalize on high-payoff tasks that support more than one of
  the organization’s mission-essential tasks or battle tasks. This is because the skills and proficiencies achieved
  while training a high-payoff task transfer to other mission-essential tasks or battle tasks.
  AFTER ACTION REVIEW
  4-29. An after action review is a guided analysis of an organization’s performance, conducted at
  appropriate times during and at the conclusion of a training event or operation with the objective of
  improving future performance. An after action review (AAR) can be formal or informal (sometimes called
  a hotwash) and includes a facilitator, event participants, and other observers.
  4-30. AARs also signal the start of the next planning cycle. Lessons learned from the review of performance
  provide leaders the specifics of what and how to perform better for future training. The AAR process ensures
  participants self-discover what went right, what went wrong, and how to perform to standard next time.
  Leaders capture AAR results to craft more effective training plans and execution. AARs also help leaders
  frame the unit’s retraining efforts. To the greatest extent, training is not complete until all training objectives
  are met. When this is not possible, leaders ensure retraining is planned and executed as expeditiously as
  possible. (For more detailed descriptions and discussions for conducting AARs, see appendix K.)
  RECORDING RESULTS
  4-31. Units always record and retain the results of training. The method used to record training is at the
  commander’s discretion (except as specified by AR 350-1 or a local command directive). These records
  represent valuable training information that capture the results of training, replicate training events previously
  conducted, or develop innovative ways to improve training techniques and procedures.
  4-32. Recording the results of training is critical for leaders to project future training requirements based on
  unit personnel turbulence. Training requirements are catalogued in leader books and battle rosters to ensure
  these training gaps are filled as expeditiously as possible as new personnel arrive in the unit. (See the Army
  Training Network Army Training Network (ATN) https://atn.army.mil for leader books and tools.)
  4-33. Units maintain training records in—
  * Leader books.
  * Battle rosters.
  * Certification.
  * Army web-based training management systems.
  4-34. Leader books are a tool for NCOs to maintain reference information on their Soldiers’ individual
  training status. NCOs track individual task proficiency, warrior tasks and battle drill proficiency, crew
  qualification status, weapons qualification, maintenance status, equipment accountability, and other Soldier-
  related information and data. (See appendix C for individual training.)
  4-35. Battle rosters help leaders track key training information on selected systems. Leaders maintain battle
  rosters at battalion level and below. The exact composition of battle rosters varies depending on the mission
  and type of unit.
  4-36. Certification is a process in which the unit commander specifies qualification and competency criteria
  to ensure trainers and leaders meet proficiency standards. The record of certifications are retained for training
  management purposes. Examples of certification include Expert Infantryman Badge, driver’s license, and
  Combat Lifesaver.
  4-37. Army web-based training management systems are available for units to maintain training records
  through the Army Training Network (https://atn.army.mil). Examples of training records available through
  the Army Training Network include mission-essential task assessments, training plans, and individual and
  unit training records.