Job analysis as the beginning of a training plan

The program doesn't start with a favorite exercise

When considering a new training plan, the first question often is how many times a week you want to work out. This is important information, but it says almost nothing about the content of the program. Even less useful is the question of what exercises the trainer likes.

The training of a soldier or police officer must begin with a job description. What the person must do, in what environment, for how long, with what workload, and how often the task is repeated. Only from the answers can it be determined which skills are crucial and which training resources make sense.

The NSCA calls this process job analysis. In Tactical Ready, I use the broader term task analysis and needs profile. It’s not just a list of activities. I break down each important task into movement, time, intensity, energy demands, external load, environment, and potential hazards.

Five basic questions

The first question is which tasks are the most frequent and which are the most critical. A frequent task creates a large cumulative load. A critical task may not occur regularly, but its failure can have serious consequences. The program must work with both categories.

The second question deals with the environment. Movement on a flat surface, in hilly terrain, on stairs or in a confined space has a different value. Temperature, footwear, protective equipment and the ability to replenish fluids change the difficulty of the same activity.

The third question concerns the load. Is the load on the back, in the hands, distributed over the body, or is it dragged along the ground? Is it stable or moving? The distribution of weight affects walking, posture, grip, and the energy cost of movement.

The fourth question looks for limiting ability. The task may be limited by maximal force, rate of force generation, local muscular endurance, aerobic capacity, technique, or tolerance of specific equipment. Two people may fail at the same task for different reasons.

The fifth question addresses the reality of the program. How much time a person has to train, what their work schedule looks like, how much sleep they get, what equipment they have, and what other training they need to complete. A program that ignores the calendar will not work regardless of the quality of the individual exercises.

The same uniform does not mean the same needs

An infantry soldier may need a high tolerance for time on their feet, rucks, terrain movement, handling materials, and the ability to continue after a long move. A person in a technical position may be seated most of the time, but occasionally has to handle heavy equipment. Both are soldiers, yet the ratio of running, rucks, strength, and specific work will be different.

Similar differences exist in the police. A patrol may need short acceleration, stairs, contact work, and quick recovery after an intense stretch. A riot unit deals with longer standing and movement in ballistics, shield, repeated short stretches, and teamwork. An intervention unit has higher demands on speed, power, work under load, and repeatability of performance.

Therefore, there is no universal police or military plan. There are common principles, but their dosage must correspond to the role.

Decomposition of a specific task

Let's imagine the transfer of a wounded person. At first glance, it seems like a simple task. A closer look reveals several components.

The person must get into a low position, grip the load firmly, generate strength from the lower limbs and trunk, and then maintain it throughout the movement. If the task is performed after a previous run or under load, the respiratory effort is added. Uneven terrain increases the need for stability. Longer distances change the task from a single force display to a combination of strength, grip, and work capacity.

From this analysis, training can be derived. Deadlift or squat builds general strength. Pull-ups and grips prepare the upper body. Farmer's carry and sandbag carry will connect strength with walking. Sled drag allows you to safely dose the pull. Specific work with the dummy is important later, when one has mastered the general foundation.

Simply repeating the dummy transfer would be too narrow. One would be practicing the task, but not necessarily removing the ability that is truly limiting them.

The mandatory test is part of the analysis

Job analysis does not mean ignoring physical tests. The candidate must meet precise criteria and needs specific preparation. But I include the test as one of the requirements, not as the only image of the profession.

If a person has a known selection date, we plan backwards from that date. We determine the current gap against the required performance, select the main weakness and divide the preparation into blocks. Capacity building prevails in the initial part. As the date approaches, the similarity of training to the target disciplines increases. The last days serve to reduce fatigue, not to catch up on months of neglected work.

For a serving person, we also plan around training, shifts, courses, and periods of increased workload. Heavy training is a training stressor. It should not automatically be added to a full gym program.

Human analysis

The profession sets the general direction, but the final plan must fit the individual. I need to know training history, technical level, test results, injuries, current pain, ability to regenerate and realistic time options.

The same duty assignment may require a block of maximal strength for one person and the development of aerobic capacity for another. A beginner needs to improve technique and tolerance of regular training. An advanced member can maintain strengths with a minimum effective dose and devote more resources to limiting quality.

That's why it's not enough to download a ready-made plan designed for a wide group of people. A template can offer a basic structure. However, without evaluating the role and the person, you don't know what to emphasize, what to just maintain, and what to leave out in a given period.

Custom requirements map

Choose the three most important tasks of your job or selection process and write down for each:

• what movement it contains;

• how long does it take approximately;

• whether the intensity is low, medium or high;

• what gear or load you use;

• in what environment is it carried out;

• which ability is likely limiting you;

• How do you know you've improved?

This will give you the first version of your needs profile. In the next article, I will describe the six pillars of physical reserve, according to which you can organize this profile and find the weakest link.

A call for further work

If you are serving or preparing for a specific test, course or selection process, the universal plan will only show you a general direction. Write to me about online coaching. We will analyze your service requirements, target date, shifts and current performance and create individual training based on them.