Page 24 - Australian Defence Magazine April 2020

24 SEA POWER CONTEXT
APRIL 2020 | WWW.AUSTRALIANDEFENCE.COM.AU
every four years) is driven by Plan Mercator’s longer-range strategic objectives. Chief of Navy’s intent to transition to the future force of 2036 is built on seven pillars: warf- ighting, capability programs, industry, logistics, facilities, workforce and seaworthiness.
According to Commodore Phil Spedding (Retd), “There are three hypotheses on which these plans are built: If we don’t “design” the integrated force we are committed to “af- ter-market” integration. Simply delivering a large volume of force design guidance to Configuration Managers will not work. Cultural change is required to prioritise the integrat- ed force outcomes.”
“CEC WILL FORM PART OF THE AUSTRALIAN JOINT INTEGRATED FIRES CAPABILITY THAT WILL TRANSFORM THE ADF INTO A FULLY NETWORKED JOINT FORCE.”
“In 2007, Navy’s members were leaving on average after only six years’ service. The workplace churn was disruptive, and the capability loss real. But now, the average length of service has increased to eight years. Navy is facing the competitive nature of the Australian labour market head on – what Steven Hankin of McKinsey called The War for Tal- ent. Young men and women going to sea today can look for- ward to working with state-of-the-art technology, doing a job that’s vitally important to Australia, having adventures that most people won’t experience in a lifetime, in a culture that promotes diversity and inclusion as a force multiplier. And that message has been heard: Workforce retention is at its highest levels since 1994,” CAPT Hayward said.
The Defence Total Workforce System presents a different way of thinking about how its people deliver capability; and for Navy, how it addresses workforce retention. In addition, the introduction of flexible work arrangements is creating a more inclusive, satisfying and flexible place to work.
The Workforce Transformation Plan details how Navy will meet its workforce objectives out to 2035: to fight and win at sea. This plan aims to reduce risk by setting the requirements, organisation, systems and processes that de- liver the right people at the right time.
WORKFORCE PRIORITIES
To recruit, train, and retain the people needed to serve in a future force, Navy is addressing four priorities:
• identifying the needs and shaping the supply of recruits
• sourcing the right people when needed
• providing the right level of training
• focusing on workforce flexibility, diversity and inclusion.
Navy is implementing a contemporary approach to generating a mission-ready force. It is based on Army’s Plan Beersheba Workforce Generation Cycle, which consists of three phases: Ready, Reset and Ready- ing, and will be supported by the Crew Support and Readying Group.
During the Ready phase, sailors will be posted to posi- tions in a seagoing or deployable unit. This is followed by the Reset phase where they will be posted to a shore- based role or a different service category for a specified period. This will improve their work/life balance by al- lowing them to plan for personal and family commit- ments. Finally, they will be posted to a fleet Readying position to undertake training that will be required for the next cycle.
An essential element of this program is that each mem- ber will work within a five-year career plan. This aims to remove the uncertainty associated with life in the Navy, giving personnel a clearer sense of where they will be and what they will be doing in the years ahead.
The practice of pressganging individuals into service may have achieved results in a naval force of the 18th century. Clearly, that won’t work today. The Royal Australian Navy has shown a progressive approach to meet the needs of maritime defence in the 21st century by acquiring current technology, while developing a socially aware and agile plan to meet its workforce requirements as well as the needs of its people. ■
Re-invigorating the culture of the organisation couldn’t happen without effective leadership. A new branch, Future Navy Workforce, was stood up on 1 January this year, with Commodore Anthony Klenthis, CSC appointed as its first Director General. O6-level Directors have been appointed, responsible for Workforce Requirements, Workforce Strategy and Futures, Submarine and Underwater Workforce Develop- ment, and Surface and Above Water Workforce Development.
FUTURE NAVY WORKFORCE
There are four main drivers that influence how Future Navy Workforce branch is developing and overseeing the transformation strategy.
• Shortage of critical categories and mid-career ranks
• Opportunities and challenges of the Continuous Ship- building Program and the Integrated Investment Plan.
• Disruptive technologies that are reshaping the future of
work and of warfare
• Changes of expectations by demographic that affects
what Navy must do to recruit and retain its workforce.
Captain Virginia Hayward, Director Navy Workforce Strategy & Futures, speaks with confidence about what has already been achieved in overcoming the declining number of uniformed personnel, and in the challenges that lie ahead.
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