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How Can the British Army Improve Its Personnel Management System?

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How Can the British Army Improve Its Personnel Management System? HOW CAN THE BRITISH ARMY IMPROVE ITS PERSONNEL MANAGEMENT SYSTEM? LIEUTENANT COLONEL ALASDAIR HEMPENSTALL JCSP 46 PCEMI 46 Service Paper Étude militaire Disclaimer Avertissement Opinions expressed remain those of the author and do Les opinons exprimées n’engagent que leurs auteurs et not represent Department of National Defence or ne reflètent aucunement des politiques du Ministère de Canadian Forces policy. This paper may not be used la Défense nationale ou des Forces canadiennes. Ce without written permission. papier ne peut être reproduit sans autorisation écrite. © 2020 Her Majesty the Queen in Right of Canada, © 2020 Sa Majesté la Reine du Chef du Canada, as represented by the Minister of National Defence. représentée par le ministre de la Défense nationale. CANADIAN FORCES COLLEGE – COLLÈGE DES FORCES CANADIENNES JCSP 46 – PCEMI 46 2019 – 2020 SERVICE PAPER - ÉTUDE MILITAIRE HOW CAN THE BRITISH ARMY IMPROVE ITS PERSONNEL MANAGEMENT SYSTEM? Lieutenant Colonel Alasdair Hempenstall “This paper was written by a candidate « La présente étude a été rédigée par un attending the Canadian Forces College stagiaire du Collège des Forces in fulfillment of one of the requirements canadiennes pour satisfaire à l’une des of the Course of Studies. The paper is a exigences du cours. L’étude est un scholastic document, and thus contains document qui se rapporte au cours et facts and opinions which the author contient donc des faits et des opinions alone considered appropriate and que seul l’auteur considère appropriés et correct for the subject. It does not convenables au sujet. Elle ne reflète pas necessarily reflect the policy or the nécessairement la politique ou l’opinion opinion of any agency, including the d’un organisme quelconque, y compris Government of Canada and the le gouvernement du Canada et le Canadian Department of National ministère de la Défense nationale du Defence. This paper may not be Canada. Il est défendu de diffuser, de released, quoted or copied, except with citer ou de reproduire cette étude sans la the express permission of the Canadian permission expresse du ministère de la Department of National Defence.” Défense nationale. » Word Count: 2,478 Nombre de mots : 2.478 HOW CAN THE BRITISH ARMY IMPROVE ITS PERSONNEL MANAGEMENT SYSTEM TO BETTER MEET THE NEEDS OF THE ARMY AND THE INDIVIDUAL? AIM 1. The aim of this paper will be to prove that the Career Management (CM) of Officers1 in the British Army must be improved to better meet the needs of the Army and the needs of its personnel. This should be done in three specific areas: (1) improving the structure of the Army to minimize the number of vacant or gapped posts;2 (2) earlier identification and management of the most talented officers; and (3) better alignment of an individual’s knowledge, skills and experience (KSE) to the five career fields (CFs).3 INTRODUCTION 2. The Military Secretary’s (MS’s)4 Binding Principle is that the “needs of the Army must come first, with the needs of the individual a close second. But to be worthy of its pre-eminence the Army must be seen to give due consideration to the best interests and preferences of each individual”.5 As the Army undergoes a significant change programme to modernise its structures,6 the risk is that the needs of the Army and the needs of the individual will move further apart. The British Army currently consists of 1 Specifically, Majors (OF3) to Colonel (OF5). The CM of other ranks is beyond the scope of this paper. 2 “Vacant posts” are positions that are currently unfilled but where an officer has been selected to fill it in due course. “Gapped posts” are posts that have deliberately been left unfilled at an Appointments Board. 3 The five Career Fields available to Staff Officers in the British Army are as follows: Operations (Ops); Operation Support (Op Sp); Management of Defence / Defence Engagement (MD/DE); Personnel (Pers); and Capability and Acquisition (C and A). 4 MS is the senior officer in the British Army charged with the Career Management of its personnel. 5 Military Secretary, Policy, Precedent and Rules (PP&R) for MS Boards, No 4, (Army Personnel Centre, Glasgow, 2019). https://army.defencegateway.mod.uk/sites/regionalcommand/MSWeb/SitePages/Home.aspx 6 British Army, “Future of the Army,” https://www.army.mod.uk/who-we-are/future-of-the-army/, this change programme is referred to as: Army 2020 (Refine) (A2020(R)). 1/14 © 2020 Her Majesty the Queen in Right of Canada as represented by the Minister of National Defence. All rights reserved. 82,000 personnel of which 12,870 are officers.7 The majority of Young Officers (YOs)8 are employed at Regimental Duty (RD)9 but from the rank of Major and above most are employed in Staff Appointments across the wider Army. They are selected for these posts by an Appointments Board10 sitting in the Army Personnel Centre (APC) in Glasgow. In recent years the No 5 Appointments Board11 has achieved a fill rate of circa 60% (see Annex A for details)12 of which a high number are “Directed Postings”.13 These directed postings are not good for the individual officers who are being posted against their wishes, or for the employers receiving personnel who don’t want to be there. Furthermore, the staff branches must also endure challenging operating circumstances due to the high number of gapped posts, which impacts on the health of the organisation as a whole. These circumstances all lead to low morale and poor retention; poor retention because inevitably both the officers who are posted against their wishes, and those who have to take on extra responsibility for gapped posts, will eventually lose faith in the system and the Army’s ability to meet their individual needs. The bottom line is that it can and must be done better.14 7 https://www.statista.com/statistics/579987/number-of-officers-in-british-army-uk/. 8 Second Lieutenant (2Lt), Lieutenant (Lt) and junior Captain (Capt). 9 Regimental Duty involves serving with a Battalion or Regiment in a Command Appointment or as a member of the Commanding Officer’s staff in the Headquarters. 10 An Appointments Board consists of Officers at least two ranks higher than the rank of candidates running to the Board. 11 The No 5 Board selects Majors (OF3) for staff appointments across the British Army. 12 This statistic is based on analysis of recent Board Results, obtained via MS Web on Defence Gateway, https://army.defencegateway.mod.uk/sites/regionalcommand/MSWeb/SitePages/Home.aspx 13 Directed Postings are appointments that are not on the individual’s Posting Preference Proforma (PPP). 14 Results from UK Regular Armed Forces Continuous Attitude Survey Results 2018 showed that only four in ten personnel are satisfied with the way that their careers are managed, https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/716976/ AFCAS_2018_Main_Report_FINAL.pdf, 10. 2/14 © 2020 Her Majesty the Queen in Right of Canada as represented by the Minister of National Defence. All rights reserved. Reducing the structure of the British Army to avoid gapping posts 3. As a result of Army 2020 Refine (A2020R)15 the British Army has been directed to reduce in size, however the reduction of its structure16 has not kept pace with the reduction of its liability.17 Therefore, the demand for personnel to fill posts in the structure outstrips the liability and in turn, due to under recruiting and poor retention, the liability outstrips the actual strength.18 The inevitable result is that more and more posts are going unfilled at Appointments Boards.19 The situation is also exacerbated lower down the rank structure20 because too few posts are gapped at the top.21 4. Over the last year, despite being aware of this problem, the No 2 Board22 has only gapped 2% of its posts. Meanwhile it has also made 119 promotions from Lieutenant Colonel (Lt Col) to Colonel (Col) to fill 425 posts. In turn the No 4 Board23 gapped 20% of its posts and has promoted well above its quota for the last five years.24 Therefore the 15 A202R is the implementation of the recommendations in the Government’s Strategic Defence and Security Review (SDSR) 2015. 16 The Army’s “structure” refers to the number of posts that the Chain of Command require to be filled. 17 The Army’s “liability” is the number of posts that it is established (and therefore paid) to hold by the British Government. 18 The Army’s “strength” is the actual number of Service Personnel currently employed by the Army. 19 According to a Freedom of Information (FoI) request by The Guardian Newspaper some units are as much as 40% under strength, “British army recruitment shortfalls may be symptom of changing times,” last modified [or accessed] 9 Aug 2019. https://www.theguardian.com/uk-news/2019/aug/09/british-army- recruitment-shortfalls-may-be-symptoms-of-changing-times. 20 Major (OF3) rank. 21 Colonel (OF5) rank. 22 This Board is responsible for Colonel (OF5) appointments. 23 This Board is responsible for Lieutenant Colonel (OF4) appointments. 24 Promotable Majors (OF3) are selected at the start of the year at a Promotion Board using a quota based on the Army’s structural requirements. Those not selected for promotion but otherwise eligible and above the Quality Line remain on a Reserve List (RL), available for promotion into an appointment as the opportunity arises. RL promotion therefore exceeds the Army’s structural requirement. There were 71 RL 3/14 © 2020 Her Majesty the Queen in Right of Canada as represented by the Minister of National Defence.
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