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Transcript of SO2 Officer Career Development / Future Plans Major Zöe Murray AGC (RMP) LGBT Conference 22...
SO2 Officer Career Development / Future PlansMajor Zöe Murray AGC (RMP)
LGBT Conference22 February 2013
MS Mission
To manage the careers of Army officers and soldiers in accordance with the needs of the Army in Defence in order to sustain the delivery of the required number of capable and well motivated individuals.
The MS Triumvirate
Employees(our people)
Career Managers
Employer(Chain of Command -
1st & 2nd RO)
Career Management
(CM)
The needs of the Army must come first; those of officers, soldiers and their families must come 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 officer and soldier.
MS Binding Principle
• Defence Reform
• Changes in the MOD
• Changes in the DE&S
• Implications of the JFC
• Army 2020
• An integrated force of 82k Regulars and 30K Reserves
• Timing of the implementation of the new structure?
• Redundancy – the programme and the consequences
• Demand outstripping supply – rising demand for talent and experience
• Career Development – ‘Project 21’
• Changes flowing from the New Employment Model and A2020
• New Career Fields, competencies and CM processes?
• ROCC 2?
The Environment
• Must continue to support current operations
• … and must deal with the consequences ... PUD
• There is uncertainty over structures, TACOS, redundancy, the future …..
• There is a rising demand for talent and experience – a concern that a small number of people spin faster
• Manpower supply is not meeting demand resulting in increasing gapping
So what?
APC Response
Career Management Delivery across Defence
Army Personnel Centre
CM Secretariat& ACA&I
Other Outputs(eg FOI/DPA) Army Career Management
MS Organisation
MS**
CM Policy COS APC DMS* APC Sp
MS Gens
Senior Officers
CM Ops CombatCommand Support
Combat Support
CSS AMS
MS Hons
Col CM Res
Support Operations:
Timely manning of the operational establishment
Effecting specialist capabilities, particularly C-IED and those that will enable HERRICK transition
Support Army 2020 implementation including; the change of establishments and their timely manning; the development of future career structures, CM processes and education and training requirements
During the transition to Army 2020, manage the available manpower against stated Army Manning Priorities
Effect the Army’s redundancy programme and manage the consequences
Improve the assurance of CM throughout the Army
Establish a fully efficient, effective and responsive APC with sufficient resources, empowerment, agility and a culture of continuous improvement
MS’ Priorities
Vital Ground
Trust in a fair, timely, responsive and accountable Career Management system
Career Management Policy
The Approach
5 Work Strands – CM Policy
Project 21
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
CM Policy ContextCM Enduring Principles
The Approach
Precedent
Considerate Objective
Shared Responsibility
Open & Transparent
Evidence Based
Merit Based
CompliantAssured
FlexibleTRUST
CONOPS
Career Management Delivery across Defence
Army Personnel Centre
CM Secretariat& ACA&I
Other Outputs(eg FOI/DPA)
Career Development
Manning
Succession Planning
Promotion
Army Career Management
CM Policy Work Strands
Shared Career Management
Process Improvement
Management of Information
Training & Education
Assurance
Talent Management
CM Policy Work Strands
Shared Career Management
Process Improvement
Management of Information
Training & Education
Assurance
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
CM Policy Work Strands
Shared Career Management
Process Improvement
Combined Boarding
RCMO Training
Review of Army Appraisal
Management of Information
Training & Education
Assurance
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
CM Policy Work Strands
Shared Career Management
Process Improvement
Management of Information
Appraisal Tracking
Hierarchy of Doctrine
Training & Education
Assurance
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
CM Policy Work Strands
Shared Career Management
Process Improvement
Management of Information
Training & Education
RCMO Training
Adjt Training
HR Training Package
Assurance
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
CM Policy Work Strands
Shared Career Management
Process Improvement
Management of Information
Training & Education
Assurance
StreamlinedAffordable
(VfM)
Assured
Empowered
Evidenced
What are we working on?
Career Management ‘Training in a box’.
Unit CM Practice, Precedent & Rules (PP&R).
Defining end-to-end CM responsibilities (Including HR Combat, MS Reps, RCMOs, Adjts, Bde G1)
AR Review 2 – Reserves, YOs ARs, Elevated Reporting
Review of current CM practices – Eg. Boarding: Can we achieve greater standardisation?
Project 21
Objective:
Establish a career development framework (career structures, management and individual training & education) for Regular and Reserve personnel.
To get to the end state:
An integrated Army, comprising Regulars and Reserves employed either on a full time or part time basis, trained and educated to meet the demands of their employment through the continuous provision of the relevant knowledge, skills and experience
CM (Ops) Overview
Integrated Career Management
APC Restructuring integrates the Career Management of Officers and Soldiers, both Regular and Reserve
There is a central focus for delivery: CM (Ops)
MS4 (Lt Cols), MS5 (Capts and Majs), MS6 (Reserves), MS7 (Sldrs), Ops Cts, Occupational Health, Demand/Liability and Referrals/Appeals
The Career Management Divisions are now organised and aligned to the new Capability Directorates
Career Management Divisions
DMS
CM Ops Combat Info
RAC Offr/SldrReg/Res
Inf Offr/SldrReg/Res
Int Corps Offr/SldrReg/Res
RSignals Offr/SldrReg/Res
AGC Offr/SldrReg/Res
CombatSupport
RA Offr/SldrReg/Res
RE Offr/SldrReg/Res
AAC Offr/SldrReg/Res
RAPTCSldr
Reg/Res
Combat ServiceSupport
RLC Offr/SldrReg/Res
REME Offr/SldrReg/Res
AMSSenior Officers
Appraisal ReportsDelivered to you as Employees, Employers and Career Managers
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement:• Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement:• Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Objectives
Specific
Measurable
Achievable
Relevant
Timely
“Ensure that the troop has achieved a 100% pass rate on BPFA, ACFT and APWT and 90% on all other MATTs before pre BATUS leave in June….”
Is more meaningful than “Prepare for BATUS”
If/when achieved, good objectives improve the unit, or the unit’s outputs
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Nothing more than coaching
First capped 2000
Clive Woodward; “Tackling is adequate. Go away and get lighter feet, better angles/lines of running, speed off the mark, sustained pace, kicking game and passing off left hand”
“On My Knees”, Stephen Jones, Mainstream Publishing 2004
2003
MPAR
Mandatory Ideally mid-year, certainly between the 1/3 and 2/3 points (ie 4 and
8 months in a 12 month cycle) RO must have had sufficient time to make an adequate assessment Subject must have sufficient time to make improvements that are
highlighted in the MPAR If the subject falls short of the expected standards after the MPAR,
any number of additional MPARs can be conducted 1 RO should always discuss MPAR with 2 RO before delivery, in
order to ensure balance Better to avoid mentioning specific gradings at the MPAR stage, as
it limits room for manoeuvre later on RO should give a written MPAR to the subject, and retain one for
themselves for 12 months after the actual AR is delivered Date of MPAR must be recorded on AR
MPARObjective
Manage and control all accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11)
Complete the CQMS course before Dec 11, gaining as high a mark as possible
As a WR platoon Sgt, ensure the best possible performance from the platoon on this year’s BATUS
Fully prepare for RMAS Instructor Cadre, which begins Feb 12
Objective Subject’s Comments RO’s Comments
Manage and control all accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11)
2 x veh were out of date for Comds’ Functional Testing on the day before the ECI, but this was rectified during the night and all vehicles passed with a GREEN
Complete the CQMS course before Dec 11, gaining as high a mark as possible
B gained on the course, although with more preparation time I feel I could have done better
As a WR platoon Sgt, ensure the best possible performance from the platoon on this year’s BATUS
3 soldiers and 1 x comd were RTU from BATUS in the first week due to medical reasons, which meant we did worse than we hoped. Otherwise a good performance from the platoon
Fully prepare for RMAS Instructor Cadre, which begins Feb 12
First Aid Instr, NBC Instr and Drill course are complete, and I have bid for the football coaches course for Jan
MPAR
Objective Subject’s Comments RO’s CommentsManage and control all accounts on charge in accordance with current regulations, ensuring that they pass the LSI (May 11) and ECI (Aug 11)
2 x veh were out of date for Comds’ Functional Testing on the day before the ECI, but this was rectified during the night and all vehicles passed with a GREEN
Well done on achieving GREEN, and I am impressed that you are prepared to work long hours to achieve objectives
Complete the CQMS course before Dec 11, gaining as high a mark as possible
B gained on the course, although with more preparation time I feel I could have done better
Objective met, well done
As a WR platoon Sgt, ensure the best possible performance from the platoon on this year’s BATUS
3 soldiers and 1 x comd were RTU from BATUS in the first week due to medical reasons, which meant we did worse than we hoped. Otherwise a good performance from the platoon
I am informed that 2 of these cases were known about before we went to Canada. Had I been informed, I may have been able to do something. Please try to look further ahead in the second half of the year
Fully prepare for RMAS Instructor Cadre, which begins Feb 12
First Aid Instr, NBC Instr and Drill course are complete, and I have bid for the football coaches course for Jan
Well done on bidding for the extra courses, and good luck on the cadre
MPAR
Honesty
New information
Makes writing the final report much easier
Ownership
If good objectives make your organisation better, good MPARs make your people better
Effects
MPAR Example (OF3 2012 E2)
Objective: Managing manpower transition for SDSR A2020 for organisation X Feedback: Room for improvement in 4 areas: (Paperwork evidence provided)
You allowed Maj X to “take over” the briefing to a wide external/internal audience in Jul 12.
During this briefing there was a specific question on xxxx. Your answer was “I don’t know what that means”
I spotted an error in the figures just before we submitted the paper, which you should have picked up earlier
You appear to have ignored the direction to adjust policy in the case of Cpl Y
Therefore your performance against this objective has raised 2 impressions: That you are happy for others to both do your work and claim your credit That your approach to areas of difficulty is to ignore them and pray that no-one asks
questions
Both impressions create needless risk for you and your profile, so please address these aspects of performance in the second half of the year
If I were writing your AR now, performance attributes would read as follows: Ambition – too often content to be in the background Professional Effectiveness – not 100% a master of detail Reliability – not completely reliable
Officer’s Reaction
Shocked at how candid and detailed this MPAR is
Cannot argue with any of the points raised (evidence is all there)
Similar to my most recent ARs, and now I finally understand how I create the impression that I do
I wish I had had similar MPARs since leaving tp/pl comd
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Grades for Performance
A Performing to the highest standard in all respects.
A- Performing above the standard expected in all respects.
B+ Performing above the standard expected in most respects.
B Performing to the standard expected in all respects.
B- Performing to the standard expected in most respects.
C Performing below the standard expected in most respects.
D Performing below the standard expected in all respects.
IK Insufficient Knowledge.NA Not Applicable.
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
OPGs
AR OPGs
• Over-grading – The Facts:
Rank A- B+ B ≤B-
Brigadier 44% 54% 2% 0%
Colonel 26% 58% 16% 0%
Lieutenant Colonel 16% 57% 26% 1%
Major 9% 51% 37% 3%
Captain 6% 46% 44% 4%
Promotion Flow Rate: OF3-OF6
YearOF3
(DE/LE)
OF4
(DE/LE)
OF5
(MB/Res)
OF6
(Type A/Other)
2013471
(315/156)250 (201/49) 90 (48/42) 25 (9/16)
2012477
(301/176)204 (166/38) 85 (44/41) 32 (11/21)
2011451
(304/148)184 (148/36) 57 (45/12) 22 (9/13)
2010491
(321/170)223 (184/39) 70 (48/22) 18 (9/9)
2009519
(296/223)245 (211/34) 76 (44/32) 32 (9/23)
Implications
5% of Majors actually “have the legs to one-star”
Identifying the real top third is critical at every rank
Which means you also have to identify those who are not in the top third
Middle or lower third in the British Army is still a significantly high standard
OF3 - 471
OF4 – 260 (55%)
OF5 – 90 (34%)OF6 – 25 27%
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Promotion 1Up
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
What did the 2 RO do?
I have read both the 1 RO input and Subject Officer comments and directed some changes to the initial draft
Some outstanding work on XXXX and XXXX
A less proactive approach where he did not agree with the direction of travel required by his CoC
Overall a B+, Dev, No
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
High = “Will certainly get there in time”
High = “Should promote downstream”
What does the RO really think of the subject officer/soldier?
Does the RO lack courage?
“I know he/she was not up to it, but I wanted him/her to have their day in court, and for the board to deliver the unwelcome news”
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Spot the error… During this reporting period, Cpl xxxx has
been a xxxxxxxx Cpl, and has attended CALFEX, MRX and WHG conversion.
As a man, Cpl Xxxxx is an intense, slightly taciturn, but extremely likeable individual. He has a gravitas and air of professionalism about him which means that his peers and subordinates gravitate towards him; he responds well to this, and will spend time with junior soldiers to help them with their preparation for any aspect of work. However, he sometimes lacks a proper sense of balance between military and family responsibilities. He clearly adores his family and dotes on them; at the same time, he is totally committed to his army career. In December, the two parts of his life got out of kilter and he went AWOL. This is unacceptable for a Cpl.
Cpl xxxxx has enjoyed a good reporting period, his first in rank. The year has been dominated by H12, and for Cpl xxxxx this has involved deploying to Helmand Province as a xx Cpl with the Viking Group. He has done well in what has been a very demanding and exacting period of operations; the Viking Group has endured significant hardship and leadership from the likes of Cpl xxxx has been exactly what was required. He still has some way to go but he is certainly developing well and heading in the right direction.
How to be spectacularly consistent…..
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
Late Cpls ARs – Due as at 31 Jan 12
Cpl Statistics Number Percentage
Report Not Raised 2123 13.33%
Finalised 12525 78.65%
Admin 218 1.37%
1RO 416 2.61%
2RO 103 0.65%
3RO 2 0.01%
Approver 537 3.37%
Rank Total 15924
Late Majs ARs – Due as at 30 Jun 12
MS Year 10 - 11 Late Reporting
0
50
100
150
200
250
WO2 -WO1
SSgt -WO2
Sgt -SSgt
Cpl - Sgt LCpl -Cpl
Pte -LCpl
As At Due Date
As At 1st Day of Board
2010-11 SJAR - Late ARsExample from one capbadge
So what: Significant improvement. Resources unsustainable.
• Lifeblood of CM Process• Appraisal Process – 3 distinct stages:• SMART Objectives• MPAR – Mandatory Requirement: • Fair, honest, accurate and timely OJAR/SJAR• Over grading• Over recommending• Ensure that that report writing is joined up
• Narrative must support OPG• Narrative must support recommendation• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time• Report writing skills
AR Fundamentals
History (Adjutant’s report 1988)
1RO Officer graded EXCELLENT (= top third) Very strong on manning, professional,
enjoys the confidence of the sub-unit commanders
Guided the AIMI skilfully Written work excellent; clear, brief and
inevitably to the point, displaying capacity for analytical thought, breadth of vision and imaginative and original ideas
Verbal briefings clear and articulate Well read and keenly interested in the
wider issues of his profession Robust, assertive, bright approachable,
good sense of humour Obstinate and occasionally lacks tact Much potential, strong candidate for staff
training Good potential to promote 2 ranks up (Lt
Col), both in command and on the staff
2RO Very competent staff officer I do not think he has ever had the
rapport with his CO which I would expect
Can be reluctant to accept responsibility when things go wrong
I am unsure of his ability in the field I have a suspicion that in the long term
he may prove to be a better staff officer than a field commander
Middle third of candidates for staff training
MS Nuances
Could
Should
Must
MS Nuances: Example 1
‘Captain Holmes sits just inside the top-third of Captains in my Brigade. She could compete for a routine Grade 2 staff post, and should then be kept in the running for a deployable sub-unit’.
MS Nuances: Example 2
‘Captain Holmes is firmly in the top third of Captains in my Brigade. She should compete strongly for a demanding Grade 2 staff post, and has the ability to command an operational sub-unit.’
MS Nuances: Example 3
‘Captain Holmes is one of the top 5 Captains in my Brigade. She must undertake one of the most demanding initial Grade 2 staff posts and will command an operational sub-unit.’
MS Nuances
Understand what you are reading
If you choose to write in this manner, the board will definitely understand your intent
You have a moral duty to ensure that the subject’s understanding is equally clear
“could command a front-line operational logistic squadron”
=
“will command a front-line operational logistic squadron”
Order of MeritHelpful:
• ‘He has been the best of 60 capts in the bde this year and by some margin.’
• ‘Top 3 of 10…’’ • ‘Middle third’
Less helpful
• ‘He currently lies just short of the top ⅓ of 45 capts within the Brigade.’
Even less helpful:
• ‘In the top ⅓ of the 4 DE capts upon whom I report.’• ‘top third of capts… placed 22 of 54’ • ‘In the top quartile of the middle third in a very strong cohort of 24’
Short, pithy and unambiguous phrases
“Sgt xxxxx has had a very varied year.”
Did many different things – Olympics, Op Tour, Recruiting?
Or…..
Performance has been up and down?
“CSM xxxxx has a lot more to offer”
Could cope easily with any job as a WO1?
Or…..
Lazy b*****d?
Catching attention
Catching attention
Good
• ‘…highly articulate, although a touch more brevity would not go amiss.’
• ‘…has been commended by comds X and Y bdes – so he has a record of impressing men who are not easily impressed.’
Not so clever
• ‘Capt X is charming and eminently urbane but there is not a hint of the lounge lizard about him’.
• ‘He is pretty handy at netball.’
Very good
• ‘Einstein, not Eisenhower’
Summary
Your part in the plan:
Reporting Officers
Setting the tone and culture for other Reporting Officers
Training Subordinates to be effective report writers
Ensure that your G1 staff meet the non-negotiable deadlines
Honest, incisive, robust, through-year process
Thankyou for the good work you do
•Objectives – make your organisation better
•MPARs – make your people better
•ARs – make the Army better
“I can best explain his grading of“Outstanding” by saying that he is,in so many ways, the image of myself.”
He has had a very erotic year and this has reflected in the generalstandard of his performance.
HE IS A RESPECTED MEMBER OF THE WOs & SGTs MESS
- THIS IS A TEMPORARY LAPSE.
“I have not recommended him
for promotion because, if I did,
he might get it.”
He has performed his duties well- especially rodent control wherehe comes into contact with all ranks.
He has done well here andhas been fortunate enoughto indulge his wife.
“He has, however, been rather slow
to come to the front and expose himself.”
“He has been burdened with a Troop Leader who was dim, energetic, decisive, stubborn and consequently dangerous.”
“He has been burdened with a Troop Leader who was dim, energetic, decisive, stubborn and consequently dangerous.”
“.... He competed in a 125km charity race, which required considerable planning for each leg”
MS’s Advice
“The MPAR is mandatory; it must be programmed and thought through. The truth is that most of our people probably perform to the standard
expected in every respect. Honesty and courage by reporting officers is essential.
What is important is for reporting officers to apply rigour in deciding what an individual’s
OPG will be; an OPG that accurately reflects an individual’s performance and does not come as
a surprise at the end of the year.”
MS’s Concerns
MPARs not being conducted
6 year private soldiers without a single SJAR
Late reports
Grade over-inflation
Comd 16 Air Asslt Bde has reduced B+/A- and HIGH by over 20%
Inaccuracies in reports
Your part in the plan
Talent management is a core (the core?) element of command
You must, at whatever level you are working:
Develop your team
Understand and personally lead all aspects of career management; others are in support
Know the rules and the requirements on you and your chain of command
Understand the role of the APC……………regular engagement with us
Be honest, accurate and timely
Manage expectation – do not abdicate responsibility to Boards
Effect PAP 10
Be realistic about gapping
Questions?