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LGBT Conference 22 February 2013. SO2 Officer Career Development / Future Plans. Major Zöe Murray AGC (RMP). MS Mission.

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slide1
LGBT Conference

22 February 2013

SO2 Officer Career Development / Future Plans

Major Zöe Murray AGC (RMP)

ms mission
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.

slide3
Employees

(our people)

Career

Management

(CM)

Employer

(Chain of Command -

1st & 2nd RO)

Career Managers

The MS Triumvirate

ms binding principle
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
the environment
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
so what
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 DefenceAPC Response

CM

Secretariat

& ACA&I

Other Outputs

(eg FOI/DPA)

Army Career Management

Army Personnel Centre

ms organisation
MS Organisation

MS**

MS Hons

MS Gens

Col CM Res

CM Policy

COS APC

DMS*

APC Sp

CM Ops

Senior Officers

Combat

Command Support

Combat

Support

CSS

AMS

slide9
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
Vital Ground

Trustin a fair, timely, responsive and accountable Career Management system

career management policy
Career Management Policy
  • The Approach
  • 5 Work Strands – CM Policy
  • Project 21
slide12
Precedent
  • Assured

Compliant

Objective

Considerate

Flexible

Merit Based

Evidence Based

Shared Responsibility

Open & Transparent

The Approach

CM Enduring Principles

CM Policy Context

TRUST

conops
Career Management Delivery across DefenceCONOPS

CM

Secretariat

& ACA&I

Manning

Promotion

Career Development

Succession Planning

Other Outputs

(eg FOI/DPA)

Army Career Management

Army Personnel Centre

cm policy work strands
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
  • Management of Information
  • Training & Education
  • Assurance
  • Talent Management
cm policy work strands1
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
  • Management of Information
  • Training & Education
  • Assurance
cm policy work strands2
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
    • Combined Boarding
    • RCMO Training
    • Review of Army Appraisal
  • Management of Information
  • Training & Education
  • Assurance
cm policy work strands3
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
  • Management of Information
    • Appraisal Tracking
    • Hierarchy of Doctrine
  • Training & Education
  • Assurance
cm policy work strands4
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
  • Management of Information
  • Training & Education
    • RCMO Training
      • Adjt Training
    • HR Training Package
  • Assurance
cm policy work strands5
CM Policy Work Strands
  • Shared Career Management
  • Process Improvement
  • Management of Information
  • Training & Education
  • Assurance
what are we working on
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
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
integrated career management
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
Career Management Divisions

DMS

CM Ops

Senior

Officers

Combat

Info

Combat

Support

Combat

Service

Support

AMS

RAC

Offr/Sldr

Reg/Res

Inf

Offr/Sldr

Reg/Res

Int Corps

Offr/Sldr

Reg/Res

RSignals

Offr/Sldr

Reg/Res

AGC

Offr/Sldr

Reg/Res

RA

Offr/Sldr

Reg/Res

RE

Offr/Sldr

Reg/Res

AAC

Offr/Sldr

Reg/Res

RAPTC

Sldr

Reg/Res

RLC

Offr/Sldr

Reg/Res

REME

Offr/Sldr

Reg/Res

slide25
Appraisal Reports

Delivered to you as Employees, Employers and Career Managers

slide26
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

slide27
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
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

slide29
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
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

slide31
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

slide35
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
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
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
slide38
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
Grades for Performance

A Performing to the highest standardinallrespects.

A- Performingabove the standard expectedinallrespects.

B+ Performingabove the standard expectedinmostrespects.

B Performingto the standard expectedinallrespects.

B- Performingto the standard expected inmostrespects.

C Performingbelow the standard expected inmostrespects.

D Performing below the standard expected in allrespects.

IK Insufficient Knowledge.

NA Not Applicable.

slide40
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

ar opgs
AR OPGs
  • Over-grading – The Facts:
implications
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

OF6 – 25 27%

OF5 – 90 (34%)

OF4 – 260 (55%)

OF3 - 471

slide45
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

slide47
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
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

slide49
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

slide50
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”
slide51
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
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.
slide54
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

slide57
2010-11 SJAR - Late ARsExample from one capbadge

So what: Significant improvement. Resources unsustainable.

slide58
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

History (Adjutant’s report 1988)
ms nuances
MS Nuances
  • Could
  • Should
  • Must
ms nuances example 1
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
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
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 nuances1
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 merit
Order of Merit

Helpful:

‘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
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
Summary
  • Objectives – make your organisation better
  • MPARs – make your people better
  • ARs – make the Army better
  • 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
slide70
HE IS A RESPECTED MEMBER OF THE WOs & SGTs MESS

- THIS IS A TEMPORARY LAPSE.

He has had a very erotic year and

this has reflected in the general

standard of his performance.

“I have not recommended him

for promotion because, if I did,

he might get it.”

“He has been burdened with a Troop Leader who was dim, energetic, decisive, stubborn and consequently dangerous.”

“I can best explain his grading of

“Outstanding” by saying that he is,

in so many ways, the image of myself.”

“He has, however, been rather slow

to come to the front and expose himself.”

He has performed his duties well

- especially rodent control where

he comes into contact with all ranks.

He has done well here and

has been fortunate enough

to indulge his wife.

“.... He competed in a 125km charity race, which required considerable planning for each leg”

ms s advice
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
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
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
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