SO2 Officer Career Development / Future Plans

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

2. 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.

3. Employees (our people) Career Management (CM) Employer (Chain of Command - 1st & 2nd RO) Career Managers The MS Triumvirate

4. 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

5. 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

6. 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?

7. Career Management Delivery across Defence APC Response CM Secretariat & ACA&I Other Outputs (eg FOI/DPA) Army Career Management Army Personnel Centre

8. 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

9. 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

10. Vital Ground Trustin a fair, timely, responsive and accountable Career Management system

11. Career Management Policy • The Approach • 5 Work Strands – CM Policy • Project 21

12. Precedent • Assured Compliant Objective Considerate Flexible Merit Based Evidence Based Shared Responsibility Open & Transparent The Approach CM Enduring Principles CM Policy Context TRUST

13. Career Management Delivery across Defence CONOPS CM Secretariat & ACA&I Manning Promotion Career Development Succession Planning Other Outputs (eg FOI/DPA) Army Career Management Army Personnel Centre

14. CM Policy Work Strands • Shared Career Management • Process Improvement • Management of Information • Training & Education • Assurance • Talent Management

15. CM Policy Work Strands • Shared Career Management • Process Improvement • Management of Information • Training & Education • Assurance

16. CM Policy Work Strands • Shared Career Management • Process Improvement • Combined Boarding • RCMO Training • Review of Army Appraisal • Management of Information • Training & Education • Assurance

17. CM Policy Work Strands • Shared Career Management • Process Improvement • Management of Information • Appraisal Tracking • Hierarchy of Doctrine • Training & Education • Assurance

18. CM Policy Work Strands • Shared Career Management • Process Improvement • Management of Information • Training & Education • RCMO Training • Adjt Training • HR Training Package • Assurance

19. CM Policy Work Strands • Shared Career Management • Process Improvement • Management of Information • Training & Education • Assurance

20. 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?

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

22. CM (Ops) Overview

23. 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

24. 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

25. Appraisal Reports Delivered to you as Employees, Employers and Career Managers

26. 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

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

28. 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

29. 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

30. 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

31. 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

32. MPAR

33. MPAR

34. MPAR

35. 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

36. 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

37. 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

38. 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

39. 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.

40. 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

41. OPGs

42. AR OPGs • Over-grading – The Facts:

43. Promotion Flow Rate: OF3-OF6

44. 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

45. 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

46. Promotion 1Up

47. 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

48. 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

49. 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

50. 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”