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MOD UK Logistics Skills Strategy
DoD Logistics Executive Steering Group Meeting Jan 09
Objectives
To Share:
• How the UK is organising to develop and strengthen Logistics Skills.
• Highlight Parallels with US Strategy
• Identify Challenges and Lessons learnt
• UK future focus
UK MOD Logistics Workforce Demographics
MoD Skills Strategy MoD Skills Strategy MoD Skills Strategy
Total Personnel: 304,000
MoD Skills Strategy
Civilian 77,500 Armed Forces 226,500
Core MoD
66,000
RFA & Trading Funds 11,500
Regular Armed Forces 185,500
Volunteer Reserve Forces
41,000
Navy 38,300
RAF 43,200
Non
Industrial
54,200
Industrial
11,800
25% 75%
80%
20% 85% 15%
18% 82% 56% 21% 23%
Army 104,000
UK MOD Logistics Workforce Demographics
Total Logistics Workforce: 34,355
10000
410016040
4215
Civilian
Maritime
Land
Air
Structure – MOD Skills Strategy
Civilian Workforce Strategy
Civilian Workforce Strategy
Skills Strategy for
Central Government
Skills Strategy for
Central Government
MoD Skills StrategyMoD Skills Strategy
Defence Vision
Defence Vision
Service Personnel Plan
Service Personnel Plan
Defence Industrial Strategy
Defence Industrial Strategy
Leitch
Review
Leitch
Review
Capability Review
Capability Review
External Requirements
Internal Enablers & Requirements
Business Improvement Strategy (tba)
Business Improvement Strategy (tba)
MOD Skills Strategy - Context
Challenges• Military systems very different to civilian and different from each
other• Information and requirements drawn from a number of sources• Changing business environment (CfA, CLS etc.)
Requirements• More systematic approach • Need for better data • Better link to future business planning
Approach – MOD Skills Strategy
MOD Skills Strategy - Goal 1 – Know the Workforce
The MoD knows the workforce; the skills it has
and the skills it requires now and in the future
Goal
Goal
SK ILLS STRATEGY
Goal
2
3
Goal
1 4
Goal
5 …Provide a Baseline
Key Roles & Responsibilities of Logistics Skills Champion
– Taking strategic overview of business critical issues within ‘Job Family’
– Advising on major trends and issues – Pan-Defence coherence of individual Def Logs T&E– Trg Reqts Auth (TRA) for Joint Individual Logs T&E – Enhancing professionalism– Shape and influence interventions– Development of Career Paths
Logistics Job Family and Job Code Structure
16 Civilian Job Codes – each with a Job Code Sponsor = Workforce Category Functional Proponent?
Eng and Tech Support Port OperationsILS Platform SupportConfiguration Management Afloat SupportLogs Trades Salvage and MarineSC Mgt and Policy Storage and WarehousingInv Mgt Postal and CourierInv Planning Transport & MovementMat Accounting Driving
Logistics Population by Job Code
811171
390
1077
80
113
578
3628
32
1718
79
96
339
40
701280
303
Configuration Management
Engineering & Tech Support
Integrated Logistics Support
Inventory Management
Inventory Planning
Material Accounting
Supply Chain Mgmt & Policy
Storekeeping & Warehousing
Afloat Support Group
Driving
Platform Support Group
Port Operations
Postal & Courier
Salvage & Marine Operations
Transport & Movement
Logistics (Trades)
Logistics ManagementData provided from HRMS.
Job Code Sponsors
Roles and Responsibilities• Similar to Skills Champion but for smaller community• Advises skills Champion• Workforce planning• Skills/competencies – identify, define and maintain• Intervention sponsorship/design
Who• Senior Subject Matter Expert – appointed by Skills Champion
Issues• Too many job codes• No/few dedicated resources• Does not align with military career sub fields
Management Information - Skills
HRMS – for civilians
Records:
Accomplishments
Post profile
Personal profile
Personal Training and Development Plan
JPA – for all military
Records:
Job specification
Courses needed
Enhancement planned to include skills MI similar to that available in HRMS
Know the Workforce – Management Information
Issues• Haven’t yet got common system/approach• Completeness and accuracy of data • Management reports need to be improved
Action being Taken• IT changes being made • Processes being reviewed to incorporate recording of data• Management reports being improved
Goal 2 – Build Skills Management Capability
MoD builds the capability to manage skills and measure outcomes
effectively across the military and civilian community
…Provide capability
Goal
Goal
SK ILLS STRATEGY
Goal
2
3
Goal
1 4
Goal
5
Single Skills Framework - Provides reference for recording competencies and accomplishments
Comprises• Core competences• Functional Competences
– JCS advise upon and develop competency sets– Reflect National Occupational standards wherever possible – Supported by Training and Education– Avoid duplication
• Accomplishments (quals. License, memberships, languages)• MOD Values
Issues • Changes to competence sets • Assessing proficiency levels• Not yet complete for each job code• Effective management reports
Goal 3 – Accessible Development Opportunities
MoD individuals, teams & organisations have access to effective,
efficient learning & development support to meet their operational &
business needs
…Provide capability
Goal
Goal
SK ILLS STRATEGY
Goal
2
3
Goal
1 4
Goal
5
Logistics Training and Education
Non-specialist Training – Awareness• Induction• Key Logistics Messages
Logistics Specialist Training and Education• Single Service Logistics Courses – core professional knowledge• Specific role related functional training
Joint Training and Education for Logisticians• Training Reqts Auth• Common content on Single Service Courses
Professional Education and Development• Modular Masters• Secondment
Logistics Training and Education
Issues • Scale/no. of existing courses• Defining totality of Training and Education requirement• Incorporating new requirements quickly (DSAT)• Influencing content of Single Service Courses• Developing joint/approach • Breadth as well as depth• Evaluation
Opportunities• Defence Training Review • Blended Learning• Skills Champion role • Evaluation• DSAT
Goal 4 – Rationalise Workforce Planning Activity
MoD adopts a coherent & efficient approach to future workforce & skills planning
…Provide alignment
Goal
Goal
SK ILLS STRATEGY
Goal
2
3
Goal
1 4
Goal
5
Workforce Planning
Aims to enable:
Better workforce and skills planning
Better alignment to business needs
Military have established manpower planning systems
Pilot workforce planning for civilian staff
Nos.
Grade
Skills
Business requirements and priorities
Goal 5 – Working Across Government
MoD develops a “joined up” relationship with other government departments, relevant skills-related Agencies and
professional bodies to the mutual benefit of Defence & government skills policy
aims
…Provide alignment
Goal
Goal
SK ILLS STRATEGY
Goal
2
3
Goal
1 4
Goal
5
Working Across Government
To Enable:• Increased Access to best practice• More Effective response to Government skills policy• Improved skills and career prospects across Government for all MOD staff
Activities:• Joint approaches with Industry• Joint approaches with Other Government Depts• Contribute to National ‘Upskilling’• Partnership with Trades Unions
Governance
Skills Champion Interfaces
Skills ChampionsJob Families
Business Areas HR Business Partners
&
Functional Heads & Advisors within the business
HR CUSTOMER BOARD
DEFENCE MANAGEMENT BOARD
Heads of Profession
Professional Groups
Corporate HR
PERSONNEL DIRECTOR
Skills ChampionsJob Families
Business Areas HR Business Partners
&
Functional Heads & Advisors within the business
HR CUSTOMER BOARD
DEFENCE BOARD
Heads of Profession
Professional Groups
Corporate HR
PERSONNEL DIRECTOR
Governance
Lessons Learnt
What has worked well:• Clear vision
Senior level recognition of need to upskill• Systematic approach in place
Practical concept and high level processes Skills Champion Role
Clear governance structure Job Code Sponsors/Functional Proponent - practical
Single Skills Framework/competencies – based on NOS• Joint working with industry and others• DSAT –brings discipline
What might have been better:• Earlier establishment of principles for SSF incl. assessing proficiency levels• Clearer understanding of MI needs at outset
Future Focus
Improved Coherence
Developing competency structure – gaps and pan-Defence alignment
E2E reviews of existing training
DTR rationalisation and coherence
Improvements in MI
System changes
Development of Reports
Closed loop systems for completing information
Workforce planning pilots
Simplification of Job Code structure
Communications
Promotion of individual and business benefits
Promotion of opportunities
Career path
Future Focus
Culture
Joint Service Publication – policy/processes
Common policies e.g. to education and development
Update course content (to reflect new skills reqts) & align to academic qualifications
Exploit Skills Champion role
Processes
Ongoing joint working with industry and others
Prioritised Evaluation
Review of executive education
Funding and resources
Maintain investment
Questions?