Find’em & Keep’em A Different Navy

A Different Navy

More demands– GWOT Support Assignments– Language, Regional Expertise and

Culture– Navy Expeditionary Combat Enterprise

(NECE) Wide range of missions

– Theater Air and Missile Defense– Riverine Operations– Theater Security Cooperation– Multi-dimensional warfare scenarios in

politically sensitive regions– Humanitarian Assistance/Disaster

Relief

Not a smaller Navy… …a different Navy

More Missions, More Varied, More Demanding

Composed of Different Generations

BoomersBoomers Generation XGeneration X MillennialsMillennials

IdealisticChampions of social causes; seek to change their world

IndividualisticNon-conformists; 63% aspire to be different than other people

Self-Completing61% feel they need to know themselves better

AcquisitiveOften believe the more they give away or let get away, the less special they are

Media ConsumptionPassive

CynicalShaped by divorce, recession, commercial hype, & morally suspicious social leaders

Independent/PragmaticTake it upon themselves to plan, analyze and make solid decisions-always hedging

Entrepreneurial57% take what they can get in life

DiverseSocial choices reflect consumption pattern

Media ConsumptionSelective

OptimisticProducts of their close relationships with parents and extended families

InterdependentRecord number choosing to join large institutions and government agencies in search of team work and protection against risk.

Balanced#1 goal: balance personal & professional life.

Sense of UrgencyWant responsibility quickly, need short-term goals

Media ConsumptionMulti-source

2% of Navy

2% of Navy

55% of Navy

55% of Navy

43% of Navy

43% of Navy

“It’s not just a job. It’s an adventure!” “Accelerate your life!”“Go with the Bold Ones!”

The Battle for Talent

Navy requires the talent necessary to deliver future combat capabilities.– Future force structure requiring more technical skills

– Increased foreign language and cultural knowledge

– Increased flexibility

Navy will not be able to recruit or retain the talent required without changing policies and culture.– 75% of Fortune 500 companies report a chronic “talent shortage”

– Millennial Generation seeks to incorporate balance throughout life vs. settling at the end of their career

70% of all workers in 2008 will be minorities or women

Todays Talent Has More Leverage

Why is the Navy concerned? Unemployment is down and labor markets are tightening For every two Baby Boomers exiting the workforce, there is

only one Generation X or Millennial to fill their jobs Navy has to compete to both recruit and retain talent

– No mid-level hiring capabilities Women growing as a large portion of skilled workers

– Women constitute 58% of college graduates– Women earn 45% of all professional and graduate degrees

Number of women with graduate & professional degrees is projected to grow by 16% in the next decade vs. 1.3% for men

Retaining Millennials & Women is Critical to Winning the Battle for Talent

Retaining Millennials & Women is Critical to Winning the Battle for Talent

Focus To Win the Battle for Talent

Retention is a key for concern – particularly among the Millennial Generation and women:– Life/Work Balance a key issue for both men and

women Key to success is flexibility and a menu of

options:– A mix of financial and intrinsic incentives

We are in competition with the private sector who has greater flexibility in designing/implementing programs

A cultural shift toward more flexibility overall is required

Life Work Integration of the Past

TFLW Mission and Vision

Examine initiatives Navy can influence through policy

change

Identify efforts that require DoD/Congressional approval

for engagement

Solicit feedback from the Fleet on needed changes

Need More Flexibility & Options

Different Demographic Groups Want Different Retention IncentivesDifferent Demographic Groups Want Different Retention Incentives

Officer Men Officer Women

Choice of Assignment Choice of Location

Increase in Base Pay Sabbatical Options

Bonus Money Flexible Work Hours

Geographic Stability Pregnancy Leave/Deferment

Enlisted Men Enlisted Women

Choice of Assignment Choice of Assignment

Education Opportunities Geographic Stability

Geographic Stability Flexible Work Hours

Flexible Work Hours Childcare Stipend/Priority

The Problem

Low retention for SWOs…especially women– Retention for SWO men = 38%– SWO women = 17% – Women represent 25% of SWO accessions– Negative impacts in Surface Force

• Lack of diversity• Impact on Department Head numbers

SWOCP has not solved the problem Numerous studies have been conducted (NPS,

CNA, SWO JO Surveys, etc.)…similar findings

SWO Resignations…the Key Factors

Work-life imbalance– Operating schedule uncertainties; long hours;

inflexibility– Family considerations (lack of)

Low morale, poor leadership, and pervasive negative culture in the SWO Community

The “push” to leave is from Surface Warfare, not the Navy

Common “Success” Traits in SWO Women

Enjoy and seek out the challenge of SWO leadership positions and decision making responsibilities

Have the same “passion for their work” as most career professionals do– They enjoy military camaraderie, leading Sailors, and driving

ships

I love being at sea. There is a freedom that’s unbelievable! (LT)

They have the “warrior ethos” (JO Detailer)

“Success” Traits (Continued)

Flexible and adaptable in career progression

Tough and thick-skinned

Have mentors who support and influence them– Women have both men and women mentors

– Mentoring is critical in the first DIVO tour

– Many Department Heads too busy to mentor…or lack the skills

Assertive…in all aspects of the SWO’s dutiesThe women I’ve seen who were not successful were too soft—they weren’t assertive enough on the bridge. (LT)

SWO Women = A True Minority

They are “under a microscope”…regardless of the job or seniority

Poor performance may be generalized to all women SWOs Many feel that they are isolated by the lack of a “critical mass”

of other women on board ships Some men SWOs, while well-intentioned, are uncomfortable

leading women…and that impacts performance and morale– Communications, berthing, and liberty issues can

marginalize women Women do not want preferential/different treatment Women-specific logistics, e.g., health issues, uniforms, etc.

reinforce the “women are different” viewpoint

The Family Piece

Women SWOs want to “Have it all” (career + family) but they don’t know if they can do it

They value their careers … and may or do want to have a family … but don’t see how they can do both well

I don’t even have time to meet someone, much less marry and start a family (LT)

Many perceive that Navy is not family-friendly to women– Leadership attitudes (“She wants to have babies”)– Inadequate child care support– Inconsistent messages about geographic stability for

certain periods of time

The Family Piece (Continued)

Most women carry a disproportionate burden of family care; trailing male spouses are exception

What are the chances of that for me? (LT)

Lack information about how women SWOs have done both … and succeeded– No senior role models because two generations of SWO women

• Most senior women don’t have children (only 5 of 82 are parents)

– They were the “trail blazers” but my peers don’t want to trail blaze at the expense of families. (LT)

– Lack of connectivity with peers who have families• Of 439, 157 are married and 40 have at least one child

– I’ve never met a woman officer who was successful and had a child. I want to see one. (LT)

They feel that they must choose between family and career … is that compatible with our retention goal?

Other “Push” Factors

Negative and insensitive leadership = poor command climate– Classic example … “Stay until the XO goes home!”

Operating schedule uncertainties …little or no ability to plan family activities

Work hours on shore tours … many find it harder to be home than when underway

General lack of downtime Individual Augmentee assignments … no real

shore duty– Concerns with 4-year window in new career path– It may be a small percentage who go, but 100% are

watching

CNP Charting a Course for Action

LO

W I

MP

AC

T

LOW COMPLEXITY HIGH COMPLEXITY

HIG

H I

MP

AC

T

SabbaticalSabbatical

TeleworkTelework

Pregnancy Instruction

Pregnancy Instruction

Geographic Stability

Geographic Stability

Off-On RampOff-On Ramp

Flex Hour Schedule

Flex Hour Schedule

Part Time Pay for Part Time

Work

Part Time Pay for Part Time

Work

Paternity Leave

Paternity Leave

Incentive Bidding

Incentive Bidding

CompleteComplete

Life Coach PilotLife Coach Pilot

Reenlistment Basket Leave

Reenlistment Basket Leave

Reinstate EEAPReinstate EEAP

In ProgressIn Progress ProposedProposed

Off Base Housing

Buy-Back

Off Base Housing

Buy-Back

Soliciting Feedback From the Fleet

EducationMatch Navy qualifications to civilian certifications

Reinstate EEAP

Tuition Assistance

- Last year of service authorized

- Erase 16 credit hr limit per year

Recognize Education with pay scale

FinancialAuthorize SRB for all rates

TSP Matching

Increase BAH / COLA for San Diego

PCS Off-Base Housing Buy Back

Raise base pay of enlisted

First Term Re-enlistment Basket Leave

Pay/bonus for completing extra deployments

Quality of WorkRevise evaluation process

Respect/recognition from senior leadership

Revise HYT policy for continued service

Better technology & training for juniors

Provide more advancement opportunities

Train leadership on balance & flexibility

Too many shore billets have disappeared

Quality of LifeDaycare

- Availability (hours and size)

- Childcare Stipend

Geographic Stability

Flexible Work Hours / Telecommuting

Paternity Leave

Extended Maternity Leave

23.6%

21.6%43.3%

11.6%

A Changing Navy

CounterinsurgencyStability Ops

Consequence Management

HomelandDefense

War on Terror /Irregular Warfare

ConventionalCampaigns

Interdiction

Foreign Internal Defense (FID)

Major Combat / Strike, Stability Ops

ReconstructionCons. Management

Regional Regional DeterrenceDeterrence

Train & Equip

Transnational Transnational DeterrenceDeterrence

Information Ops

Information Ops

Active Partnering &

Tailored Shaping

WMD Elimination

Active Partnering &

Tailored Shaping

Forward Presence

Global Global DeterrenceDeterrence

Steady-State Surge

Active Partnering withUSG Agencies

Frequency Number Scale / Intensity Concurrency

Duration Policy Environment Partner Capabilities

Variables:

Globalization

More needs to be done….You can help!

Backup

Backup

Women in the SWO Community

Women in the SWO Community: Is the Navy Losing in the Competition for Career Professionals?

Alice M. CrawfordGail F. ThomasStephen L. MehayNaval Postgraduate School

William R. BowmanUnited States Naval Academy

Sponsor: Chief of Naval Personnel, N1

Competing Priorities: Life/Work Balance

45%

32%

29%

24%

23%

9%

7%

3%

0% 10% 20% 30% 40% 50%

Children

Spouse

Career NotSatisfying

Eldercare

Felt Stalled inCareer

Health

Degree/Training

Change in Careers

WHY DO PEOPLE LEAVE?

Data Collection Process

Quantitative data from multiple sources Interviews with 13 senior SWO women

– 8 of 11 women in command (past or present)– 5 of 9 selected for slated to command

Focus groups/interviews with 44 women who opted for SWO Continuation Pay (SWOCP)

Focus groups/interviews with:– 15 male SWOs– Junior Officer Detailers, Senior Detailer– SWO Community Manager– Chaplain (serving Fleet units)

IRR Survey