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?