Publication:Sea Talk Spring 2006/The first step to structural renewal

By LCDR Anne Faulconbridge

The Sea Change Workforce Renewal Project announced in July seeks to develop a sustainable future navy workforce capable of meeting both Navy's requirements and the needs of the workforce.

The first step to be taken in meeting challenge is to undertake a 'whole ship' occupational analysis (OA).

To start the OA we need to analyse existing categories, primary qualifications (PQs) and scheme of complement structures (what we are currently doing). This analysis will allow us to determine how we are achieving our core navy functions (how we currently do it). By knowing what we do and how we do it we have a good baseline which can be used to look at how we might do it in the future and thus determine navy's future workforce requirements.

LSMT David Dyer checks that a sample of aviation fuel is 'clean and bright' in HMAS Manoora's test lab. Pic by ABPH Paul Berry

For example: if we look at a ship we can identify a small number of core functions such as float, fight, move and fix. In turn these core functions can be progressively broken down into more specific functions. The final detailed breakdown will provide all the necessary activities or functions that are required to be performed on a ship if it is to perform it role and meet capability requirements. The product of this breaking down of core functions is called a 'task inventory'.

Some work of this nature has already been undertaken for certain specific individual categories and PQs however this has been done in relative isolation and for specific category or branch reasons. By capturing this good work and gathering more data we can develop a single, coherent navy 'task inventory' (what tasks we need to do on our ships and how we currently do it).

At the same time we also need to be able to determine those functions that are performed ashore - both within the navy group and in other groups. This will allow the identification of those functions absolutely necessary to support the fleet and other operational units. This bottom line is called the 'irreducible minimum'.

Also needed is a degree of flexibility so that the 'unknown' factor can be considered. Meeting fluctuating government demands for capability results in a 'necessary overhead' to be applied to cover contingencies etc.

ABCK Vicky Vandeberg whips up some hamburgers for lunch on board HMAS Manoora. Pic by ABPH Paul Berry

So by identifying the personnel and skill requirements needed to meet the tasks (or functions) identified in the 'task inventory', the 'irreducible minimum' and the 'necessary overhead' navy will be in a position to understand the true workforce need (demand). Determining the best means of meeting these requirements (i.e. generating a supporting workforce) can then be undertaken. Inevitably there will be a requirement for compromise and this could involve adjustment to some or all categories and PQs.

So how will the OA involve you?

Subject matter expert focus groups made up of representatives from all categories and PQs, facilitated by OA specialists, are currently generating a 'task inventory'. This 'task inventory' is scheduled for completion in September 2006. This task inventory will allow the development of a survey which is to be completed by the end of November 2006. The survey will take about an hour to complete and all personnel posted to all ships will be required to complete it.

All ships are to be included so that a full snapshot of all operational situations will be reflected in the data gained. By making all ships complete the survey we can capture all phases of a ships life cycle: operations, deployed; refit etc.

Expected results

The results of the occupational analysis will enable the following types of workforce questions to be answered (this is just a short selection from the range of possible questions):

• Is the skill mix correct by required ship-type/evolution/function/activity?
• How can the workforce be reshaped to ensure most PQs/categories are employed at, or close to, 100 per cent of their core skill-set?
• If the same or similar functions are done by more than one existing category/PQ, how could the work be 're-distributed' into one or more new/modified category/PQ structures?
• How can the timing and content of training be better matched to when the skills are actually required?
• What skill-sets are being used that are not part of a category/PQ that could form the basis of a new category/PQ?
• How can career paths be better defined and developed to assist people to manage their own progression? and
• If non-category/PQ work is largely reassigned to other workforce groups, what is the impact on the need for existing categories/PQs in their current form?

How you can find out more

Once again, SCIMARS is serving us well as a means of keeping you informed about the Sea Change program. SCIMARS will be updated as the OA project is progressed and can be found at [scimars/index.asp].