A Leaky Sieve: Retention in the ADF

[Quirky]

The entire system as a whole, including (especially including) their supervisors are responsible for doing so.

Easier said than done when their supervisors have a supervisor, all the way up.

Supervisors are sick of the shit just like everyone else.

 

[stoker dave]

At least the money makes it worth it. The CAF has major issues with recruiting and retention that’s already been discussed over and over. There isn’t enough motivation and leadership noises from the lower levels to make any sort of difference. If people are truly unhappy with their careers it’s the individual responsibility to fix, no town halls or speeches will fix it. No one should be holding their breath for any pay increase or change in posting policy to make the CAF more attractive, I know I’m not.

As someone who works in an industry not substantially different than DND (I am typically involved in very complex and difficult engineering and construction projects), I would suggest that people in DND are generally well paid for what they do. While hourly pay rates may be a bit lower, my experience suggests that those in uniform generally have shorter hours, less responsibility** and enjoy greater benefits (vacation, training, health care, pensions, job security) than available in the private sector.

By "less responsibility" I mean no direct career or salary consequences tied to project performance. In industry if you fail to execute all your responsibilities, termination or transfer to some lesser job is almost certain. Further, folks in DND have no responsibility for aspects such as business development, client relations, etc. People in industry who sour relationships with key government staff are often demoted.

I acknowledge I am painting with a very large brush and of course there are exceptions.

One of my favourite anecdotes was the senior DND guy who, in the midst of a crucial project meeting with many staff from industry, abruptly ended the meeting at 2:55 pm. Why? It was time for him to go home. All the industry folks were incredulous.

 

[Fabius]

Leadership: The art of influencing human behavior in order to accomplish a task in the manner desired by the leader. I must have slept through the part on CLC where motivating troops wasn't part of that. I mean, it's entirely possible, I slept through a lot of it, but that doesn't ring any bells for me.

Is it possible to accept that the above definition of leadership is true while also accepting that personnel who have volunteered to join the CAF and their trade and who are considered by the CAF to be professionals in the profession of arms; should exhibit a dedication to their craft and a desire to become better at their trade and soldiering in general, without the same level of explicit motivation by higher level commanders as let’s say a conscripted force?

 

[Kat Stevens]

Is it possible to accept that the above definition of leadership is true while also accepting that personnel who have volunteered to join the CAF and their trade and who are considered by the CAF to be professionals in the profession of arms; should exhibit a dedication to their craft and a desire to become better at their trade and soldiering in general, without the same level of explicit motivation by higher level commanders as let’s say a conscripted force?

I'm not sure why. A shit job is a shit job and nobody wants to do them, so it's up to leaders to influence their behavior in order to do so. Nobody enjoys being number X rifleman Team Charlie who has to assault the trench, at least nobody with their head bolts torqued to spec, they need motivation. Soldiers are soldiers whether voluntary or less than voluntary and left to their own devices would rather not. I may be wrong, but I served with lots of lazy volunteers and was quite capable of being one myself once in a while, requiring the odd rocket up the arse.

 

[Fabius]

Combat I can agree with. Garrison I am not 100% convinced.
Should a leader have to motivate a professional soldier to want to go to the field to learn their craft better? I accept that we often do have to very often but if you have volunteered to be a professional soldier and go to the MIR before every exercise is that what we expect of a professional?
There must be some level of personal professional accountability I would suggest.

 

[Kat Stevens]

Combat I can agree with. Garrison I am not 100% convinced.
Should a leader have to motivate a professional soldier to want to go to the field to learn their craft better? I accept that we often do have to very often but if you have volunteered to be a professional soldier and go to the MIR before every exercise is that what we expect of a professional?
There must be some level of personal professional accountability I would suggest.

Should he HAVE to? No. Should he anyway? My answer would be fuckin’ aye right he should. 33% of the people you meet on a daily basis are below average, and that includes persons inclined to accept the Kings Shilling. It gladdens my heart and gives me hope that you’ve never been exposed them.

 

[Ping Monkey]

ADF members may be in line for bonus payments as part of DSR - APDR

Australian Defence Force (ADF) personnel could be eligible for a $50,000 bonus payment for ongoing service, as part of the Australian government’s commitment to investing in the growth and retention of a highly-skilled Defence workforce.

asiapacificdefencereporter.com

Australian Defence Force (ADF) personnel could be eligible for a $50,000 bonus payment for ongoing service, as part of the Australian government’s commitment to investing in the growth and retention of a highly-skilled Defence workforce. One of the six immediate priority areas identified in response to the Defence Strategic Review is the need to both grow and retain ADF personnel.

... Near the completion of their initial contract members could be eligible for a $50,000 bonus payment if they serve another three years.

Cue the Oprah giveaway gifs.

 

[Colin Parkinson]

One of my favourite anecdotes was the senior DND guy who, in the midst of a crucial project meeting with many staff from industry, abruptly ended the meeting at 2:55 pm. Why? It was time for him to go home. All the industry folks were incredulous.

Mind you. I did that once. We were in a meeting downtown. A few days before the management of DFO had said "No overtime authorized" DFO management in general were real pricks and they had brow beated much of their staff into working OT for free. So I got up, apologised for leaving and stated that no OT was authorized and the meeting was running late and that they had questions they should take it up with our management.

Now if I was out in the field and the proponent had gone to great lengths to accommodate us, I would not do that and just try to claim it.

 

[dimsum]

ADF members may be in line for bonus payments as part of DSR - APDR

Australian Defence Force (ADF) personnel could be eligible for a $50,000 bonus payment for ongoing service, as part of the Australian government’s commitment to investing in the growth and retention of a highly-skilled Defence workforce.

asiapacificdefencereporter.com

Cue the Oprah giveaway gifs.

The Continuation Bonus is expected to benefit approximately 3,400 ADF personnel in the first three years of the scheme. The bonus will be implemented from 2024 and reviewed after two years to ensure it is contributing to increased retention rates.

Is it just me or does 3400 people in 3 years (so just over 1100 per year) coming up to end of their contract seem low? Does it mean only some trades are given this bonus?

 

[dapaterson]

Is it just me or does 3400 people in 3 years (so just over 1100 per year) coming up to end of their contract seem low? Does it mean only some trades are given this bonus?

Certainly sounds that way - or maybe it's targeted only at certain exit points, and certain trades. High applicant and low training cost trades maybe not.

 

[dimsum]

Reddit - Dive into anything

www.reddit.com

To add, these aren’t really “1 for 1” - adding a brand new recruit doesn’t really help when the people leaving are generally trained (probably mid-career) folks.

 

[daftandbarmy]

Good money after bad, it sounds like, given the continuing (lack of) numbers crisis...

Retention in the Australian Defence Force​

Scale of the retention challenge

The Department of Defence’s (Defence) plan to grow its military and civilian permanent workforce to over 101,000 by 2040 is an ambitious undertaking. Defence’s March 2023 submission to the Joint Standing Committee on Foreign Affairs, Defence and Trade (JSCFADT) states that the Australian Defence Force (ADF) is operating at 3,300 below its Average Funded Strength. The current planned ADF workforce in 2023–24 is 59,673. Additionally, planned recruiting levels and entrants into the permanent ADF are failing to offset outflows, which last year reached around 6,600 separations. The shortfall is greatest across the ADF’s middle ranks. Army reported a separation rate of 13.2% in 2021–22, with the rates for Navy and Air Force hovering under 10%.

In a more contested and dynamic strategic environment, an effective retention strategy will be as critical as procuring any other capability for the ADF. Workforce challenges are intrinsically linked to the future force the Defence strategic review (DSR) seeks to deliver. Without the required number of personnel to support high-profile new capabilities, the ADF will struggle to deliver the outcomes the DSR advocates. It is therefore important that Defence creates ‘a compelling employee value proposition to attract and retain existing personnel’. Restructuring a defence force that is ‘fit for purpose’ requires investment in recruitment and retention strategies across the maritime, land, air, space and cyber domains. Defence has established a Tiger Team to drive this work.

Notable retention measures

The evolving strategic landscape underscores the sense of urgency the government brings to this issue, but the retention of military personnel is not a new challenge. Retention bonuses have often been used by Defence to address specific workforce issues. This includes bonuses for select reservists, which offer an incentive to help fill gaps in capability. Retention bonuses were introduced for Army and Navy in 2006 and for specialist categories in Air Force in 2022, with numerous others created for specialists across the services. In July 2008, Defence credited retention bonuses as a short-term strategy that helped support a reduction in ADF separations, which, at 9.9%, was at its lowest in almost a decade.

Retention in the Australian Defence Force

Scale of the retention challenge The Department of Defence’s (Defence) plan to grow its military and civilian permanent workforce to over 101,000 by 2040 is an ambitious undertaking. Defence’s March 2023 submission to the Joint Standing Committee on Foreign Affairs, D

www.aph.gov.au

 

[dimsum]

Good money after bad, it sounds like, given the continuing (lack of) numbers crisis...

Retention in the Australian Defence Force​

Scale of the retention challenge

The Department of Defence’s (Defence) plan to grow its military and civilian permanent workforce to over 101,000 by 2040 is an ambitious undertaking. Defence’s March 2023 submission to the Joint Standing Committee on Foreign Affairs, Defence and Trade (JSCFADT) states that the Australian Defence Force (ADF) is operating at 3,300 below its Average Funded Strength. The current planned ADF workforce in 2023–24 is 59,673. Additionally, planned recruiting levels and entrants into the permanent ADF are failing to offset outflows, which last year reached around 6,600 separations. The shortfall is greatest across the ADF’s middle ranks. Army reported a separation rate of 13.2% in 2021–22, with the rates for Navy and Air Force hovering under 10%.

In a more contested and dynamic strategic environment, an effective retention strategy will be as critical as procuring any other capability for the ADF. Workforce challenges are intrinsically linked to the future force the Defence strategic review (DSR) seeks to deliver. Without the required number of personnel to support high-profile new capabilities, the ADF will struggle to deliver the outcomes the DSR advocates. It is therefore important that Defence creates ‘a compelling employee value proposition to attract and retain existing personnel’. Restructuring a defence force that is ‘fit for purpose’ requires investment in recruitment and retention strategies across the maritime, land, air, space and cyber domains. Defence has established a Tiger Team to drive this work.

Notable retention measures

The evolving strategic landscape underscores the sense of urgency the government brings to this issue, but the retention of military personnel is not a new challenge. Retention bonuses have often been used by Defence to address specific workforce issues. This includes bonuses for select reservists, which offer an incentive to help fill gaps in capability. Retention bonuses were introduced for Army and Navy in 2006 and for specialist categories in Air Force in 2022, with numerous others created for specialists across the services. In July 2008, Defence credited retention bonuses as a short-term strategy that helped support a reduction in ADF separations, which, at 9.9%, was at its lowest in almost a decade.

Retention in the Australian Defence Force

Scale of the retention challenge The Department of Defence’s (Defence) plan to grow its military and civilian permanent workforce to over 101,000 by 2040 is an ambitious undertaking. Defence’s March 2023 submission to the Joint Standing Committee on Foreign Affairs, D

www.aph.gov.au

“Throwing money at the problem” is pretty much the ADF’s MO, for good or bad.

 

[Infanteer]

Need to without the ultimate hook, a pension.

 

[dimsum]

Need to without the ultimate hook, a pension.

Yup. There is also a thread about that in the sub.

Reddit - Dive into anything

www.reddit.com

 

[dimsum]

HMAS Anzac pulled from active status due to lack of crew.

https://archive.li/B0iIx#selection-253.5-253.67

 

[Oldgateboatdriver]

Yep! Try that one in Canada and see what happens.

 

[dapaterson]

Yep! Try that one in Canada and see what happens.

The CAF is incompetent at managing itself, but skilled at blackmailing politicians to prevent needed change.

 

[Eaglelord17]

Yep! Try that one in Canada and see what happens.

Basically the situation we are in, only difference is we are just rotating a ever decreasing amount of people between the hulls. The Australians are just willing to admit it.

 

[Navy_Pete]

We've actually parked a few ships now but still could park more if we wanted to actually manage the ship crews properly. No idea where future AOPs or JSS crews are coming from.