Human Resource Management in the Defence Context

Dr Teri McConville

Human Resource Management• Human resource management … seeks to achieve

competitive advantage [operational effectiveness] through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personal techniques.

• (John Storey, 1995)

Views of HRM (1)• HARD HRM• Focus on using people to add value and achieve

organisational goals • Concentrates on quantitative, measurable criteria,

control and performance management. • Emphasises:

– The interests of management– The strategic approach.– Processes and performance management– The need for a strong corporate culture (through mission

and value statements; communications, training and performance management process.

Views of HRM (2)

• Soft HRM• Identifies employees as valued assets, a source of

advantage/capability through their commitment, adaptability and high quality of output.

• Emphasises– The need to gain commitment of employees– The interests of management and employees should

coincide– Integration and team work

The Standard Agenda• Employment Relations

– Contracts• Written• Unwritten

– Communications– Legal obligations of

employers and employees• People Planning &

Resourcing– Forecasting– Planning– Recruitment – Selection – Severance

• Performance & Reward Management– Appraisal systems– Pay structures and systems– Equity and motivation

• Training & Development – Career planning– Human resource

development – Training Needs Analysis– Training & educations

programmes– Succession Planning

Integrating Human ResourcesOrganisational Strategic Analysis & Planning

Human Resources Strategy

Human Resource Management Practice

HR Planning & Resourcing

EmploymentRelations

Performance Rewards

Development& Training

Organisational Outcomes (advantages)

Integration Flexibility Commitment Quality

EXPECTATIONS IN THE WORKPLACEManaging the Employment Relationship

Structure of the Employment Relationship

PoliticalParties

PoliticalParties

LocalGovernment

Local BusinessGroups

LocalLabourGroups

Employers’Associations

TradeUnions

EMPLOYER EMPLOYEE

GOVERNMENT

State Institutions

The Contract of

Employment

Security Sector Quirk

EMPLOYER EMPLOYEE

GOVERNMENT

State Institutions

The Contract of

Employment

Who looks after the employees’ interests?

Contracts & the Employment Relationship

Employment Contract• Written• Legally binding• Statement of terms and

conditions of the effort-reward bargain.

Psychological Contract• Unwritten• Morally binding• Perceptions of the

obligations implied in the employment relationship.

Security Sector QuirksSecurity Sector Quirks

• Concept of public service - the public service ethos

• Criteria relevant to the armed services - comparable terms and conditions in different service branches

• A strategic move away from business orientated models and theories

• The X factor: lives put at risk therefore there is a trust element.

• Military/police etc may need to be available 24/7

• Forces must grow their own:– Military want ‘young’

people - – Wide range of skills

needed – Competition with the

private sector

The Military Covenant

Valued by theNation

Valued by theService

Fair Treatment& Reward

Fighting Spirit

The Military Covenant

Able to feel thatmy job is worthwhile

Able to enjoymy life

My family & Iare secure(whatever

might happen) Fighting Spirit

MAINTAINING THE WORKFORCEPeople Resourcing

Teri McConville15

Directors

Senior Management

Regional Management

Middle Management

Supervisors

Junior employees

Development & upward mobility Lateral development, experience, flexibility, diversificationLateral mobility Job rotation, personal development, diversificationRecruitment Replacements, growth, business objectives, diversificationWastage Age structure, opportunities, diversification, new technology

Personnel flow

General Ranks

Senior Officers

Majors & Lt Cols

Captains

Lieutenants

Cadets

Recruitment

Wastage

Security Sector Quirk

SingleEntry Point

The Internal Labour Market

HR Planning Process

HR Planning17

12/04/23

BusinessStrategy

ForecastingDemand & Supply

HR Strategy(Resourcing)

HR PlanningResourcing; Flexibility

Retention; Development

ScenarioPlanning

Labour TurnoverAnalysis

Labour Market Analysis

The Labour Market

• Who do we want to recruit?• Age• Gender• (Ethnicity)• Skills• Experience

The future Sudanese security force?

recruitment and selectionStrategy

SelectionAttract

SuitableCandidates

JobAnalysis

Identify Vacancy

HR Planning

Induction

Factors in Labour Turnover• Push factors (most

common) - undesirable features of a individual’s job, so they start to search for alternatives.

• Pull factors = Attractive alternatives.

• Involuntary turnover an individual has not chosen to leave but has been required to do so by their employer (redundancy, dismissal.)

• Unavoidable turnover reasons that are beyond the control of the employer (retirement, sickness, or family circumstances.)

Royal Navy Personnel Intending to Leave

210

10

20

30

40

50

60

70

80

No Yes Already applied

Percent Chief Petty Officer

Petty Officer

(From Defence Analysis & Statistics Agency)

British Forces (Officers)

(From Defence Analysis & Statistics Agency)

DEVELOPING POTENTIALDeveloping the Human Resource

General Ranks

Senior Officers

Majors & Lt Cols

Captains

Lieutenants

Cadets

Recruitment

Wastage

Security Sector Quirk

SingleEntry Point

The Internal Labour Market

Alternatives To Training

• Selection• Work Re-allocation• Change Reward System• Re-design Of

Methods/Equipment• Change Organisation

Structure• Change Organisation

Culture

High costs of recruitment and selection

Recruitment: are there enough people with the requisite skills?

The pace of change makes it increasingly costly not to attend to organisational learning

‘Training & development’ is a vital component in managing employee relations

Most of these won’t work in defence

Systematic Training: The Training Cycle

Monitor & Evaluate

OrganisationalStrategy

HRM Strategy

Training & Development

Strategy

Analysis of Training Needs

Plan/DesignTraining

ProgrammesDeliverTraining

Programmes

FOR MOTIVATION & PERFORMANCEReward Management

All pay systems contain two elements that contradict each other:

Cooperation between worker and employer or manager is an essential for the employment relationship and is built up by the logic of financial gain for the worker.

Tensions and conflict are generated through the logic that makes the ‘buying’ of labour a reward for one group and a cost for the other.

Pay systems and conflict

This fundamental tension makes the employment relationship an unstable contract

Objectives of the reward system

Support the organisation’s strategy

Recruit qualified employeesRetain capable employees Ensure quality (internal and

external)Be sustainable (within

financial limitations)

Motivate employees to perform at the maximum

Strengthen the psychological contract

Promote good organisational citizenship

Comply with legal regulations

Be efficiently administered

Motivation: Process TheoriesExpectancy Theory:

Equity Theories:

Goal Theories:

Behaviour depends on the outcomes that an individual values and the expectation that a particular type of behaviour will lead to those outcomes

Behaviour is affected by different levels of reward for the same amount of effort

Behaviour is affected by goals which are determined by the individual’s values and wants

Reward Management

Economic Rewards

Social Relationships

Intrinsic Rewards

Overlap = Needs andExpectations in theworkplace

TYPES OF REWARD

Security-driven:

•

Lifetime jobs

• Corporate prestige

Tradition-driven:

•

Cost of living increases

• Perks

Employability-driven:

•

Training and development

• Personal career plans

Contribution-driven:

•

Performance-related pay

• Merit bonus

Individual-related

Money-related

Non-Moneyrelated

Group-related

HRM in Defence:The UK Approach

• Statement of vision, guidance and direction for armed services personnel areas.

• Aims to:– maintain services’

operational readiness– ensure that European

and other regulations are accommodated

Five areas of intention:• Cultivate• Obtain• Retain• Sustain• Remember

Armed Forces Overarching Personnel Strategy (AFOPS) (2000-3)

AFOPS Policies• Cultivate

– Youth Policy• Obtain

– Recruitment; Training; Reserve Forces

• Retain– Manpower Structures

Policy– Conditions of Service– Career Management– Pay, Allowances and

Charges– Complaints & Discipline

• Sustain– Health and Welfare – Living Accommodation– Pastoral Care; Sport &

Recreation – Families

• Remember – Resettlement and Pensions– Veterans– Bereaved Families

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Conclusion• People are, for most

organisations, the largest, single expense and most flexible asset– Manage them well

• Service personnel and civil servants all need appropriate and fair management

• Military and civil service must offer a rewarding career to attract/retain good people

• Defence sector has no monopoly on getting the best out of people - so learn from others