Three out of 10 ain’t bad

RECENT feedback on the DPSI-AF website expressed concern that three of the 10 personnel strategy initiatives being implemented this year are aimed at the commissioned element of the force alone.

While it may appear the new initiatives are “officer centric”, this is not the intention. Rather, they are the result of initiatives being developed to meet Air Force’s highest personnel management priorities.

Some of the initiatives being introduced are based on current practice within the airmen personnel system and the officer system is being developed to catch up.

The initiatives that raised concern on the DPSI-AF website are:

Any Officer employment (ANYO)

The Any Airmen (ANYA) employment system is already in place and managed within DPA.

The ANYO concept is not new – it was introduced in the Officer Corps Structure Review (OCSR) in the early to mid-1990s but lapsed post-Defence Reform Program. It is being reintroduced. The scheme will provide more flexible employment opportunities for the officer corps just as the current ANYA scheme has catered to the needs of the airmen force.

Localised personnel management for junior officer aircrew

Airmen Aircrew at Maritime Patrol Group and Airlift Group already have localised career managers to provide a career management service.

This was introduced many years ago as the small size of the airmen aircrew element meant commanders had always played a major role in their personnel management.

DPO-AF is trialling the delegation of junior officer aircrew career management to Force Element Group commanders, in effect mirroring the airmen process.

Officer sub-specialisations

This is the only initiative being introduced that does not have an airmen equivalent.

Considerable work was undertaken by the OCSR in 1992 to develop officer sub-specialisations.

Informal sub-specialisations have since developed and many officers have served repeated tours in particular sub-spec areas.

However, neither the Air Force nor the officers concerned have necessarily achieved the benefits, including training and education, that would flow from formalising this structure.

At this stage a need has not been identified to introduce this system into the airmen ranks.

This is not to say it may not be considered in the future if the need arises and the officer system proves successful.

Separation rates

SEPARATION rates for this financial year continue to track lower than forecast.

Separation rates for airmen are at 6.6 per cent and for officers 6.2 per cent (total trained force separations 6.5 per cent). This welcome result, however, brings mixed blessings.

Air Force is required to meet its annual financial guidance for salaries.

Low separations are a sign of a healthy workplace and help to retain our experienced members. However, Air Force may need to reduce recruiting targets for some musterings/specialisations and continue to constrain 4J(3) allocations to remain within Annual Financial Salaries guidelines.

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