I was in the Grenadiers, that Mr Palin is too good and that cap suited him.We did. Squadron disbandment parade... we did the whole sketch before the SSM called us all back to do the proper parade. The police escort were very amused....
I was in the Grenadiers, that Mr Palin is too good and that cap suited him.We did. Squadron disbandment parade... we did the whole sketch before the SSM called us all back to do the proper parade. The police escort were very amused....
In my last place overtime was standard as people had to travel abroad, though the MT was under a different TLB and you had no chance of getting a driver out of hours (think early/late med appt). My current place overtime is handled differently, generally with flexi, but they're proper civvies so a bit more happy. I don't see how adhering to budgetary constraints is an example of how change happens.Its not that hard to make minor changes to raise morale, save money, improve efficiency. The latter two are quite sought after by civilian companies.
Ill give you an example of how change happens when people are held responsible. How often do civvies working in a mixed military environment get overtime? Odd that COs will go out of their to avoid making civvie work extra when they have to justify extra pay.
In my last place overtime was standard as people had to travel abroad, though the MT was under a different TLB and you had no chance of getting a driver out of hours (think early/late med appt). My current place overtime is handled differently, generally with flexi, but they're proper civvies so a bit more happy. I don't see how adhering to budgetary constraints is an example of how change happens.
So **** all to do with change then?Its an example of not needing to do things on a weekend when they are responsible for justifying the overtime. No need to worry about that when they are ******* over squaddies though.
So **** all to do with change then?
sigh...it's **** all to do with the systemic behaviour change you're saying is require for retention then.Of course its change, funnily enough when someone is held responsible, they change.
sigh...it's **** all to do with the systemic behaviour change you're saying is require for retention then.
COs are people, and they only spend 2.5 years max as a CO. They're also part of a massive system with multiple influences that only exist for a finite length of time. So a good CO, surrounded by a good team, doing a worthwhile job might improve retention of those people in their unit over 18 months. Then you start again.Do you not think if COs change and improve morale that it wouldnt be good for retention?
COs are people, and they only spend 2.5 years max as a CO. They're also part of a massive system with multiple influences that only exist for a finite length of time. So a good CO, surrounded by a good team, doing a worthwhile job might improve retention of those people in their unit over 18 months. Then you start again.
Extend officers' postings to three years?
Reduce the Forces' self-perception as a career vehicle for officers?
Navy are just about to do this, but command tours are still in short supply so will probably remain at 2. Not sure what you mean in the second sentence?Extend officers' postings to three years?
Reduce the Forces' self-perception as a career vehicle for officers?
Definitely would make me sign off. If I wanted to do public duties I’d have joined the Foot Guards.Not sure if this has been started elsewhere but apologies if it has.
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Retention - ‘Improving the Offer’ in Three Easy Steps » Wavell Room
A personal view on some of the organisational changes the Army could effect to improve retention, without going to the civilian world for a solution.wavellroom.com
There are a few ideas there for soldiers and officers, but the author contends that 6 months public duties in London would be seen as an incentive to stay in even being used to reward a soldier giving 6 months stability and the bright lights of London.
Do you agree or see this as a way for COs to get rid of trouble makers for a few months?
Would you be encouraged to re-engage if sent for public duties or consider it a reward for being a god soldier?
Just concentrating on soldiers, officers also have suggestions.
There's a little bit more to retention than "CO's doing better".
My lived experience differs. This is particularly true for junior officers' seagoing jobs, under tremendous time pressure to qualify people for everything else.Navy are just about to do this, but command tours are still in short supply so will probably remain at 2. Not sure what you mean in the second sentence?
The same could be said for ORs.By the second, I meant the view that the Army/RN/RAF exist to provide a career structure for officers.
By the second, I meant the view that the Army/RN/RAF exist to provide a career structure for officers.
The same could be said for ORs.
I got one of those too, she gave to me at Watford recruiting office (not in person but she gave it to the recruiting officer to give to me!), Her Majesty took it back again on week 2 of Phase 1 during pay parade!extract from article:
I once knew a soldier whose most cherished Army memento was a 5 pound note ‘tip’ from the queen, which was duly framed and hung above his bed.
I must have a completely different concept of career structure then. R Sigs has a supervisory career structure and so do most of the other Corps. Can you expand on what you mean?I'll stick to the Army.
The Army never did provide a career structure for OR's, except for those that put in the time, effort and commitment to climb the career / promotion ladder.
Why do you think that there is a retention problem, in particular in the 5 - 9 year bracket.