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Technical Mentoring in the RAN In many instances, sailors have been unable to have their taskbooks signed until they achieve mastery. Competency Based Training principally targets the training required to perform to a standard in the workplace. The role of mastery and informal / accidental learning in the workplace should not become a casualty of innovation – this, to some extent, is a flaw in CBT. There will always be elements of any job that require interpretation and integration of knowledge and skills. These are considered to be ‘intangible competencies’. The current concept and operation of minimum manned platforms, together with the resultant change in maintenance philosophies, has resulted in maintainers lacking mastery of intangible competencies. It is considered that the ability to integrate competencies, tangible or otherwise, requires mastery through mentoring. Added to the learning/ consolidation concerns mentioned, community and Defence concerns indicate that a major contributor to de-skilling and low morale within the Defence workforce is the impact of outsourcing support functions for Defence. A predominantly large amount of interesting and demanding technical work is contracted to industry, resulting in a dissatisfied, involuntarily semiskilled uniformed workforce. Mentoring – The Concept Mentoring is an initiative aimed at providing practical and meaningful work experience ashore, using commercial Defence contractors, whilst developing Defence staff skills, and consequently enhancing Defence capability within the NAVY ENGINEERING BULLETIN SEPTEMBER 2003 Situation People are capability. In today’s Navy, job roles are changing at an everincreasing rate. The Navy needs to have the right people with the right training, skills and experience to operate and maintain the platforms to undertake complex military operations using sophisticated equipment. Traditionally, technical sailors undertook their trade training - apprentice and phase training – at HMAS NIRIMBA, with practical experience gained through time and on-the-job training. Formal training programs provided the core methodology of preparing a person for the workplace. This is consistent with today’s Navy training system, where learning and subsequent assessment is required at the workplace. However, significant differences exist between assessment of competency and achievement of mastery, mastery being considered the highest level of competence. Under the current training system, sailors are being assessed competent and are unable to achieve mastery through circumstances outside their control; circumstances driven by minimum manned vessels, contractor support programs, multi-skilling still required for submarine technical sailors, and maintenance philosophies that limit crews to Organisational Level Maintenance (OLM) only. accords of Government policy of closer industry relationships to develop shared career structures. Mentoring allows formal and spontaneous learning to occur in a semi-controlled manner, by skills transfer from trained experienced personnel to less experienced within a practical working environment. It is proposed that mentoring, by outplacement of personnel within a Defence related industry, will increase an individual’s development, enhance their competency standards within their chosen profession, increase organisational capability, and possibly increase retention prospects for skilled personnel. Gaps in formal training can be overcome, where the learner has the opportunity to ask questions, receive advice, and work without the constraints of a formal training environment. BY CMDR BRONKO OGRIZEK FMEO 17
18 NAVY ENGINEERING BULLETIN SEPTEMBER 2003 The opportunity for Defence to tap into industry for skills and experience would not only complement the RAN’s capability in developing and sustaining the skills on fitted equipment, but also give RAN personnel meaningful employment ashore. Proposal It is proposed to outplace selected uniformed personnel into Defence-related service industry/organisations for periods of two to six months, to work alongside contractors to develop a range of skills consolidation. It is recommended that personnel be identified for outplacement at the Leading Seaman and Petty Officer level by analysis of performance reports with FEG recommendation and endorsement. DSCM will post nominated personnel to the STSC at HMAS STIRLING, to be coordinated and managed during the outplacement. The benefits to mentor, mentee and organisations (Defence and industry) could be profound, It is proposed to outplace selected uniformed personnel into Defence-related service industry/organisations for periods of two to six months, to work alongside contractors to develop a range of skills consolidation. breaking down the existing ‘contractor client’ paradigm, enhancing Navy’s capability and hopefully increasing personnel and skills retention. For the scheme to be successful, it needs total support from top management within Defence, Government and industry. Industry would not only have to be willing participants, but the profile and environment of selected companies would have to be conducive to mentoring, and industrial, legal and OH&S issues would have to be identified and resolved. Additionally, balancing the cost of outsourcing a person for up to six months against loss of that person clearly indicates that the outsourcing and retention benefits outweigh the cost of salary and benefits for that period. The ability to fix or overcome a deficiency experienced at sea during an operational deployment would far outweigh the measurable costs of the program. Discussions with submarine support and commercial organisations indicate strong willingness to participate in and enhance this program. It is viewed as a ‘win-win’ for the companies, strengthening ties between themselves and Defence. Anecdotal evidence suggests that organisations do not view this as an internal recruiting mechanism, but a venture to enhance ties within Defence. The process is also seen as an initiative to enhance the professional development of sailors, increase the capability of the RAN, and assist in the retention of sailors by providing meaningful, challenging employment ashore. About the Author Bronko Ogrizek was born and educated in Sydney prior to joining the Royal Australian Navy (RAN) in 1984. As a junior officer, he undertook training at various shore establishments and at sea in HMA Ship TORRENS, VAMPIRE, OVENS, relieving as the Marine Engineer Officer (MEO) in HMAS OVENS in August 1986. CMDR OGRIZEK has served as Marine Engineer Officer in HMA Ships OVENS (twice), OTWAY, HOBART, WALLER, and ADELAIDE. He has consequently served in positions ashore in Maintenance, Logistics and Training, and is currently the Fleet Marine Engineer Officer within AUSFLTCSG.
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