Australian Army Journal

ORGANISATIONAL CULTURE
Securing Army’s Future:
Enhancing Career Management
The ECM will broaden the number of career filters to create a candidate list for the
Personnel Advisory Committee’s consideration that precludes ‘time in rank’ as an
obstacle. This change recognises that ‘talent’ can take a multiplicity of forms and
creates a broader pool of candidates for consideration for promotion to middlelevel
and senior ranks. In the junior ranks, ‘time in rank’ requirements will remain as
Army believes that extensive experience and foundation in an officer’s corps
are key to success at more senior levels. Subsequently, in certain circumstances,
Army may benefit from accelerating a few of its most promising mid-level leaders.
While Army understands the importance of nurturing its leaders, it is also essential
that selection and posting are based on business and capability requirements.
A core function of the ECM includes the selection of officers for posting based
on considered interaction between an officer and his or her career advisor.
Compassionate circumstances are closely considered; likewise personal
development and individual preferences comprise supporting considerations,
but ‘service need’ must ultimately retain primacy.
Professional development and experience outside Army have the potential
to bolster Army’s performance when an officer returns to duty. For example,
outplacements in selected organisations can generate networks and corporate
knowledge that will enhance Army’s business performance. In recognition of this
benefit, the ECM will encourage and support outplacements for a small number
of Army’s most talented officers. It is envisaged that these opportunities would
initially be six months in duration and selected and arranged by Career Manager–
Army (CM–A) with a range of significant corporate entities and other government
departments. On return to service, officers will not lose seniority and their acquired
skills and experiences may support their presentation to the next Personnel
Advisory Committee or be considered in their selection for more demanding roles.
Enhancing professionalism through education is a core component of Army’s
officer development. At present, Army selects approximately 70 officers for
attendance at Australian Command and Staff College each year. Some of those
selected subsequently withdraw, typically for personal reasons, while many
attending already have tertiary qualifications commensurate or in excess of that
awarded by Staff College. To date, the great majority of officers promoted above
the rank of major have been Staff College qualified. While the immersion experience
of Staff College represents professional best practice narrowly conceived, it can
act as an insurmountable hurdle in relation to some officers’ ability to progress
their careers. This is particularly the case for officers who are unable to attend a
residential course due to family commitments. The Broderick Review highlighted
the potential negative implications of this:
Australian Army Journal
Culture edition 2013, Volume X, Number 3 Page 153