Technology for the United States Navy and Marine Corps, 2000-2035: Becoming a 21st-Century Force Volume 4: Human Resources (1997) / Chapter Skim
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Executive Summary
Executive Summary
Pages 1-15
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From page 1... ...
Without the people the human competenceneeded to operate, maintain, deploy, and command the naval force materiel assets, investment in these assets will return far less than what is intended and may, in fact, be wasted. Modernization should also include Navy and Marine Corps processes for recruiting, training, educating, managing, and supporting people.
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The criticality of human performance to Navy and Marine Corps operations and its effective development and management were recognized in the terms of reference for the original Navy-21 study, Implications of Advancing Technology for Naval Operations in the Twenty-First Century.i This earlier study foresaw the following trends: . Increasing system complexity; · Long operational periods away from home bases; · High demand for high-aptitude people; · A smaller, more mature, and more proficient force whose members are retained longer in the Service; · Increasing need for reliable, easily used equipment to reduce manning requirements; · Increasing substitution of intelligent machines for people; · Increasing use of advanced technology for training; and · Increasing use of embedded training to distribute training to distributed forces.
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if our nation's naval forces are to develop and maintain the human resources the human performance and competence they will need to meet the challenges of the 21st century. The eight strategic objectives, and the chapters in which they are discussed, are as follows: 1.
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6. Strive for a duty, career, and personal life environment that increases retention, enhances readiness, and promotes performance (Chapter 4~.
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, can provide comprehensive profiles of the interests, values, and abilities of individual recruits and may yield substantial returns in terms of increased retention and personnel readiness and reduced attrition and recruiting costs. These benefits are likely to be large and should be pursued by systematic programs of research and development in both selection and classification.
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From page 6... ...
It will need to design ships for reduced maintenance and increased reliability; instrument for condition-based monitoring using embedded diagnostics; provide vital equipment redundancy; and expand the concept of fly-in maintenance and repair teams, the use of digital maintenance manuals, and the use of just-in-time maintenance capabilities such as electronic performance support systems. Shipboard habitability and technology that increase the quality of life aboard ship will also be important for future ship design.
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From page 7... ...
The march of information and com munication technology, sensing and display techniques, computer system capabilities, material and power options, and other technically sophisticated capabilities has reduced routine shipboard manning requirements and improved warfighting strength. However, these technical capabilities substantially increase the Navy's need for personnel able to analyze and choose among competing technological avenues, critically assess and lead technological development, and continuously formulate new technological visions.
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From page 8... ...
To supply the level of human performance required for naval operations in an increasingly technology-intensive environment, the Department of the Navy will have to do the following: · Increase significantly the proportion of naval force officers who obtain bachelor's degrees in science, mathematics, or engineering; · Ensure time in the career paths of all officers who are capable of and motivated to invest the considerable effort required for postgraduate study in science and technology, and ensure that they are rewarded in their careers for their added skills and capabilities; · Restructure the mode of teaching science and technology at the U.S. Naval Academy with the use of personnel on loan from major research institutions and industrial laboratories and/or the establishment of joint programs with research-based academic institutions; · Reconfigure promotion policies and practices to retain and more fully reward technically skilled officers and enlisted personnel, who will be increasingly needed for predominantly high-technology naval duties; · Identify the most promising leaders among those technologically educated for special management talent recognition and fast-track movement to leadership positions that can benefit from their expertise; and · Place priority on ensuring a continuing stream of fresh, young talent employed in naval laboratories.
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It is time to increase their use. Investments in these technologies are likely to increase substantially both the effectiveness and the efficiency of training, to yield significant returns that can be used to fill existing gaps in training delivery, and to increase the pace of training modernization.
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Recent studies have found that costs to produce instructional materials and operate networked training simulations may be lowered and fewer instructional personnel may be required when Outsourcing is used.7 8 Outsourcing cannot be applied universally in Navy and Marine Corps training, but it can produce significant economies in obvious areas such as specialized skill training and the delivery of relevant education and training programs that are already available from community colleges and trade schools. Medical Care/Combat Medicine 5.
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From page 11... ...
Similarly, artificial white blood cells can be injected on the battlefield to help the body fight against chemical or biological attack. Other valuable technologies are emerging that will stabilize individuals against shock; enable a wounded person to remain inert but alive while waiting for transport to medical facilities; improve information and communications for deciding evacuation priorities; digitize medical records and provide integrated, interoperable medical databases; and so on.
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From page 12... ...
The Navy and Marine Corps can ensure an acceptable level of quality of life for members and families and, in turn, contribute to retention, readiness, performance of duty, and overall mission accomplishment, by giving priority to the following five areas: · Commitment and community. Positive perceptions of Navy and Marine Corps life are critical in attracting and retaining qualified personnel, and QOL in duty-related life domains has an impact on morale and performance.
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From page 13... ...
Because of the skills and skill levels required to protect its education and training investment, the Navy Department will increasingly stress retention and will include a greater percentage of career personnel who are both better trained and older than members of today's force. In general, higher educational levels engender greater expectations, which in turn emphasize the importance of QOL in both duty and personal life domains.
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From page 14... ...
Many components combine to produce the human resources the human competence needed by the Navy and the Marine Corps. Among these are recruitment, selection, classification, assignment, training, and job design (which includes ergonomic design of equipment, as well as use of job aids or performance support systems)
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From page 15... ...
Moreover, personnel research and analyses are needed to assess interactions and tradeoffs and to address gaps in management of Navy readiness. They should include ongoing, high-level review of our understanding of human cognitive processes, limitations, and workload constraints.
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