Defence Review Consultation Summary of Submissions
Responses to Submissions Form Questions (continued)
Q8: How can the Defence Force best manage recruitment, retention, training, and the role of the Reserves to ensure that Defence Force personnel can carry out their roles effectively?
General factors
Some submitters were happy with the status quo in terms of how the Defence Force manages the areas of recruitment, training, retention and the Reserves. Many submitters responded to this question by focussing on factors they regarded as generally important. Most identified pay and benefits and conditions of service as the most important. Education and career management, as well as better equipment were also commonly mentioned. The public's awareness of the value of the Defence Force and its contribution to New Zealand society was seen as likely to affect recruitment and retention of Regular Forces as well as the Reserves. Public awareness of the Defence Force and its wide range of activities and achievements were seen as important to building greater public support, recognition and pride for the Defence Force and its personnel. The list of major factors is below (with submission numbers in brackets).
- More pay (70)
- Better conditions of service (43)
- More training (41)
- Greater public awareness & recognition (29)
- More or better equipment (28)
- Career management (18)
- More exercises and deployment (17)
- Financial incentives (eg. tax allowances for deployments) (16)
Recruitment
In addition to the general factors described above, other factors specific to recruitment were identified. Twenty seven submitters, all members of the public, supported 'compulsory military training' or 'national service' while a few more supported voluntary versions of these arrangements. Such training was seen as valuable for preparing young people for both military and civilian life.
The survey of young people identified educational and career opportunities as factors that should be emphasized to young people considering employment with one of the Services. In addition, submitters suggested that qualifications and skills learned while in the Defence Force should be recognised within civilian professions and financial incentives such as the remission of student loans offered. Longer term career management was also emphasised in some submissions.
"Re-inspire people! Make it harder to get in - not easier! People want a sense of pride and achievement in making it into the military."
"NZDF recruiting has changed significantly just recently for the best. Recruiting is very proactive, modernised, and promoting a cutting edge Defence Force to attract young people to the services."
"Cadets should be expanded as they have a big role in funnelling the right people into the Services."
The Cadet Corps Association and 23 other submitters supported the expansion of cadets to interest young people in the Services while they are still in school. Some recommended that NCEA credits could be awarded to students for acquiring certain cadet skills. Modernised training and opportunities for cadets to interact with Reserves were also recommended, as was the provision of additional, dedicated funding. Other suggestions include:
- recruiting more personnel across all Services
- using combined Services recruiting centres
- targeting the best and maintaining high entry standards
- enhancing the current recruitment process such as using real video showing what enlisted life is actually like so candidates can make informed choices
- making the recruitment process shorter
- considering 'lateral recruitment' of different cultures within New Zealand as well as from other South Pacific Defence Forces.
"When soldiers believe in their mission, believe in their leadership, have confidence in their equipment, and can adequately house and feed their families, then those soldiers are not going anywhere."
"Employment in the defence force needs to be a sought after career providing comparable recognition with outside organisations for all employees, both civilian and military. That means recognition in all aspects, including respect, career development with appropriate training & education, responsibility and authority, remuneration and conditions"
Retention
Many of the general factors identified earlier were also mentioned in respect of retention, including better pay, better equipment and career management. Twenty four submitters commented that market-linked remuneration systems would assist retention. Many other suggestions for improving retention came from Defence Force personnel and related to improving daily Service life.
Suggestions included:
- modernised and include flexible work arrangements
- consideration of work-life balance
- opportunity for transfers
- quality building facilities and accommodation
- support for the families of personnel.
Training
Forty one submitters supported more training generally. Training should cover different areas such as combat skills, trade skills, leadership and management skills. Some Defence Force personnel emphasised that training in combat skills should be realistic and relevant to deployments, and should occur with coalition partners such as Australia whenever possible. Training in other areas should produce formal qualifications recognised by the New Zealand Qualifications Authority (NZQA).
While a few submitters believed it is best to retain single Service based training, slightly more suggest that some training, especially that with common skills across Services, could be combined. This could include an integrated officer training school and integrated trade schools as well. Some supported contracting more training out to tertiary education institutions and sharing facilities and infrastructure for mutual cost savings. A successful example supported by the Marlborough Chamber of Commerce, the Nelson-Marlborough Institute of Technology (NMIT) and its student association SANITI is the avionics training conducted by NMIT at Woodbourne Air Base. Basic pilot training at Massey University was another suggestion.
"Defence has good training and education opportunities and these should remain."
"All services need to build NZQA ties to their training so when personnel leave the NZDF they can build a life with civilian qualifications."
Reserves
Reserves (predominantly the Territorial Army and the Naval Reserves) play a crucial role in allowing more Regular Force personnel to be deployed to operational areas, and participate in deployments directly. As with the Regular Force, there was general support for more Reserve personnel with some seeking the re-establishment of the Air Reserves.
In addition to the general factors identified above, 19 submitters believed that Reserves needed to be integrated with their Regular Force counterparts for purposes such as training, participation in exercises and operational readiness. Submitters such as the Territorial Forces Employer Support Council and the 6th Battalion (Hauraki) Association suggested that the Reserves should also be given more priority as a means for the Defence Force to source additional skills. The Defence Employers Support Programme (Auckland) and the NZ Society of Anesthetists both observed that there may be a limited supply of particular skills within the Regular Force available for deployment (such as anesthetists). They recommended targeting Reserve recruitment to people with these skills. Others suggested that more attention should be given to getting a higher transfer of former Regular Force personnel into Reserve Forces and also recognising Reserves training with qualifications.
"We must foster Reserves in line with other countries so that they become a part of the Regular Forces through training and experience. Expansion of forces will only help recruitment and retention."
"The networking and pride between Reserves Service people is something I often see in everyday life. That support may one day be needed on the battlefield."
Other suggestions for managing Reserve Forces effectively include:
- A higher public profile;
- Better pay, tax credits and allowances;
- A role that is clear, achievable and meaningful;
- Support for Reserve employers;
- Connections with the community, especially tertiary institutions;
- Providing for employment protection of Reserve personnel while deployed;
- More resources for equipment and training;
- More family friendly policies.
