What role does work-life balance play in recruiting and retention?
A WAR FOR TALENT
You may be surprised to learn that the U.S. Navy has nearly the same HR functions and challenges that employers in the private sector face, although many of them are magnified greatly due to the size and responsibilities of the Navy. For starters, consider a recruiting goal that would challenge any HR department-the Navy's recruiting goal averages 37,000 new people annually with a total workforce of approximately 325,000 active duty and 200,000 civilian employees. Next, train those employees/sailors for hundreds of specialized positions, help them achieve education goals, and manage their careers for the next 4-6 years. Finally, encourage them to serve beyond their initial commitment or to transition to reserve status or a civilian position within the Navy. Other traditional HR functions must be maintained including performance appraisal, compensation, discipline, dismissal, and retirement.
In recent years, the Navy has experienced uneven retention rates resulting in a shortage of qualified sailors in several areas, including cyber security, maintenance, information systems, machinist, fire control, and nuclear engineering. At the same time, there is a surplus of personnel in many other positions, mostly involving lower skill levels. Many are offered the opportunity to retrain for another position, but many more may face "involuntary separation," which amounts to being fired.
Employee recruiting and retention present some unique problems as well. Realizing that they are in competition for talent with private industry as well as other branches of the military, the Navy must be seen as competitive on the issues that millennials want such as flexibility and work-life balance. The Navy has made improvements to maternity benefits, parental leave, and flexible work options with the goal of increasing retention and recruitment. A recent task force report to the Pentagon found that better access to quality childcare is a major concern in the decision whether to remain in the Navy. Former Senator Jim Talent explained that the report found:
"If the military is going to recruit and retain a volunteer force with the necessary skills, it needs to do two things. It needs to recruit, assign, and promote in a way that develops and retains value across a wide range of skills including the highly technical skills, and it needs to better accommodate the evolution of American society and the American family. And it needs to do those things without sacrificing the aspects of the system that are working well.
Internal Navy policies also present challenges to retention. Military policy requiring service members to accept promotions or leave the military makes it difficult to retain information technology or cyber technology specialists who have no desire to join the ranks of management.
The Navy generally gets good marks for diversity awareness with a strong diversity mission statement called “The Mission of the Navy Diversity Directorate.” and the establishment of "Affinity Groups" that allow minority and special interest groups to share concerns. The Navy's diversity mission also maintains a presence on Facebook and Twitter, outlining diversity initiatives and opportunities. The Rand National Defense Institute found a reduction in the percentage of young black people enlisting in the Navy and an increase in the percentage of Hispanic recruits, further changing the diversity of the navy workforce. Possibly the largest challenge in recent years has been the repeal of Don't Ask, Don't Tell, a policy that allowed homosexual members of the military to continue to serve as long as they were not openly homosexual. This change in policy has been approached with caution by the Navy and other branches of the military.
QUESTION: What role does work-life balance play in recruiting and retention?
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