Developing Agile Developing Agile Developing Agile Developing Agile Developing Agile Developing Agile Developing Agile Developing Agile and and and and and and and and and and and and and and and and

Adaptable PersonnelAdaptable PersonnelAdaptable PersonnelAdaptable PersonnelAdaptable PersonnelAdaptable PersonnelAdaptable PersonnelAdaptable Personnel

People are at the heart of all People are at the heart of all People are at the heart of all People are at the heart of all capability, but how should we recruit capability, but how should we recruit capability, but how should we recruit capability, but how should we recruit the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and the right talent, retain the best and

satisfy the many?satisfy the many?satisfy the many?satisfy the many?

Outline� What sort of people do we need, where do

we find them and how do we retain them?� How do we grow intellectual capital and then

use it to enhance our Conceptual Component?use it to enhance our Conceptual Component?

� How will the Whole Force Approach enhance our capability and agility?

Components of Fighting PowerComponents of Fighting PowerComponents of Fighting PowerComponents of Fighting PowerPhysicalPhysicalPhysicalPhysical MoralMoralMoralMoral ConceptualConceptualConceptualConceptual

ConceptualConceptualConceptualConceptual:A way of thinking, that informs a way of doingway of thinking, that informs a way of doingway of thinking, that informs a way of doingway of thinking, that informs a way of doingA way of thinking, that informs a way of doingway of thinking, that informs a way of doingway of thinking, that informs a way of doingway of thinking, that informs a way of doing

Conceptual Component

Doctrine, Principles of War and Doctrine, Principles of War and Doctrine, Principles of War and Doctrine, Principles of War and Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.Conceptual Innovation.

InnovationThe creation and deliberate application of The creation and deliberate application of The creation and deliberate application of The creation and deliberate application of

ideas, new to the organisation, that ideas, new to the organisation, that ideas, new to the organisation, that ideas, new to the organisation, that deliver a step change in power and deliver a step change in power and deliver a step change in power and deliver a step change in power and

performance.performance.performance.performance.performance.performance.performance.performance.

Innovation Culture – How?� Leaders should resist promoting in their own

likeness and contriving decision-making groups from our own ‘tribes’.

� Organisations should bring together diverse groups that promote challenge, lest we fall into group-think, group-think,

� We should all revere our education, and exerciseeducation, and exerciseeducation, and exerciseeducation, and exerciseourselves more often as innovators at the operational/ strategic levels.

Human Operating Context� The RAF is a highly technicalhighly technicalhighly technicalhighly technical Service. � National technical skills shortage will endure in the near term.� The demand for Air Powerdemand for Air Powerdemand for Air Powerdemand for Air Power will will continue to change rapidly. � Demand for human capability as a key enabler will periodically

outstrip availability. � 1/3 of RAF personnel1/3 of RAF personnel1/3 of RAF personnel1/3 of RAF personnel work outside the Air Force delivering UK � 1/3 of RAF personnel1/3 of RAF personnel1/3 of RAF personnel1/3 of RAF personnel work outside the Air Force delivering UK

defence outputs.� Human capability, Total Safety and enabling the delivery of Air

Power, the ends, ways and means,ends, ways and means,ends, ways and means,ends, ways and means, will remain in constant tension.

RAF Whole Force 2008RAF Whole Force 2008

2008

Reserves - FTRS,

362

Reserves - PTVR,

1340

Civilian, 7232

Regular

Regular, 41210

362 Regular

Reserves - FTRS

Reserves - PTVR

Civilian

RAF Whole Force 2015RAF Whole Force 2015

2015

Reserves - FTRS,

1050

Reserves - PTVR,

2220

Civilian, 4038

Regular, 33800

1050 Regular

Reserves - FTRS

Reserves - PTVR

Civilian

RAF Whole Force 2015 with ContractorsRAF Whole Force 2015 with Contractors

2015

Contractors, 17000

Regular

Reserves - FTRS

Regular, 33800

Reserves - FTRS, 1050

Reserves - PTVR, 2220

Civilian, 4038

Reserves - PTVR

Civilian

Contractors

RAF Reserves Support To Recent Deployed Operations

� 3% of the Intelligence footprint� 10% of the Force Protection footprint� 18% of the Logistics footprint18% of the Logistics footprint� 20% of the Medical footprint

The RAF Whole ForceThe RAF Whole ForceThe RAF Whole ForceThe RAF Whole Force

2015201520152015 2014201420142014 2010201020102010 2008200820082008 2005200520052005 2000200020002000RegularRegularRegularRegular 33800 34700 40800 41210 48730 52160Reserves Reserves Reserves Reserves ---- FTRSFTRSFTRSFTRS 1050 800 446 362 361Reserves Reserves Reserves Reserves ---- PTVRPTVRPTVRPTVR 2220 1720 1500 1340 1480 1800CivilianCivilianCivilianCivilian 4038 4014 7479 7232ContractorsContractorsContractorsContractors 17000 17000NB:

1) No contractor stats are collated for Defence.

2) No civil servant data pre 2008.

RAF Whole Force 2010RAF Whole Force 2010

2010

RegularRegular

Reserves - FTRS

Reserves - PTVR

Civilian