Response to Ministry of Defence consultation on Future Reserves 2020: Delivering the Nation s Security Together

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1 Response to Ministry of Defence consultation on Future Reserves 2020: Delivering the Nation s Security Together Submission from the Chartered Management Institute January 2013 Contact: Philippa Tucker Public Affairs Manager Tel:

2 Executive summary: CMI welcomes the Ministry of Defence s proposals for improving and managing the relationship between employers and military reserves. We hope that the proposals contained in the Green Paper will make it easier for employees to become reserves, and for employers to manage their staff s absences and training commitments, and thereby retain talented staff We agree that in order for reserve numbers to increase, clearer rules need to be put in place to encourage skilled civilians to volunteer, and to encourage organisations, large and small, to employ and value such reservists We also welcome the proposal that reservists skills gained as part of their training and deployment with the armed forces should be professionally accredited. This will help individuals to demonstrate the value to their organisation of their military service, and will enable employers to upskill their staff at no extra cost to themselves. However, training will be valued by employers only if it benefits the company. Many employers, particularly SMEs, will be extremely reluctant to release employees to attending training programmes which are of no benefit to the employer We also suggest that military reservists who gain professional leadership and management qualifications, or who have management experience, consider becoming a Chartered Manager, as this demonstrates both their impact in the workplace and their commitment to professionalising their management skills

3 About CMI CMI is responding to this call for evidence as the UK s only chartered professional body for management and leadership. With 90,000 members across all sectors of the economy, we represent managers from first line managers to the most senior levels of business and public sector organisations. We pride ourselves on taking best practice from a range of sectors and delivering professional leadership and management skills advice, products and services. During 2011 nearly 8,000 members of the armed forces took CMI-accredited qualifications at our network of 600 Approved Centres, which range from military establishments such as the Defence Academy of the UK, world-class universities, technical colleges, employers and further education institutes. CMI has 11 Ministry of Defence (MoD) Approved Centres which deliver career development training comprised of approximately 50 courses at 65 different venues across the UK, and abroad. These courses are accredited against CMI Qualifications Credit Framework (QCF) registered qualifications, which are quality-assurance tested by CMI moderators. CMI welcomes the opportunity to comment on the MoD s plans for increasing the number of reservists. We have set out below specific comments relating to the consultation document proposals, and have answered the questions which we feel we are in a position to comment on. Section 3 Relationships with Employers Managing absence from the workplace One significant difference between reserves and employees taking maternity or paternity leave is the relatively short notice that employers may be given when reserves are deployed. The consultation paper states that the shortest notice an employer could be given would be one month, although under normal circumstance it would be around three months. However, this is still a short time to plan for the employee s absence, compared with maternity or paternity leave, when the employer usually has between 4 and 6 months notice, sometimes longer. SMEs in particularly will find it hard to lose a member of staff for such periods, particularly if that person is highly skilled and hard to replace. Defence proposition for employers Question 12: the sentiment expressed by the Department is good, but there is insufficient detail in the document to be able to answer question 12 meaningfully. Annex C (Working example of Employers Charter for Reservists) demonstrates a strong commitment to supporting reservists, but it is unclear how MoD will publicise this document and encourage employers to sign up to it. Non-financial incentives (Question 22) Whilst we agree that recognition should be given to employers who employ and support reservists, we would question the need for a separate kitemark type award, and suggest that the MoD considers incorporating such recognition into existing schemes such as Investors in People (IIP). A proliferation of kitemarks could become confusing for both employers and employees, and the principle of recognising employers for supporting and developing their staff is already successfully covered by established brands, such as IIP. For those organisations which do not currently hold Investors in People but qualify for the reservist kitemark, this would give them an incentive to achieve IIP or similar. Question 23 Do you agree with our assessment of the potential value and benefits that members of the Reserve Forces bring to their organisation? If not, what are the reasons for your view? We agree with the MoD s assessment of the potential value that reservists bring to their organisation, and would particularly underline para which states: In all cases, the reservist develops significant leadership, people management and initiative skills, which benefit the civilian employer and comment further on this point below.

4 Our aspirations for skills development Para 3.25 accreditation: CMI is already providing Management and Leadership qualifications to MOD serving and reservist personnel of all ranks through a number of CMI Approved Centres which deliver career development. Full details are set out at Annex 1. Briefly, CMI is involved in accrediting reservist training at the Defence Academy of the United Kingdom, RN Leadership Academy Collingwood, the Royal Marines Commando Training Centre Lympstone, the Directorate of Education and Training Services (Army), the Royal Military Academy Sandhurst and RAF College Cranwell. The benefits of accredited leadership and management development were explored in CMI s research report, The Value of Management and Leadership Qualifications (CMI, July 2012), which found that accredited leadership and management development had helped individuals improve their performance at work; make lasting changes to the way they manage and lead; and that 81 per cent of managers were able to pass on their new skills to others, leading to enhanced team performance. Our research report, The Business Benefits of Management and Leadership Development (CMI, February 2012) also demonstrated the correlation between investing in management and leadership development and improving individual and organisational performance. The research results showed that investing in management and leadership development can improve people performance by as much as 32 per cent, and overall organisational performance by as much as 23 per cent. These findings demonstrate clearly that, in answer to question 24, (which asks about the value of accrediting reservist training), accrediting the leadership and management skills gained by reservists would certainly be of value to employees and employers alike. Commercial Awareness. A key element of MOD training and education strategy is the recognition, through recognised standards, that skill sets and competencies developed throughout a military career are readily transportable to civilian employment. CMI accredited qualifications are completely aligned to this MOD aspiration, in that CMI has never developed qualifications that specifically relate to military skills that have no place in the civilian workplace. All CMI management and leadership qualifications accredited to MOD career development (reserves included) do not refer to the title of the service training or its venue. In this way, employers are assured that the qualifications gained are the same as those gained in the civilian employment sector, rather than being specific to the armed forces. Links to Academia. We recognise that a degree is often not enough in the modern workplace, and that employers seek people who also have proven workplace skills such as team working, leadership, communications etc. CMI s Level 5 Awards in Leadership have proved popular with universities as well as collocated MOD officer cadet organisations (eg. University Royal Naval Units; Army University Officer Training Corps, and RAF University Air Squadrons). The CMI s awarding body constantly strives to achieve greater synergy between academic and vocational achievement through progressions and exemptions against certain university programmes, and close collaboration with civilian employers in developing qualifications. Chartered Manager We would also suggest that employees who have gained a professional management qualification, or who have at least three years management experience, consider becoming a Chartered Manager. This is the hallmark of a professional manager, and allows individuals to demonstrate the impact of their professional management skills in the workplace. To date we have approximately 250 Chartered Managers from the armed forces, and some of these will undoubtedly serve on operational deployments, such as in Afghanistan. Chartered Manager is a very popular award for military and ex-military personnel, as demonstrated by the national Chartered Manager of the Year 2012, Andrew Knott (currently talent management director at NALCO) who won this prestigious title for his leadership during his military service as former Commanding Officer No 2 Signals Regiment. During the 2012 competition there were two other military nominees for this award. CMI, January 2013

5 Annex 1 CMI accredited qualifications delivered to the Armed Forces and Reservists, in the UK and abroad REGULAR FORCES ACCREDITATION The Defence Academy of the UK (Watchfield) Higher Command Staff Course: level 8 diploma in Strategic Direction and Leadership (74 QCF credits) Advanced Command and staff Course: level 7 diploma in Strategic Management and Leadership (104 QCF credits) Intermediate Command and Staff Course: level 7 diploma in Strategic Management and Leadership (70-77 QCF credits) Defence Academy Directing Staff Workshops: level 5 award / certificate / diploma in Management Coaching and Mentoring Cranfield University Vincent Centre certificate and diploma in Consultancy Royal Navy and Royal Marines Centres: Army: Britannia Royal Naval College Dartmouth: level 5 certificate in Management and Leadership (36 QCF credits) Royal Naval Leadership Academy Collingwood (Fareham):qualifications ranging between level 2 diploma in Team Leading to level 6 certificates in management and Leadership and level 5 certificates in management Coaching and Mentoring Royal Marines Commando Training Centre (Lympstone): qualifications ranging between level 2 diploma in Team Leading to level 5 diploma in Management and Leadership and level 5 certificate / diploma in Management Coaching and Mentoring Royal Military Academy Sandhurst: level 5 and level 7 certificate in Management and Leadership HQ Army and HQ Directorate Educational Training Services (Army) (Andover) which commands approximately 30 delivery points at Army Arms and Services Schools and Education Centres throughout the UK, Germany, Canada, Afghanistan, and Cyprus: qualifications ranging between level 2 diploma in Team Leading to level 7 certificate in Management and Leadership and level 5 awards in Management Coaching and Mentoring Royal Air Force: Officer and Aircrew Training Units at Royal Air Force College Cranwell: qualifications ranging from level 4 certificate in Management and Leadership to level 6 certificate in Management and Leadership and level 5 awards / certificates in Management Coaching and Mentoring Airmen s Command Squadron (RAF Halton): qualifications ranging between level 2 diploma in Team Leading to level 5 certificate in Management and Leadership and level 5 award / certificate in level 5 Management Coaching and Mentoring EXTANT RESERVE FORCES ACCREDITATION UK Defence Academy Advanced Command and Staff Course (Reserve): level 7 certificate in Strategic Management and Leadership (31 QCF credits)

6 Royal Navy and Royal Marines: RN Reserve Senior Rates Leadership Course: level 3 certificate in First Line Management (36 QCF credits) RN Reserve Leading Rate Leadership Course: level 2 diploma in Team Leading (43 QCF credits) plus a level 3 certificate in First Line management (25 QCF credits) RM Reserve Senior Command Course: level 3 certificate in First Line Management (42 QCF credits) plus level 5 certificate in management and Leadership (21 QCF credits) RM Reserve Junior Command Course: level 2 certificate in Team Leading (37 QCF credits) plus level 3 certificate in First Line Management (13 QCF credits) Army: Royal Military Academy Sandhurst Territorial Army Commissioning Course: level 5 certificate in Management and Leadership (20 QCF credits) Royal Military Academy Sandhurst Territorial Army Late Entry Commissioning Course: level 7 certificate in Strategic Management and Leadership (25 QCF credits) Royal Air Force: UK Defence Academy (Watchfield) Intermediate Command and Staff Course (Air): level 7 certificate in Strategic Management and Leadership (31 QCF credits) Reserve Officers Initial Training (Cranwell): level 5 certificate in management and Leadership (26 QCF credits) RESERVE FORCES ACCREDITATION IN DEVELOPMENT Royal Fleet Auxiliary CMI is working with senior training managers of the Royal Fleet Auxiliary (RFA) to investigate accreditation of management and leadership aspects of current RFA training delivered at Maritime Colleges throughout the UK and currently accredited by the Merchant Navy Training Board Army Intermediate Command and Staff Course (Land Reserve) CMI is currently engaged with HQ Army and HQ DETS(A) working on the accreditation of Reserve Army Non-Commissioned Officer and Warrant Officer Command, Leadership, and Management (CLM) courses Royal Air Force CMI is investigating accreditation of RAF Reserve recruit training.

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