Complexity of Personnel System

1. The complexity of the External world is mirrored in the complexity of our own internal challenges and processes and in the interrelationships between external and internal factors. Some of the challenges are not new but these represent the complexities we face everyday in developing an effective HR Strategy and managing Human Resources in the CF. Although the underlying alternative scenarios developed as the basis of planning for Strategy 2020 were extensive (particularly in reviewing the external environment), There was concern that the planning scenarios did not clearly express the relevant Human Resource factors. Underlying the planning process of Human Resource Strategy 2020 are four alternative scenarios that, although linked directly to the alternative futures underlying the operational strategy, explicitly identify the People issues in the following slides. The complexity of the External world is mirrored in the complexity of our own internal challenges and processes and in the interrelationships between external and internal factors. Some of the challenges are not new but these represent the complexities we face everyday in developing an effective HR Strategy and managing Human Resources in the CF. Although the underlying alternative scenarios developed as the basis of planning for Strategy 2020 were extensive (particularly in reviewing the external environment), There was concern that the planning scenarios did not clearly express the relevant Human Resource factors. Underlying the planning process of Human Resource Strategy 2020 are four alternative scenarios that, although linked directly to the alternative futures underlying the operational strategy, explicitly identify the People issues in the following slides.

2. New paradigm Rupert Smith�s � War among people and the utility of force Integration of Military with security; with development � one cloth � interrelated, inter-woven: One World � climate change & the global village and whole of government Complexity � emergence

3. New Capabilities Augmented Collaboration Peer-Production - Virtual division of labour and more productive human capital Organizational context Strategic Integration of Personnel System Generation of Personnel The key for the military is that we have to also transform HR from its industrial model - how we see people as the shaping of a cog (tasks-based job/occupation) to fit into a larger machine. We have to understand that people represent knowledge and learning capabilities and that to harvest the investment we must make in professional development we must account for the whole person all of the abilities. Accelerating science and technological progress requires life-long learning, longer healthy productive life must lead to the consideration of flexible terms of service where people can join/leave at different �life cycles�. The key for the military is that we have to also transform HR from its industrial model - how we see people as the shaping of a cog (tasks-based job/occupation) to fit into a larger machine. We have to understand that people represent knowledge and learning capabilities and that to harvest the investment we must make in professional development we must account for the whole person all of the abilities. Accelerating science and technological progress requires life-long learning, longer healthy productive life must lead to the consideration of flexible terms of service where people can join/leave at different �life cycles�.

4. New Capabilities Organizational context Integrated Institutional Framework, Legislation Framework, Military Professionalism and the Integrated Security Space � the Defence/Security Professional Technological Framework � and corresponding Occupational structures � most profound KM framework Transparency � Privacy� Secrecy � Risk Management Freedom and Privacy Resource Management Framework and Accounting Regime for Intangibles � Human Capital

5. New Capabilities Strategic Integration of Personnel System Complexity and Strategic Planning � building Meta-capability Human-Centric Design Rank Structure & Occupational Framework Force Structure & Military Employment Structure (MES) � Warp & Weft Network-Enabled Organizational Structures

6. New Capabilities Generation of Personnel Career Management Purpose/Context � Narrative and Framing � Work as performance. Learning � Self-Programmable Labour Competencies Structure � Labour Force Knowledge Management

7. Complex environments engender customized problems and integrated security solutions Complex environments engender rapidly changing fitness landscapes What organizational structures/design allow for the regular capability to solve Customized problems? Learn-by-doing? New relationship to risk? And creativity What HR management and development support such and capability? The Learning organization and life-long learning What is necessary to address the customized problems endemic to war-among-people? Capability to develop capability - Meta-capability.Complex environments engender customized problems and integrated security solutions Complex environments engender rapidly changing fitness landscapes What organizational structures/design allow for the regular capability to solve Customized problems? Learn-by-doing? New relationship to risk? And creativity What HR management and development support such and capability? The Learning organization and life-long learning What is necessary to address the customized problems endemic to war-among-people? Capability to develop capability - Meta-capability.

8. Contexts require different levels of adaptation and cognitive shifts � to recognize contexts and changing contexts. As well there are 'boundary' issues in crossing from one context to another. Technological level � the information systems in use and the corresponding technical standards and protocols necessary for interaction Organizational level � its organizational design(s) that enable, inhibit and adapt networks Doctrinal level � the collaborative concepts, strategies and tactics Social level � the personal ties that assure loyalty and trust Narrative level � the story being told, through frames, narrative structure and value frameworksContexts require different levels of adaptation and cognitive shifts � to recognize contexts and changing contexts. As well there are 'boundary' issues in crossing from one context to another. Technological level � the information systems in use and the corresponding technical standards and protocols necessary for interaction Organizational level � its organizational design(s) that enable, inhibit and adapt networks Doctrinal level � the collaborative concepts, strategies and tactics Social level � the personal ties that assure loyalty and trust Narrative level � the story being told, through frames, narrative structure and value frameworks

9. Pursuit of own interest = Distributed Control, pursuit of local goals Trusted Price Mechanism = Trusted Situational Awareness and Common Intent Emergent Invisible Hand of Market = Self-Synchronization and Organization, Parametric Adaptation Decentralized Political Economy = Decentralized Org Control Labour, Entrepreneur, Government = People, Mission, Leadership, Productive use of capital = Productive use of human generated more capital = capital generates more human capability Mechanistic division of labour = Emergent complex division of labour

10. Restructuring the Organization Classically this implies new organization charts? But network technologies, architectures of participation and collaboration protocols transcend boundaries of classic entities. The concept of restructuring person time. 70% running the organization � cog in the machine 15% transforming the organization � refitting 15% personnel owned � Personnel Platform/cloud, pursuit of interest Also requires redesign of work.

11. Web 2.0 These new technologies can be grouped under the term Web 2.0, a phrase coined by O'Reilly Media in 2004, refers to a second-generation of Internet-based services � such as social networking sites, wikis, communication tools, and folksonomies � that let people collaborate and share information online in previously unavailable ways Web 2.0 principles are transforming websites from isolated information silos to sources of content and functionality, thus becoming computing platforms serving web applications to end users . In a similar way, we can think of individuals within DND as information silos or personal websites. We as KM practitioners are trying to link what individuals and what they know to others and what they need to know. These two concepts support each other. I see Web 2.0 technologies as the how for KM concepts. What are some of the Web 2.0 principles: you must trust your users � this will be no small feat to overcome within DND! many small pieces loosely joined (Web as components)? Rich user experience Emergent: user behaviour not predetermined Software that gets better the more people use it Ability and right to remix �some rights reserved� The long tail � this means that more benefit will come from the mass of users submitting lessons learned (long tail) then the few lessons learned centres A social phenomenon embracing an approach to generating and distributing Web content itself, characterized by open communication, decentralization of authority, freedom to share and re-use.These new technologies can be grouped under the term Web 2.0, a phrase coined by O'Reilly Media in 2004, refers to a second-generation of Internet-based services � such as social networking sites, wikis, communication tools, and folksonomies � that let people collaborate and share information online in previously unavailable ways Web 2.0 principles are transforming websites from isolated information silos to sources of content and functionality, thus becoming computing platforms serving web applications to end users . In a similar way, we can think of individuals within DND as information silos or personal websites. We as KM practitioners are trying to link what individuals and what they know to others and what they need to know. These two concepts support each other. I see Web 2.0 technologies as the how for KM concepts. What are some of the Web 2.0 principles: you must trust your users � this will be no small feat to overcome within DND! many small pieces loosely joined (Web as components)? Rich user experience Emergent: user behaviour not predetermined Software that gets better the more people use it Ability and right to remix �some rights reserved� The long tail � this means that more benefit will come from the mass of users submitting lessons learned (long tail) then the few lessons learned centres A social phenomenon embracing an approach to generating and distributing Web content itself, characterized by open communication, decentralization of authority, freedom to share and re-use.

12. Examples of Web 2.0 CompanyCommand.Com � Professional Development, lessons-learned Wikipedia - > platform for LL database and Knowledge Management Digg -> validator Flickr -> organizer, tags, folksonomy Blogs -> capture collective intelligence del.icio.us -> Folksonomy to other info Massive Multi-player Online Games � Second Life � massive real time participation Crowdsourcing - Innocentive Let�s look at some of the current websites that use these technologies and relate this to how we might apply them to a lessons learned database.Let�s look at some of the current websites that use these technologies and relate this to how we might apply them to a lessons learned database.

13. These new technologies can be grouped under the term Web 2.0, a second-generation of Internet-based services � that let people collaborate and share information online in previously unavailable ways This is what we want to do with a lessons learned database Web 2.0 principles are transforming websites from isolated information silos to sources of content and functionality. In a similar way, we can think of individuals within DND as information silos. I see Web 2.0 technologies as aiding the implementation of KM concepts. What are some of the Web 2.0 principles: you must trust your users � this will be no small feat to overcome within DND! many small pieces loosely joined (Web as components)? Provide a rich user experience user behaviour not predetermined it is emergent Software that gets better the more people use it (thru voting, tagging, content)? Ability and right to remix �some rights reserved� The long tail � this means that more benefit will come from the mass of users submitting lessons learned (long tail) then the few lessons produced by learned centresThese new technologies can be grouped under the term Web 2.0, a second-generation of Internet-based services � that let people collaborate and share information online in previously unavailable ways This is what we want to do with a lessons learned database Web 2.0 principles are transforming websites from isolated information silos to sources of content and functionality. In a similar way, we can think of individuals within DND as information silos. I see Web 2.0 technologies as aiding the implementation of KM concepts. What are some of the Web 2.0 principles: you must trust your users � this will be no small feat to overcome within DND! many small pieces loosely joined (Web as components)? Provide a rich user experience user behaviour not predetermined it is emergent Software that gets better the more people use it (thru voting, tagging, content)? Ability and right to remix �some rights reserved� The long tail � this means that more benefit will come from the mass of users submitting lessons learned (long tail) then the few lessons produced by learned centres

14. Augmented CollaborationNetworked Individualism & Peer Production From grouped individuals � where individuals have many bonding ties (within a group) and few bridging ties (between groups) � � To networked individuals � where individuals have relatively fewer bonding ties and relatively more bridging ties. ?Cultural rhythms � communication environments that blur boundaries between home, community and work. Work and people can be digitally available anywhere and at anytime. ?Social networking practices � shift from place-to-place networking, to person-to-person networking. From a single front door, mail address and house phone number to multiple email addresses and mobile phones. Technology of place-to-place enabled dispersal / fragmentation of organizations and community. Technology of person-to-person enables the shift to a personalized, world of networked individualism. People connected as individuals individually using networks for information, collaboration, orders, support, sociability, and sense of belonging. Employees in networked organizations have multiple and shifting work partners, and partial involvements within dispersed work relations that can often extend globally Place � households, social sites, work units, remain important Traditional sense of neighbourhood may be less salient People reach out in-person and ethereally to their networks Unlike traditional public meetings network relationships can be more selective. Social closeness does not mean physical closeness. However, unlike traditional public meetings in community centres or pubs, network relationships can be more selective. Networks tend to contain higher proportions of people who enjoy one another and a lower proportion of people who are forced to interact with each other because they are juxtaposed in the same neighbourhood, kinship group, organization, or workplace. From grouped individuals � where individuals have many bonding ties (within a group) and few bridging ties (between groups) � � To networked individuals � where individuals have relatively fewer bonding ties and relatively more bridging ties. ?Cultural rhythms � communication environments that blur boundaries between home, community and work. Work and people can be digitally available anywhere and at anytime. ?Social networking practices � shift from place-to-place networking, to person-to-person networking. From a single front door, mail address and house phone number to multiple email addresses and mobile phones. Technology of place-to-place enabled dispersal / fragmentation of organizations and community. Technology of person-to-person enables the shift to a personalized, world of networked individualism. People connected as individuals individually using networks for information, collaboration, orders, support, sociability, and sense of belonging. Employees in networked organizations have multiple and shifting work partners, and partial involvements within dispersed work relations that can often extend globally Place � households, social sites, work units, remain important Traditional sense of neighbourhood may be less salient People reach out in-person and ethereally to their networks Unlike traditional public meetings network relationships can be more selective. Social closeness does not mean physical closeness. However, unlike traditional public meetings in community centres or pubs, network relationships can be more selective. Networks tend to contain higher proportions of people who enjoy one another and a lower proportion of people who are forced to interact with each other because they are juxtaposed in the same neighbourhood, kinship group, organization, or workplace.

15. Peer-production represents an emerging new way to design how the Canadian Forces can power operational agility; it defines a new paradigm for the design and management of work processes that utilizes a knowledge commons, near-frictionless coordination, and ultra-specialization. Peer-production: integrates continuous learning, and thus powers effective operational agility; dramatically reduces the coordination costs (time, effort, people) of many types of activity; increases the pool of available skills, knowledge and judgement that can be brought to bear; and simultaneously: reduces costs of control (time, effort, people), increases accountability, responsibility, and responsiveness, and allows the organization to marshal more of its human capability/capital for productive and operational ends. The power of command intent is that the organization may not be in a position to plan how intent will be fulfilled. The process of parametric adaptation may in itself be unpredictable despite being a sound method of successful implementation. The need to leverage the power of group-forming networks through new decisioning concepts implicit in other concepts such as swarming, self-synchronization, and self-organization require market like approaches. Peer-production represents an emerging new way to design how the Canadian Forces can power operational agility; it defines a new paradigm for the design and management of work processes that utilizes a knowledge commons, near-frictionless coordination, and ultra-specialization. Peer-production: integrates continuous learning, and thus powers effective operational agility; dramatically reduces the coordination costs (time, effort, people) of many types of activity; increases the pool of available skills, knowledge and judgement that can be brought to bear; and simultaneously: reduces costs of control (time, effort, people), increases accountability, responsibility, and responsiveness, and allows the organization to marshal more of its human capability/capital for productive and operational ends. The power of command intent is that the organization may not be in a position to plan how intent will be fulfilled. The process of parametric adaptation may in itself be unpredictable despite being a sound method of successful implementation. The need to leverage the power of group-forming networks through new decisioning concepts implicit in other concepts such as swarming, self-synchronization, and self-organization require market like approaches.

16. Peer-production represents an emerging new way to design how the Canadian Forces can power operational agility; it defines a new paradigm for the design and management of work processes that utilizes a knowledge commons, near-frictionless coordination, and ultra-specialization. Peer-production: integrates continuous learning, and thus powers effective operational agility; dramatically reduces the coordination costs (time, effort, people) of many types of activity; increases the pool of available skills, knowledge and judgement that can be brought to bear; and simultaneously: reduces costs of control (time, effort, people), increases accountability, responsibility, and responsiveness, and allows the organization to marshal more of its human capability/capital for productive and operational ends. The power of command intent is that the organization may not be in a position to plan how intent will be fulfilled. The process of parametric adaptation may in itself be unpredictable despite being a sound method of successful implementation. The need to leverage the power of group-forming networks through new decisioning concepts implicit in other concepts such as swarming, self-synchronization, and self-organization require market like approaches. Peer-production represents an emerging new way to design how the Canadian Forces can power operational agility; it defines a new paradigm for the design and management of work processes that utilizes a knowledge commons, near-frictionless coordination, and ultra-specialization. Peer-production: integrates continuous learning, and thus powers effective operational agility; dramatically reduces the coordination costs (time, effort, people) of many types of activity; increases the pool of available skills, knowledge and judgement that can be brought to bear; and simultaneously: reduces costs of control (time, effort, people), increases accountability, responsibility, and responsiveness, and allows the organization to marshal more of its human capability/capital for productive and operational ends. The power of command intent is that the organization may not be in a position to plan how intent will be fulfilled. The process of parametric adaptation may in itself be unpredictable despite being a sound method of successful implementation. The need to leverage the power of group-forming networks through new decisioning concepts implicit in other concepts such as swarming, self-synchronization, and self-organization require market like approaches.

17. Summary - Challenges The �people� component is the largest, most expensive and longest planning framework and our most protected least risked asset. Emerging technologies are leading to new ways of working � in fact we need a new theory for Personnel Management, must integrate with HSI There will be cultural change as a result of technology and as new generations join the Military The military will need to develop people that might have to go through multiple major technological changes with consequent career and occupational change (mastering transition and transformation)? Training, + Re-training + Meta-training to maintain same rank � exponential increase to advance in rank Traditionally � the military technological framework tended to be the longest planning horizon � future fleet size, platforms, types of technologies, capabilities, etc. With the pace of scientific and technological progress the technological framework is challenged to transform more rapidly � obsolete equipment becomes a larger issue. Planning, is more challenging even if the horizon is no longer as far away. However, people now become the farthest horizon, (especially when one thinks of �the 100 year life�), even with a later retirement age, people will continue to seek some manner of engagement. In addition to our primary mission, the military is by necessity a pre-eminent developer of human capital and in pursuit of this requirement people concerns constitute 60% of our budget and seems to be increasing. By understanding the contribution of our people when they leave, we can understand a �return on investment� and can leverage this for more funds. Regardless of technological, capability, etc. decisions taken, new people will be required (to operate and to replenish). This will lead to new ways of working and will result in changes to the traditional hierarchical way of leading people (individual/group knowledge will become more important). There will be cultural change as a result of technology and as new generations join the military. The military will need to develop people that might have to go through three major technological changes (huge impact on training)?Traditionally � the military technological framework tended to be the longest planning horizon � future fleet size, platforms, types of technologies, capabilities, etc. With the pace of scientific and technological progress the technological framework is challenged to transform more rapidly � obsolete equipment becomes a larger issue. Planning, is more challenging even if the horizon is no longer as far away. However, people now become the farthest horizon, (especially when one thinks of �the 100 year life�), even with a later retirement age, people will continue to seek some manner of engagement. In addition to our primary mission, the military is by necessity a pre-eminent developer of human capital and in pursuit of this requirement people concerns constitute 60% of our budget and seems to be increasing. By understanding the contribution of our people when they leave, we can understand a �return on investment� and can leverage this for more funds. Regardless of technological, capability, etc. decisions taken, new people will be required (to operate and to replenish). This will lead to new ways of working and will result in changes to the traditional hierarchical way of leading people (individual/group knowledge will become more important). There will be cultural change as a result of technology and as new generations join the military. The military will need to develop people that might have to go through three major technological changes (huge impact on training)?