Find’em & Keep’em A Different Navy

1. Find’em & Keep’em A Different Navy

2. A Different Navy More Missions, More Varied, More Demanding Not a smaller Navy… …a different Navy • More demands • GWOT Support Assignments • Language, Regional Expertise and Culture • Navy Expeditionary Combat Enterprise (NECE) • Wide range of missions • Theater Air and Missile Defense • Riverine Operations • Theater Security Cooperation • Multi-dimensional warfare scenarios in politically sensitive regions • Humanitarian Assistance/Disaster Relief

3. Composed of Different Generations “Go with the Bold Ones!” “It’s not just a job. It’s an adventure!” “Accelerate your life!” Boomers Generation X Millennials Optimistic Products of their close relationships with parents and extended families Interdependent Record number choosing to join large institutions and government agencies in search of team work and protection against risk. Balanced #1 goal: balance personal & professional life. Sense of Urgency Want responsibility quickly, need short-term goals Media Consumption Multi-source Cynical Shaped by divorce, recession, commercial hype, & morally suspicious social leaders Independent/Pragmatic Take it upon themselves to plan, analyze and make solid decisions -always hedging Entrepreneurial 57% take what they can get in life Diverse Social choices reflect consumption pattern Media Consumption Selective Idealistic Champions of social causes; seek to change their world Individualistic Non-conformists; 63% aspire to be different than other people Self-Completing 61% feel they need to know themselves better Acquisitive Often believe the more they give away or let get away, the less special they are Media Consumption Passive 55% of Navy 43% of Navy 2% of Navy

4. The Battle for Talent • Navy requires the talent necessary to deliver future combat capabilities. • Future force structure requiring more technical skills • Increased foreign language and cultural knowledge • Increased flexibility • Navy will not be able to recruit or retain the talent required without changing policies and culture. • 75% of Fortune 500 companies report a chronic “talent shortage” • Millennial Generation seeks to incorporate balance throughout life vs. settling at the end of their career • 70% of all workers in 2008 will be minorities or women

5. Todays Talent Has More Leverage Why is the Navy concerned? • Unemployment is down and labor markets are tightening • For every two Baby Boomers exiting the workforce, there is only one Generation X or Millennial to fill their jobs • Navy has to compete to both recruit and retain talent • No mid-level hiring capabilities • Women growing as a large portion of skilled workers • Women constitute 58% of college graduates • Women earn 45% of all professional and graduate degrees • Number of women with graduate & professional degrees is projected to grow by 16% in the next decade vs. 1.3% for men Retaining Millennials & Women is Critical to Winning the Battle for Talent

6. Focus To Win the Battle for Talent • Retention is a key for concern – particularly among the Millennial Generation and women: • Life/Work Balance a key issue for both men and women • Key to success is flexibility and a menu of options: • A mix of financial and intrinsic incentives • We are in competition with the private sector who has greater flexibility in designing/implementing programs • A cultural shift toward more flexibility overall is required

7. Life Work Integration of the Past

8. TFLW Mission and Vision Examine initiatives Navy can influence through policy change Identify efforts that require DoD/Congressional approval for engagement Solicit feedback from the Fleet on needed changes

9. Need More Flexibility & Options Different Demographic Groups Want Different Retention Incentives

10. The Problem • Low retention for SWOs…especially women • Retention for SWO men = 38% • SWO women = 17% • Women represent 25% of SWO accessions • Negative impacts in Surface Force • Lack of diversity • Impact on Department Head numbers • SWOCP has not solved the problem • Numerous studies have been conducted (NPS, CNA, SWO JO Surveys, etc.)…similar findings

11. SWO Resignations…the Key Factors • Work-life imbalance • Operating schedule uncertainties; long hours; inflexibility • Family considerations (lack of) • Low morale, poor leadership, and pervasive negative culture in the SWO Community • The “push” to leave is from Surface Warfare, not the Navy

12. Common “Success” Traits in SWO Women • Enjoy and seek out the challenge of SWO leadership positions and decision making responsibilities • Have the same “passion for their work” as most career professionals do • They enjoy military camaraderie, leading Sailors, and driving ships I love being at sea. There is a freedom that’s unbelievable! (LT) They have the “warrior ethos” (JO Detailer)

13. “Success” Traits (Continued) • Flexible and adaptable in career progression • Tough and thick-skinned • Have mentors who support and influence them • Women have both men and women mentors • Mentoring is critical in the first DIVO tour • Many Department Heads too busy to mentor…or lack the skills • Assertive…in all aspects of the SWO’s duties The women I’ve seen who were not successful were too soft—they weren’t assertive enough on the bridge. (LT)

14. SWO Women = A True Minority • They are “under a microscope”…regardless of the job or seniority • Poor performance may be generalized to all women SWOs • Many feel that they are isolated by the lack of a “critical mass” of other women on board ships • Some men SWOs, while well-intentioned, are uncomfortable leading women…and that impacts performance and morale • Communications, berthing, and liberty issues can marginalize women • Women do not want preferential/different treatment • Women-specific logistics, e.g., health issues, uniforms, etc. reinforce the “women are different” viewpoint

15. The Family Piece • Women SWOs want to “Have it all” (career + family) but they don’t know if they can do it • They value their careers … and may or do want to have a family … but don’t see how they can do both well I don’t even have time to meet someone, much less marry and start a family (LT) • Many perceive that Navy is not family-friendly to women • Leadership attitudes (“She wants to have babies”) • Inadequate child care support • Inconsistent messages about geographic stability for certain periods of time

16. The Family Piece (Continued) • Most women carry a disproportionate burden of family care; trailing male spouses are exception What are the chances of that for me?(LT) • Lack information about how women SWOs have done both … and succeeded • No senior role models because two generations of SWO women • Most senior women don’t have children (only 5 of 82 are parents) • They were the “trail blazers” but my peers don’t want to trail blaze at the expense of families. (LT) • Lack of connectivity with peers who have families • Of 439, 157 are married and 40 have at least one child • I’ve never met a woman officer who was successful and had a child. I want to see one. (LT) They feel that they must choose between family and career … is that compatible with our retention goal?

17. Other “Push” Factors • Negative and insensitive leadership = poor command climate • Classic example … “Stay until the XO goes home!” • Operating schedule uncertainties …little or no ability to plan family activities • Work hours on shore tours … many find it harder to be home than when underway • General lack of downtime • Individual Augmentee assignments … no real shore duty • Concerns with 4-year window in new career path • It may be a small percentage who go, but 100% are watching

18. CNP Charting a Course for Action Part Time Pay for Part Time Work Telework Reenlistment Basket Leave HIGH IMPACT Paternity Leave Reinstate EEAP Incentive Bidding Pregnancy Instruction Geographic Stability Flex Hour Schedule Sabbatical Off-On Ramp LOW IMPACT Off Base Housing Buy-Back Life Coach Pilot LOW COMPLEXITY HIGH COMPLEXITY Proposed In Progress Complete

19. Soliciting Feedback From the Fleet 23.6% 11.6% 21.6% 43.3%

20. A Changing Navy Globalization More needs to be done….You can help!

21. Backup • Backup

22. Women in the SWO Community Women in the SWO Community: Is the Navy Losing in the Competition for Career Professionals? Alice M. Crawford Gail F. Thomas Stephen L. Mehay Naval Postgraduate School William R. Bowman United States Naval Academy Sponsor: Chief of Naval Personnel, N1

23. Competing Priorities: Life/Work Balance WHY DO PEOPLE LEAVE?

24. Data Collection Process • Quantitative data from multiple sources • Interviews with 13 senior SWO women • 8 of 11 women in command (past or present) • 5 of 9 selected for slated to command • Focus groups/interviews with 44 women who opted for SWO Continuation Pay (SWOCP) • Focus groups/interviews with: • 15 male SWOs • Junior Officer Detailers, Senior Detailer • SWO Community Manager • Chaplain (serving Fleet units) • IRR Survey