1. Manpower and Organization Branch Peacetime Establishment Cell
“ HUMAN CAPITAL”
“ Bridging the gap between J-1 and J-7”
NATO INDIVIDUAL TRAINING AND EDUCATION CONFERENCE (TIRANA).
Aim: Forum for discussion + coordination.
“Building the education and training production picture”.
Focus on “Human Capital”
Bridging the gap between J-1 and J-7.
Michael Jansen
Ltc RNLA
NATO UNCLASSIFIED

2. Contents INTRODUCTION SHAPE J1 INDIVIDUAL TRAINING + EDUCATION.
BUDGET.
JOB DESCRIPTIONS.
CONSTRAINTS/EXPECTATIONS.
FOOD FOR THOUGHT/GENERATE DEBATE.
QUESTIONS
Welcome!
Contents of my (short) briefing:
Introduction J1 SHAPE.
Individual Training and Education.
Importance of Job descriptions.
Introduction on J1 SHAPE /ACO. All topics of interest from J-1/HRM form a strategic Command.
In civil live: Human Capital Management refers to developing strategies, to recruit, manage, train, develop and retain top preforming employees
In every organization it is important to set Human Capital Goals: such as (among others): develop realistic induction programs for new employees.
Continuously develop skills of workforce in line with requirements.
Talent management in NATO in comparison with National/Civilian life is difficult. National average career length is years. Most individual and organizational training is recorded in National/Service Manpower & personnel systems.
Most military personnel in NATO serve only 3 years or less in NATO.
Quality (Skills and experience) of personnel largely unknown prior to assignment.
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3. PUTTING THEORY INTO PRACTICE

4. JOB DESCRIPTIONS Essential Qualifications: Desirable Qualifications:
Professional/Experience
Education/Training.
Language.
Automatic Data Processing
Desirable Qualifications:
Professional/Experience.
Education/training.
NOCs
JOB DESCRIPTIONS: must be clearly defined. A Living document!
Key responsibility areas must be designed in line with an individual’s past work experience, educational qualification and area of interest.
JDs ought to reflect essentials of ones job.
As detailed in JDs Allies and partners should ensure that the required NATO operational standards be applied in the execution of training and evaluation of forces and personnel offered.
In “ the ideal world” JDs should be reviewed every three years (if not earlier), when there is a transfer of personnel, and of course during major PE changes and reviews/audits.
Keeping a JD up to date is the primary responsibility of the Section Head/Branch, Division Heads.
ERT Establishment Review Tool. System supports standardization and consistency. Related to APMS.
If we look more closely to the JD, we see the Post title, Post number and NATO Occupational Codes (NOCs). Standardized way of categorizing the job.
Essential Qualifications:
Professional/Experience.
Education/Training.
Language (based on the Standard language Levels) ranging from Level: 0 (No proficiency) up to level 5: native speaker. Listening, Speaking, Reading Writing.
Desirable Qualifications:
(not essential to perform the job but which should enhance performance) Especially used for selection.
NATO occupational Code (NOCs) describe the skill area. Primary code specialist code/general code. NOC code will define the essential requirements for professional experience when recruiting personnel to fill a post. NOC Database is administered by SHAPE in HRDS (APMS + ERT).
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5. Education and Training
NATO can assist through the provision of complementary E & T, particularly in JOINT, Combined area’s that are outside of the ability of nations to deliver.
Requirements should be met before deployment.
E & T must be practical + relevant.
A need for Specialist E&T will likely arise for new requirements/” niche” functionalities.
Summary:
Employees are the lifeline of an organization. Success and failure depends on its employees.
HUMAN CAPITAL MANAGEMENT: managing employees to contribute significantly in the overall productivity of the organization.
NATO can assist through the provision of complementary Education + Training, particularly in Joint, Combined area’s that are outside of the ability of nations to deliver.
Requirements should be met before deployment to NATO. Although sometimes it is better to attend a course with good understanding of the “ on the job” implications, than attending it ahead of the assignment/with little to no understanding of what will be the duty (except explanation in JD).
Training must be practical/relevant and designed to sharpen the skills of employees.
Don’t design training programs just for the sake of it.
They must benefit the employees (+ organization!).
A need for Specialist E&T will likely arise for new requirements (changing strategic and operational environment) and the so called “Niche” functionalities such as (to mention a few):
Strategic Communication, JFAC Joint Force Aircomponent , Intelligence, Staff work, planning, Force Management, Readiness, Preparation, Logistics, Movement, Cyber, Special Operations, etc.
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6. BUDGET AND FINANCE National responsibility.
NATO: will only pay Course fee and travel.
Budget and Finance.
National budgets.
In ACO/NATO (limited) Budget in Divisions/ACOS for (temporary duty/TDY) travel and training.
Costs lay where they fall. (“Sending authority”).
National.
Basis principles:
Travel expenses, Per Diem, Accommodation, course fee
Courses laid down in JD.
Working in NATO (military personnel):
Course Fee and travel by NATO.
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7. ROOM FOR IMPROVEMENT? NATO UNCLASSIFIED
This is a possible vision of NATO Organizational structure. Being an OF-4 in the ACO Strategic military entity, I know where I’m resting on.
Need for effective and efficient training. Are we really that good?
SHAPE conducted a Comprehensive study with regard to manpower (skills) deficiencies within ACO, and developed a list of critical posts demanding pre-courses of a significant duration (as a mandatory pre-requisite). This study should encourage the Nations to plan the attendance at these courses prior to personnel taking up a NATO (staff) function and consequently increase their time in post.
Always room for improvement:
Language skills, but also in more specialized fields. Validation of course? Registration of competencies and skills of employees (nationally and within NATO).
Alignment between: required training, capacity of schools, available time (Handover Takeover).
Information flow. Provide all stakeholders with relevant information, still have a lot of stove pipes, visibility/easy access to information JDs course catalogues etc.
NATO UNCLASSIFIED

8. CONCLUSIONS / RECOMMENDATIONS
Realistic and Up to Date JOB Description.
T & E primary a national responsibility.
Requirements be met before
deployment
Timely planning/Alignment.
Transparency/Access
Induction courses/HOTO.
Maximum use of E-learning, MTT.
Objective generate input for debate:
If individuals are not educated and ready to perform their jobs in term of their personal knowledge, skills and competencies, the collective efforts will not achieve the required level of demonstrated proficiency!
Definition: Human Capital Management: Recruit (fill the posts), manage, train and develop and retain (top) employees.
Ongoing process.
Identify shortfalls + create/find solutions.
Realistic and “ Up to date” Job descriptions.
Training and Education is Primary a national responsibility.
Requirements (based on JD) should be met before deployment to NATO.
Timely planning (recruiting, assigning etc.) is essential. Alignment between need/requirements and capacity (budget, available seats etc.).
Improve transparency and access to JD’s and related courses and requirements (Training institutes/schools an COEs).
Also have a close look to your own induction courses and Hand Over Take Over (HOTO).
Try to find alternative and cost effective solutions through maximum use of E-learning, Mobile Education and training teams, Teleconferencing etc.
NATO UNCLASSIFIED

9. Now it’s question time!
End of my briefing I wish you will have a fruitful conference and nice stay in Albabnia.