The defence sector has a permanent responsibil-ity for providing securresponsibil-ity for the state, population and society. Changes to the security policy envi-ronment bring about an increased need for a flexi-ble defence sector, with a compound mix of per-sonnel who possess diverse and advanced compe-tency. The rapid reaction capability defence must be capable of solving complex assignments in the field, working to provide international peace and stability while at the same time providing an emer-gency preparedness force, maintaining a presence and upholding sovereignty at home. Competency is a decisive factor for the successful fulfilment of these complex goals and the further development of our modern rapid reaction capability defence in a rapidly changing environment. The defence sec-tor has a much greater demand for specialised
competency now than before, and for systems which allow for careers as specialists.
The ability of the defence sector to carry out its social tasks relies on improved exploitation of the total resources within society and a greater degree of cooperation and competency flow across all parts of the sector. Traditionally, the Armed Forces in particular have produced compe-tency for society but have only made limited use of competency developed by others.
In order to attract the competency currently required by the defence sector, it is now neces-sary to recruit employees from society as a whole.
By providing more flexible career cycles and per-sonnel schemes, the defence sector will achieve greater diversity to allow for continuity, quality, flexibility and a balance between generalised and specialised competency. It is also essential to increase the level of cooperation and competency flow with other sectors of society.
The need for a greater diversity of competency and specialisation requires more openness and improved cooperation mechanisms with other par-ties. At the very core of the military profession are operative requirements and the ability to conduct military operations. These factors shall take a cen-tral position when working on competency devel-opment within the Armed Forces. The Armed Forces must make more extensive use of knowl-edge from the civil sector in areas which are not specifically military. The Armed Forces shall recruit more employees with a civilian education and integrate their competency into the organisa-tion. More cooperation with civilian competency groups within education, research and develop-ment is also required.
Compulsory military service is and will remain fundamentally important for the Armed Forces. The organisation of compulsory military service and national service requires develop-ment so that it is fully adapted to the needs of the Armed Forces, society and the individual con-script. Compulsory military service strengthens the ties between the Armed Forces and society and provides potential for the Armed Forces to recruit from among the most suitable candidates from society.
A working environment in which everyone can take part, and where women have equal opportu-nities to men, is an important objective for the Norwegian government, and has been a decisive factor for the success of the Nordic welfare model.
An increase in the ratio of women in the defence sector is a central objective for the Norwegian government. As such, the government intends to
evaluate the scheme for obligatory examination of women for military service. This must be assessed in connection with measures to increase the status and merit of national service. The suc-cess of the sector in recruiting and retaining more women will play a decisive role in the sector’s abil-ity to exploit the total competency resources within society and to secure the best competency available on a competitive labour market.
A higher ratio of women is one of several aspects in the principle objective to recruit a more diverse workforce for the defence sector. If the sector is to successfully execute the diverse assignments of a modern rapid reaction capability defence, it requires greater diversity, qualities, skills and experience among its employees. To date, work on diversity has paradoxically been excessively one-dimensional. Diversity has pri-marily been treated as an issue of recruitment and improving the gender balance. Although both of these are key factors, diversity in a wider interpre-tation of the term, will only provide added value when differences are merited as part of the daily activities of the organisation, the organisational culture, strategy and choice of direction.
The ability of the Armed Forces to sustain its current combative strength and operative capabil-ity relies on the success of the defence sector in attracting, recruiting, retaining and exploiting per-sonnel with the required competency. This is the most important objective for the defence sector’s personnel policy. The sector must be perceived as an attractive workplace, both by military and civil-ian personnel with a high level of motivation and the right competency, adapted to the needs and assignments of the defence sector, cf. Proposition to Storting 73 S (2011–2012). The competency reform in the defence sector shall reinforce the sector as a learning organisation, which further develops its most important capital – its human resources – systematically and from a long-term perspective. Competency shall therefore be an integrated part of strategic management and a key factor in the control and development of the sec-tor. Competency management shall provide for the best possible exploitation of competency.
The necessity to improve the defence sector’s ability to attract, develop and exploit competency has several origins. From a defence sector per-spective, the competency reform is the next phase in a restructuring process from a mobilisation defence to a rapid reaction capability defence.
However, the need for reform must also be seen as part of a challenge faced by major parts of the public sector. The defence sector has a unique
need for change but shares a number of compe-tency-related challenges with other sectors of society and is governed by many of the same change drivers. The public sector faces fundamen-tal changes which are independent of the specific challenges faced by the individual sub-sectors. In total, this implies a need for new thinking on com-petency, collaboration and management through-out the entire public sector.
Further development and renewal of the pub-lic sector represent a key objective for the Norwe-gian Government. This requires improved utilisa-tion of technology, utilisautilisa-tion of best practice, the
most appropriate organisation possible, develop-ment of employee competency and improved exploitation of their skills, ideas and ability to identify good solutions.
The Ministry of Defence r e c o m m e n d s :
Recommendation from the Ministry of Defence dated 1 March 2013 regarding Compe-tency for a New Era has been submitted to the Norwegian Storting.