StratNegic and Project Planning EdPM-624

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EdPM-624-Strategic and Project Planning

FelekeYeshitila Id.No GSR/2991/05 Page i

FELEKE YESHITILA

GRS 2991 05

March, 2013

Strategic and Project planning EdPM-624

Ministry of National DefenseHuman resource Strategic Plan

For Non-Commissioned Officers

Development

2014-2016

Submitted to Ayalew Shibeshi (Associate Professor)


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FelekeYeshitila Id.No GSR/2991/05 Page ii

Table of Contents

1. Introduction ...................... .................... ...................... .................... .................... .. 1

1.1 Organizational Background ...................... .................... ...................... .................. 1

1.2 Vision of Ministry of National Defense .............. .................... ...................... ........ 1

1.3 Mission of Ministry of National Defense ............ .................... ...................... ........ 2

1.4 Need for NCO Development Strategic Plan .................... .................... ................... 2

1.5 Purpose of the NCO Development Strategic Plan ..................... ..................... ........ 2

1.6 Scope of the NCO Development St rategic Plan ................................ .................... . 3

2. The Environmental Scan ..................... .................... ...................... .................... ..... 3

2.1 Internal E nvironment Analysis .................... ..................... ..................... ............... 3

2.2 External E nvironment Analysis ................... ..................... ..................... ............... 4

3. Human Resource Management Vision, Mission and Values ................... .................. 5

3.1 Vision ............................... ..................... .................... ...................... .................. 5

3.2 Mission ................... .................... ..................... ..................... .................... ......... 5

3.3 Values of the Human Resource Management ..................... .................... ................ 6

3.4 Human Resource Management Goals ..................... ..................... ...................... .... 7

3.5 Non-commissioned o fficer ................... ..................... ..................... ..................... . 7

3.6 Non-commissioned Officer Career Development Model ................... .................... .. 8

4. NCO Development Stakeholder Analysis ..................... .................... ...................... . 8

5. Goals, Objectives and Strategies of NCO Development .................... .................... 10

5.1 Goal .................... .................... ...................... .................... ..................... .......... 10

5.2 Objectives ........................................................................................................ 10

5.3 Strategies and Action Plans ............. ..................... ..................... ..................... ... 10

6. Monitoring and Evaluat ion for NCO Development ..................... ..................... ...... 21

7. Assumption and Risks ..................... .................... ..................... ..................... ...... 21


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FelekeYeshitila Id.No GSR/2991/05 Page iii

List of table

Table 1: NCO Career Development ................................................................................................ 8

Table 2 Stakeholder Analysis ......................................................................................................... 9

Table 3 Objective 1 ...................................................................................................................... 11

Table 4 Objective 2 ...................................................................................................................... 12

Table 5 Objective 3 ...................................................................................................................... 13

Table 6 Objective 4 ...................................................................................................................... 14

Table 7 Objective 5 ...................................................................................................................... 15

Table 8 Objective 6 ...................................................................................................................... 16

Table 9 Action Plan ..................................................................................................................... 20

Table 10 Assumption and risk ...................................................................................................... 22

Table 11 Acronym........................................................................................................................ 23


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FelekeYeshitila Id.No GSR/2991/05 Page 1

1. Introduction

1.1 Organizational Background

Ethiopian has strong sense of patriotism and the courage to fight against the foreign

aggressor. They bravely fought for the independence and sovereignty of the nation.

They paid their dear lives to protect and ensure the ter ritorial integrity of the Country.

In Ethiopia, the Formal and well-organized Army was established during emperor

Hailesilassie. As stated in the history of Ethiopian military, the first was bodyguard. It

was established in 1919 to safeguard the emperor palace. Before the establishment of

the first bodyguard battalion, the peoples fought with enemies in several times. Those

fighters were farmers who had not got salary for their service. They were conscriptArmy. They were organized only to defend and attack the internal and external enemies .

In 1933 by proclamation number 68, Ministry of National Defense was established by

the support of foreign citizens. The institution was mainly focused on Ground Force.

After the federation of Eritrea, Ethiopian Navy was established in 1951. The Ethiopian

Air Force was also organized and established officially in 1953.The Navy, Air Force

and the Ground Force had performed their function separately until the downfall of

Dreg regime.

After the downfall of Dreg regime, Ethiopian People Revolutionary Democratic Front

(EPRDF) handed over the three Armed Forces of Ethiopia. By its irregular army, it

safeguards the sovereignty of the country from internal and external enemies. In

accordance with the proclamation number 27/1996, the current Ministry of National

Defense was est ablished in a newly base and organized by Ground Force and Air Force.

1.2 Vision of Ministry of National Defense

To see a strong and modern armed force that is reliable and absolute loyal to

the constitution; safeguard the constitutional order from any disaster; healthy,

competent and disciplined having people trust and love; exemplary to our nation

equality and play appropriate role in continental and global peace keeping.


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1.3 Mission of Ministry of National Defense

1) Defend our nation, its constitution and constitutional order from externalaggressors, terrorists and internal anti-peace forces to allow the proceeding of

nations peace, rapid economic development and structuring of democratic

system without any hindrance.

2) Building the security and peace keeping capacity of appropriate regionaladministration and allowing them to work in coordination

3) Protecting the nation and nationalities of people, public and governmentdevelopmental institutions and infrastructures from any manmade and natural

disasters

4) Participating in continental and global peace keeping mission1.4 Need for NCO Development Strategic Plan

Training and development of human resource is one of the functions of human resource

management to achieve organizational objectives. Training and development policy,

process and syst em ar e essent ia l part of the success of Ministry of Na tional De fense

(MoND). Development of Non-Commissioned Officers is necessary to enable all NCO

to become efficient in their performance. Past accomplishme nt in developing NCO have

faced some challenges. It is needed to give great emphasis on NCO development to

br ing major change on the ent ire o rganizat ional performance. This st rat egic plan

document for NCO development will outline the strategies that help NCO to contribute

to achieve the mission of MoND. It also explains the strategic priorities and offers a

clear direction for t he NCO development of on -going planning.

1.5 Purpose of the NCO Development Strategic Plan

This Human Resource strategic plan for NCO development is designed to:-

Support the Ministry of National Defense Human Resource Management strategicplan and al l ot her inst itut ional st rategies and po licies.

Enhance the operational effectiveness of the MoND. Provide a framework for identifying and addressing the NCO development needs

of the MoND.


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1.6 Scope of the NCO Development Strategic Plan

This strategic plan provides a framework for linkages between MoND Human Resource

strategic plan and the strategic plan for NCO development. It defines the goals and

Objectives of Non- commissioned officer development program in all level of the

organization.

2. The Environmental Scan

In order to understand the current status of NCO development program in MoND,

interviews have been conducted with two key senior officers who understand the

current existing NCO development programs. In this situational analysis, the strength,

weakness, opportunity and threat are presented here to identify the relative position of

MoND for NCO training and development program. It provides the context for the

strategies, goals and objectives presented later in this report.

2.1 Internal Environment Analysis

Wide choice of training anddevelopment for Non-

Commissioned Officers

Long time experience for NCOdevelopment

Skilled personnel and committedleadership who provide training

and development programs

Training institutions are wellequipped and organized.

Better information technologyinfrastructure

Lack of coordination betweensupply of training and

development programmes and

demands of operational units

Long duration of training anddevelopment programs

Lack of incentive and benefits aftercompleting training and

development programs

Lack of power of authority aftercompleting training and


STRENGTHS WEAKNESSES


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MoND has 19 different higher educational institutions that provide technical, vocational

and professional training for the entire military personnel of the organization. There are

skilled personnel and committed leadership in the institutions who provide quality

education and conduct research. The institutions also well organized and equipped.

Each institution is connected by the information technology network. By capitalizing

these strengths, MoND can successfully carry out its mission regarding NCO

development program.

Human Resource Planning is one of t he function of Human Resource Management that

forecast the demand and supply of competent military employees. This function is not

properly performed by the organ ization. Some of the tr aining and development

programs have relat ively long time durat ion to co ver the course. This is one of the

weaknesses that hinder NCO to take training to improve their performance. The

incentive and benefit of the military employees has been designed by the hierarchy of

rank. After completing the training and development program, MoND did not provide

any salary increment based on the training. By overcoming the above weakness, the

organization can effectively and efficiently achieve the objectives of NCO training and

development program.

2.2 External Environment Analysis

Training and development system isdecentralized

There is better awareness about theNCO development in each leve l

Better relationship between traininginstitution and operational unit.

Incentive and benefit policy in theorganization

Lack of transparency and time-consuming bureaucratic system of

training and development programs

Unequal incentive and benefit forequal training and development.

Unfair implementation of trainingand development rule and regulation

OPPORTUNITIES THREATS


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The training and development system has been decentralized. Each combat and

operational unit can facilitate and administrate the training and development program of

its staff. There is better relationship between the higher educational institution and

operational unit. In each rank, there is a mandatory training and development program.

Every military is promoted to the next rank by taking the mandatory training and

development program. The policy for incentive and benefit of military employees is

well formulate and implemented. By taking the above advantages, MoND can achieve

the objectives of NCO training and development.

The training and development system has long process and time consuming. The rule

and regulation of training and development program is not uniformly implemented. By

counteracting the above threat, the organization may achieve the objectives of NCO

training and development program.

3. Human Resource Management Vision, Mission and Values

3.1 Vision

To see a comprehensive and integrated human resource management system,

pol icy and procedure that bui ld strong workforce which accomplish constitutional

mission efficiently with the right skill, ability, attitude , physical fitness and

commitment.

3.2 Mission

1) Manning the organization structure by the right person with the right skill,ability, attitude, physical fitness and commitment

2) Develop and implement Human resource policy, procedure and st andards.3) Setting human resource management system that enable to utilize the human

resource efficiently

4) Attract, retain, develop and motivate high quality, diverse, and sufficiently-sizedmilitary forces

5) Setting and implementing workforce and success ion planning


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6) Enhance quality of life for the total force and support military members, theirfamilies, and retirees

7) Accumulate, protect and provide human resource information for makingdecision.

3.3 Values of the Human Resource Management

To accomplish the mission of MoND, it has seven key values. They are loyalty, duty,

respect, selfless service, honor, integrity, and personal courage. These values are at the

core of everything the army is and does. The army is an institution of people with

unique and enduring values. Soldiers of all ranks must hold the army values. These

values provide a sense of purpose necessary to sustain Soldiers in combat and help

resolve ambiguities in operations other than war. From these key values, the Human

Resources management Department demonstrates the following values:

Promote Honesty, Integrity, and TrustWe honor our commitments and perform jobs in a manner that promotes f airness,

respect, honesty, and trust.

Celebrate TeamworkWe encourage the diversity of thoughts, experiences, and backgrounds and

celebrate participation and partnership in all of our endeavors.

Encourage CommunicationWe solicit the input of others and strive for t ransparency and inclusiveness.

Embrace Change and InnovationWe are open to possibility and foster creativity and risk-taking to support

continuous improvement.

Champion Employee DevelopmentWe are committed to maximizing the potential of every individual and to support

and promote as a learning organization.

Model LeadershipWe lead by example and advocate equitable treatment in our behaviors, policies, and

practices.


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3.4 Human Resource Management Goals

1) Ensure that HR policies and procedures are documented and communicated in atimely and comprehensible manner and that implementation is monitored.

2) Acquiring the right workforce with the right skill and ability who are loyal andabsolute reliable to the constitution and constitutional gove rnment.

3) Retaining competent and diverse military force with appropriate skills to meetmanpower needs at all level of the organization.

4) Setting performance measurement, evaluating an d motivating military employees5) Administering the compensation and military employees benefit6) Providing training and development to accomplish the current and future task7) Forecasting the right number of work force with the right skill, ability and

attitude

8) Providing appropriate training and development based on the future manpowerneeds.

9) Developing web based information centre and accumulating, protectingdistributing human resource information for decision making.

3.5 Non-commissioned officer

The Non- commissioned officer rank in Defense force can be classified in two broad

categories. They are:-

Junior Non-commissioned officer: - It is the NCO ranks t hat include Second Corporal,

Corporal and Sergeant.

Senior Non-Commissioned Officer: - It is another category of NCO that includes

Master sergeant, First sergeant, Staff Sergeant Major, Command Sergeant Major, Junior

Warrant Officer, Senior Warrant Officer, Master Warrant Officer and Chief Warrant

Officer.


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3.6 Non-commissioned Officer Career Development Model

The NCO career development models provide a standardized framework and

information to Soldiers, leaders, and Human resource experts for the professional

development of NCOs. It serves as the professional reference for a successful military

career while providing information and guidance on assignments, education, and

training. The following table shows the NCO career Development models for combat

and combat support unit.

4. NCO Development Stakeholder Analysis

The stakeholders identified and presented in the following are in a position to influence

the NCO development program. They have an interest o n the development o f NCO.

Top management Human Resource Management

Main Department

Training Main Department Combat, combat service and

combat support Unit Operational

No n-Commissioned Office rs Defense University, Technical

and vocational Institutions and

training center

Rank Training or

Education

Official

Recognition

Military

Position

Corporal 10 Months Training Level 2 Certificate Team LeaderSergeant 10 Months Training Level 3 Certificate Dep/Platoon Comder

Master Sergeant 10 Months Training Level 4 Certificate Company Log/ Head

First Sergeant 2 years Course First Degree Company Advisor

Staff Sergeant Major 6 Month Training Certificate Regiment Logistics

Command Sergeant

Major

6 Month Training Certificate Regiment Advisor

Junior Warrant

Officer

1 Year Course Master Degree Division Advisor

Senior Warrant

Officer

3 Months Training Certificate Force advisor

Master WarrantOfficer

3 months Training Certificate Head QuarterAdvisor

Chief Warrant Officer Head QuarterG/Advisor

Table 1: NCO Career Development


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Table 2 Stakeholder Analysis

No Stakeholder Expectation Impact if expectation is not met Response1 Top management Competent and skilled

NCO

Poor performance Design new system on NCO

development

2 HRM main Department Motivated NCO Increase turnover, Lack committed

NCO

Design new system of career

development and implementincentive and benefit policy

3 Training Main Department Provision of qualitytraining Produce Unqualified and un skilledNCO New cur ric ulum design andshort the training time

4 Combat, combat service and

combat support Unit

Strong and skilled

NCO

Poor performance in operation Implement the NCO

development system

5 Defense University,

Technical and vocationalInstitutions and training

center

Provision of quality

education and trainingand conduct research

Poor performance, lack of competent

and skilled NCO, lack of relevanteducation

Develop new curriculum and

implement the NCOdevelopment system

6 Non-Commissioned Officers Job satisfaction Resign the institution Needs Incentive and benefit,Fair implementation of policy


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5. Goals, Objectives and Strategies of NCO Development

5.1 Goal

The goal of the NCO development program is to increase and sustain NCO combat

readiness at the highest possible level.

5.2 Objectives

The objectives of the NCO Development program are to:

Develop and strengthen leadership skills and professional attributes of NCO.

Set time and communication plan for tr aining and development for all NCO. Ensure NCO meets mandatory training requirements. Address training plan as part of career development model for NCO that enable

them to achieve their ultimate career goals.

Improve NCO competency and skill at all level o f the MoND Implement the training and development system

5.3 Strategies and Action Plans

Based on the existing current state analysis and to achieve the goal of NCO

development and realize its objectives, action and implementation plan is developed.

The action plans are organized in a format that inc ludes five component s. Thecomponents are:Objectives: The results expected from pursuing certain strategies.

Strategic issues: Fundamental questions or critical challenges that affect

Proposed Actions: Strategies that developed to deals with the strategic issues

Who will be Responsible : The key bodies in MoND who will lead, support and

implement strategies

Time table: Target dates for completion.


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Objective 1:- Develop and strengthen leadership skills and professional attributes of NCO

Strategic Issue Proposed Actions Who will be Responsible Time Table

2014 2015 2016

Lack of training todevelop and strengthenleadership skills and

professional attribute ofNCO

Conduct skill inventory in all level ofNCO in the entire organization.

All level of Human Resource Department X

Identify NCO competency gapHuman resource planning X

Conduct NCO skill, knowledge and

attitude gap analysis

Head Quarter Human Resource

Management DeptX

Set standard for all level of NCO

training and development program


Management Dept and Training DeptX

Establish training and development

programs

Training DepartmentX X X

Provide different alternative means of

training and delivery method


Create training opportunities at juniorand senior levels of NCO


Table 3 Objective 1


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Objective 2:- Set time and communication plan for training and development for all NCO


2014 2015 2016

There is no standardtime schedule and

communicationchannels for training

and development for allNCO

Setting time schedule for all trainingand development program

Training Department X

Ensure that time for training isaddressed for each level of NCO

development

Human resource planning X

Provide Web-based recording andevaluating training and development

programs

All training Centers, Technical collegesand Universities

X X X

Develop a communication plan to

provide guidance and management for

all level of NCO development

Human resource planning X X X

Table 4 Objective 2


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Objective 3:-Ensure NCO meets mandatory training requirements


2014 2015 2016There is no standard formandatory training for

each rank of NCO

Complete inventory of mandatorytraining and completion dates

Human resource planning and TrainingDept

X

Clarify mandatory training requirements

for all levels of NCO development.

Human resource planning and Training

DeptX

Develop program to address the gaps. Human resource planning X X X

Table 5 Objective 3


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Objective 4:- Address training plan as part of career development model for NCO that enable them to

achieve their ultimate career goals.

Strategic Issue Proposed Actions Who will be Responsible Time Table2014 2015 2016

Lack of uniformcriteria for training and

development of NCOand no standard for

each NCO careerdevelopment.

Develop a career development map forall levels of NCO

Human Resource Policy and StandardDept

X

Assure that NCO career development

map links to Human resourcedevelopment strategic goals


Link NCO career development mappingto individual development plan of NCO


Implement the NCO career

development plan

All levels of Human Resource Department X X X

Table 6 Objective 4


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Objective 5:-Improve NCO competency and skill at all level of the MoND


2014 2015 2016Poor competency and

skill at all level of NCO

Identify the core competency for all

level of NCO


Provide training and development

program to all levels of NCO

All training Centre and Technical colleges

and universitiesX X X

Encourage continuous leadership



Develop post- training evaluation All levels of Human Resource Departmentand training Dept

X X X

Table 7 Objective 5


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Objective 6:-Implement the training and development system


2014 2015 2016Poor implementationand evaluation of

training and

development system

Monitor and follow up the progress ofNCO training and development

programs

All levels of Human Resource Departmentand training Dept

X X X

Ensure that all NCO are well informed

about the system


Ensure that useful reports are generated

for management use and workforceanalysis.


Ensure that training and developmentincentive and benefits policies are fairly

implemented


Table 8 Objective 6


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5.4 The three years Implementation plan

No Major Activities Measurement Amount Responsible BodyTime Table Resource

Required2014 2015 2016

1 Conduct skill inventory in all level ofNCO in the entire organization.Number of NCO 16560

All level of Human ResourceDepartment X120000.00

2Identify NCO competency gap

Level of skill 16560

Human resource planning X75000.00

3 Conduct NCO skill, knowledge and

attitude gap analysisDocument 1


Management DeptX

35000.00

4 Set standard for all level of NCOtraining and development program Number of

training 478


Management Dept andTraining Dept

X42000.00

5 Establish training and development

programs Number of

training 478


27000.00

6 Provide different alternative means of

training and delivery method

Number of course 76


125000.007 Create training opportunities at junior

and senior levels of NCO Number ofprogram 21


200000.00


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No Major Activities Measurement Amount Responsible BodyTime Table Resource

Required2014 2015 20168 Setting time schedule for all training

and development programNumber of

course 478

Training Department X55000.00

9 Ensure that time for training is

addressed for each level of NCOdevelopment

Number ofTraining 76

Human resource planning

X34000.00

10 Provide Web-based recording and

evaluating training and developmentprograms

Number ofTraining 76

All training Centers, Technical

colleges and UniversitiesX X X

150000.00

11 Develop a communication plan toprovide guidance and management

for all level of NCO development

Number of

Training 76


67000.00

12 Complete inventory of mandatory

training and completion datesNumber of

course 478

Human resource planning and

Training DeptX

95000.00

13 Clarify mandatory training

requirements for all levels of NCO

development.

Number of

training 76

Human resource planning and

Training DeptX

58000.00

14 Develop program to address the

gaps.Number of

training 76


45000.00


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No Major Activities Measurement Amount Responsible Body Time Table Resource

Required2014 2015 201615 Develop a career development map for

all levels of NCO Number of NCO 16560

Human Resource Policy andStandard Dept

X43000.00

16 Assure that NCO career development

map links to Human resourcedevelopment strategic goals Number of posts 436


21000.00

17 Link NCO career development mappingto individual development plan of NCO Number of NCO 16560

Human resource planning X X X34000.00

18 Implement the NCO career development

plan Number of NCO 16560

All levels of Human Resource

DepartmentX X X

156000.00

19 Identify the core competency for all

level of NCO Number of NCO 16560


DepartmentX X X

87000.00

20 Provide training and developmentprogram to all levels of NCO

Number oftraining 76

All training Centre and Technicalcolleges and universities

X X X600000.00

21 Encourage continuous leadershipdevelopment programs

Number of

training 76

All levels of Human ResourceDepartment

X X X150000.00

22 Develop post- training evaluation Number of

training 76


Department and training Dept

X X X256000.00


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No Major Activities Measurement Amount Responsible Body Time Table Resource

Required2014 2015 201623 Monitor and follow up the progress of

NCO training and development

programs

Number of

course 478

All levels of Human ResourceDepartment and training Dept

X X X

256000.00

24 Ensure that all NCO are well informedabout the system Number of NCO 16560

All levels of Human ResourceDepartment X

X X345000.00

25 Ensure that useful reports aregenerated for management use and

workforce analysis.

Number of

training 76


126000.00

26 Ensure that training and development

incentive and benefits policies arefairly implemented Number of NCO 16560


DepartmentX X X

1256000.00

Table 9 Action Plan


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6. Monitoring and Evaluation for NCO Development

This section indicate how and when to monitor and evaluate the implementation

of this str ategic plan.

From each training and development program, number of enrolment andnumber of achievement of NCO will be reported at the beginning and end

of the training to measure the dropout rate with number of NCO

achievement.

Pre and post training assessment will be conducted to measure thesatisfaction level of NCO and effectiveness of the program.

Track and generate quarterly progress r eport on training and developmentof NCO on the basis of cat egories. The report will be used to co mpare the

initial plan and undertake the necessary act ion accordingly.

At the end of year, conduct survey to assess the relevance of each NCOtraining and development program.

Conduct return on investment on selected training and developmentprogram to measure the co st effectiveness and impact NCO program at

individual and organizational level. All the necessary report and feedback will be transmitted according to the

schedule through human resource management communication channel by

soft copy and hard copy.

Regular performance report will be presented at the end of each monthfrom subordinate. These performance reports will be evaluated at the

superior level one level above the implementing body.

7. Assumption and Risks

Under this section, the positive thing that will contribute to the success of NCO

development strategic plan will be presented. The risk and the way overcome

such risk will be indicated.


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Assumption RiskMoND and top management will buy-in the

contribution of the NCO development planand support its successful implementation

Some NCO may lack motivation to

participate in training and developmentprogram. This will be solved by creating

awareness on the formulation and

implementation of this strategic plan.

All NCO will actively participate and

realize the intended objectives of this

strategic plan for NCO development

There may be shortage of resource and

training aid materials to implement the

strategic plan for NCO development. Thiswill be solved by efficient utilization of

resources.

Combat Unit and Operation Unit will

support the effectiveness of the NCO

development strategic plan.

Table 10 Assumption and risk

THE END


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Index

Acronym Definition

Com Commander

Dept Department

Dep Deputy

EPRDF Ethiopian People Revolutionary Democratic Front

G/A General Advisor

HR Human Resource

HRD Human Resource Development

HRM Human Resource Management

Log Logistics

MoND Ministry of National Defense

NCO Non-Commissioned Officer

Table 11 Acronym

Documents

StratNegic and Project Planning EdPM-624