Army reforms give squaddies a say in career path of officers
ARMY officers’ promotion prospects could hinge on the opinions of their subordinates as the military introduces Silicon Valley-style appraisals.
Under new reforms the Army will use reports from peers and subordinates “to drive cultural change throughout the organisation”. Defence chiefs are thought to have been impressed with similar schemes run in companies such as Google and KPMG that have shown positive results.
The move comes after the Army Board was summoned by the Defence Secretary on Monday to address concerns about culture and ill-discipline.
In response, Gen Sir Mark Carletonsmith, the head of the Army, announced on Twitter that the voluntary system of “360 degree” reporting would be extended to cover “middle-ranking
‘It is hoped 360 degree reporting will identify the very best leaders to drive cultural change’
officers”. It is hoped the move will “improve transparency and identify the very best contemporary leaders to drive cultural change”.
An Army spokesman said no formal direction had yet been given over how the system would work or what ranks would be included in the scheme. The system is likely to take the form of an email survey. In the current voluntary system, a minimum of five people are approached to provide comments on an officer’s performance. No more than 12 peer and subordinate views are sought.
It is likely that the new policy will require officers to have been in post for at least three months before any 360 degree reporting and they will be expected to have had regular interaction with anyone invited to provide feedback.
The Royal Navy encourages its personnel to use 360 reporting as an informal process. A spokesman said it was “an excellent tool for reporting”, but no permanent record was kept on file.
Gen Carleton-smith said: “The Army is a great organisation recognised for its operational excellence. But it also needs to be a great organisation to be in. For everyone. That’s the challenge and the change now needed.”