Research for Skills

Abstract:D6070 In this first application of the SkillsNET process to the Navy, Sailors described their job tasks; each task was then linked to skills and abilities. Next, Sailors grouped the tasks into clusters, identified the required tools and knowledge, and rated the mission criticality of each task. The SkillsNET method identified 200 more tasks than the Occupational Standards for the information technology area. This is significant because the standards are a primary basis for developing training content and advancement exams. Additionally, we found that A-Schools do not cover many mission-critical tasks. There is a significant overlap in the tasks performed by Sailors in three separate ratings, which implies a significant potential for consolidating training related to the overlapping tasks. We found that work performed does not always reflect the competencies for which a reenlistment bonus was paid. Sailors who do network administration but do not receive a bonus are more likely than the bonus recipients to plan to leave the Navy. Finally, advancement exams often fail to cover the critical tasks. The study recommends enhancing the occupational standards with a more comprehensive process that captures the competencies and identifies the mission criticality of the tasks.

This study examines potential manpower costs of outsourcing Navy jobs that result from more Sailors having to work out-of-skill. To examine these costs, we estimated the effects on retention and advancement of working in billets related to one's skill and in instructor billets. Focusing on E5 and E6 billets, we then compare the quantifiable costs of outsourcing military billets to the expected savings. Currently, 49.6 percent of E5 and E6 Sailors are assigned to rating-specific NECs on their shore tours. The analysis finds that if more than 49.6 percent of the outsourced billets are rating-specific, there would be fewer opportunities to work in-skill and lower retention, which would lead to costs to offset. We recommend that, when determining what billets to compete, the Navy start with general skill billets and other out-of-skill billets. Furthermore, if the Navy were to compete in-skill billets, we recommend that it compete low-training billets before high-training and instructor billets.

VAdm. Doyle, USN (Ret) and RAdm. Meyer, USN (Ret), among others, have expressed concern to Adm. Kelso, the Chief of Naval Operations, regarding the technical expertise of Navy officers. Their concern is that the decline in officer technical expertise is harming the acquisition process and threatening the capabilities of the U.S. Navy. Adm. Kelso asked CNA to study the issue, and this briefing describes our analysis.

This memorandum reports the procedures used for the development and scoring of hands-on performance tests for the mechanical maintenance phase of the Job Performance Measurement project.