Adapting Force Generation
Addressing Critical RAF
Retention Challenges
Adaptability within Defence is crucial. However, some practices, initially designed to enhance agility, can inadvertently erode the very fabric of an organisation. The Royal Air Force (RAF) is grappling with such a challenge within its Force Generation (FGen) process. What was conceived as a swift solution to deploy skilled personnel for urgent tasks, has evolved into a source of discontent and a critical contributor to the retention crisis.
ForceGeneration (FGen), a system operating for 17 years, was crafted as a rapid response tool to mobilise manpower efficiently. However, with downsizing, technological advancement, and a resultant smaller pool of specialised personnel, FGen has become a thorn in the organisation's side. The abuse of this system, coupled with its inadequacies, has prompted leadership to acknowledge that FGen is breaking the Air Force.
The Core Issue: Balancing Outflow and Inflow
The consequences of increased reliance on FGen are severe—a 10% outflow rate, creating a critical situation where the loss of experienced personnel far outweighs the inflow of recruits. What’s more, is that many positions are being ‘FGened’ multiple times, creating a perpetual cycle of finding new personnel every few months. Meanwhile, certain skill areas are being hit so frequently by FGen that experienced personnel are opting to leave entirely due to the uncertainty and constant disruption to their careers.
“People have decided to vote with their feet. [The FGen process] is drastically undermining the Air Force’s ability to maintain suitably qualified and experienced people on the frontline”
The dilemma faced by the RAF is that, in a fast-paced organisation, abruptly discontinuing FGen is not a viable option. The challenge was to find a solution that could rectify the existing problems while the system continued to operate. This was the problem given to a team of six postgraduate students at King’s College London – Stephanie Ianc, Michael-Giles Coyle, Afonso Spencer, Olga Rasse, Reito Kaneko and Esha Alex. Over the course of their 12 week ‘Hacking for MOD’ module, they interviewed 66 people across defence and industry to learn about this pressing problem and develop and test solution ideas.
Re-thinking Manpower Management
The team proposed two Minimum Viable Products (MVPs). Firstly, a policy rewrite aimed at standardising FGen practices across the Air Force. The policy introduces rules to prevent system abuse, such as restricting the number of times a person can be ‘FGened’, encouraging a more strategic and long-term approach. A key aim of this is to reduce the total number of FGen occurrences, particularly the repetitive ones, thereby helping to alleviate the strain on Air Force personnel and enhance overall job satisfaction.
Complementing the updated policy was a technical solution—an app that would not only accelerate the selection process, but also ensure policy compliance by eliminating choices outside the established rules. This innovation aims to provide personnel receiving FGen notifications with significantly more preparation time, thereby addressing a crucial pain point in the system.
In early February 2024, the team briefed their solution ideas to 2* and 3* leaders in the RAF who saw immediate value in what the team had delivered. Defence Digital and DASA are now exploring how to integrate their technical solution, and the RAF’s Rapid Capabilities Office (RCO) is being approached to see if they can take the student team onboard to progress their MVP further.
An Invaluable Impact for Defence
“When you look at how much it costs to FGen an individual, [the team’s solution] would pay for itself in no time at all. Not to mention it addresses the hidden cost of recruiting and training new people to replace the ones we’ve lost, which is an enormous amount of money.”
The significance of this initiative lies in its independence and focus. The team, operating independently, brought a fresh perspective and asked critical questions that might have been overlooked within the service. The dedicated focus on this specific issue for a defined period allowed for an in-depth analysis and proposed solutions that might have been challenging to achieve within the broader and busier context of defence operations.
“Even if I had an entire posting to devote to looking at this problem, I still don’t think I would have got as good a depth of research as they’ve done in 12 weeks.”
A Brighter Future for RAF Personnel
The transformation of the FGen system represents a strategic move towards a more efficient, fair, and transparent Air Force. By addressing the root causes of the retention crisis, the proposed solutions aim to create a more resilient and adaptable Force for the challenges of the future. As the RAF embraces this transformative path, it underscores the power of independent thinking and the valuable contributions that students can make in addressing complex government problems. The students' journey exemplifies how academic endeavours can transcend theoretical realms to bring about tangible and impactful changes in the defence landscape.
“You will never understand your problem better than being a Problem Sponsor on the H4MOD course. Equally, you will never get the viewpoint that the student team can provide - they have a fresh and independent view. The military tends to want to fix the thing in front of them, whereas the H4MOD process forces students to get to the heart of the problem first, before developing solution ideas with a firm eye on their viability and feasibility.”
Do you work in the MOD and have a problem that needs solving?
Take part in one of our online Problem Sourcing Seminars to find out how you can get involved.