The ADF needs more specialists. To get them, it needs more flexibility
The Australian Defence Force needs a new way to recruit and retain hard-to-find experts, such as specialist engineers. Current systems do not allow for the flexibility that the 21st century demands, nor do they match industry salary standards.
These shortcomings were highlighted by the Strategic Review of the Australian Defence Force Reserves, which identifies the need to adopt a Total Workforce System that supports more innovative and flexible workforce arrangements.
The problem has been worsening as tasks within the ADF have become more complex. But maybe the solution has been right in front of us all along.
We could adapt the existing Specialist Services Officer (SSO) system through which the army currently engages people in fields such a healthcare, finance, law, chaplaincy, management, public affairs, aviation, engineering or education, without necessarily requiring the full military training of standard army service. The SSO arrangement needs to be more flexible: rather than limited to pre-defined fields, it must be open to whatever roles the ADF requires.
It would thereby enable the ADF to employ a much wider range of specialists, and it would apply to people with particularly valuable skills who could already be in the ADF under a different role.
The adaption, renamed Specialist Service Person (SSP), could also replace the Specialist Service Soldier scheme, which the army is trialling for enlisted personnel and which is focused on specific trades.
For example, the army may need someone with specialist sanitation knowledge for an operation, but ‘sanitation engineer’ isn’t on the Specialist Services Officer list or a job in the ADF. The review of the reserves advocates creating pathways that allow a broader range of specialists to enter the ADF, ensuring operational requirements guide employment rather than rigid role categories.
Instead, operational needs should guide employment, and a system unconstrained by pre-defined employment categories and open to negotiable pay should ensure that ever-changing service demands are met.
Other examples of skills that the ADF can acquire with far more flexibility are artificial intelligence experts, automation engineers, naval architects, procurement specialists and unknown future roles we haven’t thought up yet.
The SSP system, like the SSO, would apply to civilians entering the ADF or to reservists with specialised skills. This gives the ADF options to move people into roles where there is an operational need and move them out when it is over.
A continuous full-time service (CFTS) contract, as already used for upgrading reservists to full-time employment, could be used. Under the SSP model, the ADF could call upon specialists when needed, similar to the reserves, rather than keeping people permanently on contract but underemployed.
Additionally, ADF also relies on a contracted external civilian workforce for niche expertise. They are often employed by companies that they work for directly, adding complexity, cost and conflicts of interest. Instead, such skills should be available from service members under SSP CFTS contracts.
Offering realistic market salaries under the SSP system would also improve the chance of keeping highly skilled ADF members who have grown beyond their standard employment model.
This proposal takes inspiration from the US Warrant Officer system and Singapore’s military expert system.
The US Army pays more for its technical experts through its Warrant Officer ranks. These members are specialists in specific fields rather than generalist leaders, enabling them to focus on their core skills. This system allows the military to retain and access the expertise of its best specialists.
The Singapore Armed Forces directly recruit specialists from the civilian sector, tapping into a wider talent pool to meet evolving defence needs. These specialists, known as military experts, can then develop their skills through the Military Domain Experts Scheme.
Like the US model, the proposed SSP system would recognise and promote expertise from within the ranks. Like Singapore’s approach, it would acknowledge the need to bring in external expertise when required. This hybrid model ensures seamless integration of both internal and external specialists, optimising the ADF’s capabilities.
The SSP system could also be used to keep the skills of people who would otherwise leave the ADF—for example, because medical conditions make them unfit for standard duties. If they hold the right in need skillsets the ADF in the SSP model would have the flexibility to reengage them under a CFTS contract with defined duties, salary and outcomes.
Currently, specialists often face pay cuts when they move from private companies into ADF roles. This concern is echoed in the review of the reserves, which emphasises the need to modernise conditions of service and adopt a more competitive pay structure to improve retention and recruitment outcomes.
The key word is ‘flexibility’. That’s what the ADF must have as it tries to employ and keep people with the ever-enlarging range of skills that it needs.
The Australian Army does not have a social licence problem, it has self-confidence issue.