The U.S. Navy may not be the first employer that comes to mind when you think of employers that are making efforts to help employees with work–life balance issues. However, the Navy has made improvements to maternity benefits, parental leave, and flexible work options with the goal of increasing retention and recruitment. Realizing that they are in competition for the most talented women and men in Generation Y, the Navy must be seen as competitive with the private sector on the issues that Generation Y values: flexibility and family over career and employer. In fact, Vice Admiral Mark Ferguson, Chief of Naval Personnel and Deputy Chief of Naval Operations, was recently quoted as saying, “The leadership at the very top of the Navy realizes that we are in a war for talent. We recruit a sailor, but we retain a family.” 

You may be surprised to learn that the U.S. Navy has nearly all of the same HR functions and challenges that employers in the private sector face, although many of them are magnified greatly due to the size and responsibilities of the Navy. For starters, consider a recruiting goal that would challenge any HR department—the Navy’s recruiting goal averages 37,00059 new people annually with a total workforce of approximately 325,000 active duty and 200,000 civilian employees60 Next, train those employees/sailors for hundreds of specialized positions, help them achieve education goals, and manage their careers for the next 4–6 years. Finally, encourage them to serve beyond their initial commitment or to transition to reserve status or a civilian position within the Navy. Other traditional HR functions must be maintained including performance appraisal, compensation, discipline, dismissal, and retirement.

Beyond HR functions, the Navy faces many of the same challenges that private sector employers face. In recent years, the Navy has experienced extremely high retention rates, creating a surplus of employees in several areas. Another similarity with private industry is that the Navy is experiencing a shortage of qualified sailors in several areas, including cryptology, food service, maintenance, electronics, information systems, machinist, and fire control. At the same time, there is a surplus of personnel in many other positions.61 Many are offered the opportunity to retrain for another position, but many more may face “involuntary separation,” which amounts to being fired.

The Navy generally gets good marks for diversity awareness with a strong diversity mission statement called “The Mission of the Navy Diversity Directorate,”62 and the establishment of “Affinity Groups” that allow minority and special interest groups to share concerns. The Navy’s diversity mission also maintains a presence on Facebook and Twitter, outlining diversity initiatives and opportunities. Recently the Rand National Defense Institute announced a study that has found a reduction in the percentage of young black people enlisting in the Navy and an increase in the percentage of Hispanic recruits, further changing the diversity of the navy workforce.63 Possibly the largest challenge in recent years has been the repeal of Don’t Ask, Don’t Tell, a policy that allowed homosexual members of the military to continue to serve as long as they were not openly homosexual. This change in policy has been approached with caution by the Navy and other branches of the military.

Questions: 

1. Contrast the differences and similarities of the challenges of managing the human resources in the Navy from private sector employers. 

2. How do the economic, technological, and cultural environments affect HRM in the Navy and other branches of the armed forces?  

3. What role does work–life balance play in recruiting and retention?  

4. Research: How well have the Navy’s recruiting and diversity initiatives worked? Explore the Navy’s recruiting and diversity websites as well as news and current events for evidence of successes and failures in their efforts to manage diversity and hire and retain people with critical skills.