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1. Aspiration - upward mobility
2. Trying something new
3. Similar vocations competing for same expertise
4. Tension between Mission and Self
5. Options available (external HR demands)

Areas to Explore
1. Redesign blue collar job
2. Open up career options within
3. Streamlining vocations

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Proliferate rosn, usage of apps and hybrid between physical and virtual meetings

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1) Aversion to commitment (no long contracts)

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1) Aversion to commitment (no long contracts)

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2) Yearn for Automony

3) preference to join smaller outfits than large establishments

4) increasing level of baseline aspiration level

5) shrinking MP resource

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Flexi scheme where people can leave the service and return

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Make the career more meaningful beyond the core competencies

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By the time Gen A are in the RSAF in 2040, the Gen Z will be the leaders of the RSAF. Since Gen A look out for inspiring leadership, Gen Z must exhibit that.

Leadership styles are learnt via observation (or reading.) So we Gen Ys, are we doing enough to bring up the Gen Zs the right way?

Role modeling need not be restricted to people within the SAF/RSAF >> external role-models.

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Personal Development. SAF is strong in it, but commercial companies are either starting to do it too or are already doing it well. We need to adapt, cannot be top-down. People must have choices of what are relevant courses for them.

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Purpose. Fewer youths interested in serving country, and those who are are more interested in the social/economic part of government. Anecdotal stories about Army scholars joining, wanting to join infantry, because they want to serve soldiers from all walks of life (especially those from lower income families.) Have to find means to bring them into Service first to get them to believe in the mission. Recruitment’s outreach becomes very important in sending and shaping the messages.

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People sign on for a larger purpose. However being a military entity will entails some accompanying job expectations such as parade, concurrent tasks that people do not desire. Some can be outsourced, but some will be difficult and challenging

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Gig economy. People want varied experiences and don’t want to be bonded. RSAF/SAF not like external companies or even Civil Service; we cannot recruit a fresh MAJ/1WO/ME5/ME3 off the street. If we do away with bonds/MSP, we may transfer the stress to training. We have to get it right from the start.

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Are we prepared for policy changes for future airmen/women to pursue own interests/hobbies that could possibly have remuneration?

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Need to create space/slack in the system to allow for such movements/growth. Hence, one way is to maintain an above 100% manning to provision for adequate buffer to create these spaces.

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Lack of flexibility of short term contract. Or can short term contract meets our needs.

Hybrid work model, WFH, work remotely might be a norm but would it be efficient for our needs. Can we adopt a “big boy concept”.

The need to balance mental health/stress while we equip our people with IT to work remotely.

2040 folks want to do just what they sign up for?

Engagement for 2040 folks might be diff. IT based?

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Policies for mid career returnees

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Rigidity in educational qualification requirements
Meeting aspirations
USAF Sergeant Majors are degree holders.
Flatten the pay structure such that, eg entry level MDES are paid the same as entry level officers
Job redesign of “lower-level” jobs to commensurate with the educational profile
Remove ITE “quota” rigidity

Relook the 10-year bond. How many good people have we not recruited in the past because of this bond?

Does Air Force people need to wear uniform? ESP in non-sensitive settings

Dynamism and challenge of outside jobs (eg leading teams early on) vs being a 🤬 for 6-9 years

Give young officers to break off their professional training to be given responsibilities in projects

Mainstream these cases

Digital Marketplace of opportunities, for projects and postings. Commanders being directly involved in job matching.

Relook “First Class Air Force, World Class People”. Is it still inspiring? vis Mission Statement of Mindef/
SAF

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Accept the trend and preference for short contracts and find ways to adapt to a higher turnover rate in the workforce

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Static / rigid / one size fit all HR construct