Contribution
My Lords, I support my noble friend Lord Harlech’s Amendments 40, 41 and 45, to which I have put my name.
In an era when the Secretary-General of NATO tells us that we could be at war within three to five years, while I hesitate to make life more difficult for employers, I think we have little option but to require those things which the amendments demand of them. This goes to the point made by my noble friends Lord Swire and Lady Fraser that we need to do better by employers too. As a quid pro quo, we should arrange matters so that reservist training adds more value in the civilian workplace, so that the time employers allow reservists for military training is used more efficiently.
Defence qualifications which produce skills that are significantly useful in the civilian workplace often have limited civilian recognition because no thought has been given to matching acquired skills to recognised civilian standards. Similarly, relevant civilian qualifications frequently do not transfer into the defence system, purely because no thought has been given to it, so time is wasted teaching people material they already know.
Too often, the Army assumes a baseline level of zero knowledge rather than assessing existing competence. Qualified civilian paramedics who become reservists with the intention of becoming combat medical technicians are required to complete entry-level medical technician training, which they have already done in their civilian workplaces, rather than focusing on the military application of the skills they already possess. A more intelligent approach that is pragmatic and less risk-averse is required.
Employers also need to know that reservists’ time is used well, yet the brutal truth is that a lot of training is done in a way that wastes time. Mandatory annual training consumes a disproportionate amount of the limited time available. For example, fire safety, manual handling, data protection, and similar packages are repeated every year, regardless of experience or previous completion. Rather than asking how reservists can fit into systems designed for the Regular Army, we should ask how these systems can be redesigned to maximise the value generated within the limited time that reservists—and their employers—are able to give.
Courses across the board are often shaped to fill a fortnight, rather than designed pragmatically around the time actually required to achieve competence, wasting significant amounts of the time reservists commit and creating an impression of pointless bureaucracy. This approach values conformity over efficiency. It is not helped by the fact that the system seems reluctant to open some training facilities out of hours, and to ask regular training staff to work late and at weekends, which is time reservists really need to be used to be more efficient.
Reserve training doctrine usually mirrors that of the Regular Army, with an expectation that trade training should encompass everything required to operate a capability before an individual is considered employable. Is this the right approach for the reserves? In many professions, individuals are taught the minimum required to operate safely before building competence and experience on the job. I am convinced that if employers considered that the time reservists gave up for military training was well used, and that much of the training and military experience was valuable in the workplace, they would be more comfortable employing reservists. At the same time, it would make being a reservist vastly more satisfying.