Shortfall of skilled submariners
In our case, there is a shortfall of skilled submariners. We could analyze the problem in different levels.

External factors:
1. Cost-cutting strategy in Australian Defense Force between 1990(Nineteen-ninety) and 2001, personnel numbers were cut from 95,000 to 45,000
2. Dangerous Nature job of submarine According to News Ltd newspapers reported, February 12, 2003
There was an accident happened on HMAS Dechaineux when 55 sailors were 20 seconds from sinking to the bottom of the ocean two years ago when the submarine was flooded off the coast of Perth.
It began when water flooded into the submarine's lower engine room after a seawater hose failed as the Dechaineux was at its deepest diving depth.
Dechaineux crew members managed to stop the flood and rescue Seaman Geordie Bunting from the engine room.
Internal factors:
- Inefficient submariners, three of the six 45-crew submariners are non-operational.
- High requirements:
Include:
1. High standard of physical fitness (as table show) most of them are not easy to achieve.
2. Technical skills and an unique mental resourcefulness: sailors in both technical skills and an unique mental resourcefulness that enable them to endure being submerged for months at a time in close quarters.
3. Personel charateristics: submariners must be introverted and extroverted, meaning they must be able to build a close-knit camaraderie with fellow crew members, as well as being able to cope mentally with their confined environment

Initiatives
- Permit women eligible to serve as submariners
- Offer potential disability allowance, and make the pay well and more attractive
- Improve the recruitment process by giving more information on the job and lifestyle for newcomers as a submariner
- The depth at which the accident occurred will be the maximum depth of submarine fleet is now capable of diving.
Initiatives are success, but in filling vacancies is slow.
HR planning the first step is forecasting the demand and supply including internal and external of the market. The methods are replacement chart and skills inventory.
If a shortfall is predicted, new employees can be hired, present employees can be retrained and transferred into the understaffed area, individual approaching retirement can be convinced to stay on, or labour-saving or productivity-enhancing systems can be installed.
When it comes to retraining the non-operational crews, the following 4 techniques were used:
RAN is using Behavior Modeling Training. A videotaped model is used to display the correct behavior, and is followed by trainee role playing and discussion of the correct behavior. It is used extensively for supervisor training in human relations. (Ref.)
BMT involves：1)showing trainees the right way of doing something. 2) Letting trainees practice that way, and then 3) giving feedback on the trainees ’performance. (Ref.)
They have basic seamanship course for 4 weeks learning.
Learn are Boatwork: crew, maintenance and navigation of power boats; Rigging: working all types of cordage and wire ropes, slips and shackles and Helmsmanship: how to steer a ship. Behavior modeling can be effective for navy training. (Ref.)
There are several reasons why modeling influences are heavily favored in promoting everyday learning. Under circumstances in which mistakes are costly or dangerous, skillful performances' can be established without needless errors by providing competent models who demonstrate the required activities. Some complex behaviors can be produced solely through the influence of models.

Actually, Behavioral modeling can be effective for Navy training. It can measure learning and skill developments are highest for behavior modeling, followed by computer-assisted training, and then conventional instruction.

They have Initial Collins Class Course (ICCC) for 5 weeks learning.

As the computer-assisted training, trainees receive a manual at the beginning of course. They start with a computer and use the diskette needed to work through exercises, as well as information and exercise about the nature of the job, such as reading, lecture and video.

In addition, the course of Conventional instruction is primarily, a lecture and slide show which the trainer makes an oral presentation of the material to introduce the construction, systems and inter-relationships that make up the submarine.

Beside the ICCC course, the Vestibule training is another important course for trainees. Practice on manual tasks is supervised in a separate work area where the emphasis is on safety, learning and feedback rather than productivity. (Ref.)

In Vestibule training, trainees will be sending to the Submarine Escape and Rescue Centre for 5 days training.

The center will provide virtual environment to submariners with the theoretical knowledge, practical skills and confidence needed to escape safely from a stricken Collins Class submarine, in water depths of up to 180 meters to perform a successful escape from the simulator.

Evaluation of training
After trainees complete their training, the RAN evaluate the program to see how well its goals have been met and whether this is the best method for reaching the goals. (Ref.)

There are two basic issues to address when evaluating training programs. The first is the design of the evaluation study and, in particular, whether to use controlled experimentation.

Controlled experimentation is the evaluation process of choice. A controlled experiment uses both a training group and a control group that receives no training. Data are obtained both before and after the group is exposed to training and before and after a corresponding work period in the control group.

The second issue is: What should we measure? RAN can design the evaluation form for the trainees to look at the results. They can measure four basic categories of training outcome. 1) Reaction 2) Learning 3) Behavior 4) Results.

After overview the case, we revealed that to be a visionary leader / especially HRD you should pay more attention on:
I. Proactive management by enhancing training program, besides the training models mentioned above, we think “Drills of rotation process also important to carry out and practice, in order to possess the knowledge and share skill between colleagues. It could be useful in replacing any vacancies situation in short term for urgency moment.
II. Staff retention strategies are much critical for all employers now today; firms should invest more on training programs and career management to keep your qualified workforce in hand. At the same time, internal backup is one essential criterion. Including financial budget, provide proper work environment, leader’s physical engage and support.
III. HRD should place important on built up a succession planning for long term benefit in order to nurture potential skillful and experience staffs. Meanwhile, an effective Key Performance Indicators (KPI) such as performance management, knowledge management and career management measures should link up with incentive program. For example such as hiking salaries, promotion chance to satisfy the personals “Hierarchy of need” .
Finally, to be remembered that, a company's most valuable resources is its' employees. Put right man in the right place at the right time. They are the ones who make up the organization. (Ref.)

Reference

• Royal Australian Navy home page - A Brief History of the Royal Australian Navy's Submarine Service http://www.defencejobs.gov.au/campaigns/subMariners/template.aspx • News Ltd newspapers reported, February 12, 2003 • Australian Parliamentry Library E-Brief, Women in the armed forces: the role of women in the Australian Defence Force • Seapower Centre – Australia. Navy Contribution to Australian Maritime Operations • Royal Australian Navy A Brief History of the Royal Australian Navy's Submarine Service • Steve Simon and Jon Werner, “Computer Training Through Behavioral Modeling, Self-Paced, and Instructional Approaches: A Field Experiment,” Journal of Applied Psychology 81, no. 6 (1996), pp.648-659. • Gary Dessler, “Human resource management, Chapter 7 Part 3 Training and Development: Evaluating the Training Effort”, pp210 • Davidson, Paul, “Management: Part 3 Risk and management processes Table 15.1 Vestibule training” pp. 510 • Dennis Harting, 2008,’Employees are your Most Valuable Asset’Articlesbase online article. Available from: Articlesbase[8 February 2008] • Department of Defence (2011). Portfolio Budget Statements 2011–12: Defence Portfolio. Canberra: Commonwealth of Australia. p. 39. http://www.defence.gov.au/budget/11-12/pbs/2011-2012_Defence_PBS_Complete.pdf. • Defence Annual Report 2009-2010, Appendix 7, Table A7.3
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