 out there and walk around as they're talking because this has this the feel the setting of a confirmation hearing so and there's a few in the room that I'm looking at that like to ask a lot of questions so we want to get to those questions and really make this a dialogue and not a lecture I hope you enjoyed some of the pictures we saw up there on the screen it is all about the connective tissue of our Navy but the active reserve and civilian side of the Navy and as our people it's gonna they're the ones that are going to take us to that next level to leap ahead if you will of what technology brings to the Navy and if we're going to stay ahead of our adversaries and by the way if you read a lot of what's being written out there by some of our potential adversaries they are recognizing that we have a huge asymmetric advantage in our people and they're spending a lot of time trying to figure out how we do it so that they can catch up to us and we're just not going to let that happen and the way we're not going to let it happen is by accelerating our ability to to learn as we go and not get in our own way which we have a propensity to do over time and what you'll see and hear from the folks at this table I think some of the things we've been working on for the last several months if not years to try to continue to bring in great people and we do have extraordinary talent in Navy today so let me quickly introduce a great panel and like I said they represent some interesting and important aspects of the Navy as it's evolving we'll start with Vice Admiral Robin Braun is our Chief of Naval Reserve going on four years in a job command 60,000 reservists that support our Navy and has been doing that during her tenure but long before that as a one two star and even 06 since the 9-11 tragedy that hit our country the reserves came in very very strong to support the active force in many different ways and so we've learned a lot more about that integration and the necessary integration between active reserves over the last 14-15 years of combat so she'll have a lot to share with us about what she needs looking into the future to help continue to support the active side sitting next to her is Vice Admiral Jan Tye a commander of 10th Fleet and you want to talk about a workforce that is the least understood in our Navy and I'll be perfectly frank on this it's it's not part of your typical war fighting edge that we talk about in terms of aviation surface subsurface kind of capability but every single one of us that are from those communities have awoken to the idea that we're not gonna be able to fight in the future unless we get this part of our ability to communicate and act in electronic space unless we do it do it well so key to that central to that is hiring great people bringing up great people training and then being able to operate so Jan's got a lot to share with you on that front and I'm sure she's looking forward to your questions sitting next to Jan is a rarebinal Mike White who is the commander of our Naval Education Training Command of Pensacola is the guy who takes if you will street to fleet the kids that come out of boot camp principally in our enlisted force they come out of boot camp and start entering all the training tracks that leads to them walking aboard a ship that on a pier or on the flight line with our aviation squad and submarine so on so forth he has been a very active change agent in the way we have viewed the way we train in a very nontraditional sense for for the Navy in the future we've got a lot going on in that aspect and I think he'll he'll be able to shine some light on the kind of technologies the man machine interfaces that we're looking for to accelerate that learning into the future and immediately next to my right here your left is a rarebinal Bob Burke who's been the head of our policy shop at n1 so he's he's the guy he's the poet in the room he writes all the policies and makes all these wonderful ideas come to life it's it's a tough job because it spans the the full spectrum of what we do in recruiting retention developing retiring following and in many many respects leading the force from a human capital perspective so Bob's got a lot of great insight and experience on that as well so what I'd ask each one of them doing to kind of the order I introduce you is kind of give it an opening remark to set of remarks and and then we'll get right to questions Robin over you all right good afternoon everyone and first to talk about the reserve component part of that total force that is today's Navy our 60,000 men and women are both full-time and part-time and of course some of them the majority of them are prior service many of them are direct commission or coming in straight off the street so being recruited into the Navy but important to point out that the purpose of the reserve component is to have a flexible adaptable workforce that is trained and ready to be recalled in any kind of force package that we need whether it's one individual whether it's a whole squadron or battalion or where whether it's maybe a detachment and so the importance of having sailors that are ready to go at all times is absolutely critical to what we do now I brought up the fact that some are prior service and some are coming directly into the Navy from the civilian populace and so that provides two very important aspects of what the reserve component brings first the training and experience that's given when they serve on active duty and so we spend thousands of dollars to train these personnel and some will make the decision to go to the civilian workforce so very important that we capitalize on that training and that experience and keep them in our force in a part-time status keep a certain number of them in the force at the same time we also bring people from the civilian sector into the Navy reserve and they bring significant civilian skills and so that might be chaplains that might be doctors nurses dentists it may be cyber security experts and so there are many people out there that have significant civilian skills that can assist the Navy and bringing them in an apart time status is a way to increase the the effectiveness of the total force I'll tell you that for us communications are critical and so as we look at technology today it's very very very important that we have systems and processes and tools so that we can communicate with those reserve sailors and so that that every minute that they spend dedicated to the Navy is value added and so we're looking at a number of different ideas that can be utilized across all of the Navy not just in the reserve component but things like mobile app using your own personal device for communications as opposed to being on a Navy computer and so we can talk a little bit more about that as we have this discussion but again very critical that we've got the communications the training for a distributed workforce because our sailors reside all across the nation so you go to Grand Forks or you go to you know some place in North Dakota down on the border in Arizona you've got reserve sailors so being able to train them there within their reserve center within their NOSC is important and so some of the things that Admiral White is doing at Netsie will be very value added to that distributed workforce that we have so they could be trained and ready so that when they go to the fleet to support the fleet they're ready to go but I look forward to your questions and to further discussion on on some of the ideas thank you okay well good afternoon post lunch at Fleet Cyber Command and the 10th fleet we have forces deployed globally around the world and I am the operational commander for a portion of the information warfare capabilities that the United States Navy enjoys those capabilities include obviously the cyber largest part of the cyber operations workforce the signals intelligence workforce and to some degree the electronic warfare and an IO workforce and you know what I find in that workforce is that again different than what you see in other warfare areas the talent that our workforce brings to the fight every day is quite often a lot less important about what rank they happen to be or what they may be wearing to work every day so I have you know in some cases e4s contributing greatly to the fight on the network every day or civilian partners in the space helping to inform maneuvers in cyberspace that we need to do to avoid adversaries on our networks they we have reserve units aligned to all of my operational commanders and we have a great partnership with the reserves to be able to surge and and flow forces in both exercise and operations and I think one of the critical interesting aspects of this workforce is that you know many of them have technician in their name particularly on our enlisted side of the house and in a lot of times they think of themselves as technical and technicians and the reality is there are operational capability they are what makes us have the advantage over other adversaries technology is our terrain technology is the space that we operate in we have responsibilities of bringing them and kidding them out kicking them out with tools to make them more successful but our asymmetric advantage and our operational capability is in those human beings and so having them understand that and and come to work every day excited and recognize even in the enlisted force you know as they progress through the ranks experience is going to help them be more effective in this space but I need them to you know stay operationally focused even and especially into the chief petty officer ranks and so as we have folks graduating the chief petty officer ranks we have them transition into leading sailors we have to have them leading in both operations and in leading sailor programs and I think that's something that we've conveyed to our operational force and how we grow and and develop all of our force to stay operationally relevant I think is is a big is a big important area for us and so and the last piece I would say that I think is maybe not so unique to the information warfare force or the or the cyber force is that is the notion of innovation and you've heard of us talk a lot about it you know over the last couple of days and I think growing leaders that know how to actually embrace innovation how to cultivate it how to accelerate it into our operational capabilities is something I think that we have an opportunity to work on here because we are interested in doing it but going from interested to actually all being able to empower your folks to innovate empower innovative relationships with industry and others is is another is a whole nother thing so developing our leaders to cultivate innovation is another area I think we'd be very interested in pursuing thank you thank you Mike good afternoon as as Emma Rant said I'm in our individual skills training branch for just about every rating out there except for nuclear power and medical and our special operators and so I think we're at a point today where we can inspire career-long learning using mobile modular technology I would argue today that our training is very effective you know we do a lot of it in a brick-and-mortar-centric environment but it's a pretty powerful blend of instructor-based computer-based and lab based training so skills are taught and then reinforced in a laboratory or training environment it works pretty well for us but it's very brick and mortar centric reinforced by mobile training teams and groom teams and so forth but because of that it also becomes very constrained in time and availability and so our sailors were offered the opportunity to get many learning experiences but it can often be at the schedule that we provide as Netsi not necessarily on the demand that they're looking for and so I'm looking to transition us to a more mobile and modular environment and it's perhaps best illustrated in a couple of examples I would submit to you that there are complex maintenance tasks that we teach in our schools today but they're not performed very often in the fleet and we don't provide the opportunity today for the sailors to rehearse those when the time comes it may be something taught and rehearsed in the schoolhouse years later they're asked to do it in the fleet and so today the technology is really emerging that they could have a visualization tool or even a demonstration video or an avatar-based instruction that allows them to mission rehearse if you will before they perform this complex task in a similar sense if there's an operational capability running a air control or a sonar display as an individual that you might not have the opportunity to do for a period of time either your ship was in maintenance perhaps you're deployed and not operating in that particular warfare area it'd be great to have a ability to refresh an individual before they got back into a team and started training with these mobile training teams and groom teams and so forth we have virtual world technology that would allow us to export a simulation with an instructor to a sailor anywhere in the world and allow them to refresh themselves on their individual part of the task before they get back into team training whatever time that might be most beneficial to them I think another idea might be as we update software and systems it can take us in the organization a long time to build the technical training equipment to accompany that if we've gone to a more mobile and modular way of delivering training it's just a few lines of code to update that and allow our sailors to actually realistically see what they're going to operate on I would tell you that's a kind of in the professional side in the personal side I think there's a lot to be gained by investing our sailors there as well I'm talking about apps you know we've got 10 so far that are out there to support our sailors many of them are for required training our GMT for various topics but I'm not very proud of the fact that we're moving forward and credentialing online so allowing our sailors to get civilian credentials for the things they've learned to do in the Navy and also we call them life skills but helping them understand what the services provide the Department of Defense services in terms of car loans house loans all those life-changing events that we want them to to be able to navigate through successfully to become a more powerful sailor in the workplace so I think as you will see on the floor as was discussed by Imel Moran the technology is out there today we're seeing it it's real it's relevant and it's attractive to the young men and women because it's on the devices they use every day in their in their personal lives so I think we're really at the cusp here I would tell you we're very much on the ground floor I have a lot to learn as is organization about how to best apply this but the opportunity is here and we're excited about moving it forward so I look forward to your questions thank you thank you it's good to be here this afternoon our fleet manning is in relatively good shape it's a in fact a historical high over recent years we're at our hundred and seventh consecutive month of meeting our recruiting mission thanks to the good work done by Admiral Hughes and his team at recruiting command and our retention is relatively high but a few years ago we we knew that as we worked our way through some fleet manning challenges that that we would have challenges if the market turned again we had a really good view of where we had been but we couldn't forecast the future accurately and see those trends and had that we would have some some challenges in terms of competing with the talent market with our increasingly high tech ships sailors that that would require increasingly high tech skills that we would in fact be competing with industry for the exact same talent so Adam ran set us on a course to overhaul our personnel systems and we initially started out with about 84 different initiatives that's now kind of consolidated down to about 48 or so that we collectively refer to a sailor 2025 one part of that sailor 2025 effort is the discussion you just heard from Admiral White getting the right sailors with the right skills on all those ships submarines aircraft squadrons and expeditionary units but there are two other aspects of it one of them we we lump under a level of effort called personal system modernization the second one is an effort to improve our already rich culture and I'll talk a little bit about each of those two here in just a minute but under the personnel system modernization it's really an effort to get to data-driven analytics improve our ability to match an individual's talents to the jobs that they go into which ultimately should result in better performance on the job and better retention throughout a career we're looking at at issues like tailored compensation paying individuals not only on a particular skill set but how well they perform that skill set what locations they might be willing to go to some of our more challenging manning locations for example or if they want to trade maybe a little bit of pay for geographic stability because they're putting their their children through high school things of that nature in order to do all those sorts of things we're gonna need better more agile and more comprehensive evaluation systems and we're gonna need more counseling tools to defeat individuals professional development we need to have the flexibility to move folks between the active component into Admiral Braun's reserve component and then if the time is right move them back into the active component so that we can preserve the investment we made in that training for those folks and bring them back in and we'd like to be able to offer those individuals career broadening opportunities at residence courses and civilian institutions tours with industry companies like Amazon and FedEx which we're working with today so that's sort of the large personnel system modernization effort under the enriched culture effort it's really about improving our diversity and inclusion building our sailors ability to deal with the rigors of life making them tougher helping them to avoid destructive behaviors so that they can succeed throughout a career and putting things in place to improve life work balance so putting things in place so that folks don't have to choose between raising children in a career in the Navy things like a career intermission program that allows folks to take two to three years off in order to do things that they need to do and come back without impact to their promotion and screening opportunities in the future increased childcare center hours in capacity maternity leave and even things that go to health and welfare like a culture of fitness revised physical fitness assessment standards nutritional counseling things of that nature but all of these things to do them right and to put ourselves on par with our commercial competitors requires a comprehensive information technology backbone that we don't have today that's one of the things that challenged us a few years ago when we couldn't forecast so we want to get to that data-driven analytic capability that helps us forecast that helps us target our compensation programs and helps us put a more customer-friendly service face out to our sailors and I'm looking forward to your questions thanks so there are there are microphones on either side here as I kick things off with a couple of questions if you've got some comments or questions I invite you to go to the the microphone and I would encourage in comments as well just your thoughts on what you heard up here and as this conversation develops any other thoughts you might have so there's been a lot written in the last five to ten years on these people called millennials and they're kind of strange looking they've got tattoos in different places they they never look at you in the eye they've always got their head down they're texting they're doing I'm looking at my good friend Sakaguchi over there who does this all the time but you're not a millennial my friend you're something else but I think the point I'm trying to make here is that we we see a shift going on in our in our generational leadership turnover in the Navy and in every sector of service and companies around the globe and so we were asking ourselves all the time well what's it mean and are we ready for them to turn over the control of the Navy if you will to give them the the controls into the future with the system that we grew up in so all of us here grew up with Gen Xers and boomers for the most part and some of the greatest generation and then and then it's started to shift about ten years ago five years ago we had 25 percent of the force was what we would affectionately called millennials nine short years from now there'll be five percent of us in the Navy and 95 percent of millennials slash the next generation whoever they are whatever they look like that's a big shift in just the demographic makeup of the United States in the world so it asked each member as you look at your portfolios and what you what you just described what do you think about that shift and how should we respond and what are we doing in in your respective worlds to either take full advantage of that do you see opportunity it do you see threat in it or do you see more the same there's just going to kind of fit into who we are today so I just see a great opportunity here with our millennials and with when you when you look at what they say millennials how many jobs they'll have before they're 35 what do they say maybe seven eight jobs before they're 35 and so people people want to do a job for a couple years maybe they go back to school for a couple years they want to do this back and forth it's not like it used to be where you go and you stay at a company for 30 years or 40 years and you get the gold watch and you go home or necessarily where you come to the Navy and you stay for 30 years and then you go home there are people who who come into the Navy they get great skills in training and then maybe they say I want to go to Harvard Business School maybe they do a career intermission plan maybe they decide I'm going to go do that start my own business and become part of the reserves and then at some point maybe they say I want to go back on active duty and I'll tell you we we were just down in Richmond on Saturday visiting reserves and I met a 01 Booker and a 01 Booker is obviously an aviation ordinance man but just a week or so ago we put out a call for master at arms so active component Navy is short of master at arms and so we put out a gov delivery email and so that's what technology is doing for us we send out this email and we say the Navy needs MAs anybody interested in coming back on active duty you know please respond so a 01 Booker responded and said I'm willing to leave my job as a police officer and come back into the Navy and change my rating to MA which is what I've been training for for the past however many years he's been in the active component so he's coming back on to fill a shortage in the active component Navy and I see this happening all across the Navy in many different ratings and it's very exciting to see because a 01 Booker will come back into the Navy and bring skill sets that he learned from his civilian job so I see that with our Millennials that this is something they're gonna want to be able to do is to be able to serve in the Navy active duty maybe go part time in the reserves for a while and then potentially come back and serve it could be for the rest of his career or it could be just for maybe a year or two but I think that those opportunities are very important to Millennials they want to have opportunities to have a different career to do school opportunities to start a business and so I think that technology has really enabled us to be able to do that in the future and we have to take advantage of it. I gotta believe you're keenly interested in this next generation, what do you think? Yes and I think I agree with everything I do agree with everything Vice Admiral Braun has just said about seeing it as opportunity I do think there is risk that if we don't manage the force properly that we if we don't meet expectations of what quality of even service looks like quality of life then you know we risk losing the very talent we're trying to to retain and so in some in some instances what I've been seeing particularly among the information warfare workforce they are very interested in growing their skills and then applying their skills in mission and they will be happy to stay on mission for as long as we would let them stay on mission and so we have multiple different types of mission for various ratings to do multiple work roles across the cyber spectrum across the second spectrum across electronic warfare and managing their expectations with respect to being able to continue to contribute and do what they do while recognizing their interest in doing career intermission programs getting additional education investing in whatever you know whatever non brick and mortar types of education are available for them I think they you know I think they are very very interested in that and so I see it all as opportunity in the managing expectations space we have been working the idea and piloting an effort on aptitude testing particularly in cyber and and the idea there is multi multifaceted it's a lot like how we aptitude test linguists who haven't been taught a language yet so it's recognizing that they may not have the knowledge base to the skill base for cyber operations but that they that there may be an aptitude that's there based on you know their critical thinking skills or their preferences in working in different work roles and so we're piloting this effort to be able to one identify the right people to bring into the workforce better identify but also potentially track them into areas that they would be most interested in working the differences in how a system administrator works today compared to an on-net operator those are wildly different things and they're all part of the cyber workforce so if we can identify aptitude and interest you know in particular job as Vab does a bit of that and combining the two I think will help us be successful and retain the talent we're looking for. Magway I got to believe you know we've had some conversations about gaming technology that kind of can take us to another level in terms of how we train and how young kids today learn and you could argue it's not just the young kids today because the technology is advanced can you talk a little bit about what you're seeing and trying to go after in that in that technological realm that'll improve the way we train and learn as a Navy. So you know one of the traits that we believe we see the millennials is a as a desire to be as individual as they can in their training in other words they are not interested in everybody starting on Monday morning at block one and finishing Friday afternoon at block 10 they want to proceed at a pace that's comfortable to them and what some of this gaming technology allows is for them to do just that so you know gaming is maybe a good way to call it a visualization that the first person game visualization visualization is probably the most readily available so you proceed in this and it is the the inside of a ship for example and you are tasked to do certain things in that ship PMS or preventive maintenance for example and and you proceed through that game at your own pace and it measures your ability to complete those tasks correctly if you don't you have to go back and redo it again but but it is now a control that you as the individual have to move at a pace you're comfortable with while learning the skills that that this can teach you because you were actually in a very much a mission rehearsal kind of mode through the gaming system and there are opportunities to bring avatars into the gaming that make it more realistic or provide another level of training that doesn't necessarily require an instructor in the classroom if you think a little bit about some of our soft skills it applies very much the same as well if you are trying to teach somebody counseling for even the most dire circumstances suicide prevention for example or just career counseling having a perhaps an avatar based game that allows you to participate multiple times reps and sets is a way to build skills that we can't necessarily do it by role playing which is typical in our classrooms today so the technology has emerged I mean you can you can visualize it you see it all the place in the electronic stores now if we can tie that to to actual learning and motivate the sailors to do so I think it'll be very effective particularly this generation yes so one of the things we're challenged with when we talk to fleet about what's most important to commanders in the fleet and sailors out there is is we've eaten up all of their time to be able to train to be war fighters we've we've got so many demands on our time for general military training in the scope and breadth of that training that's mandated by folks outside the Navy but also within the Navy is is is huge and when you stack it with old technology i.e. PowerPoint slides in in an auditorium with 300 people from the ship the squadron or whatever in there they're asleep almost as fast as you all are sleeping right now and and we have to we have to reach them in a medium which we can capture several aspects of that training simultaneously and I think the gaming piece if you if you construct it right and you design it right you actually get it a lot more of those general military training skills than you do almost anything else so that's the area that that we see the biggest bang for a buck every minute you give back to commanders to spend time leading and training to be war fighters is a huge advantage to us in terms of our effectiveness at sea so Bob from from your perspective this millennial thing is is interesting in that they're online a lot more than well we we didn't have the opportunity to be online so I guess there's advantages and disadvantages to that but the fact that they're online a lot means there's a lot of data out there about this generation that is otherwise untapped so Jeff Hughes is going to talk in a following session about how he's using that data to try to understand where the pockets of propensity to serve are but there's also other things in that data that I think you know you just described kind of this transformation that we're trying to make in terms of analytics do you want to expound on that in terms of this generation sure thanks sir the again I think that the entire body of work that we're doing under sailor 2025 is really aimed at Neil's desire for choices flexibility desire for involvement in the in the process so you know that that is how we're addressing that risk but I think there's a also opportunity in it in terms of how they see their how they see their career opportunities and and really when it comes down to it they they want they want their basic needs taken care of they want to have an input into decisions they want to know that their decisions are valued and making a difference and they want to have an opportunity for career progression and that's something that the navy has historically and traditionally done well our leadership teams do well at that the challenge will be bringing that up in in a venue and with mechanisms that that that help bring the worship up to the standard of the the strongest ship so I think there are a number of things that that we can do in terms of our leadership training in terms of the tools that our leaders use to develop their subordinates and this would apply not just to the sailors but to the civilians on our navy team as well and how we do that so I haven't really answered Avalmaran's question yet but there are some applications for some of those you know data to inform how we reach those individuals on training I see more of the applicability of that though as to how we would learn how to really build for example tailored compensation packages like a court a company would do I would value education more over the opportunity to stay here and get my children through high school or college more than increase pay or I'm very mobile I don't need those other things I've done them on my time giving more pay so tailored compensation would be would be one aspect again Admiral Hughes will talk in detail I think the most immediate application here would be in understanding the markets who's got that interest in serving and then how to make them aware of the opportunities how to reach those those individuals and make them aware of the opportunities so multiple multiple avenues there leadership development how we are talking to the sailors as customers again they operate at the speed of warfare when they're out at sea and then they come in the port and want to deal with a pay issue or talk to their detail or about their next assignment and they can't use their ipad or their iphone to do it they've got to go do it through this sort of you know 1970s state of the art technology system and that and that system sort of leads into believe they can't see all the choices and it it works against our efforts to be transparent and therefore they feel like they're not getting the whole truth so we'll need those systems to enable that transparency let them see it all let them have that involvement in the processes let them make the trades let them see what trades are available in their career choices and I think we will show the commitment to their individual desires and needs that will make them want to stay Navy thanks Bob yes sir good afternoon Dave Hart from Deloitte the common theme today clearly has been the desire to be much more porous when a sailor moves from active to reserve and consequently reserve clearly has a second real-time job in the workplace coincident with that is the ability to recognize continual training both inside the Navy and elsewhere and be able to recognize or rationalize those types of training together so that an individual as he or she moves back and forth has built up a recognized accreditation or certification that works both in the Navy we call it an NEC perhaps or in the workplace so that they understand what they've got transports across that workspace yeah anybody want to comment on that Mike sure you know this is a I think one of the loftier far-reaching goals that we have but today you know our training is tied very closely to our NEC our Navy enlisted classification system so a training course that you take earns you a code that goes in your record that that gives you a skill set that you're expected to use on on your ship or squad or whatever it might be as we try to break that training down into these modules so that as you know our best sailors are ready to progress to the next level an NEC model may be a little bit antiquated or a little bit clunky to to make that process happen and so sir what what we often think about is is how do we match up in a in a way that fits our our Navy readiness model and the skill sets that are recognized in the civilian sector and link those two up so that we we give credit or understand what somebody might bring from from an outside work into some of the skills that we need either to save us in training or recognize what they have and put them right to work it is it is out there probably a little beyond the scope of what we're immediately attacking but certainly something we've got to get after I would just I'm sorry I would just add you do have a silver lining here with the cyber security workforce that's exactly what we're doing in terms of Navy cool and getting getting certifications for the information assurance cyber security workforce paid for and and they're forced to maintain those as they go forward so that's that's that's the good news that's where a clear certification on cyber security can transcend both the civilian and the and the the Navy needs so that's that's one one bright spot there give yourself credit and I would also say that it's important for the Department of Defense to have a civilian employment database that we can collect what reserve sailors bring the skill sets they bring right now all we have is a database that has a drop down menu and so what we've been advocating to do d for all of the garden reserve is to have a database where you could put in a civilian resume so you could capture all those certifications and qualifications that people had through their civilian jobs and then you could data mine you could go in and you could keyword search to find skill sets that people had and that way if you had had a job that you needed done you could go out search this database and find those personnel that had that that skill set available to them I'll also tell you a story about a do d dog handler who wanted to get the same qualification within the Navy but was turned down because he didn't have time to keep the Navy skill set of dog handling up and so they said you're a reserve you can't keep the skill set up he said I do that my job for Department of Defense but because of the way that we have set up that NEC he's not able to do it so there are things like that that are just that are inconsistent so we need to find ways to not make everything so stovepipe that you have to fit within within these walls and so that's what netsy is doing right now looking at the way that that we train and how we give certifications and qualifications and that will help I think and another piece we're working on in the modernization the personnel system is an integrated pay and personnel system that's common to both the active and reserve component we our systems can't talk to each other today a reserve officer at work for me that was on active duty for special work personnel support detachment and a button wasn't pushed g-card showed is expired and she no longer existed as a person in the United States Navy and it took her two days to get back in the system again so we're working to fix that with this integrated pay and personnel system which will have fields to allow us to capture things like outside experience we don't have to look between two systems we really are a total force that's integrated and we can mix and match those talents and I'm going to say kaguchi thanks for thanks for joining us good answer I'm thinking about for the great the panel and I have a couple questions and the first one is sorry my Tokyo accent but if you don't understand please tell me maybe I can make you like you know with the New York accent so the first question is the relating to the like a cyber in the area our Navy as well as the really hard time to the train educate the those skillful the skill sets the or the specialists to deal with the cyber warfare and there are a couple of challenges the one challenge is how to recruit those the talented people from a civilian world the second the ones we recruit the successfully recruit and train them educate them and fits into the top notch the cyber war warrior but once they reach that the point there is a lot of demand the job opportunity for the civilian world and it will really hard time to keep them retain in our Navy forces so is there really like a miracle like a you know the way to keep them or how to deal with those challenges in the US Navy that is one question and the second question is the relating to the mobile training on the method that your Navy is introducing in your system so our Navy is getting up the increasing up up temple it's really hard to send the sailor to the certain period of time in the school or like a mission oriented like a schooling or whatever the remove then to the shore you know institution to educate them so how to deal with those the educational needs and operation temple that keep the balance and if it possible that's you know like network education networking system and I'd be able to make the given the education to the sailor at sea while they are deploying you then any and the method or you know the way to doing those kind of remote distance learning system that's you US Navy might you know employing that you're getting sir thank you thanks for the questions magway you you want to take the second question first and we'll work back sure good sir thanks so and will you bring up a great point that we can be mobile and modular very easily assure but when you embark it becomes very difficult to do so with bandwidth and other requirements we have some solutions today where we place servers on the ships with the training material aboard and you can still access it but but there's a latency issue we can update them as often as you might imagine and we want sailors that take the training to be able to register their credit and so the couple avenues we're exploring are are just that improve the way we can transport information to these learning management systems aboard our ships or or deployed overseas if you will and so we can offer the same type of training just perhaps deliver differently either in a closed system on a ship for example but be able to replicate the credits and analytics that we're collecting anywhere else we're early on in that the submarine community has a submarine on board trainer a system of laptops that works fairly successfully and we're trying to maybe replicate that model for other communities as as at least a place to start but it is a consideration we are taking into account that we can't be sure centric in our training for a deployable force so plenty of work to do and moving that forward but your question is very well received Bob or Robin or Jen either one of you want to try the first question I'll take a shot at this how do you retain the cyber workforce I think the certainly the demand is high as I suggested before I think our sailors are the happiest when they're on mission so you know getting them efficiently effectively onto the mission that we train them for and keeping them employed you know well employed I mean there are missions that they get to do inside the United States Navy they can do nowhere else legally so they might be able to make more money but maybe within the government but but they might have an opportunity to make more money elsewhere but it's a different the nature of the work is different so sort of the patriotic desire to serve your country and making sure they understand the significance of what they are doing at every level you know is one aspect of you know them understanding their operational role how they fit in to a strategic plan how they fit into the cno's campaign design you know on a daily basis and making it real that's an aspect of it and then you know how we manage them as a workforce from taking their skill sets and letting them do successive tours in that skill set to the innovative ideas that and and programs that cmp and and the team have implemented I think those are all critically important to letting them see that they can have the career that they want and the life that they want inside the Navy and continue to serve and if I can add to that and if they do decide that they want to go out and work for industry in many cases they still want to serve part-time they love wearing the uniform they love representing the nation and they love being part of the team with a mission and in many cases they go out and they realize that the grass isn't always greener on the other side and that money isn't everything and so we've got 50,000 men and women who volunteer to serve in addition to their civilian jobs out there so there's 50,000 people that don't have to do it they have other jobs but they've found you know a family a mission a focus with the navy and they still want to support in a part-time basis so I think it's important that we especially with our cyber personnel that we let them know we still need them to be on the team in a part-time status and I think I was gonna say just one c-story I was offered career intermission as a midshipman really how crazy is that the 1984 I was leaving the I was leaving the naval academy and the candidate guidance officer you read about this in shipmate next month the candidate guidance officer said hey we've got this new program this is in 1984 I never thought you know I never expected it from you know the naval academy say hey if you go to University of Florida and decide the grass isn't greener on the other side we'll be willing to take you back and just the knowledge of that kind of flexibility or that opportunity of course got me thinking immediately oh I won't be able to graduate with my class and so I mean I think you know even then displaying that kind of flexibility and willingness to to work with with the people inside the Navy I think is important yes sir Bill jib godwin thank you so you worry me a little bit with stats 107 months 25 to go on to this larger number you ask us two years ago at the aviation flags symposium are you ask how many people had family members that were serving in the military and that pool is getting smaller and so now I wonder you know about what we do about that problem that we've got with 25 percent of the kids is all we can choose from to start with so a follow-on to that as well so what do we do about the first question the second question is when we're looking at the millennial kids maybe we're looking the wrong place should we think about and I did this in another company where the culture was to look for college age students to be able to be the interns but we had a relationship with cyber patriot on the cyber side to bring high school kids in and so now when I hired three college students from you know from great places around town here and then I got chantilly academy and tj here in town I had five high school students that overshadowed the three college students and so now do we need to go down into the primary and secondary education areas and find out what they're doing education wise to flow up to what we ultimately want them to start shaping the way we do in business to shape the environment below us for what we ultimately want it to be so that pool of 25 percent gets bigger yeah I'll take that question starting and Jeff Hughes might want to jump in and help but the the second part of your question we're doing quite a bit of outreach exactly to that point we do a lot of science technology engineering and math engagement even down to the middle school level Jeff has as road teams that go out and make regular circuits you know with a strategic plan and engage in the right places at the right time to help smart kids make that linkage between further in their education in those areas and then what the navy can offer later on so we're planning those seeds making that investment we would like to be able to do and Jeff's got plans that I'm sure he'll talk about when he gives a presentation later that that talks about our ideas to expand that and and perhaps do it a little bit better the other part of your question was about our lack of diversity with respect to military bloodlines and and that is that is something that's very much on our mind I think the the current statistic is that about 82 percent of our folks come from some sort of a military bloodline you know a father brother uncle aunt cousin whatever it might be so and it's also kind of concentrated in in certain states again Jeff can talk a lot more about the efforts that are going on there but some a little bit of it has to do with how how we reach folks in areas that don't have a lot of military concentration you know the midwest by and large doesn't tend to think much about the United States Navy they hear what they hear on the news they don't know a lot about the details so that's that sort of thing in those demographics are driving our approach how do we reach those kids we're going to have to use some high tech ways to do it the data mining that Jeff will talk about later is going to inform how we do it but frankly it's through things like video games internet access things of that nature that gets them involved with with some sort of a hook to get them to come and look at the the rest of the picture again Jeff's got a lot more details I don't want to steal his thunder but both those points are very much on our mind and we've got activities oriented towards improving it I just add one one more thing I think you're partnering with O&R but there are some there are some O&R programs and and one of them I'm very familiar with is down it was down at Fayetteville State University and the the nature of that program in terms of reaching down lower into primary secondary was to get Fayetteville State who in this case was you know working this the STEM aspects but especially some of the cyber things the faculty have get reimbursable research to work with those those younger kids on summer programs and projects and they start in the ninth grade and so by by starting them in the ninth grade and getting them interested particularly on the STEM side of the education curve that you know that is a great and they they mentor them all the way through high school well you know some of these ninth graders don't even know what kind of math they should take if they ever want to go into STEM you know they don't have that kind of guidance or understanding so so getting then the colleges and universities involved with those with those younger folks but then sponsored and tied to Navy and Navy projects I thought it was a really great model the idea by O&R was we get this model started and we have other you know universities pick it up you know as a seed as seed corn and so I was just I was just very proud and impressed with that program. Bill. Bill Casey with ELG life is getting shorter and shorter and it seems like that kind of detailed and careful front-end process is is hard to apply to something where it might be changed in six months. What's the current thinking on that? That's a great question I would tell you that today much of our training today whether we've moved to technology or not is is stepped all the way back to an occupational standard that we would expect a machinist mate or gunners mate to have and then we translate that into jobs, duties, tasks and then analyze those into what should be trained. It is bounded in good science of education but it is unwieldy and extremely long to do and so just as you describe as those occupational standards evolve pretty quickly and with new types of ships and things coming forward we think the ability to once once we move this to the higher ends of technology to manipulate that technology and tighten that loop up will exist. We still have to keep occupational standards I mean that sets the baseline of almost everything what we recruit to and what we're bringing up to but within each of those all the subtasks that come forward as they migrate and we recognize that doesn't mean you have to buy a new piece of technical training equipment we think we can get inside that loop. It is a goal and you know we're two years now we've got to get it much much quicker than that. Does that help answer a little bit? So Bill this is this is a critical point. I mean technology is moving so fast the training always lags behind. We are notorious as an institution for delivering new capability without the training. Notorious for it. So part of our requirements documentation and part of the contracting vehicles we use have got to include training up front but what we haven't done yet is build the systems that you can plug that training into without creating a schoolhouse. We can't afford to build schoolhouses all over the country. We got to make this more mobile modular based that can be delivered anywhere to include a reservist that's not on active duty who wants to stay current to you name the situation so that is the effort we're trying to do mag-wise trying to knock down the barriers to that we are getting in our own way and the technology is going to help us but we also need businesses to be thinking about this with us as opposed to waiting for us to ask for it. It's a clear need that we have to have. Sam. Admiral Tai I have a two-part question. The first is just in general the size of your cyber forces both active and civilian is that how does that compare with the missions that you're facing in today's cyber domain and the second part is you had spoken about operationalizing your forces particularly your more senior personnel. As you do that of course you know there's been discussions about bringing in more talented people at a more senior level say a information warfare officer would be direct commissioned to 05 or 06 based on their skill level or a talented cyber operator would come in as a senior chief. How would that impact your operational effectiveness? Thank you for the question. First of all the size the size of the workforce that I wield you know is obviously larger than cyber but it's about 15,000 people deployed globally and that includes about 5,000 civilians in that force with respect to I think you asked it how is that enough I think is that what you asked is basically is that enough you know I think the the reality is I don't know that any of us feel like it's enough I don't want to have more people than I have worked for ever ever that's the most unhappy sailor you could ever find is someone who doesn't have work to do but when as it pertains to the cyber mission forces which has been the growing area was intended to be a maneuver force that overlaid what was a pre-existing force that operated and defended our networks the cyber mission force what we bought in in that in the 6,000 slightly over 6,000 people across the department that we are realigned to the cyber mission force is really that maneuver elements these are execution elements what we did not do is is create the command and control structures to command and control those maneuver elements and so in that regard we're working very hard with the combatant commands with us cyber command and with the services to identify the proper command and control elements because we're doing that basically out of hide that may or may not exist across all the other services so that's a bit of the focus area right now across the cyber mission force your question with respect to potentially being able to to move folks in laterally you know not from the bottom up it made me smile only because just this week we were talking about the cyber warfare engineers which cmp got asked about at our at our all hands call that he had with us last month and cyber warfare engineers for your information what were created based on the image of nuclear power instructors so we're bringing folks in as 01s for the cyber mission force principally to be cyber tool developers weapons developers if you will and again these weapons developers are not you know like your acquisition people who sit over in a corner and build something they're integrated into ops because the space is moving so quickly and so we have about 24 billets and we have a structure that's 01 to 03 and we keep them five years and and then we you know hope that they lateral transfer into one of the other communities or we hire them on as a civilian as a tool developer and so we're thinking through the need for this skill set and what it may require moving forward tool developers there's way more demand than than the amount that we have and so the question becomes could it be you know a full community where are those requirements what are the occupational standards that that that help us identify where those requirements might be and is there opportunity you know today we're bringing that you know new college grads basically in as 01s and building them up you know is there opportunity to leverage the type of flexibility that that some of the staff core has to bring people with you know very high skill sets in this area with proven demonstrated not just education but experience in tool development and as software developers if you will if they have those experiences could you bring them in laterally and you know one of the suggestions was maybe we should take them to the staff core and i'm like stop these people are in operations and so you know why don't we talk about how you would leverage the idea of of bringing them in and and ask for that as a potential option so guess what you guys are gonna hear about this all again but we just had these conversations last week and i think that your point is well taken it's certainly feels within the realm of the type of initiatives that the cmp team has been looking for and i think it would mean a lot operationally to be able to recognize as i said before sometimes this is a rank-free zone and you know when we're doing operations what someone's wearing on their collar may not have an implication as to how much expertise or how much fight that they have in them how much ability they have to deliver in in cyber operations or information warfare operations and so how do we resolve that either with with um incentives or rewards or promotions or or bringing them in at the right level to begin with so i i think there's a lot of opportunity there for us this idea of a ladderling folks in with outside experience though at increased pay grades is is something that the entire department of defense is looking at you know we started looking at it closely under seller 2025 but now all the services are on board with the idea and we've asked for some legislative authority to do that to bring folks in up to the uh 06 level or up to the e7 level on the enlisted side so we can do it a little bit in certain very isolated cases but having that flexibility when avil tie or another community identifies that need will allow us to be much more agile should the need arise and we already do it with doctors and dentists chaplains so the precedent is already set we generally get a good reception on that sam except when we talk about chief petty officers okay i got my fleet mash sheet back there he's just giggling but we talk about all different ranks and structures bringing him in but by golly you got to be a blue shirt before you become a chief so we got a long way to go on the chief park yes sir good afternoon with tech manager brian johnson an intel officer at the n5 one quick question that kind of touched on two different topics the first on recruiting and retention and shifts over to cyber with a lot of the millennials now being very connected with phones that talk to tablets that talk to their laptops and other of their friends is there a concern from the recruiting and retention aspect of keeping those sailors or keeping the sailors in and getting those sailors to join the navy where they're going to be taking their devices and going to better up to date on an operating system and going to an operating system that's years old and is not necessary as efficient as the devices they have and then turning to the cyber security aspect of it when i was on the joint staff one of the things that we tried to implement was using ipads that could have classified information on and give those to the leadership to use those as briefing tools and a lot of companies today you see where the employees don't necessarily have desks they're just tables that are set up everybody has laptop computers and they'll come in and they'll sit down in groups of three or four that are working together and they're able to share information do you think that the navy from a cyber security aspect can get to a point where we can have individuals using uh those mobile devices or picking up their computers and moving over other desks and operating without the fear of having that information stolen or hacked is that for me are you talking to me the other part of the retention recruiting is more for than the other no i i i absolutely think um i i think it's a fair concern to to be worried about you know not being able to bring your fitbit into work you know wear it into work because it's got a wi-fi in it not being able to stay connected you know to you know through your social media accounts etc and and you know some places are even more stringent than others about that i would i think a good solution for that is make sure we don't have old technologies and outdated operating systems as a starting point and we're work we're actually working on that but it the in the same vein being able to balance sort of on extended deployments you know the ability to stay connected socially with the potential risk that gets introduced into you know especially if you're on a war fighting platform or or any kind of platform forward in the space i think we have to be able to manage that risk not avoid the risk but manage it i think that's true with respect to potentially mobility solutions which is what you were talking about that was a mobility solution that came out of nsa four years ago but it you know it was an idea that you know still hasn't completely been adopted in a way that we're all enjoying it to be a yes we we should be able to have secure mobile computing and and we should be able to have sailors continue to participate in you know social media functions with the proper um defenses in place to prevent you know any of the potential malware there's always going to be risk associated with allowing our systems to be connected to the internet but that's a decision a policy decision we have made recognizing that we won't be able to keep the workforce you know that we have much less be able to recruit a workforce the future if we completely expect them to operate an isolated environment and so finding the ways to do that securely making sure that up front we're thinking about those things you know as we create new opportunities uh board ships or or or what have you um i think that's the only way i i think that it is certainly achievable it just has to be you know we just have to put security into everything that we're buying not just the so you know not just the regular networks but every one of our our our technological systems that are out there that have a computer attached to it so this is just one more area we have to do that in so if i could also answer that question and say that we're working to get approval from from admiral ty to do this but we're working in the reserves and this is part of the sailor self-service it initiative for sailor 2025 so we're working to get a navy reserve mobile app that would be able to be put on a person's mobile device so they would have let's say their iphone they'd have this this navy reserve app on their phone have a cat card reader that would connect to their phone and that would give two-factor authentication so that you would be able to go into that mobile app get to your nmci email and then get to some of the other systems that we utilize to write orders to do dts to do your your prim's physical fitness data your infas mustering capability and so we're working on that right now and we'll be testing as soon as we get the the approval to operate we're hoping this week and we'll be going out to 100 users to start the test on this and so we see that this is the way of the future because our sailors are a mobile distributed workforce and they want to be able to connect and get their email but that email goes to a navy account to an nmci account and they may not have access to a computer that has that they can get to that email so this mobile device will allow them to have ready access right in their hand and they are really excited about it so we're looking forward to get that approval to operate at the same time we're also working a a commercial cloud pilot with microsoft office 365 and so that we're we're intending to test with 8 000 users to start and that will allow our sailors to go from the current storage that they have in their nmci account of 250 megabytes to 2 terabytes once they get into the microsoft cloud environment it also will allow them to digitally sign and encrypt emails which they can't do right now through owa and it will give them access to the microsoft suite of products so this is really a test for navy but we're starting with the navy reserve because it's a smaller contingent and as i said we'll be rolling out a test for 8 000 users sometime this fall we've got time for one more question sir thanks for staying standing what do you got shan callahan there's been an ongoing evolution in our understanding of manpower personnel over over the last say 15 years going from straight numbers to aggregated we continue to move forward what do you see as the next generation of as we attempt to translate or correlate those to operational readiness and a better description of return on investment for shan it is good to see you again i didn't recognize you initially but once you started talking i knew exactly what i was talking to bob you want to take that on first or yes sir i'll start with it so again ultimately where we want to go piggybacking on abril white's progressive navy enlisted classification code idea that'll you know you don't just go to a ship with a code you go with a code in various phases so that lets us understand you know where the individual sailors uh professional development is even within an individual sea tour so we've got an idea where they are and where we're heading is we want to have fit and fill we want to have the fit piece the right sailor with the right training in the right billet at the right time for that tour length so we want to get down to that level of granularity that's that's probably the next stage of that piece and that's going to have to be again it's tied in with our recent change to a billet based distribution for the enlisted force that that is going to be a big enabler for helping us get to that that next phase and that was a shift that really transitioned our enlisted distribution to be like we do for officers or like we had done for officers and we just did this up in february and and it's it's uh it's fully online but we're still making adjustments on it but it's not you know x numbers of of bodies with x numbers of rates go to the fleet and the fleet divvies them up it's a sailor with a skill goes to this billet on a ship so if the ship chooses to move them they can they can still do that but they have to be careful now because they may not get a fill for a sailor with that skill set so where we used to be able to do a lot more you know stacking the deck in one area or another on a particular ship and then sending a false demand signal to the system that won't be possible under billet based distribution so it gives us an overall macro accurate picture helps us streamline a production coming in up front and also the the types of sailors the types and numbers of sailors that we're bringing in from recruiting command it's more of a real-time picture okay i really appreciate the great dialogue and the questions that came from the audience today i hope you learned something we'll hang around here for a little bit if you got additional questions let me just close with the reason this topic is so important outside the inside and outside the technological discussion we're going to have on the floor we haven't had on the floor is we have we have had the great privilege of extraordinary recruiting and retention over the last 15 years really feeding off of the passion to want to serve our country post-911 that is starting to taper off a long time to be in a fight generations are changing as we talked about next year jeff hughes will recruit young men and women who walk through the doors of great lakes who were born after 911 think about that so that that's going to be in the distant past for a lot of our kids what we're trying to get out in front here is out in front of is this shift in generations expectation will change technology that's outpacing our ability to train recruit and retain the kind of talent we need to keep the navy moving ahead of our adversaries all this is critically important as critical as what technology is bringing on the floor that you'll see down downstairs so i appreciate all the the questions and your attendance today and i hope we answered some of those and we're we'll hang around here for a little bit if you've got some more thank you very much