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NAVSTRAT-2030 NAVSTRAT-2030

A Holistic Approach to Talent Retention Policy in the SLN
● Initiate Leveraging from Buying Navy to Builders Navy. Cabinet approval has
The decline in the quality of life among naval personnel has become evident, primarily attributed been secured for the manufacturing and sale of boats to international buyers, using
to alarming economic indicators such as cost of living, inflation and tax policies in the country. an established administrative mechanism at the Ministry of Defence (MOD). SLN
Notably, salaries, allowances and overall benefits for naval personnel have become outdated. is actively working on expanding its commercial activities with a streamlined
Furthermore, this discrepancy has led to a situation where individuals with similar educational approach to attract more commercial orders. This initiative will leverage the
backgrounds outside the military enjoy greater earning power and personal freedom. The economic existing boat building resources of the SLN to create vessels for commercial use
crisis has further exacerbated the decline in the quality of life, resulting in a notable increase in the contributing to foreign income for the country. A specific percentage of the
attrition rate (from the existing cadre) among naval personnel from 2.87% in 2018 to 5.95% in earnings could be allocated to the welfare and well-being of naval personnel.
2023. However, maintaining current retention rate with under the restrictive enforcement and if
not, this could have been even worst. Cumulative trend analysis indicates a persistent and ● Opportunities for Serving Naval Personnel in Merchant Marine and Post-
increasing attrition rate, significantly surpassing the annual recruitment capacity of the SLN. This Retirement Transition Entering the Merchant Navy and Multinational
poses a substantial challenge to the Navy’s ability to retain professionals critical for ensuring the Companies. The SLN need to optimize the use of the Merchant Marine Training
national interest of Sri Lanka, predominantly national security, territorial integrity and sovereignty. School at the NMA to align with a whole-government approach aimed at training
The trend is further underscored by a significant reduction in the number of applications to join proficient mariners. It is essential to assess the feasibility of facilitating serving
the naval force declining by nearly 75% in 2023 when compared to median enlistment applications officers who will be undergoing training in accordance with the Standards of
from 2018 to 2022 (Officer Cadets). Sailors’ applications are also having similar trend. To address Training, Certification and Watch-keeping for Seafarers (STCW) in future.
this critical issue and maintain a high-quality naval force, urgent attention is needed to enhance Additionally, the Navy required to finalize a MoU with the Director General of
the overall quality of life for naval personnel, aligning with contemporary economic realities and Merchant Shipping to ensure a seamless transition for naval personnel both serving
required to redesign the recruitment policy. Followings are the key guidelines for retention policy; and retired into the Merchant Navy (through strategic interventions). This MoU is
required to acknowledge the sea service and training of our officers and sailors as
they pursue a career in the merchant navy as a second option. Furthermore, the
● Competitive Compensation and Benefits. Providing competitive salaries, establishment of additional memorandums with multinational companies is
allowances and comprehensive benefit packages is essential to attract and retain imperative, providing exceptional opportunities for naval personnel upon
skilled naval personnel. There is an immediate need to review outdated allowances completion of their dedicated service or retirement. These initiatives aim to enhance
to align with the contemporary nature of Sri Lanka. Furthermore, creating welfare the quality of life for naval personnel surpassing that of their civilian counterparts.
facilities similar to regional navies are recommended. Moreover, SLN welfare This strategic approach seeks to maintain the focus of naval personnel on their
measures must be flexible in generating wellbeing for its personnel to make them missions, deterring any inclination towards illegal activities or premature exits from
feel that they are enjoying welfare in comparable with many employee-centered welfare service. These opportunities will not only lead to the optimal utilization of training
systems that are operated by outside organizations. resources but also contribute directly to the national economy, leveraging the wealth
of experience accumulated by naval personnel.
● Life of Quality Initiatives. Implementing Quality of Life initiatives to enhance the
overall quality of life for naval personnel including improved health facilities, ● Performance Based Career Progression System. The SLN needs to
comfortable living conditions and recreational facilities is vital. The SLN is meticulously evaluate both seniority and performance, mirroring the practices
required to implement strategies in place to support the improvement of living observed by other naval forces globally. While the present Navy system places a
conditions while personnel are in service and during retirement like the practices in significant emphasis on providing equal opportunities to all its members for the
the Pakistan Navy. This approach would motivate the workforce to stay in the organization to thrive and attain professional excellence comparable to
service considering the monetary benefits they are eligible for after completing international navies, a system must be implemented that actively fosters a
commendable service. competitive learning environment for all naval personnel and opportunities be
given based on the performance basis. To achieve this, a strategic approach is
● Endeavour to Utilize SLN Assets with Crew for UN Peace Keeping Missions. recommended where training, appointments, foreign assignments and other
The SLN need to convince the GoSL about the viability of deploying its fleet units incentives are allocated based on individual performance matrix. This tailored
for United Nations (UN) peacekeeping missions. This initiative has the potential to approach ensures that resources are directed towards those demonstrating superior
generate foreign exchange and elevate the professionalism of SLN personnel. competence and dedication, contributing collectively to the organization’s
Several South Asian navies have successfully deployed their fleet units in UN overarching goals. This effort would change present organizational behaviour and
peacekeeping operations, resulting in significant earnings of foreign currency and collectively pushing everyone towards healthier competition. Without such
contributing to GDP and the development of their navies. Therefore, the SLN could prioritization, the SLN may encounter difficulties in retaining quality human
strategically plan to provide opportunities for high-performing individuals to earn resources in every ranks. Therefore, the impartial establishment of a performance-
extra income thereby improving their quality of life. This approach would foster a based system holds the potential to add significant value to the naval profession,
positive and competitive training and development culture within the Navy ultimately paving the way for heightened retention rates and the continued
directing naval force towards talent enhancement and competency development. enhancement of the SLN’s capabilities, skills, outlook and overall professionalism.

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