Training should also lead to innovation in doctrine, operational concepts and battle drills. Despite the recent shift towards joint operations, individual training is still mostly conducted on single Service basis; while it is important to generate and maintain single Service identity, emphasis should gradually shift to joint and integrated training.
Integrated training between the services will help to develop jointmanship and eliminate unnecessary duplication. Training should, where appropriate, be offered to industry and civil institutions, reflecting the joint approach. Training needs to be better focussed to meet the operational needs. In some aspects we over-train to the detriment of others, resulting in imbalance between training and operational imperatives. The training of senior officers at operational and strategic levels needs greater emphasis.
It is intended for interested members of the public, news media and Army Medical Department beneficiaries. Sales training concentrates on the education and training of individuals to communicate with customers in a persuasive manner. Qualified teachers, however, would continue to be in demand. Arrow Aircraft August 21, Bodilly, Michae Official commitment to improved education was nowhere more evident than in the substantial increase in funds for education in the Seventh Five-Year Plan —90 , which amounted to 72 percent more than funds allotted to education in the previous plan period — Moreover, a certain number of graduates to be trained for the People's Liberation Army were included in the state enrollment plan.
The training also needs to be able to rapidly absorb lessons from operations and to respond to changes in educational priorities to meet the increasing complexity of operations. All personnel should have the necessary skills and confidence to exploit new information and communication technologies. There is also a requirement of a more comprehensive and consistent overall approach to education. To meet the challenge of technology it must be ensured that all personnel have the necessary skills. It could be partly achieved by developing e-learning to provide greater flexibility and shorten training time during courses.
This should be balanced against the requirement of personnel deployed in field areas where such facilities may be non-existent. The armed forces must ensure that the training system is cost-effective, while maintaining or enhancing operational capability. The intent should be to make more imaginative use of common training facilities in the armed forces and eliminate duplication by sharing common resources wherever possible. Commercial training arrangements for the delivery of training, where desirable, like in the field of IT, should be exploited.
Enlargement of Scope of Joint Exercises and War-games: At present a truly joint exercise is conducted only in terms of the training for the amphibious component. The participation is at a very low level considering our amphibious capability. The scope and level of joint exercises should be enlarged and not restricted to amphibious operations.
Similarly, participation in the war games at division level and above should include officers of all the Services. In the case of Air Force the participation should not be restricted to the commander of the Tactical Air Centre who is affiliated permanently to the army formation. Joint Institutes for Common Training Aspects: It is essential to ensure that training and education is delivered as cost-effectively as possible. Otherwise it puts at risk the sustainability of the capabilities it supports.
Each Service has a training base that is too large and unaffordable in the long term. Besides it does not support the concept of integration of the Services. A leaner training base will bring recurring savings in overall support costs, and release land for disposal, thereby making more capital available for modernisation.
Enlarging Role of Integrated Defence Staff: It has been experienced that because training and education is generally provided on a single Service basis, it lacks overall coherence and direction from the MoD perspective. In particular, there is no central focus to provide an overall policy perspective and no overarching strategy to promote best practices. The existing training branch in the Integrated Defence Staff is not charged with this responsibility and does not issue any policy directives to the Services.
To address these deficiencies, the training branch in the Integrated Defence Staff needs to be strengthened and given the mandate to coordinate these aspects. This will maximise the benefits of training rationalisation by implementing the proposals outlined above and ensuring that there is no duplication. While the proposal to establish a National Defence University NDU has been accepted in principle, the project has not progressed in right earnest, wherein even its location is yet to be finalised.
In order to take advantage of the RMA, it is imperative that a National Defence University is established at the earliest. At present there is no interaction, coordination and synergy between various training institutions of the Services. There is also no organisation exclusively responsible to conduct meaningful research in defence matters, especially related to military strategy, doctrine and tactics. Therefore the NDU should act as a centre of national and international excellence, providing military and civilian personnel with high quality education, primarily at the postgraduate level, and conducting research in fields related to defence.
War games and exercises are conducted at present in a stereotype manner which stifles any innovative and new ideas about doctrine, concepts and weapon systems. The value of exercises, particularly when resources are scarce, lies not merely in their conduct, but in their planning and post-action analysis. The College of Defence Management in its present form does not support the development of new leadership skills required to meet the challenges of the ever-changing demands placed on officers, especially junior leaders.
To optimise use of resources, better co-ordination of leadership training and development is required. The armed forces should also make the leadership expertise available as a resource for the country as a whole. To achieve these aims, a Leadership Academy to design an overarching policy framework and strategies for leadership development needs to be created. It could draw on the expertise already available with the College of Defence Management.
It will also undertake research, establish links with relevant organisations, public and private, set standards and provide a reservoir of knowledge on leadership, including training and development opportunities. Exploiting information is central to all military operations so as to manage the increasing use of information and communication technology in the battle space.
The daily workspace and administrative processes are also increasingly supported by information and communications technology. The armed forces must develop the essential competences in personnel to exploit new technologies and systems to the full and to ensure that leaders have the right skills to deliver and integrate information projects successfully. To help meet these requirements, there is a need to develop information age skills for everyone joining the armed forces.
All sailors, soldiers, and airmen should receive IT awareness training during initial training.
This will require improvements in facilities. Efforts should also be made to increase opportunities for personnel already serving to develop relevant skills and qualifications. Digital skills are highly perishable. IW is a vast sphere and the armed forces will have to take the help of civilian specialists and establish joint training institutes. Evolve a Long Term Digitisation Training Policy: The convergence of computing and digital telecommunication systems makes it possible to link together hitherto separate information or sub-systems into networks.
This is the basis of all information and decision support systems being currently developed in the Army and at the strategic level. There is a long learning curve for digitised equipment, and there is need, therefore, for training to acquire the skills to manage the infrastructure that ties together the battlefield functional areas making up the Command Information and Decision Support System.
In order to exploit the system it will require collective involvement of key leaders, operators, and staff. There is a pressing need to evolve a training policy to ensure the operational effectiveness of formations and units by providing digital-sustainment training. Opportunities of conducting large scale exercises on civil land are going to progressively decrease due to concerns over environmental degradation and damage to civil infrastructure. Consequently the training at unit and formation level will be hampered and restricted.
There is thus an urgent need to create a modern facility where at least the ground and air components can train together. Such facilities could be created next to major field firing ranges for more realistic joint training. The present RMA is already throwing up new technologies and weapon systems. To drive forward an effective long term acquisition process, there is a vital requirement of training for all those connected with acquisitions, including the MoD officials.
This training can be imparted by establishing an Acquisition Cell under the Integrated Defence Staff. Warfare is changing, perhaps more rapidly and fundamentally today than at any point in history. To take advantage of the ongoing RMA, India will need to reform the way it plans, thinks, procures, trains, and fights. Technology alone does not constitute RMA; it requires synergy with organisation and doctrine. This can be achieved by training, innovation and adaptation. Attaining the full benefits of RMA will remain a challenge in the present environment. RMA will impact profoundly on training requirements of the armed forces.
It is imperative that the armed forces commence re-structuring of the training base and methodologies so as to be ready to acquit themselves creditably in the next war. Skip to main content. Revamping the Military Training System. Colonel S.
More from the author. Share Tweet Email Whatsapp Linkedin. Summer It is laid out as follows: RMA and conduct of warfare. Drivers for change in the training system in the armed forces. It provides the necessary Firm Base support within boundaries in order to meet CLF's operational requirements and wider Defence needs. As directed, deliver the required collective training for all Force Elements assigned to 16 Air Assault Bde.
Increase and enhance the deployability of soldiers within 16 Air Assault Bde.
As directed, deliver the required collective training for all Force Elements assigned to 1 Armd Inf Bde. Increase and enhance the deployability of soldiers within 1 Armd Inf Bde. It is also to deliver a coherent and relevant training progression across the Collective Training Establishments CTEs , and fulfil responsibilities for the construct and refine functions of collective training in accordance with Collective Training Governance.
It delivers legal support and training on operational and international law and provides legal support on operations.
Military Engineer skills include the command and management of engineer tasks, combat engineering, artisan, technical and professional engineering, communication, watermanship and driving specialist engineer vehicles. It is the lead on UOR and Equipment Plan capability integration and achieves its objectives through the coordinated efforts of three branches, each headed up by an Assistant Director. The G2 Ops team ensures the effective delivery of intelligence on political and military developments in operational areas, and those areas where developing situations could lead to the involvement of British Forces within the Army.
To develop Land Forces' medical operational capability in order to meet Army and Defence requirements. The Brigade will be at the heart of providing persistent military engagement to achieve upstream prevention of conflict.
Drive the agenda within Army Headquarters and ensure the headquarters runs effectively. Ensure E1 input to developing E2 personnel policy.