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Numerous documents on knowledge management in the military were reviewed. Because this study aimed to investigate knowledge management practices in Department of Defence (RSA), it was imperative that published documents addressing skills management and knowledge were reviewed for the decisions or resolutions made and pronouncements on knowledge management as taken by DOD. The researcher made use of the Defence Intelligence (DI) Library, Internet and HR office for policy documents and various documents that were deemed relevant to the study. Documents including annual reports, policies and legislations were reviewed. The researcher also made use of DI Library and internet to access unclassified documents that reveal details about RSA Department of Defence stance towards knowledge development, management and skill retention.

4.2.1 Supporting structures that will be/are assigned to help manage knowledge practices at the Department of Defence

A review to such institutionalised structures in the department was made to find out if there is any guiding policy followed by institutionalised structure to support knowledge management initiatives in Department.

A number of documents were analysed/reviewed, but these were in majority the public records authored on behalf of the Department of Defence (DOD) which includes mission statements, annual reports, policy manuals, strategic plans and lessons learned. Sources of such documents are DOD website, Media and direct units (Policy and Planning) in the Defence Secretariat (SANDF). The documents analysed were instrumental in helping the researcher understand the problem under investigation as well as share information to the objectives in this study.

The researcher referenced the Defence Act 24 of 2002. Conspicuous in the act and structure of DOD is the absence of knowledge capability supporting directorate/agency. However looking close at the structure of DOD, under the Secretariat there is an agency called Defence Enterprise Information Systems Management Division, while under SA National Defence Force is Command and Management Information System Division. There is also a Military Policy Strategy and Planning division under SANDF. All these divisions trigger interest, in that should there be any form of knowledge management strategy/policy which leads to pattern of knowledge practices, then one would be able to find a lead in the investigation to knowledge management practices if not

policy. Unfortunately it was not to be. The latter divisions did not have in them any structures nor plans to support KM. They did not have documentation published to demonstrate their input to departmental strategy on knowledge management and subsequently the knowledge management practices in DOD.

4.2.2 Existence and implementation of formal and informal knowledge management practices in the Department.

It was the intent of the researcher to review any documents that were related to KM and its practices in the department. What caught the attention of the researcher was the knowledge sharing and retention practice capability that the department claimed in its strategy of Mobility Exit Mechanism (MEM) would deliver as documented in the Annual Report of 2008.

According to MEM document, articles as published in the internet and SANDF Annual Report 2011, MEM is a strategy that forms part of the Human Resources Strategy of 2006. According to former Chief of the South African National Defence Force, General G.N. Ngwenya, MEM was approved and implemented to provide military members who wished to leave the service with a viable way to follow alternative careers outside the military and also safeguard skills retention. Rightsizing of the SANDF was given momentum with the approval of the voluntary Mobility/ Exit Mechanism for the SANDF members. As at 31 March 2006, ministerial authority had been granted for the voluntary exit of 533 SANDF members, addressing representivity imbalances at middle and senior management levels through succession planning. What was also critical for this study to establish was the pool of different expertise exiting the doors of DOD through members leaving either through retirement, death, resignation, dismissal or deployment. This pool is what is called critical occupation which includes:

 Airspace Control  Aircrew  Anti-aircraft  Artillery  Combat Navy  Engineer

 Technical

The above list is an example of occupational bands that includes skilled technical and academic workers, supervisors, foremen, professionally qualified and experienced specialists, senior and junior management.

MEM becomes a very important investigation tool to knowledge management practices in that as the Department loses people it also loses skills, but it was claimed that MEM acts as a strategy to manage skills retention. The researcher is of firm belief that there should be handing and taking over process, especially in as far as skill transfer and knowledge sharing is concerned. According to stats average of 900 members are registered annually who request to exit through the MEM yet handing and taking over procedures are not clear.

Findings to the review of MEM document received through DI HR office revealed that though the strategy means well for improving personnel flow, especially at middle and senior command levels as well as to address representivity imbalances and allow intake of young members; succession planning and guarding against exodus of scarce skills and advise members on career progress it doesn’t however talk to the strategy of retaining knowledge and using existing acquired knowledge for generations to come in taking the organisation forward. Such combination is not evident to the available published documents at all.

According to 2005/6 DOD Annual Report SA Army continued to manage its exit mechanism with necessary sensitivity and responsibility. The SA Army is committed to rejuvenating its human resources to meet the future requirements of a young, healthy, modern, disciplined and well-trained Army. The recruitment through the Military Skills Development (MSD) has greatly contributed to this objective. However, the outflow of skilled personnel in all spheres, particularly in the SA Army Engineer Corps, remains a critical challenge.

According to the researcher the above statement indicates a huge challenge of knowledge management gap or strategy or lack of.

Although there is effort to re-skill new members and Military Veterans through the Service Corps, challenge still remained on how to maximise existing knowledge from exiting members especially the highly skilled ones. Monetary implications may not be of concern, however the value of skill and knowledge acquired over the employment period goes beyond measure and it can be problematic if knowledge is not captured before it departs the doors of DOD.

4.2.3 Relevance of learning in DOD

A learning organisation is one in which people at all levels; individuals and collectively, are increasing their capacity to produce results they really care about. They bring new ideas to change dysfunctional behavior of the organisation through mindset and attitude change in individuals within the organisation (Mitleton-Kelly, 2003). Internet was extensively utilised to find out the importance of learning as a means of developing the know-how of Defence Force staff. The South African News Agency (2013) reported and quoted Defence and Military Veterans Minister Nosiviwe Mapisa-Nqakula saying learning formed a key part of bolstering South Africa’s defence capabilities, as the country continues to carry out its commitment to building peace and security on the continent.

According to SA Army website (2000), speaking to the Press Club following the presentation of her Department’s Budget Vote in Parliament, Minister of Defence and Military Veterans, Mapisa- Nqakula said equipping the South African National Defence Force (SANDF) was a priority for maintaining the country’s own security and to helping fellow African countries. “One way to improve is training, training and retraining to meet the challenges,” Mapisa-Nqakula said. To this end, South Africa was expected to develop capable leaders within its defence ranks, leaders with a high level of discipline and sense of duty (SA Army, 2000).

In her budget vote, the Minister said the defence force was actively recruiting young people through the Military Skills Development System and University Reserve Training Programme. “We seek to increase partnerships with tertiary institutions to train defence force members and recruit talented students, especially in technical fields” she said.

South Africa had also recently concluded a training contract for its defence members with the Russian Federation as part of efforts to expand the country’s international training partnership. This will cover some of the essential skills, particularly the training of pilots. The minister underscored the importance of the country investing prudently and nurturing the human capital of its defence force.

On the other hand, the website of the army (SA Army) contains information about Defence Force learning capability. In particular the website gives account to SA Combat Training Centre. It gives emphasis to the centre and states that the development of the SA Army Combat Training Centre originated due to a need by the Department of Defence for a military training facility where conventional and integrated training on divisional level could be executed. Combined practical

the South African Government with the ability to ensure a well-trained South African National Defence Force (SANDF).

As such document review has confirmed that indeed the SANDF and Defence Department at large is a learning institution, a practice which is relevant in capacitating and developing its intellectual capital.