The value of HRD cannot be easily quantified, but its impact in a unit however small, is immense. To be able to effectively guide a junior, both on the professional and personal front, is the essence of HRD.

Mision first and people Always—this statement sums up the importance being given by the Indian Air Force (IAF) to human resources development (HRD). The value of HRD cannot be easily quantified, but its impact in a unit however small, is immense. An example by Wing Commander Eashwar Rao, a young Fighter Controller, commanding a Radar Unit, will describe HRD’s value. He implemented HRD through a simple method of interviewing airmen and NCs (E) in his unit elevating them to a higher level of morale. The personnel in the unit were few, but he would take an hour or two, in two to three sessions, to win the confidence of his subordinates, understand their problems and then went about solving them. To be able to effectively guide a junior, both on the professional and personal front, is the essence of HRD. Coming to the larger picture, what are the challenges that the IAF faces in the future? It will be necessary to paint the operational setting and consider what methods can be adopted in relation to officers and men to achieve the goals and objectives of the IAF.

The Operational Setting

The old world of manned aircraft being the sword-arm of the IAF is already changing. The trend is towards aerospace warfare made up of net-centric operations, space defence and offence operations, unmanned vehicles (UAVs), air-to-air missiles, surface-to-air missiles (SAM), surface-to-surface missiles (SSMs), information operations et al, where brain power would be more in demand than skill. Even while capabilities of robotic aerial vehicles increase with advances in technology, manned aircraft will still be around, although in smaller numbers. The IAF will require its officers and airmen to be more technically oriented and have more women inducted in the officer and airmen cadre. An important adjunct of these operations will see the weakening of the hierarchical system of functioning to one where parallel processing becomes the norm; delegation of authority to lower levels; and a requirement of leaders of nodal units being able to function, without minute to minute guidance from above—especially when communications is lost between them and higher levels of command. With mobiles and computers enhancing communications as well as exchange of data, the world within the IAF will shrink and the impact of character and integrity will be felt instantly. As far as HRD is concerned, this setting will see a melding of branches in the performance of operational tasks, an open and transparent system of functioning and the gradual merging of borders between airmen and officers. This effect would need deft handling.

HRD for officers in the IAF

The best way to motivate young officers is for them to perceive a growth in career in that system. Here, we will have officers of all branches, being selected on the basis of aptitude, knowledge and performance in that particular system. The IAF already has experience with SAMs, SSMs, UAVs, but will gain experience with aerospace operations as well as information and net-centric operations, as and when these systems are incorporated.

• Career management and command of unmanned operational units: The command should rightly devolve to the most capable officer, whether from the flying, the technical or the administrative branch. To ensure a fair opportunity to each branch officer, that officer should be exposed to a training capsule on that system, the operations of each aspect of that system, followed by a fair assessment done of his/her capability, and then the best selected for command. These measures will ensure willing participation of all officers in completing the mission successfully. Administration, technical and even operational functions will have more officers of two or more branches available for assuming staff functions, at Command and at Air Headquarters. Aptitude and performance needs to be the criterion. This should also include the post of air attaches abroad.
• Nurturing the mavericks: Some years back, the then Chief of Staff of the US Army, when asked as to what he considers to be his priority as far as his men are concerned, stated, “To look after the mavericks.” The IAF has had a few, known to this writer, Harry John, who was working on a sound-based low level warning device, for approaching aircraft, R.B. Menon, whose nascent career as an aircraft designer was put paid due to perceived indiscipline, Francis Da Cunha, whose software programmes are the foundation of IAF operations and flight safety investigations, these three being pilots, and an engineer, S. Beborta, who as a software programmer, made notable contributions. The IAF would have gained immeasurably, if it had nurtured them till their maturity.
• Feedback from junior officers: The example of Wing Commander Eashwar Rao needs to be emulated, though detailed interaction is a laborious and painstaking task, it will enable the Commander to guide both the professional and personal interests of his officers and men in the true sense of the word.