CHANGE INITIATIVE ASSESSMENT 1
Case Study: Retention in the Navy
Ashley Richey
School of Business, Liberty University
Author Note
Ashley N. Richey
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Ashley N. Richey
Email: anrichey@liberty.edu
CHANGE INITIATIVE ASSESSMENT 2
Case Study: Retention in the Navy
Serving in the Navy is not a job, more so, a way of life, no to be taken lightly. It is one of the
most rewarding and challenging careers this Nation has to offer for those who choose to make a
career out of serving (Mabus, 2015). The success of the United States Navy has historically been
built on the military’s ability to train and prepare. To continue remaining the World’s greatest
Navy, the organization must continue their successful ability training and preparing by projecting
the necessary manning needs and retention goals (Booth-Kewley et al., 2017).
In the military the term retention correlates to retaining Sailors after their initial service
contract agreement (Congressional Research Service, 2021). “Imbalances in the retention rate
can cause problems within the military personnel system. A common retention concern is that too
few people will stay in, thereby creating a shortage of experienced leaders, decreasing military
efficiency, and lowering job satisfaction” (Congressional Research Service, 2021, pp. 1). To help
with this problem the Navy has implemented several programs and incentives to help with
officer and enlisted retention (Calaway & Bice, 2020). Congressional Research Service (2021)
continues explaining the opposite concern to retention rate imbalances at times can be “that too
many people will stay in, thereby decreasing promotion opportunities and possibly requiring
involuntarily separations to prevent the organization from becoming ‘top heavy’ with middle-
and upper-level leaders or to comply with end-strength limitations” (pp. 1). This is why retention
is an issue that must constantly be monitored, analyzed and evaluated.
Congressional Role
Congress plays a significant role in retention authorization and funding for the Navy.
“The Constitution provides Congress with broad powers over the Armed Forces, including the
power ‘To raise and support Armies’ and ‘To provide and maintain a Navy”’ (Congressional
CHANGE INITIATIVE ASSESSMENT 3
Research Service, 2021, pp. 2). This power has been heavily used as Congress has invested great
interest to. keeping the military fully manned and capable of any workforce. According to
Congressional Research Service (2021) Congress monitors the Executive Branch, who handles
managing manpower, to make sure the Navy is maintaining retention rates appropriate for the
mission setting based on operational necessities around the world. Congressional Research
Service (2021) explains Congress has influence on retention rates involving: “overall
compensation levels, particularly in light of their competitiveness with private-sector
compensation; quality-of-life initiatives that enhance servicemember and family member
satisfaction with a military career; retention programs that provide for dedicated career
counselors; and retention incentives, such as reenlistment bonuses” (pp. 3).
Congress also controls the end-strength levels for each military branch. Prior to each
fiscal year Congress authorizes a maximum number of personnel allowed in each military
service (Mendez, 2019). “For fiscal year (FY) 2019, Congress authorized a total end strength of
1,338,100 active duty personnel and 824,700 reserve component personnel, including subtotals
by force” (Mendez, 2019. P 1). This allows for each branch to then appropriately decide how to
organize and train personnel for the orders given by combatant commander or service-specific
requirements (Mendez, 2019).
Retention Goals
To help with gathering and analyzing data on retention rates, the Navy categorizes
information collected in to three zones. Zone A consists of sailors in the first six years of service
(Mabeus, 2020). Zone B forms those between six to nine years of service. Zone C consists of 10
years to 14 years of service. According to Faram (2019) “Current long-term budget
projections show the Navy topping out at around 344,800 officers and sailors at the end
CHANGE INITIATIVE ASSESSMENT 4
of Fiscal Year 2023, the largest tally of personnel since early 2007 and 17,400 more than
were in the service at the beginning of this fiscal year” (pp. 4). Faram (2019) continues
explaining that in 2018 the Navy retained 78 percent of its reenlistment-eligible sailors.
This was the highest retention for the Navy in over a decade, but still not good enough
according to Vice Admiral Bob Burke, the Navy’s top uniformed personnel officer. He
explained, “Retention of every capable sailor remains a vital element of our growth
strategy” (Faram, 2019, pp. 5). Burke explained to Senators that retention rates are critical to
establish strong experience that are needed to develop future masters.
Retention Strategy
Prior Secretary of the Navy, Ray Mabus said, “Our Navy-Marine Corps team’s continued
ability to dominate in the maritime domain requires innovation and forward thinking” (Mabus,
2015, pp. 1). Naval Personnel Command management program has made every effort to create
an imperative retention strategy (Calaway & Bice, 2020). “This strategy has three pillars:
leadership development and selection, entrusted innovation, and detailing/assessment
modernization, all of which must be promoted on a coherent and modern marketing platform that
makes the strategy stick” (Calaway & Bice, 2020, pp 3).
Why Sailors Are Not Reenlisting
Studies have shown that the millennial generation is focused on flexibility and
opportunity to progress in their career (Harkin, 2020). The Navy’s approach on family comes
second from the job in the past has put a stigma on the job its self. Sailors who have dealt with
leaders who are not understanding of family needs have choose to seek careers outside of the
military. With the economy booming, it has provided Sailors an opportunity to find great job
offers as civilians. The quality of life is not always great for Sailors who are working long hours
CHANGE INITIATIVE ASSESSMENT 5
or are on deployment and working 12 hours on and off six to seven days a week, while being
away from their families. Specifically for females, it has been difficult to start families or to have
to leave their kids for six to nine months for deployments (Ziezulewics, 2021).
Leadership Development and Selection
Going forward Senior leadership began implementing programs and encouraging those in
in command to push for mentorship and creating a foundation of good leadership throughout the
rank structures. “Vice Admiral Burke urged commanders to concentrate on the
fundamentals of good leadership, including engaging sailors from the moment they report
to a unit, mentoring them during their first term of service and using career development
programs to ensure that no one goes home early” (Faram, 2019, pp. 14). Promotions need
to be focused on performance rather than “hitting” milestones to be considered
promotable (McMahon & Bernard, 2019). Creating mentorship programs and long-term
training with junior officers has the potential to raise the bar for promoting leaders with
the skills needed to successful lead (Calaway & Bice, 2020). The Secretary of the Navy
announced new training that will be held through Navy E-learning courses yearly and a
week-long training to help build on skills and knowledge for those who are promoted in
the enlisted ranks (Mabus, 2015).
Entrusted Innovation
Allowing Junior Officers to be a part in influencing changes for the future of the Navy is
important to building innovative opportunities to make a difference (Calaway & Bice, 2020). The
Navy has implemented “Audacious Teams” as internal consultants in various communities
throughout the Navy to research and provide advice and feedback to leadership and management
teams. Junior Officers and Senior enlisted must be allowed autonomy to use the Navy’s
CHANGE INITIATIVE ASSESSMENT 6
Deckplate level leadership. According to Calaway & Bice (2020) the Secretary of the Navy has
emphasized “Leaders at all levels must allow junior officers to find creative ways to increase
efficiency, safety, and mission accomplishment. In the same way, the Navy must become an agile
force led by creative thinkers who are allowed to test bold and unconventional ideas” (pp. 9).
Detailing Modernization
Every sailor has to deal with communicating with their detailer about order selection. The
navy has implemented new website systems to help with order availability for the Enlisted side
since a single detailer can oversee hundreds of sailors (Calaway & Bice, 2020). The Navy has yet
to make such an organized platform for officers though and still use telephone and email as a
means of communication. This is because there is more of a negotiation opportunity than there
seems to be on the enlisted side, partly due to the amount of enlisted verse Officer personnel.
Incentives
The Secretary of the Navy, Ray Mabus knew the importance of using feedback from
Navy retention surveys spread among the fleet, and implementing new instructions from the
information gathered. In his directive he provided information on a future program called Career
Intermission Program (CIP), which would allow for sailors to take a sabbatical from service up
to three years (Mabus, 2015). He spoke on the plan to increase career progression opportunities
for top performing officers to attend graduate studies at civilian institutions and offered an
increase in accepted applicants to the Navy’s Post-Grad school. Mabus announced the changes in
affect for enlisted automatic advancement opportunities which allowed to commands to have
more control in performance promotions instead of based off of tests. Part of New Navy policies
for females starting families is a 12-week maternity leave policy and offers child care on base at
a cost rate depending on rank as an incentive (Harkin, 2020). Vice Admiral Burke also spoke to
CHANGE INITIATIVE ASSESSMENT 7
the Senate and explained that recent years of retention rates being higher stems from retention
bonuses and other policy levers to target what the Sailors need (Faram, 2019). The Navy has
focused their efforts to create flexibility in these areas because they know how the structured
career path causes the Navy to lose high quality people to the civilian sector (Mabus, 2015).
Culture Change
The Navy realized that Cultural change, from top to bottom, was needed to improve
retention and continue to be a successful element of protection for the United States of America.
The Navy has focused on implementing instructions and procedures to entice Sailors to stay in
the Navy to help keep the experience needed to be the best (Ziezulewics, 2021). Big Navy has
pushed for Commanders to diligent in communicating new policies and offering opportunities
for feedback through annual surveys, suggestion boxes, and quarterly safety stand-down
trainings (Harkin, 2020). The Navy has changed its mantra from “family didn’t come in your
seabag” to “developing policies based on what’s easier for the individual and their family”
(Harkin, 2020, pp. 4). The Navy has made leaps and bounds in the culture it desires to create
while pushing their core values and meeting the mission.
Consulting Proposal
Definition of Project:
As a current Aviation Maintenance Duty Officer for the United States Navy, there is a
problem with retaining experienced sailors in the organization that’s mission is to maintain, train
and equip combat-ready naval forces. According to fleet master chief, "We're going to need a
bigger Navy. We have a different national strategy, a different military and Navy strategy. In
order to really grow at the pace we want to grow, you have to have these high retention numbers"
(Harkins, 2020, pp. 7). New incentives, policies, and procedures to help retain sailors who have
CHANGE INITIATIVE ASSESSMENT 8
already went through training and gained experience has been the Navy’s focus to help with
retention rates (Ziezulewics, 2021). The Navy has failed to incorporate lasting solutions to what
seems like a never-ending battle of retaining already trained and qualified sailors, both enlisted
and officers. In a culture that centralizes around being able to trust the people who work together
and deploy together it is crucial to have the right people doing the right job, The Navy must
continue to develop new incentives and change the old culture ways of doing things.
Diagnosis of Current Situation:
In recent years the Navy’s leadership has taken a huge role in the need to retain sailors to
meet the mission and operational necessities of defending the Nation and maintaining freedom of
the seas (Faram, 2019). The Secretary of the Navy has utilized feedback from sailors of all ranks
and designations, and collaborated with commands through the entire Navy to implement new
policies and procedures to make the challenges of a Naval Career more appealing (Mabeus,
2019). The focus on the sailor rather than solely the job has become the goal of Navy leadership
(Harkin, 2020). Commanders are being pushed to help in changing the processes and old ways of
thinking how things needed to be ran to be successful. The previous Secretary of the Navy, Ray
Mabus, implemented programs to offer officers and enlisted opportunities to further education
and gain leadership experience (Mabus, 2015). He also pushed for more policies to better support
sailor’s families financially. Mabus implemented programs to provide opportunities for sailors to
be more available to start families and take time needed to be there for their families. Big Navy
has continued to communicate their desire to make sailors want to stay in the Navy and the
vision of growing the numbers of the Navy. The organization has continued to stress the
importance of the mission while setting the bar for the highest standards of the Navy’s core
values: honor, courage, and commitment.
CHANGE INITIATIVE ASSESSMENT 9
Big Navy leadership has taken many steps to implement instructions and policies to
entice sailors to stay in the Navy. Leadership at individual command levels need to be more a
part of the change. Many Commanding officers have jump on board with new policies,
procedures and expectations of them as the main leaders, but ultimately this level of leadership
will have more of a direct impact on whether or not a sailor will decide to continue making the
Navy a career (Harkin, 2020). According to Faram (2019) Vice Admiral Burke stated, “‘with
unemployment at the lowest levels since 1969 and wage growth increasing, we must
recognize that our sailors have options in the strong civilian job market’” (para. 12). This
means job satisfaction is important for retaining sailors. Job satisfaction is the emotional
response to different aspects of a person’s job (Kinicki, 2021). According to Booth-Kewley et al.
(2017), many sailors find job dissatisfaction in the Navy due to lack of trust in leadership, pay,
family desires, and job stress on both shore and sea duty. Command level leadership can play a
positive role in all of these areas that cause job dissatisfaction.
Recommendations:
Looking at the future desires for manning in the Navy, I believe the Navy as a whole is
heading in the right direction to continue maintaining the desired personnel numbers and finding
success in growing the Navy. Big Navy has communicated new policies through directives and
instructions to show the organizations employees that they are listening to the feedback given
and they are implementing change to better created a job its employees want to work for (Faram,
2019). Low job satisfaction and negative psychosocial outcomes has been linked with
occupational stress in the Navy. (Booth-Kewley et al., 2017). I would continue to have the Navy
used means of feedback and data gathered from management teams, such as Boston Consulting
group, to better manage the organizations personnel efficiently without over working and causing
CHANGE INITIATIVE ASSESSMENT 10
unneeded stress. Continuing to communicate, listen, and implement positive changes for sailors
can help them feel a part of the team (Kinicki, 2021). I would also recommend clear and concise
communication with Congress of what is needed to properly operate everyday missions and
taskings to help hopefully take away some of the under-manning stresses that sailors endure
(Mabeus, 2020).
Kinicki (2021) says managers should “influence employee’s behavior by reinforcing
appropriate beliefs, and employee commitment is strongly associated with emotional connections
at work” (p. 70). This is the reason I believe that job satisfaction and ultimately boosting
retention rates directly reflects the leadership of each individual command. The flow of changes
needed to be made for higher retention rates will ever be changing as the Navy competes with
civilian workplaces that offer higher pay and face less personal life conflicts (Faram, 2019). The
biggest problem the Navy faces as an organization is continuing to progress each command to
have a healthy and positive command culture. I would recommend the Navy focus on creating
teams at each command who in return works with regional teams. According to Satterlee (2018),
“Kotter believes that teams can thrive if they possess five characteristics: shared visions and
goals, shared leadership and accountability, continuous learning and development, a customer
focus, and the capability to gather and utilize data and feedback” (p. 158). Using these
characteristics can help the Navy’s teams build on each other’s experiences, gain data needed to
provide feedback to Big Navy and help sailors desires and satisfaction be heard. I would strongly
recommend Big Navy pushing their visions of culture change to Navy command’s Commanding
Officer’s to lead.
Implementation Plan:
CHANGE INITIATIVE ASSESSMENT 11
This course has emphasized the importance of the right leadership to make effect change
(Liberty University Custom: Create, 2020). The whole organization must know the vision and
believe it, but there also must be strategic intention to create success. According to
Moortezagholli (2020) “achieving job satisfaction requires leaders who understand what makes
the job satisfying for each employee” (p. 8). After thoroughly reviewing the recommendations
provided, big Navy needs to implement teams to collect data to give Congress a better picture of
what is needed to take away some of the unneeded stresses of doing job without the proper
manpower to complete it. A meeting needs to happen immediately to discuss specific information
and provide an overview of desired outcomes, necessary data needed to be gathered, timelines,
and projected taskings for each command (Satterlee, 2018). The Navy needs to allow for
autonomy from Commanding Officers who in return should expect their department heads and
junior officers to be deck plate leaders in the commands and use their own critical thinking skills
to make impacting and effective decisions for the ones they lead (Calaway & Bice, 2020).
The Navy needs to center the focus on developing good leaders who portray the core
values of honor courage and commitment. The Navy should create a plan to be implemented in
every command for officers and senior enlisted personnel that provides leadership training,
communication often and effectively, give opportunities for growth through mentorship and
periodic evaluations, develops management skills, continue sharing the vision of the Navy as a
whole and the individual command, and striving to meet goals set (Kinicki, 2021). John 5:12
says, “every branch in Me that does not bear fruit, He takes away; and every branch that bears
fruit, He prunes it so that it may bear more fruit” (New American Standard Bible, 1971/1995).
Mentorship programs for officers should be a part of the implementation plan for commands
(Ziezulewics, 2021). The Navy should promote only the best leaders for high leadership
CHANGE INITIATIVE ASSESSMENT 12
positions such as division officers, department heads, and commanding officers and
implementing a stronger plan to ensure this happens. Titus 2:7-8 says, “in all things show
yourself to be an example of good deeds, with purity in doctrine, dignified, sound in speech
which is beyond reproach, so that the opponent will be put to shame, having nothing bad to say
about us” (New American Standard Bible, 1971/1995). These are the standards the Navy must
continue to hold their leaders accountable to.
Summary:
The Navy has a high need to retain experienced sailors to continue to ensure the safety of
the United States and maintain freedom of the seas. The organization recognizes this ongoing
problem and has made many changes to help sailors see the incentives of making the Navy a
career (Calaway & Bice, 2020). According to Kinicki (2021) “managers can enhance employee
satisfaction by providing work assignments and rewards that reinforce employees’ values (p. 62).
There is no perfect solution to keep experienced sailors from getting out after their contracts, but
the leaders at each command, play an important role in the job satisfaction or dissatisfaction
sailors will have. The Navy must continue to develop strategies to better equip leaders to make
decisions and lead their subordinates and peers along with mentor those who will one day take
their place.
CHANGE INITIATIVE ASSESSMENT 13
References
Booth-Kewley, S., Dell'Acqua, R. G., & Thomsen, C. J. (2017). Factors Affecting Organizational
Commitment in Navy Corpsmen. Military medicine, 182(7), e1794–e1800.
https://doi.org/10.7205/MILMED-D-16-00316
Calaway, S., & Bice, J. (2020, December 26). The Navy Needs a Retention Strategy. U.S. Naval
Institute. https://www.usni.org/magazines/proceedings/2020/december/navy-needs-
retention-strategy.
Congressional Research Service (2021, May 11). Defense primer: Active duty enlisted retention.
CRS Reports. Retrieved from https://fas.org/sgp/crs/natsec/IF11274.pdf
Faram, M. D. (2019, March 4). Why Big Navy wants to do more to retain sailors. Navy Times.
Retrieved from https://www.navytimes.com/news/your-navy/2019/03/04/why-big-navy-
wants-to-do-more-to-retain-sailors/
Harkin, G. (2020, January 24). More Sailors are reenlisting. Leaders say its’ because of Navy
culture is changing. Military.com. https://www.military.com/daily-
news/2020/01/24/more-sailors-are-reenlisting-leaders-say-its-because-navy-culture-
changing.html
Kinicki, A. (2021). Organizational behavior: A practical, problem-solving approach plus
Connect (3rd ed.). New York, NY: McGraw-Hill.
Liberty University Custom: Create (2020). Leading Organizational Change: A Multiple
Perspectives Approach (3rd ed.). [VitalSource Bookshelf]. Retrieved
from https://bookshelf.vitalsource.com/#/books/9781307616309/
CHANGE INITIATIVE ASSESSMENT 14
Mabus, R. (2015, June). Department of the Navy talent management initiatives. The Secretary of
the Navy.https://www.navy.mil/Resources/ALNAVs/Message/Article/2235533
/department-of-the-navy-talent-management-initiatives/
Mabeus, C. (2020, January 21). Here is the latest Navy retention numbers. Navy Times.
https://www.navytimes.com/news/your-navy/2020/01/21/here-are-the-latest-navy-
retention-numbers/
Mendez, B. (2019, May 10). DODs proposal to reduce military medical end strength. CRS
Insight. https://fas.org/sgp/crs/natsec/IN11115.pdf
Moortezagholli, Z. (2020). Understanding the Job Satisfaction and Retention of Lived
Experiences of Millennial Healthcare Leaders and Their Perspectives about Job
Satisfaction and Retention (Order No. 27956279). Available from ProQuest Dissertations
& Theses Global. (2404053999). http://ezproxy.liberty.edu/login?qurl=https%3A%2F
%2Fwww.proquest.com%2Fdissertations-theses%2Funderstanding-job-satisfaction-
retention-lived%2Fdocview%2F2404053999%2Fse-2%3Faccountid%3D12085
New American Standard Bible. (1995). https://nasb.literalword.com/ (Original work published
1971) 8909367922782
Satterlee, A. (2018). Organizational management and leadership: A Christian perspective, third
edition. Raleigh, NC: Synergistics Inc.
Ziezulewics, G. (2021, July 8). Why can’t the Navy keep its surface warefare officers? Navy
Times. https://www.navytimes.com/news/your-navy/2021/07/07/why-cant-the-navy-keep-
its-surface-warfare-officers
CHANGE INITIATIVE ASSESSMENT 15
/?
utm_campaign=Socialflow+NAV&utm_source=facebook.com&utm_medium=social&fb
clid=IwAR3QNP0eGxMd1--8Uplj_5ernHKwwUNDUKFwGR4uJrsX9as0tZu0BEDI0b0
