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Viewing cable 07BOGOTA5424, MILGROUP BOGOTA (3) -- MODERNIZING PERSONNEL

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Reference ID Created Released Classification Origin
07BOGOTA5424 2007-07-25 23:54 2011-08-25 00:00 UNCLASSIFIED Embassy Bogota
VZCZCXYZ0002
RR RUEHWEB

DE RUEHBO #5424/01 2062354
ZNR UUUUU ZZH
R 252354Z JUL 07
FM AMEMBASSY BOGOTA
TO RUEHC/SECSTATE WASHDC 7621
INFO RUEHCV/AMEMBASSY CARACAS 9198
RUEHLP/AMEMBASSY LA PAZ JUL LIMA 5273
RUEHQT/AMEMBASSY QUITO 5873
RUEAIIA/CIA WASHDC
RHMFISS/CDR USSOUTHCOM MIAMI FL
RUETIAA/CSG SOUTHCOM MIAMI FL
RUEKJCS/SECDEF WASHDC
RUEKJCS/SECDEF WASHDC//USDP ADMIN/CHAIRS//
UNCLAS BOGOTA 005424 
 
SIPDIS 
 
SIPDIS 
 
E.O. 12958: N/A 
TAGS: PREL PGOV PTER MARR CO
SUBJECT: MILGROUP BOGOTA (3) -- MODERNIZING PERSONNEL 
MANAGEMENT 
 
REF: BOGOTA 1246 
 
------- 
Summary 
------- 
 
1.  Colombian military personnel do not have military 
occupational specialties (MOS) and hence cannot be 
categorized according to training, experience, or expertise. 
The military also does not have a computerized system to 
track personnel, which causes inefficiencies and gaps in 
deployments for key positions like pilots, mechanics, and 
technicians.  Over the next two years, the U.S. military 
plans to assist in the modernization of Colombian military 
personnel management -- defining operating specialties, 
formulating career paths for advancement, and transferring 
records to an electronic data base.  Defense Minister Santos 
said this "management by competencies" approach was at the 
heart of his educational and doctrinal reforms (reftel).  End 
Summary. 
 
2.  This is the third in a series of cables profiling 
activities of the U.S. Military Group (MILGP) in Bogota.  Its 
missions (Army, Navy, Air Force, Logistics, and Air Component 
Coordination Element) provide equipment, training and advice 
to the respective arms of the Colombian military. 
 
---------------------------------------- 
Military Has No Occupational Specialties 
---------------------------------------- 
 
3.  The Colombian military does not have occupational 
specializations, which means personnel are undifferentiated 
by training, experience, or expertise.  The Colombian Navy, 
for instance, recognizes its entire Marine Corps under a 
single job title (Infantry), though the Corps is double the 
size of the regular Navy.  Marines trained in intelligence 
work can be assigned as gunners, mechanics, or 
administrators.  The Colombian Air Force counts each unit's 
officers and NCOs by rank, not skill.  Pilots are not 
distinguished by whether they fly fixed-wing or rotary 
aircraft, attack or transport aircraft, and mechanics are not 
specified for aircraft repair or truck repair.  To earn 
promotion, Army Aviation officers must command ground troops, 
taking away helicopter pilots who are rare and expensive to 
train.   Lacking a warrant officer program, the Colombian 
military cannot keep experienced non-commissioned personnel 
like pilots in their positions while rewarding them for their 
experience with promotions and salary increases. 
 
----------------------------- 
No Career Paths; No Data Base 
----------------------------- 
 
4.  Career paths are inefficient and ad hoc due to the lack 
of job specialties and the absence of computerized personnel 
tracking.  Officers and NCOs lack clear guidance on duty and 
training requirements for advancement.  Army assignments 
during an initial platoon command are inconsistent -- some 
officers serve long periods, others move quickly.  Services 
have individual intranets, but only the Police system 
functions well.  Most data is held in paper files, and no 
software exists to transfer records among military branches, 
units and departments (e.g. commands, human resources, 
finance, training, etc.).  Screening of candidates for onward 
assignment is done by sharing hardcopy documents.  These 
problems carry far-reaching consequences: skills not 
catalogued cannot be fully utilized, training of new 
personnel can be redundant, and qualified candidates are 
overlooked.  Levels of technical development and quality 
control are uneven, and planners have no way to assess 
staffing or training needs in key areas.  U.S. military 
observers have expressed amazement that the Colombians have 
sustained the war and a massive expansion with such 
antiquated personnel methods. 
 
----------------------- 
Two-Year Transformation 
----------------------- 
 
5.  The U.S. military has committed to assist Colombia with 
reforms in education and doctrine, which rest on modernized 
personnel management.  Coordinated by MILGP, the U.S. plans 
to provide guidance and U.S templates to assist the Colombian 
military in a two-year transformation of its staffing and 
training functions.  The first step, a diagnostic exercise to 
inventory skills and competencies across the services an 
create specialty job codes (or MOSs) is underway. A four-day 
seminar slated for September will introduce senior human 
resources officers to U.S. personnel management and prepare 
the officers for up to six weeks of workshops with U.S. teams 
to refine modernization plans and timetables.  Over two years 
of follow-up collaboration, including visits to U.S. 
personnel units and the creation of a PATT team to oversee 
the process, the goal is to create career tracks and computer 
systems to manage the Colombian military's human capital more 
productively. 
 
----------------------- 
Keystone of MoD Reforms 
----------------------- 
 
6.  The military will build its educational and doctrinal 
reform around the modernization effort, which Defense 
Minister Juan Manuel Santos calls "management by 
competencies."  Santos said the new specialties and career 
tracks would determine training requirements, and lead to an 
overhaul of a wide range of personnel processes, including 
assignments, promotions, and definitions of equivalence of 
positions across branches.  The transformation effort will 
concentrate first on active duty members of the armed forces, 
but it can be expanded to incorporate recruitment and 
retirement issues. 
Drucker