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www.military.ie THE DEFENCE FORCES MAGAZINE | 25 What particular challenges do the resource challenges that are facing the Defence Forces have on your current role? In my current role, the majority of the workforce are civilian employees, but there have been retirements of some highly skilled and experienced technical military personnel from this unit. The retention and recruitment difficulties being experienced have led to an increase in the support requested by both seagoing and shore units including engineering and maintenance support from the Naval Dockyard and MENDY. For an Officer in the Service, how do you feel career progres- sion opportunities could be refined and improved? Are there any particular training or learning opportunities that could be examined that would benefit both individual's and the Service as a whole? I have found the Service to be very supportive in terms of allowing me to develop both personally and professionally. Joining from Leaving Certificate as a cadet, it has shaped the person that I am today. It has supported me in obtain- ing qualifications in both marine and mechanical engineer- ing through CIT and continues to support me as I currently undertake a MSc in Occupational Health through UCC by distance. It can be difficult to balance the demands of a career and further education, but it can be managed. The DF describes itself as a learning organisation, stating that "The Defence Forces as a learning organisation is committed to lifelong learning and personal development which in turn enables it to transform itself in response to changing demands and needs. The strategic leader has a responsibility to enable this learning, to nurture and develop new and expansive pat- terns of thinking and to encourage creativity, innovation and initiative which will facilitate the transformation and further development of the organisation." Given that NS Engineering Officers are so specialised, there has historically been reduced opportunity for attendance on career courses and overseas service. The high turnover rates in technical streams has further exacerbated this situation. One solution that could be examined would be a review of establishment for NS Engineering Officers to provide ad- ditional specialist posts where there are high turnover rates and/or long training lead times. It is important that we attract, but as importantly that we retain the personnel that we invest so much in. In this regard another opportunity that could be examined is a defined and adequately resourced Continuing Professional Development (CPD) policy for technical officers. This article first appeared in the Winter 2019 edition of Signal, the magazine of the Representative Association of Commis- sioned Officers, and is reprinted by permission.

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