This study researched the development of foreign language capability as a valued human resource asset within the military sector. Review of the international literature denoted that foreign language capability is already a sought after human resource asset within the civilian corporate sector. However, the military sector has been slower to recognise the potential benefits and opportunities that the development of a foreign language competent workforce presents. Isolation in the comfort zone of the English language, and reliance on the latest weapons technology is no longer sufficient in deterring and eliminating the new terror threats. Re-education and innovation of defence forces is necessary in order to develop global thinkers who can understand the new enemies, and who can cooperate and liaise with allied forces on common ground.
Previous studies shed light on the issues faced by defence forces deployed to operations in non-English speaking areas, alongside non-English speaking military partners and civilians. The pros and cons of initiatives designed to address these issues, such as the use of non-uniformed interpreters and ‘just-in-time’ pre- deployment training were discussed. Various nations’ recruitment, training and proficiency assessment policies were outlined, and the opportunities created by advanced computer software in the area of linguistics and cultural training were also highlighted.
The development of foreign language capability is a new concept to the NZDF; unexamined until now. A pilot investigation into one of the three single Services was considered a feasible starting point. The RNZN became the platform on which an investigation into the second-language requirements and current human resource capabilities of an NZDF Service was undertaken.
In relation to the initial objectives of this research, the study’s main findings were:
1. The foreign language requirements of the RNZN were determined and ranked
in three prioritised lists. Mandarin, French, Hindi and Japanese were identified as the top-priority languages.
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2. Identification of what foreign language capabilities the RNZN already
possesses within its Regular Force showed that over half of the RNZN’s
human resource pool has some level of proficiency across more than 40 second-languages. In addition, the RNZN has depth in capacity of new learners with over half of surveyed personnel volunteering to learn a second- language if the opportunity were to arise.
3. Gaps between the RNZN’s ideal and current human resource capabilities with respect to foreign languages are evident. Despite the RNZN having required skill sets in the top-priority languages, most of these personnel have inadequate proficiency levels for anticipated taskings. However, the extent of the gaps between desired and current requirements will not be fully determined until the Service conducts a task-oriented capabilities identification project.
This study contributed to the limited amount of research available on the development of foreign language capability within the military. Moreover, it presents a case study on one of the Western world’s smallest defence forces, the NZDF, and in particular, the RNZN. The most widely-reported information available is on the US defence force and the efforts and lessons learnt by its single Services and Department of Defense in developing a foreign language capable military. The terrorist attacks of 11 September 2001 were the catalyst for the US instigation of nation-wide foreign language policies and the Defense Language Transformation Roadmap 2005. The US defence force leads other English speaking defence forces in terms of the development of a foreign language capable force. Other than offering language packages and career related immersion courses, the Australian, Canadian and British defence forces do not have publicised strategic ambition to develop defence wide second-language capability.
However, it is argued that as the military environment continues to evolve, and the introduction of unconventional responses to new threats increases, the pressure on defence forces for innovation and investment in foreign language skill as a human resource asset will grow. Consequently, while it is not viable for the NZDF to
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implement the extensive range of language programmes and initiatives employed by the US and other larger defence forces, there is merit in creating a ‘roadmap’ outlining strategic intentions for the development of its human resources. The US Department of Defense’s Vision and Strategic Plan for Language Skills, Regional Expertise and Cultural Capabilities 2011-2016, provides a blueprint for the NZDF to emulate and alter as required, but the ground work has ultimately been done.
This study used the US model to discuss a potential way forward for the development of foreign language capability within the RNZN. The model’s three strategic goals and associated objectives were applied to the New Zealand context and used as a guideline for the identification of the RNZN’s ideal foreign language requirements; determination of the Service’s current capabilities; and options available to the RNZN through military partnerships for the strengthening of current capability.
Ultimately, this study showed that the RNZN has a human resource pool with the capabilities and capacity to develop into a foreign language competent workforce in the languages required by the Service. Further research is required in order to ascertain the full and exact requirements of the Service, and subsequent gap analysis. However, a proposed blueprint for this process has been presented. The research evidence suggests that the RNZN could make a valuable contribution to the development of foreign language capability as a human resource asset within the New Zealand military. Moreover, it has the potential to be a role model within the NZDF, as well as for other English speaking small nation navies and defence forces.
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