Reforming National Service

As a young Army officer in 1994, I had the opportunity to be attached to a National Service Company as a platoon commander for a military exercise. The Company consists of “reservists” or National Service men (NSmen). The Company Commander (a NSman in his late 40s) instructed me to be strict to these NSmen in the company. He said:

“The security of the country depends on us to get this right.”

The men and commanders showed great respect for the Company Commander. In contrast, my recent In-Camp Training (ICT) in 2009 was the opposite. The NSmen were told that we were clocking high-key training so as to complete our NS liabilities. It was probably out of care for the NSmen that such statement was made. However, it somehow makes one feel so pragmatic and at some point, calculative – we were there to just fulfill our individual high-key training requirement.

In most developed countries, one’s service to the Armed Forces is always treated with the utmost respect. It is the sense of purpose that makes men go into harm’s way to protect what is important to them. We should be very proud of serving our National Service.

In Singapore, only male citizens have the privilege of serving the Singapore Armed Forces (SAF). But in some cases today, our male citizens no longer feel the privilege. There is anecdotal evidence that NSmen are being disadvantaged relative to foreigners during job seeking given their compulsory ICT commitments. Compensation is made to the NSmen’s companies in the form of make-up pay but it fails to recognize that the occupational skills of the NSmen could not be replaced during their ICT periods. I have heard of SME managers saying that it is “operationally better” to hire foreign male employees, as they need not worry about those periods when their local male employees are away on ICT.

During the financial meltdown in 2008, I had an ICT and I met numerous bankers in my NS unit. Most of them were closely monitoring their handphones by the minute, and after dismissal at 10pm, some would have to head back to work. One of the NSmen told me that he would sleep at only 2am, and wake up at 6am to start the next day in camp. Another jokingly told me that when he returned to office after ICT, his things could be packed in a box and he might be asked to leave, as retrenchment fears were high.

For most of the NSmen, the stress starts to build up even months before the ICT. NSmen would have to make arrangements for their absence by trying to complete as much work as possible. After the ICT, NSmen have to put in extra time and effort to complete the accumulated un-finished work, which could not be covered by their peers during their absence.

“If we make it (National Service) a requirement (for PRs), we would not get the people we wanted. Secondly, if they did serve NS at 30, 40 and 50 years old. I would not like to be their platoon commander.”1 – Prime Minister Lee, Today, 16 Sep 2009

Referring to the above comments made, I am sure the PM understands the pains the PRs may have to undergo, if National Service is made compulsory for them. There are NSmen, who are above the age of 30, juggling with National Service, family and work all at once during the 2 weeks of ICT. They are the quiet heroes of Singapore, and more could be done to address their pains too. Honestly, I can’t help but wonder if our country is over-taxing our NSmen – depending on them to defend our home soil and growing our country’s economy, while expecting them to set up family and procreate.

So what more can be done to make National Service an honour, and not a chore or a mere mandatory task? Management of NSmen should go beyond the tangibles of rank promotion and monetary remunerations in terms of tax break, increasing rank pay and IPPT awards. NSmen should be engaged to feel proud of what they are doing and measures should be in place to minimize disruptions to their civilian lives as much as possible.

Hence, I recommend the following:

Restructuring National Service & Reducing NS Duration

• NS should be restructured to focus on defending Singapore and to reduce the operational demands on NSmen in line with the security threat.
• As far as possible, NS training should be redesigned to allow servicemen to upkeep their soldiering skills, maintain their fitness, and catch up with their army buddies, all with the convenience, flexibility and at a time of their choice.
• There will be another article to further address these issues in details.

Making NSmen Proud

• Ministers and senior commanders should spend more time visiting NSmen and perhaps make it a point to join the NSmen for a meal or a cup of tea during the lull periods of each of their ICTs. During these informal sessions, letters of commendation or appreciation could be given to deserving NSmen. A separate note could also be issued to the NSmen’s companies HR departments or employers to commend the NSmen on their good performance.
• MINDEF should consider hosting the relatives, spouses and children of NSmen in training areas/camps to see what their sons, husbands and fathers are doing during ICTs. It is not just new recruits who need to feel proud of what they do.

Commanders of NSmen

• Regulars and NS Commanders who perform extremely well in managing NSmen should be given recognition and higher appointments in the management and training of NSmen. They are the key assets of NS fighting units.
• MINDEF should, as part of human resource management, identify these commanders and groom them. It would be a delight to have a suitable National Serviceman appointed to the rank of Brigadier General to command the bulk of the NSmen and be the representative of their voices.

Feedback from NSmen

• MINDEF should conduct surveys and obtain feedback from NSmen after they have left the camp and not just before they are released to book-out. This is to ensure that NSmen have the time to reflect and provide suggestions on ways to enhance the efficiency and effectiveness of the ICT. An independent private company should be engaged to ensure the anonymity of the NSmen who provide the feedback. The compiled data and report is to be submitted directly to Advisory Council for Community Relations in Defence (ACCORD), senior military commanders and Ministers for review.
• In the long run, an indicator based on the feedbacks of NSmen is to be developed to measure and monitor the commitment of NSmen to defence and the cost-effectiveness of NS spending.

Our NSmen form the integral core and bulk of the SAF fighting force. Reforming National Service to strengthen the commitment of NSmen to defence by engaging the NSmen creates a formidable force multiplier more that what an annual defence budget of S$11b can achieve.

By Tony Tan Lay Thiam
[1] http://theonlinecitizen.com/2009/10/pm-lee-would-not-like-to-be-your-platoon-commander-if-youre-30-40-50-years-old/