Understanding the specifics of managing safety is critical to the enhancement of security levels. The specified issue is especially important in the contemporary global environment, where cyberattacks may lead to misuse of personal and governmental data. As a result, the instances of terrorism may become a possibility. By studying the work of the members of the Seychelles People Defense Force (SPDF), one will be able to reinforce the current approach to maintaining safety.
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Although being regarded as a member of the Support Team at SPDF, a technical Advisor plays a huge role in the successful management of crucial tasks within the organization. In the era when information technologies are viewed as the ultimate tool for seizing power and taking control, it is essential to ensure that communication processes flow uninhibitedly within an organization. The specified issue concerns organizations such as SPDF particularly, since the security safety, and general well-being of an entire nation hinges on their ability to process a massive amount of data and spot a problem at the earliest stages of its development. Therefore, the work of a Technical Advisor (TA) is essential to the efficient management of key processes within SPDF.
Because of the need to embrace a wide array of factors that may contribute to the aggravation of Seychelles’ security levels, a TA must carry out a range of tasks, including the responsibilities associated with the retrieval of data, its further analysis, and the development of new and improved approaches to safety management based on the output of the analysis. Therefore, at SPDF, a TA must be able to maintain the tools and equipment used for communication at SPDF to ensure the consistent process of information management.
For this purpose, a Ta must be able to receive and review the feedback provided by the people that use the developed technologies, including not only traditional communication channels but also the software that is utilized to exchange crucial data. The management of the latter is especially important in light of the recent onslaught of cyberattacks on government organizations across the globe. Cyberattacks should not be taken for granted since they pose a significant threat to the well-being of not only SPDF and the Seychelles government but also its citizens. Therefore, the job of a TA, while being viewed as that of a support staff member, is crucial to the overall functioning of the organization.
Moreover, a TA working at SPDF must be capable of coordinating the actions taken by team members efficiently. Although primarily viewed as a job that is connected directly to technology-related issues, the work of a TA also requires the presence of at least passable leadership skills that will help encourage cooperation and communication between team members. Because of the necessity to maintain data flow within the organization consistent, a TA must ensure that all team members are capable of coordinating their actions and engaging in a successful and productive dialogue. Thus, it is highly recommended for a TA to possess the skills of communicating goals and encouraging cooperation within the team. Furthermore, the focus on interdisciplinary communication should also be regarded as a desirable characteristic of a professional
The responsibility of arranging, setting, and maintaining SPDF’s projects aimed at improving the security of Seychelles’ citizens must also be regarded as an important role thataTA must play in the environment of the organization. Because of the numerous tasks that a standard project involves, e.g., planning, scheduling, programming, maintenance, etc., a TA must possess a wide range of skills that will help them ensure the efficacy of the project.
The specified range of qualities will help a TA manage the responsibilities associated with enhancing digital safety, managing data appropriately, and maintaining the equipment in a working condition. As a result, the threats to citizens’ security, as well as any other factors that may pose a threat to the state, can be located and terminated immediately.
Commander in Chief
Being a leader of SPDF, a Commander in Chief is responsible primarily for managing staff members and assigning specific roles and responsibilities to them, as well as planning further strategies for enhancing the security of the state. When considering the role that a Commander in Chief plays in the realm of SPDF, one must also mention that the specified job implies making the decisions that involve merging specific departments and teams joining forces in case-specific factors have been proven to pose a threat to the state’s security and the well-being of its citizens.
For example, a recent choice involving the teamwork of the Defense forces and the Seychelles Police Force was made as a precaution measure during the festive period at Seychelles. Although the identified solution implied a significant change in the organization of both units’ work, as well as the rearrangement of certain processes associated with the management of security, I helped reduce the possibility of an incident that could have affected some of the residents of Seychelles. According to the official statement made by SPDF representatives, the specified change in the process of managing internal security issues implied the creation of joint patrols, as well as general promotion of cooperation between the departments of SPDF (“Defence Forces to Assist the Police during Festive Period”).
Addressing the issue of security and the safety of populations is especially important in the realm of the contemporary environment, where people are exposed to an increasingly large number of threats. The Seychelles People’s Defense Force (SPDF) provides extensive support for the residents of Seychelles by safeguarding them and creating the environment in which the residents of Seychelles feel safe and secure. SPDF is a government organization that currently employs around 800 people, 300 of which ensure the safety of the president.
Even though the mission of the organization revolves primarily around the necessity to maintain the territorial integrity of the state, protecting the citizens of Seychelles is also viewed as an important responsibility that the organization must meet. Therefore, SPDF also focuses on keeping the levels of domestic law and order at the required level and addressing the instances of rules’ violation in the identified domain as well.
When considering the naval responsibilities of the organization, one must also bear in mind that it engages actively in the process of preventing vessel incidents, identifying and arresting the people that engage in illegal activities such as poaching and smuggling, etc. As a result, environmental issues are also handled efficiently, reducing the threat of radical changes in the identified environment and the subsequent deterioration of living conditions for Seychelles’ residents.
The structure of SPDF is rather basic, which allows for efficient information management and successful identification of roles and responsibilities for each unit. To be more specific, SPDF incorporates the Seychelles People’s Liberation Army (SPLA), the Seychelles People’s Air Force (SPAF), and the Seychelles People’s Navy (SPN). Initially created to ignite a mutiny against a totalitarian regime on Seychelles, SPLA currently plays primarily the role of securing people and their interests, as well as the state integrity. SPAF, in turn, focuses on supervising the air space and air passages within the Seychelles domain. As a result, the threat of attacks and terrorist acts is reduced significantly. SPN controls the coastal waters of the state; together with the SPAF, it comprises the Seychelles Coast Guard.
The fact that close cooperation between different departments of SPDF is actively encouraged on Seychelles deserves particular attention as the prime example of team collaboration and efficient communication strategy between team members. By promoting cooperation between different departments of SPDF, the head of the organization receives an opportunity to reinforce the security with an improved information management process. Indeed, by creating chances for the cohesion of data management processes, particularly, uninhibited flow of information between the members of different departments, one reduces the threat of a misunderstanding or misconception in the realm of SPDF. Consequently, the security levels within the state remain consistently high.
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The efficacy of the information management framework adopted at SPDF can also be witnessed when observing the hierarchy within the organization. The simple and fast reporting system allows for a fast transfer of essential data from a service commander to the chief of the armed forces of staff. The SPDF chief of staff chairs the Defense Forces Council and is accountable for submitting reports and providing information to the minister of defense.
Because of a rigid and simple hierarchy, important data is managed successfully, and the slightest threats to the well-being of Seychelles’ residents are located and handled immediately. The current Commander-in-Chief for the Air Forces of Seychelles and a Minister for Defense, President James Michel has recently introduced a new system of values and standards on which the members of SPDF will have to rely when making decisions regarding the management of internal and external threats.
The focus on the unpredictable nature of the factors that may jeopardize the safety of Seychelles people on a nationwide level is comparatively recent and justified by the necessity to embrace a wide array of problems. The identified concerns range from the lack of awareness among residents of Seychelles to the increasingly high pace of technological development of cybercriminals and the subsequent increase in Seychelles’ exposure to the threat of data theft.
Herein lies the significance of the philosophy of cooperation, which has been reinforced actively as the cornerstone of the organization’s functioning and decision-making. According to the official statement issued by James Michael, the culture of consultation, which the recent changes to SPDF’s design will help “promote a clear sense of direction for the Forces and which will prepare Seychelles for any kind of eventuality” (“Defence Forces to Assist the Police during Festive Period”).
Because of the wide range of responsibilities that both TA and a Commander in Chief must carry out, determining the exact set of requirements for each job position is a rather complicated process. For example, the fact that both jobs require a close focus on information management, as well as the ability to lead people toward a common goal, the line between the job responsibilities for each of the positions might seem somewhat blurred. Nevertheless, one must keep in mind that a Commander-in-Chief represents a more people-oriented approach, whereas a TA needs to engage in the management of technical issues as the key objective.
Commander in Chief
Determining performance criteria for both the TA and the Commander-in-Chief is a complicated task since the range of responsibilities that the specified jobs imply is very vast. However, certain algorithms in the performance of both a Commander-in-Chief and a TA can be located, which provides the basis for determining the characteristics of a detailed assessment.
- Ability to prioritize tasks and set goals that will contribute to the enhancement of state security in the long term;
- Analytical skills for determining the emergence of threats to national security;
- Professional prowess allowing for the identification of the measures that will help eliminate threats to citizens’ well-being;
- Diplomatic abilities (particularly, negotiation skills) for handling international conflicts that may jeopardize the integrity and security of Seychelles, as well as the safety of its residents;
- Leadership qualities for inspiring participants and motivating them to excel in their performance.
It should be noted that the performance criteria developed for the specified job are based on four key parameters. These include the ability to acquire crucial information and use it to prioritize tasks and make decisions, the skills of encouraging teamwork and managing human resources, a good understanding of SPDF’s goals, and the respect for ethical standards and values of the organization. The identified parameters should be regarded as the cornerstone of the decision-making process carried out by a Commander-in-Chief.
The ability to engage in active professional development must be deemed as a crucial part of both a Commander-in-Chief and a TA’s performance. Because of the increasingly high levels of technological advancement of malware that disrupts the performance of SPDF and jeopardizes the safety of Seychelles citizens, both a TA and a Commander-in-Chief must develop technological shrewdness and prowess required to evaluate a threat and take the measures required to prevent or address it. The degree to which a Commander-in-Chief and a TA should understand the subject matter, however, may be different.
A TA must have a perfect understanding of the existing network used by the SPDF’s members, as well as every dent in its security and the dangers to which it is exposed. A Commander-in-Chief, in turn, must possess a general knowledge about changes in technology. The specified knowledge will inform a Commander-in-Chief’s decisions regarding the arrangement of SPDF members’ work, thus, defining the further success of the operations aimed at maintaining security levels high.
The skill of taking responsibilities and make decisions within a relatively short amount of time must also be viewed as the primary criterion defining the efficacy of an SPDF Commander-in-Chief. While the specified ability is linked directly to the skill of managing information, it also requires an impressive level of critical thinking and the ability to analyze key external and internal factors before determining the final decision.
Therefore, the following outcomes can be viewed as the key performance indicators as far as the role of a Commander-in-Chief in SPDF is concerned:
- Enhancement of national security levels;
- Numbers of successfully averted attacks on the state, including acts of terrorism;
- Number of successfully averted cyberattacks on the information contained in SPDF’s databases;
- Number of known accidents that have been efficiently identified and prevented;
- Number of accidents that were handled efficiently after they had taken place within a particular Seychelles area;
- Identification of correct goals for SPDF to meet during a specific time slot;
- Coordination of the overall process of security management.
Therefore, to determine whether the performance of a Commander-in-Chief meets the hallmark of quality that it needs to create a safe environment for Seychelles’ residents, one must ensure that each of the elements listed above is met throughout a particular period. It should be borne in mind that, while some of the items on the list provided above are numerical, others need further quantification as summarized in table 1.
Also, the mere mentioning of the cases that have been resolved successfully and issues that have been handled efficiently will only suffice to conduct an assessment if the general number of the identified situations is known for the evaluator. Therefore, a detailed analysis of the performance delivered by a Commander-in-Chief is necessary to assess their work.
The general objective for which a Commander-in-Chief must strive can be defined as the enhancement of security levels within the state. The specified goal implies maintaining the rates of both the well-being of citizens and the security of data stored by SPDF. Indeed, in the realm of technologically advanced global society, leaving the personal data of citizens and essential governmental information unprotected is likely to lead to a steep rise in the possibility of a cyberattack or even an act of terrorism. Therefore, a Commander-in-Chief must facilitate the creation of the environment in which the security levels remain consistently high.
However, it should also be borne in mind that the security of the citizens of Seychelles is the general goal of a Commander-in-Chief, which is achieved by accomplishing a range of smaller and more specific objectives. For instance, executing an efficient leadership strategy that helps set priorities straight and determine the directions in which the overall safety management process must develop is one of the primary goals.
Furthermore, when considering the targets set by a Commander-in-Chief, in general, one must admit that reducing the number of accidents to zero and securing the well-being of all residents of Seychelles must be regarded as the ultimate goal for the specified job. Indeed, it is essential for a Commander-in-Chief to foster the environment in which citizens will feel completely safe, and where the risks to their lives will be eliminated.
However, seeing that removing all threats to people’s safety in their entirety from an environment is not a possibility, a Commander-in-Chief must focus on building a system that will provide the results that are as close to the set goal as possible. Herein lie the ambiguity and key challenge to performing as a Commander-in-Chief in SPDF. It is crucial to maintain the levels of security at the lowest rating possible, at the same time utilizing all available resources to identify emergent threats and address them appropriately.
However, because of the increasingly large number of dangers to which people are exposed in the contemporary environment, primarily, in the realm of the digital world, evaluating the progress and determining the quality of improvements that have been made over a particular period is quite difficult. While previous issues may have been resolved, new challenges are likely to have emerged and, thus, require immediate resolution. Thus, a Commander-in-Chief must also be able to determine the dynamics in the development of security issues based on changes in technology, politics, economics, and a social landscape. Hence, the following goals can be considered as targets.
- Developing communication and, particularly, negotiation strategy that will help convey essential concepts of security and its management to the staff members;
- Building an approach toward the management of external and internal threats based on the source thereof, their severity and intensity, their possible outcomes, etc.;
- Detecting key needs of Seychelles’ citizens based on their ethnic and cultural background, the environment in which they live, the changes that recent innovations in the realm of technology and media have made to the identified environment, etc.;
- Defining the plan according to which crucial security issues can be addressed by a team of experts;
- Delineating the communication approach that allows for improved and more efficient management of the available data to not only address current issues successfully but also create a framework for forecasting them.
The responsibilities mentioned above must be met for a Commander-in-Chief to provide the platform based on which a coherent approach toward handling the consistent flow of data and addressing identified threats can be designed. Because of the need to coordinate the work of a range of experts, as well as keep their motivation rates high and compel them to make their choices based on SPDF’s core values and ethics, a Commander-in-Chief needs a well-thought-out plan.
Meeting the targets listed above will provide a Commander-in-Chief with an opportunity to ensure that the levels of engagement among SPDF’s employees remain high and that every single member is fully aware of the role that they play in defending residents of Seychelles. Thus, the chances of a misunderstanding or being misinformed will be reduced significantly among the embers of SPDF, thus, leading to better performance and, ultimately, the creation of a more efficient defense system than a previous one.
The identified approach toward enhancing the overall efficacy of the SPDF work can be considered an important step forward since it will imply the introduction of tools such as interdisciplinary cooperation and the active use of innovative technology during the data acquisition, analysis, and distribution process. Asa result, threats to people’s well-being can be located faster, and the strategies for managing them accordingly can be designed within a shorter amount of time.
Although the principles based on which performance criteria mentioned above were developed were initially coded as those marking the job of a leader, they can also be applied to develop an assessment tool for the performance of a TA. Seeing that the job of the latter involves addressing certain skills of arranging the work of a team of employees, it is also crucial to view the ability of the employee to discern between acceptable options for dilemmas in the workplace and unacceptable ones. These include ethical issues, negotiation-related problems, and especially the ability to arrange, process, and utilize corporate data efficiently. Therefore, the following performance criteria for a TA must be viewed as essential:
- The capability of getting priorities straight and identifying steps for resolving communication- and technology-related problems:
- Engineering skills for creating an environment in which the equipment and software used by SPDF will run flawlessly;
- The skill of encouraging interdisciplinary collaboration for more productive management of the available data;
- Ability to address possible conflicts that may emerge among team members after the introduction of specific changes;
- A profound understanding of the key characteristics of the competitive landscape;
- Strategic and analytical thinking as the platform on which decision-making processes will be built.
The process of assessing how a TA meets set objectives is geared more toward the management aspect of a TA’s work rather than the leadership-associated ones, although the latter element is also crucial to the overall efficacy of the security maintenance process. For a TA, the functioning of the system based on which key operations of SPDF are run has a higher priority rating than the process of addressing HR-related concerns, although the latter also factors into the analysis of a TA’s work.
It is remarkable, though, that both a commander-in-Chief and a TA share certain performance criteria, such as the need to deploy analytical thinking to identify a threat and utilize the available resource to mitigate it. While whether a threat is a death with directly or through a series of orders serves as the primary difference between the jobs of a Commander-in-Chief and a TA, maintaining the safety of Seychelles’ citizens and keeping essential information intact are defined as the primary goals for either.
Since both a Commander-in-Chief and a TA have a common goal of reducing the levels of external threats and safeguarding the lives of Seychelles’ citizens, there are certain similarities in the outcomes that should be used as performance indicators for each job’s description. For instance, the importance of maintaining the communication process consistent, as well as managing data efficiently, including its collection, processing, and further use for detailing security-related strategies, must be deemed as the priority for each of the jobs. Therefore, an array of performance indicators that should be used to determine a positive outcome in the work of a Commander-in-Chief may conflate with the ones of a TA.
Nevertheless, a line must be drawn between the two jobs. Although the work of a TA also implies a certain degree of leadership due to the need to lead a team of experts, it is connected to management rather than leadership, i.e., concerns attaining objectives more than it implies resolving communication issues. Therefore, the characteristics provided below can be considered performance indicators for the job of a TA in the context of the SPDF organization.
- Successful identification of technical issues that prevent SPDF from providing the citizens of Seychelles with the required amount of security;
- Provision of extensive support and supervision during the introduction of technological innovations into SPDFs’ design;
- Efficient overview of key technical and administrative issues that may occur within the context of SPDF due to internal (e.g., lack of updates) or external (e.g., the emergence of anew cyber threat)dangers;
- Management and review of SPDF’s technical projects aimed at improving the security of citizens of Seychelles, particularly, the ones associated with cyber terrorism;
- Creation and supervision of multi-agency working teams based on the principles of multidisciplinary collaboration;
- Identification and efficient resolution of conflicts within a team and carrying out negotiations for the further successful management of conflicts.
As far as the conflict management issue is concerned, one must mention that the job of a technical advisor is very close to the leadership responsibilities of a Commander-in-Chief. Particularly, the introduction of an innovative approach toward conflict management and negotiations will have to be viewed as a necessity. To be more specific, conflicts and workplace confrontations should no longer be viewed as nuisances that hinder workplace processes but, instead, as the outcomes of a collision of opposing views that need to be taken into account. Asa result, a conflict will no longer be interpreted solely as a hindrance that must be removed without any further considerations but, instead, as a source of important knowledge and lessons to learn.
Compared to the targets of a Commander-in-Chief, the ones of a TA are comparatively simpler and easier to identify. It is crucial for a TA to provide SPDF with an opportunity to operate within a system that works impeccably, and where information management is profoundly efficient. Furthermore, a TA is supposed to play the role of a coordinator in multidisciplinary and multiagency teams, which implies that cooperation between participants and the uninhibited flow of information must be regarded as two target outcomes of a TA’s work.
It could be argued that, in the long term, the provision of the environment in which residents of Seychelles feel secure and where they are protected from external and internal threats such as the risk of terrorism can be regarded as a target outcome of a TA’s work. However, the specified target can be deemed as far too broad. Indeed, with the responsibilities of a TA concerning primarily more down-to-earth issues such as information management and identification of team cooperation issues, the enhancement of safety can be considered a result of a joined effort of not only the TA’s performance but also the work of the entire SPDF. Thus, the targets listed below can be considered the definitive objectives that a TA must meet to maintain the levels of security within the state high and ensure that all citizens are safe.
- Focusing on interdisciplinary communication as the foundation for improving performance outcomes;
- Exploring additional opportunities for introducing the latest technological advances as the means of improving the quality of defense;
- Studying changes in the cultural, economic, and political environment extensively to draw connections between the identified domains and locate algorithms in changes occurring to Seychelles;
- Providing recommendations concerning possible improvements and the enhancement of security based on a detailed analysis of the factors to which citizens are exposed;
- Choosing the solutions that allow for the best possible outcomes and open opportunities for the further enhancement of defense and the reinforcement of crucial organizational values by focusing on multicultural needs of the population of Seychelles;
- Reducing external threats to the minimum (e.g., preventing acts of terrorism) based on the data retrieved in the course of a comprehensive analysis.
Although the targets mentioned above do not embrace the entirety of objectives that TAs working at SPDF must meet to enhance security levels, the specified targets, nevertheless, can be used as landmarks for the organization’s progress. It is essential to create the setting in which SPDF can advance and develop, and providing additional opportunities for improving information management, communication channels, and identification of populations’ needs is imperative for further improvements in the outcomes of SPDF’s endeavors.
Apart from delineating the roles and responsibilities of TAs and a Commander-in-Chief, one must also consider the design of measurement techniques that will allow exploring the progress of the organization. Consequently, premises for an assessment of the progress that will be made in the realm of SPDF will be built. The evaluation process will be based on the information retrieved from two key sources, i.e., official statistics and interviews with key stakeholders (particularly, employees and citizens of Seychelles). The necessity to incorporate two types of evaluation is justified by the fact that
To evaluate the efficacy of the identified people’s performance, one will have to focus on collecting both qualitative and quantitative information. While the former will provide an insight into the nature of changes and how they are going to affect target demographics, particularly, on cultural and social levels. To carry out the quantitative part of the assessment, one will have to browse through reports to gather the data concerning the number of accidents and threats to peoples’ safety that have been averted successfully, as well as the incidents that were not handled appropriately. Comparing the specified numbers to the statistical data that SPDF delivered before the introduction of suggested improvements will shed light on the efficacy of a newly designed approach.
The qualitative part of the assessment, in turn, will involve collecting crucial information from SPDF members, particularly, the Commander-in-Chief and the TA. The interviews will provide qualitative insight into the nature of changes and the effects that they will have had on the organizational performance and safety levels of Seychelles populations. The interview will incorporate questions that will help identify the attitudes of respondents toward the specified change, as well as the overall concept of enhancing responsibilities and engaging ina multicultural dialogue.
The process of measuring the alterations in the context of SPDF, in turn, will require the adoption of two measurement tools for detecting the presence of a certain trend and, thus, delineating a framework for managing it. To measure qualitative changes that will have occurred in the organization, one will need to use observation. Combined with an interview technique, the specified tool will shed light on the changes in people’s attitudes that the proposed approach based on rearrangingvalues within the organization will ostensibly have.
Furthermore, the use of an interview as the primary technique for collecting data will help acquire the information that a traditional survey format would not provide. For instance, with the application of an interview-based technique, one will be able to receive complimentary data that people may mention regarding a particular question. Seeing that the format of a survey does not create opportunities for providing lengthy and in-depth answers, the use of personal interviews as key means of retrieving qualitative data should be viewed as an important step toward gathering the required information.
It should be borne in mind, however, that the adoption of an interview as the measurement tool will require addressing certain issues. For instance, the application of interviews as the means of measuring the changes that will have occurred to SPDF is likely to lead to certain biases such as the presence of subjective information. Indeed, by inviting people to participate in an interview, one is likely to receive personal opinions and therefore, be provided with a rather subjective point of view.
The specified issue is likely to lead to the development of certain biases such as the possibility of representing the outcomes from a one-sided perspective. As a result, there will be a threat failing to embrace the range of effects that the focus on motivating staff and introducing the principles of interdisciplinary cooperation along with the enhancement of technology will have on the performance of the organization. The identified concern can be addressed by approaching the information provided by participants forman an objective viewpoint and considering only the information that was represented impartially.
As far as the measurement of the quantitative data obtained in the course of the study is concerned, one should use an experiment as the measurement tool. By using the quantitative data obtained from the assessment of SPDF’s performance before and after the implementation of suggested changes, one will be capable of delineating the strategy for introducing further improvements into the realm of the organization. A noticeable reduction in the number of unmanaged threats to people’s well-being, as well as the changes in the levels of security, can be regarded as the key information that will be measured to inform the further choice of a strategy within the organization.
Frequency of Measurement
To promote progress within SPDF, as captured in table 2, one will have to consider introducing the policy that involves regular improvements in the environment of the organization. The specified step will require altering the very essence of the current philosophy on whichSPDF’s processes are based on promoting consistent improvement as its key tool for attaining crucial goals. The specified strategy is especially sensible in the context of the contemporary environment where cyberattacks have become extraordinarily common and, therefore, should be viewed as a legitimate threat to people’s well-being.
Therefore, regular measurements of performance quality of all members of the organization, from a TA to its Commander-in-Chief, will have to be regarded as a necessary addition to the existing framework for maintaining safety and security rates at the required high level. Carrying out assessments every month should be interpreted as the first step toward understanding the needs of target demographics and locating the objectives that must be accomplished to meet these needs efficiently. Regular measurements will not only provide an overview of the efficacy of TAs and the Commander-in-Chief but also the dynamics within SPDF.
As a result, communication issues, problems with data management, leadership concerns, and other discrepancies that may potentially affect the well-being of residents of Seychelles will be identified and handled respectively.
Creating the environment in which the safety and security of citizens of Seychelles can be maintained is the primary goal of SPDFand its members, from TAs to its Commander-in-Chief. However, to promote change within the organization, one must reconsider its current values and place heavy emphasis on the necessity to ensure consistent development. Because of the emergence of new technologies, people’s data may be compromised. Thus, reconsidering the current approach toward managing cyberattacks and similar issues needs to be regarded as a priority. As long as SPDF focuses on the needs of citizens and recognizes changes in the external and internal environment, including cybercommunities, security levels will remain high.
Table 1. Performance appraisal matrix.
|Performance Criteria||Performance Indicators||Base Line (Previous years indicators)||Performance Targets|
|Core competencies |
Good communication skills
|Number of tasks done successfully |
Number of negotiations done
|Criteria for Behavior or Core Competencies||Effective behavior||60%||100%||Interpersonal skill negotiation||5||Number of successful negotiations||7|
|Criteria for Tasks||Effective task execution||75%||100%||Undertake staff selection and recruitment||5||Number of staffs recruited per vacancy||5|
|Human resource management competences||Competency in performance||70%||100%||Good communication||Ability to encode and decode accurate information||Number of successful cases resolved||7|
|Criteria for Strategies||Effective policy implementation||65%||100%||Ensure a healthy and safe working environment as per policy||Policy effectiveness||% of accidents recorded||Below 1%|
|Criteria for Time management||Effective task completion on time||90%||100%||Punctuality |
Number of deadlines met
|Number of tasks completed |
Number of successful programs
“Defence Forces to Assist the Police during the Festive Period.” Statheouse.gov. 2017. Web.