Strategies like Sea Power 21 and Marine Corps Strategy 21 are being used to define the paths to meet future uncertainties emerging from the rapidly changing global environment. In order to overcome the emerging challenges the naval operations must be technologically armed through scientific and technological innovations. The army is required to improve its tracking mechanism in rightly identifying terrorist operations with considerable accuracy and thereby to act promptly. In turn the strategic levels concerning tactical, operational and strategic operations with the support services create further development of the army personnel. The naval personnel operating along the above lines are thereby required to exhibit higher amount of competencies, be much aware to the changing situations and to act accordingly. To sum up the modern naval force needs to speed up their activities, be flexible to the changing environment and must be accurate and sure in countering such. Hence, the processes built during the cold war era in the naval system are observed to have become outdated. Thus emerges the need for a newer process known as Naval 21. (England, 2003) The paper in this light aims to highlight the changes in human resource practices in United States Navy and Marine Corps on a wider plane.
The Human Resource Management Operations in the United States Navy require sea changes in respect to some key areas. In regards to Workforce Structure it is observed that in the current system the structure is hierarchical. The model was developed to fit in all situations. However, the Naval 21 Model emphasizes in the creation of a flat organization. It states that the flat organization would help in empowering employees with increased responsibilities. Moreover, the technology used in the Human Resource Operations currently is observed to be fragmented. The deployment pattern of the fragmented technology is found to be slow in pace. Thus the Naval 21 Model