V članku opisujemo prihodnost sistema karierne poti častnika v Slovenski vojski, in sicer za prvih deset let njegove kariere. Naš glavni namen je razviti predlagani sistem častniške karierne poti za Slovensko vojsko, ki bo zagotavljal določeno stopnjo predvidljivosti v častnikovi karieri in vključeval opredeljive kompetence ter razvoj konkurenčnega okolja za njegovo napredovanje. Osredotoča se na določanje ustreznih orodij za vse štiri funkcije upravljanja kadrov, ki so izvedljive in sprejemljive znotraj omejitev, ki jih postavlja zakonodaja. V članku je razložen sistem karierne poti častnika na podlagi štirih kadrovskih funkcij, ki so opredeljene kot zaposlitev, razvoj, napredovanje in prehod. Slovenska vojska na podlagi transformacije reorganizira svoje enote v polkovni sistem, v katerem imajo poveljniki čet čin majorja. To je eden izmed razlogov, zakaj v članku obravnavamo tudi sistem karierne poti častnika v britanski vojski, ki bi bil v nekaterih pogledih lahko primeren za novo strukturo Slovenske vojske.
Poleg obravnave predlaganega sistema karierne poti za častnika so v članku navedeni tudi nekateri novi koncepti upravljanja kadrov, kot so izboljšan program zaposlovanja, razvrščanje v skupine po letih, odbori častnikov in nov sistem ocenjevanja. Vsi ti koncepti omogočajo v predlaganem sistemu častniške karierne poti uvedbo centraliziranega upravljanja kadrov ter zagotovitev pregledne in predvidljive karierne poti, ki temelji na sposobnostih posameznika.
The article describes the future of the Officer Career Development (OCD) system in the Slovenian Armed Forces (SAF) for the first ten years of an officer’s career. The main purpose of the article is to develop a proposed OCD system for the SAF which will provide a certain level of predictability in an officer’s career and include identifiable competencies as well as develop a competitive environment for officer promotion. The article focuses on determining appropriate tools for all four functions of the personnel management, which are feasible and acceptable under the constraints provided by the legislation. The article defines the OCD system through four personnel functions defined as employment, development, promotion and transition. The SAF, through the transformation process, is reorganizing its units into a regimental system with company commanders being in the rank of major. This is one of the reasons the article also looks at the British Army (BA) OCD system which, in certain areas, could be applicable to the new structure of the SAF. The article discusses the proposed OCD system and introduces several new concepts in personnel management such as: improved employment programme, year group rankings, officer’s boards and new evaluation system. All these new concepts allow the proposed OCD system to introduce centralized execution of personnel management and provide a transparent and predictable career path, based on competencies of an individual.