HR Skill Development and Training Methodologies
in Multi Domain Operations
Maj Gen Manjeet Singh Mokha, SM, VSM (Retd)
Abstract
In the complex scenario of modern-day warfare, Multi Domain Operations (MDO) have
become a norm that requires Human Resource (HR) skill development and continuous training
across all domains. Joint MDO training is most important for ensuring ‘Tri-Service’
interoperability. There is an urgent need to create an umbrella organization at the apex level
with experts in various domains and create a Joint MDO Training Doctrine. Based on the
doctrine, training directives need to be clearly spelt out in cross domains for joint training as
well as training by respective services including grass roots training at the operational and
tactical levels.
Keywords: Tri-Service Interoperability, Electro Magnetic Spectrum (EM Spectrum),
Cognitive Domain, Joint MDO Training Doctrine
Introduction
Technological advancements have made modern day warfare a complex scenario,
wherein Multi Domain Operations (MDO) have become a norm that requires Human Resource
(HR) skill development and continuous training across all domains. Multi-Domain training aims
at holistic engagement across all domains and developing ability to coordinate seamlessly,
enhancing operational effectiveness in complex environments (Total Military Insight, 2024).
Involvement of various stakeholders, organizations and services can present challenges towards
seamless conduct of MDO training and hence, efforts need to be coordinated, at all levels, with
clearly spelt out training objectives.
There is an underlying plausibility that training in new technology becomes reactionary to the
latest trends leading to uncoordinated efforts. Apropos, there is a need to adopt emerging
training technologies and techniques which can help support the unique complexities of MDO,
however, these training technologies, techniques and related systems, should be in sync with
the overall operational doctrine and aligned with our training processes, based on feedback and
inputs from end users. In order to accrue benefits from MDO, our training philosophy needs to
keep pace with technological developments in all domains.
The ‘US Army Training and Doctrine Command’, that develops strategy and concept for linear
and non-linear operations across all domains, including the ‘Electro Magnetic (EM) Spectrum’
and the ‘Information Environment’ (Marler, T., 2023), introduced MDO in their training
pamphlet in 2018, thus incorporating MDO as an operational strategy. The overall aim of
training in MDO involves addressing the challenges of complex warfare through the use of
technology.
Peculiarities of Joint MDO Warfare Training
To facilitate integration and coordination in Joint MDO training, it is recommended to
designate a single organization for monitoring and sharing information, regarding technological
advancements in all domains, thus ensuring smooth coordination across all services. Though
coordinating and reconciling the training objectives across the three services would be
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HR Skill Development and Training Methodologies in Multi Domain Operations
challenging and may require application of additional echelons, joint training in technology
would be beneficial in order to reap the benefits of MDO. One of the main prerequisites of
joint MDO training involves addressing the complete range of complexities of MDO while
maintaining the ability to think, plan and operate seamlessly (Marler, T., 2023) across all
domains in a holistic manner.
Emerging Technology and Human Resource
Modern niche and disruptive battlefield technologies are changing the basic role of
human component at the tactical level, with increasing cognitive demands associated with the
employment of new capabilities. Most importantly, HR needs to train and be in sync with the
increasing pace of military modernisation and technological advancements.
Changing Role of Combatants (Billing, D.C., Fordy, G.R., Friedl, K.E. and Hasselstrom, H.,
2021)
A US study carried out in the year 2000, analysed and predicted areas wherein the pace of
technological changes and advancements would have an immediate effect on military leaders
and combatants at the strategic, operational and tactical level, in the future battlefield. The
study concluded that future battlefields will be dominated by advanced technologies viz.
Robotics, System of Systems, Artificial Intelligence (AI), Internet of Things (IoT) and Big
Data. The study also identified advancements in technology, which could be used to enhance,
augment or modify human performance in the battlefield - biotechnology enabled improvement
of human capabilities, augmented sensing and augmented cognition through bioengineering
technology, enhancement of performance using tools like genetic engineering, pharmacology,
surgical alterations and developing ‘physiological resilience’.
The study further highlights that there would be fewer human combatants in the battlefield of
2030 and these combatants would have enhanced physical and cognitive capabilities to analyse
the environment, coordinate and interact with one another and use advanced technologies in a
more efficient manner.
Impact of Emerging Technologies on Performance of Combatants (Billing, D.C., Fordy,
G.R., Friedl, K.E. and Hasselstrom, H., 2021)
Although, the modern d a y battlefield may be classified as ‘ cognitive’ at strategic
and operational levels, the successful completion of battlefield tasks and duties at the tactical
level, would largely depend upon the physical attributes of the combatant. Advancements
in the field of technology, are however, changing the cognitive-physical balance of demands,
largely at the tactical level. Emerging technologies continue to proliferate the training
grounds and battlefields. Future technologies like neuromorphic computers, cloud robotics
and various other AI assisted analytical tools, are likely to impact all battlefield actions and
alter military-human performance requirements at all levels. Unmanned systems along with
human-machine teams and Manned-Unmanned Teams (MUMTs) might have far reaching
impact on the performance requirements of front-line combat. Thus, physical and cognitive
performance requirements may change across the board, with the greatest impact occurring at
the tactical level.
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IB 419 | Maj Gen Manjeet Singh Mokha, SM, VSM (Retd)
Integration and Jointness in MDO
A high degree of joint planning, coordination and joint training is required at the
strategic, operational and tactical levels for ensuring ‘Tri-Service’ interoperability and seamless
integration in all the domains, through a network centric, sound communication architecture.
This can be achieved through joint organizational structures having trained human resource
who are experienced in operating in joint environments. Apropos, cross postings between the
three services, would be a good step forward.
There is an urgent need to create an umbrella organization at the apex level under the HQ
Integrated Defence Staff (HQ IDS), with experts drawn in from all the three services and
various agencies, including serving & retired military and civil personnel in all the domains. The
Defence Space Agency (DSA), the Defence Cyber Agency (DCA) and other IW organizations
of the three services can be merged and placed under the umbrella organization at the National
level (Singh, D., 2024).
While it is essential to have experts in various domains of MDO at the strategic level i.e. at the
apex or national level and at the Theatre Command level, it would be prudent to hone and
develop these skills at the operational and tactical level. Commanders, at all levels, would
require to develop skills for decision making and personnel, at the functional level, need to
develop skills in specific domains. At the soldier level, skills would require to be developed in
handling specific equipment and weapons.
MDO Training Doctrine
Though, MDO is not a new concept, it is now being viewed as a doctrinal concept
(Marler, T., 2023). At the strategic level, the first and foremost requirement is to create a Joint
Training Doctrine for MDO to derive maximum benefits of cutting edge technology at all levels
and in all domains. Based on the doctrine, training directives need to be clearly spelt out in cross
domains for joint training as well as training by respective services including grass roots
training at the operational and tactical level.
Joint MDO Training at the strategic and operational level, may be conducted through
‘Joint MDO Training Exercises’, ‘Lessons from Case Studies’ and through ‘MDO Education
and Training Development’.
MDO Training Exercises (Total Military Insight, 2024)
Joint MDO training exercises will serve as crucial platforms for refining MDO,
allowing forces to validate tactics and improve interoperability. Such training exercises will
enhance the preparedness of the services by engaging them in realistic scenarios, thereby
achieving the objectives laid down in the ‘Joint MDO Doctrine.
Joint MDO exercises may also be planned in simulated environments, which will provide an
opportunity for commanders at all levels, to learn the nuances of MDO in various scenarios,
thereby enhancing operational readiness. Junior leaders will be able to understand tactical
scenarios in a multi- domain environment through realistic drills, ensuring a more coordinated
response in the battlefield. These exercises would be helpful in honing and refining the skills
necessary for operating in a multi-domain environment. Joint MDO training through exercises
will also develop advanced technical skills amongst MDO warriors and a comprehensive
understanding of the ‘Tactics, Techniques and Procedures (TTPs)’ relevant to each domain and
foster improved situational awareness.
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HR Skill Development and Training Methodologies in Multi Domain Operations
Joint exercises may be planned to incorporate diverse scenarios, ensuring readiness in varying
operational settings. Advanced simulation technologies, such as virtual reality and war-gaming
will help commanders, at various levels, to take decisions and give tactical responses in real-
time, reflecting multi-domain threats. Scenario based training will help in identifying capability
differential with the adversary, allowing senior leaders to refine tactical procedures and
strategies through dynamic deployment and use of existing equipment and carry out required
capacity enhancement. An important aspect to take note while identifying the capability
differential with the adversary, is to carry out a realistic assessment of capability and calculate
the ‘Residual Combat Potential (RCP)’ of both sides during war-games and simulated
exercises.
Case Studies of successful Joint MDO Training (Total Military Insight, 2024)
It would be prudent for commanders, at all levels, to draw lessons from p r e v i o us
‘ Case Studies’ of successful joint MDO training activities and incorporate the same in our
training directives. Study of Joint MDO exercises conducted in the past by other countries
including US, emphasise upon the following aspects:
x Relevance and requirement of real time communication between services across all
domains.
x Enhanced coordination and cooperation amongst services.
x Significance of inter-service collaboration and effective synergy between all domains for
seamless integration.
x Importance of flexible command structures towards improved responsiveness and
dexterity in decision making so that forces can rapidly shift focus across domains.
x Exploiting real time data and analytical tools for ensuring enhanced situational
awareness, allowing commanders to make fast and cohesive decisions.
x Sustaining operational readiness through continuous training and assessment including
iterative feedback mechanism for honing tactics and drills.
x Evolving the multi domain doctrine through lessons learnt from joint MDO exercises
and towards successful military engagement across varied environments.
Education and Training Development
MDO courses can be introduced for middle rung and senior officers at Tri- Service Cat
A establishments. The course curriculum needs to be prepared with an aim to educate tactical
commanders and enable a continuum linked to future professional development in MDO.
Concomitantly, MDO content can be introduced in the curriculum of mandatory courses in
service specific Cat A establishments. MDO education can also be introduced in universities
in the form of degree and diploma courses for ‘MDO Warriors’.
MDO cadres can be introduced in Cat A and Cat B establishments of combat and
support arms for honing and refining the skills of operators of various technological equipment
in the context of MDO. The benefits accrued from a standalone MDO course and cadre for
Officers, JCOs and NCOs would be as follows:
x Focused MDO doctrine education.
x Expanded understanding of weapon system capabilities and limitations.
x Effective planning skills and ability to operate in a network centric environment.
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IB 419 | Maj Gen Manjeet Singh Mokha, SM, VSM (Retd)
Information Operations (IO)
In order to augment the IO capability in the non-kinetic domain, synergised efforts of
our human resource, covering the entire spectrum of ‘Info Warfare’, is important for dominating
the ‘cognitive space’. The HR and training philosophy at the strategic level, in the DIME
domain, for execution of IO, should cover the following aspects:
x Optimised application of military and civil human resource and media houses /
social media platforms.
x Training for tech infusion including exploitation of AI tools.
x Training of higher commanders on aspects of ‘Strategic Deception’.
x Joint training and Integration of services with all national agencies and
exploitation of tech in the virtual world.
x Availability of trained manpower to exploit all social media tools for positive
projections and leveraging the national and patriotic emotions of our population.
x Develop joint capability to ensure positive projection of our national strength in
the DIME domain and exploitation of international bodies and think- tank
organisations to shape international opinion.
The IO organisation needs to be suitably augmented at the ‘Service HQ’ and the
‘Command’ and ‘Corps’ level with talented personnel. These personnel with potential, should
be selected based on aptitude and their training should be organised centrally, as per the laid
down ‘Information Warfare (IW)’ narratives and themes. Adhoc IO organisations can also be
created at Formation HQ level to match the speed of information flow in various domains,
during various phases of operations including grey zone. Personnel of such organisations be
trained for ‘content creation and database management’, ‘influence operations’ and analysis of
open source information.
The HR and training issues to be considered in the near future regarding IO at the apex
and army level and recommendations are as follows:
x Promulgation of a national media policy with teeth (organisation) to
implement.
x A focused and dedicated organisation steered under PMO and coordination
under Ministry of I&B for implementation of the national media policy.
x Augmentation of IO organisation at all levels.
x Focused and realistic training of personnel to be inducted in the
augmented IO organisation.
x A pool of experts within the organisation and also drawn from civil including
academia and media personnel, be created.
x Infusion of AI for analytical monitoring of media posts and predictive
analysis.
x Joint Military-Civil organisation at Army HQ and at the theatre level.
x Media training through courses in civil universities and reputed media houses.
Electronic Warfare (EW)
China has adopted a formal strategy called “Integrated Electronic Warfare” (INEW)
that consolidates the offensive mission for both Computer Network Attack (CNA) and EW
under the 4th department of PLA General Staff Department (GSD). GSD 4th department also
referred to as the Electronic Counter Measures (ECM) department, oversees HR and training
aspects of ECM units at a strategic level. Integrated training is carried out by the ECM units
based on the ‘training philosophy’ to ensure that information sharing gathered through computer
network and EW can be corroborated to generate valuable intelligence. Personnel are trained to
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HR Skill Development and Training Methodologies in Multi Domain Operations
gather information in real time and continuously share the same on a central server which is
used by all the users of the network.
India’s approach towards EW has evolved and besides capability enhancement,
significant measures towards HR skill development and training of personnel is already in
pipeline, for enhancing our EW capability. The training in EW should focus on identifying and
reducing gaps, if any. While capability enhancement would be required to reduce the gaps at
strategic and operational level, improvised training techniques would help in reducing the gaps
in capability at the tactical level. EW is intricately linked with other domains and thus, measures
need to be implemented towards integrated training in various domains like IW, EW, Cyber
and Space.
Focus Areas for Skill Development and Training in EW
x Dynamic Deployment of EW Equipment. Commanders should develop skills for
understanding the capabilities of EW equipment and be able to deploy and re-deploy
the resources dynamically in grey zone and during operations, keeping in view the
progress of operations. Mock exercises including virtual war-games should be organised
in a simulated environment, to exercise personnel in Electronic Support Measures (ESM)
and ECM including jamming, spoofing, DF and LF and frequency hopping. RCP should
be realistically calculated based on plans and counter actions given by respective
syndicates during war-games.
x Technical Intelligence (TECHINT). Personnel should be trained in deriving
TECHINT based on analysis of information collected through monitoring, interception
and recording of enemy activities including monitoring cellular communication.
x Generation of E-Orbat. Developing capability in assessing enemy disposition and
likely thrust lines (TLs) based on TECHINT gathered and electronic emissions.
x Joint training for use of Drone jammers and spoofers against use of drones in own
territory.
x Integrated training for early passage of information (DF/LF) for engagement by
Artillery / Long Range Vectors (LRVs).
x Orientation / Refresher cadres and honing the skills of operators in handling modern
EW equipment including future inductions.
Cyber
The Chinese bedrock for any action is ‘Military-Civil Fusion’ or a ‘Whole of Nation
Approach’. The same is evident in its ‘Cyber Network Operations (CNO)’. The Military with
its SSF (Op Bureau and Tech Recce Bureau), the State i.e. the tech hierarchy of CCP and the
civil / corporate / private with elements like the 50 Cent Army and the Cyber Militia, have a
well-coordinated and synchronised effort towards achieving an effective CNO.
Reportedly, India is one of the biggest targets for cyberattack due to large and vulnerable
technologically connected population. With India's software development capabilities and
human resource in the IT sector, it has now started to enhance tempo in the cyber space and is
growing rapidly across all verticals of cyber domains. Notwithstanding, India’s advantage as a
‘cyber-power’ lies in its technical workforce prowess and engineer talent pool availability and
the fast developing IT sector.
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IB 419 | Maj Gen Manjeet Singh Mokha, SM, VSM (Retd)
The ‘National Cyber Coordination Centre (NCCC)’ in coordination with ‘CERT-
India’, of ‘Ministry of Electronics and Info Tech (MeitY)’, has set up ‘Cyber Development
Plan: 2025’. Major impetus is required to be given in the following areas: -
x Training of personnel and skill development in cyber security aspects.
x Tapping the trained manpower of tech competent agencies for conducting external
audits (equipment and exercises for penetration testing) and enhancing preparedness
under the control of the ‘National Cyber Security Centre (NCSC)’.
x Public - Private partnerships towards skill development.
x Establishment of state-of-art facility for training of personnel in botnet cleaning and
malware analysis.
Challenges and HR Gaps
Certain challenges and HR gaps in cyber security need to be addressed. These
challenges include:
x Training and retention of technically qualified manpower within the concerned
organisations;
x Allocation of technically qualified manpower at operational / tactical levels within
the services; and
x Lack of synergy within organisations, both at national and at defence forces levels.
x
Recommendations: HR skill development and training in Cyber Security
In order to achieve the desired level of technically qualified human resources, following is
recommended:
x Raising of IT Territorial Army units.
x Development of a Bot Net Army.
x Military-Civil Fusion in technology development.
x Raising the force of civil IT professionals in the forces.
x Direct recruitment of qualified JCOs and NCOs in EW units.
x Continuous training of personnel posted to cyber units.
x Developing capability for ‘Influence and Psy Ops’ at the level of Division (Div) and
above.
x Capability enhancement for limited cyber offensive on social media and inluence
operations in the Grey Zone.
x Training of personnel with potential for carrying out ‘Tethered Cyber Ops’ for catalyzing
the effect of ‘Cyber Warfare’.
x Training and Skill development at all levels to achieve the following:
x Cyber Audits and maintenance of infrastructure.
x Threat response.
x Software testing and malware analysis.
x Maintenance of NOC / SOC and Forensic analysis.
x Secure software development.
x Identification of passionate talent pool of ‘Cyber Tech Specialists’ and cultivating
‘Cyber Professionals’ at Formation level and managing HR aspects of such personnel
with respect to their career management.
x Exploitation of civil enabled training resources and civil cyber professionals.
x Honing HR skills for creation of ‘Advanced Persistent Threat’ (APT)’ Groups for
synergised thrust during operations
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HR Skill Development and Training Methodologies in Multi Domain Operations
Space and ISR
Dynamic use of ISR resources is extremely important for generating timely and useful
IMINT. Challenges with regards to re-visit time and panchromatic / multi-spectral resolution,
need to be addressed in order to ensure coverage of strategic, operational and tactical ‘Named
Areas of Interest (NAIs)’.
Availability of adequate number of trained image interpreters at formation IITs assumes
maximum significance. Continuous training of these interpreters for maintaining data base and
developing capability to carry out meaningful analysis based on the availability of data, is very
important.
Way Ahead
x Combined Surveillance Teams (CSTs). Pooled in manpower from integral resources
may be employed as CSTs. Continuous training of such teams, in sync with latest
equipment, should be ensured.
x Adaptation of Common GIS. HR skill development in customised tools like QGIS for
military requirements may be adopted for training in all the platforms.
x Continuity and Redundancy. Image interpreters are a precious resource. Continuity of
interpreters in formation IITs and DIPAC is essential to develop domain expertise.
Management of postings of interpreters, especially officers is very important. JCOs and
NCOs with potential and aptitude can be trained as image interpreters to ensure
adequate redundancy.
x ISR Organisation. A definite emergent need is to formalise the ISR organisation and
staff at all levels of execution to include representatives from all agencies dealing with
ISR at the formation level. Training of operators on software for data fusion,
management, archiving and retrieval must be ensured.
x AI enabled deployment of ISR Assets. Skill development towards incorporation of AI
to be undertaken to ensure precise target to sensor matching.
x Joint training and integration. Joint training of personnel and coordination for
extensive exploitation of airborne surveillance assets of all the three services needs to
be carried out for undertaking joint ISR missions.
x Open-Source Intelligence (OSINT). Internet sites providing information with regards
to flight paths, weapon inductions and training activities should be leveraged and
analysed to gain intelligence. Dedicated OSINT Cell may be created with trained
manpower for collection, collation and analysis of such information complimented with
AI for analysis and prediction of adversary’s actions.
x AI and ML Enabled Detection and Identification of Target. Surveillance sensors can
be augmented with AI and ML for automatic target detection and target tracking
capability. This will reduce the strain on system operators and thus reduce chances of
human errors. The output of the sensors can be continuously analysed by ML enabled
system and alarms could be raised automatically on detection of targets by the system
and surveillance centre operators can be cued for focusing attention on the target. A
system could be trained with AI and ML to identify predetermined suspicious behaviour
from video footage of surveillance sensors and RPA and thereby, detect potential
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IB 419 | Maj Gen Manjeet Singh Mokha, SM, VSM (Retd)
targets. Employment of AI for processing information will speed up the data
interpretation process, thus leaving manual effort for higher level tasks.
x Training and validation of Crew. Continuous training of the CSTs should be
organized in the form of regular orientation and refresher cadres and courses. Validation
of all surveillance detachments should be conducted annually in the form of a
surveillance exercise. Validation exercises can also be conducted in a simulated
environment.
Conclusion
It is prudent to understand the ever-evolving technological developments in order to
analyze own developmental goals. It has become important for us to continuously develop our
capabilities in all domains and ensure focused skill development and training of our human
resource. A realistic road map towards this end needs to be put in place in order to mitigate the
existing gaps and gain a technological edge over our adversaries.
Works Cited
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Journal of Science and Medicine in Sport, 24 (10). 947-953.
https://doi.org/10.1016/j.jsams.2020.10.007.
Editorial Team. (2024, June 30). Understanding Multi-Domain Operations: A
Comprehensive Guide. Total Military Insight. https://totalmilitaryinsight.com/multi-domain-
operations/#Understanding_Multi-%20domain_Operations.
Marler, T. (2023, January 24). Unlocking Training Technology for Multi-Domain
Operations. RAND Commentary. https://www.rand.org/pubs/commentary/2023/01/unlocking-
training-technology-for-multi-domain-operations.html.
Singh, D. (2024, January-March). Multi-Domain Warfare: Are we Geared for it?.
Journal of the United Service Institution of India, CLIV (635).
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it.html.
