The operational capability of the Canadian Forces€¦ · The operational capability of the Canadian Forces is ultimately derived from its people. These young men and women of whom

© Her Majesty the Queen in Right of Canada representedby the Minister of National Defence, 2002

Catalogue Number: D2-139/2002ISBN Number: 0-662-66732-8

This publication is also available on-line atwww.forces.gc.ca/hr

Published under the auspices of the Chief of StaffADM(HR-Mil), Department of National Defence

Printed in Canada

Art Direction by DGPA Creative Services CS02-0191

The operational capability of the Canadian Forces

is ultimately derived from its people. These young men and women

of whom we ask so much, rely on their leaders

to look after their well-being and interests.

MESSAGE FROM THE CDS AND DM i

MESSAGE FROM THE ADM HUMAN RESOURCES - MILITARY ii

INTRODUCTION 1

People in Defence – Beyond 2000 1

Facing the People Challenges of the Future - Human Resources 2020 1

Focus on Process 1

What the HR 2020 process must do 1

HR 2020 Vital Ground 1

OUTLINE OF THE DOCUMENT 2

SECTION ONE: THE CANADIAN FORCES HUMAN RESOURCES SYSTEM 3

The Defence Mission 3

The HR Mission 3

Canadian National Values 3

The Profession of Arms 3

Military HR Principles for the CF 4

THE CF MILITARY HR SYSTEM 7

General 7

Governance 7

The Personnel Cycle 8

Sustainment 9

Work Environment 9

SECTION TWO: THE EMERGING PERSONNEL ENVIRONMENT 10

Scenarios and the Strategic Planning Process 10

The Defence Mission of 2020 – "What We Know" 10

From What We Know to "What is Plausible" 12

Scenario 1 12

Scenario 2 13

Scenario 3 13

Scenario 4 14

From Scenarios to Strategy 14

SECTION THREE: HUMAN RESOURCE STRATEGY 15

Leadership 15

Strategic Plan 15

Culture 15

Communication 15

Consultation 16

Retention 16

Recruitment 16

Professional Development 16

Transition 16

Health 17

Table of Contents

MILITARY HR STRATGEGY 2020FACING THE PEOPLE CHALLENGES OF THE FUTURE

Well-Being 17

HR Systems 17

Evaluating the Strategic HR Objectives 18

SECTION FOUR: STRATEGY TO ACTION 20

Leadership 20

Strategic Plan 20

Culture 20

Communications 20

Consultation 21

Retention 21

Recruitment 22

Professional Development 22

Education 23

Work Experience 24

Self-Development 24

Transition 24

Health 25

Well-Being 25

HR Systems 25

Performance Measurement – A Tool for Ensuring Success 26

THE INVESTMENT STRATEGY 27

LTCP-HR Components 27

CONCLUSION 29

MAINTAINING AN INTEGRATED HUMAN RESOURCE STRATEGY 29

Schedule for HR2020 Updates 30

ANNEX A 31

HUMAN RESOURCE GOVERNANCE STRUCTURE 31

ANNEX B 32

The Long Term Capability Plan (LTCP (HR)) 32

Overview 32

ANNEX C 35

CAPABILITY BASED PLANNING GOVERNANCE STRUCTURE 35

Joint Capability Requirements Board (JCRB) 35

Joint Capability Assessment Team (JCAT) 35

Capability Development Working Group (CDWG) 35

ANNEX D 37

Investment Timelines 37

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The Department of National Defence exists only to field the Canadian Forces in operations. Despite thecomplexity of this vast organization, and the many issues and priorities we face each day, we must neverlose sight of this fundamental concept.

The operational capability of the Canadian Forces is ultimately derived from its people. These youngmen and women of whom we ask so much, rely on their leaders to look after their well-being and inter-ests. This is a tremendous responsibility, and it goes beyond immediate considerations of health,compensation, employment and training. There are also essential longer term issues such as profession-al development and career paths, personnel tempo, family considerations, ensuring a steady successionof trained professional motivated personnel, and our commitment to properly care for those who areinjured in the service of Canada, and the families of those who make the ultimate sacrifice.

The Canadian Forces cannot perform its role without the support of our committed and professionalcivilian workforce. Together our military and civilian personnel form a Defence Team which is a solid andthriving reality… not at all an abstract concept.

Our message therefore, is that People really are at the heart of this Department, they are our top priority,and we are committed to ensuring that this remains the case.

HR 2020, the military HR strategy for the future is an extremely significant document. It not only reflectsthe broader Government of Canada focus on people and the future but also formally establishes theCanadian Forces strategic HR Principles which define "how" we look after our people. These HRPrinciples, like the Principles of War, will take their place in our culture and be reflected in leadershiptraining and development at every level throughout the Canadian Forces. HR 2020 is most of allhowever, an integrated strategic planning document which takes goals and theory and translates theminto an HR plan for the future.

HR 2020 is the foundation of our future HR planning. We endorse its approach and commend it for theactive attention and action of leaders and managers at all levels.

General R.R. Henault M. BloodworthChief of the Defence Staff Deputy Minister

Message from the CDS and DM

MILITARY HR STRATEGY 2020FACING THE PEOPLE CHALLENGES OF THE FUTURE

ii

The Canadian Forces and its leadership at all levels are absolutely committed to putting our people first.HR 2020, through its integration of HR into the departmental strategic planning process, will ensure thatthis is a reality. HR 2020 underscores the fundamental importance that our people have and will contin-ue to have in fulfilling our Defence mission. As our plan for the future, this strategy represents the inte-gration of the concern for our people within the larger DND/CF strategic planning process. It identifiesobjectives, links planning across timeframes and, most importantly, lays the foundation for a humanresource management strategy to deal with the opportunities and the challenges ahead.

HR 2020 reflects Canadian and military values and human resource principles, which anchor the strate-gies. It also puts forward strategic HR objectives to support the investment strategy and the action planthat will implement specific health care, recruitment, professional development and retention strategies.This will ensure our people can make their very best contributions to the Defence mission... and that wewill look after them as they do so.

This milestone document has been developed with the cooperation and input of staffs representing theCanadian Forces as a whole. It is both our guide and our key to the future. We need to follow it, updateit regularly, and through it, realize both our responsibilities to the young men and women we are privilegedto lead, and our ongoing responsibilities for the security of our Nation.

C. CoutureLieutenant-General Assistant Deputy Minister(Human Resources – Military)

Message from theADM HumanResources – Military

The strategy has been

developed to address

a range of plausible

human resource scenarios

that elaborate upon the

future HR context and

are consistent with the

considerations underlying

the development of

Defence Strategy 2020.


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People in Defence –Beyond 2000In May 2001 People in Defence – Beyond 2000was published and distributed across theDefence Team as an initial response to DefenceStrategy 2020 (DS 2020). Beyond 2000 was theresult of a preliminary assessment of the humanresource (HR) environment and a rigorous analy-sis of the initiatives and programs underwaywithin both the Military and Civilian HumanResource Groups to address the HR challengesof the next five years.

Facing the People Challengesof the Future — HumanResources 2020This document extends and updates the humanresource strategy presented in Beyond 2000.The strategy has been developed to address arange of plausible human resource scenarios thatelaborate upon the future HR context and areconsistent with the considerations underlyingthe development of Defence Strategy 2020.DS 2020, the new strategic concept for theCanadian Forces (CF), outlines a number ofstrategic objectives for improving HR planningand management. In particular, from the DS2020 objectives Decisive Leaders and Careerof Choice, HR 2020 derives its own HR strategicobjectives, from which all future HR policies,programs and projects will develop. This strategyhas been developed to apply to both Regularand Reserve components.

Focus on Process“The less things are predictable the moreattention you have to pay to the strategyprocess. Uncertainty has the effect of movingthe key to success from “the optimal strate-gy” to the “most skilful strategy process1”.

What the HR 2020 processmust do● Identify the vital ground

● Integrate with the operationalstrategic process

● Synchronise HR strategy across allplanning horizons

HR 2020 Vital GroundOur HR strategy cannot ignore our vital ground.In the HR domain this resides within the relation-ship between Canadian National Values, DefenceEthics and critically, the Canadian Military Ethos.It also demands that we conduct our dailyaffairs consistent with a set of human resourceprinciples and that we keep our vision foremostin mind.

Look after our people, invest in them andgive them confidence in the future ■

1 Van der Heijden, Kees. 1996. Scenarios: The Art of Strategic Conversation. John Wiley & Sons: New York.

Introduction

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To succeed in the 21st century, and to ensureDefence possesses the flexibility it needs toadapt to evolving and discontinuous changesin technology and the international system,we must become more innovative and proactive.This document is an effort to anticipate someof the plausible futures and establish a compre-hensive human resource strategy that will leadthe CF through the turbulence. Section onedescribes our vital ground, Canadian values,military values and human resource principlesfor the CF which must be the foundation ofour HR strategy. Section two discusses theemployment of future scenarios within thestrategic planning process. Outlined in this

section are four different but very plausible futurescenarios. Rather than developing HR strategyagainst a narrow prediction of the future, ourHR strategy is developed to meet the challengespresented by a range of alternative futures.Section three describes the CF human resourcestrategy, identifying the twelve core strategicHR objectives and tests them against thealternative futures to ensure that CF strategicHR direction will stand the test of time andchange. Finally, section four moves from strategyto action, highlighting the mid-term CF HRinvestment strategy and outlining current andfuture programs and initiatives that are leadingus towards our HR strategy objectives. ■

Outline of the Document


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The Defence MissionThe primary mission of the Canadian Forces isto defend Canada and Canadian interests andvalues while contributing to international peaceand security. The scope of this mission isexemplified by a set of CF Defence scenariosthat range from high intensity theatre level warto search and rescue operations; from humani-tarian operations and low intensity peace sup-port to aid to civil power. The Defence scenariosdescribe the full range of missions that define theCF as a multi-purpose, combat capable force.

The HR MissionDefence Strategy 2020 highlights that "Militaryeffectiveness requires the right people, organisa-tion, equipment and doctrine be available torespond with agility to emerging threats andopportunities." The HR mission is to developand implement HR plans, policies and programsto recruit, develop and retain people to effective-ly support the CF in all operations it is asked toperform. The ability of the CF Human ResourceSystem to accomplish its mission is central tothe readiness and capability of the CF.

Canadian National ValuesCanadian national values are those fundamentalvalues that Canadians as a people subscribe to.They are enshrined in the Canadian Constitutionand the Charter of Human Rights and Freedomsand exemplify the balance between the rightsof the individual and the community at large.Canadians have always demonstrated strong

support for the ideals of responsible, democraticgovernment and its corollary, the subordinationof the military function to civilian political authori-ty. Further, Canadian national experience hascreated citizens who endorse and support equalopportunity and who have great tolerance fordiversity. Finally, Canadians support the principleof international collective security and the impor-tance of peace, justice and human rights.

The Profession of ArmsMembers of the Canadian "profession of arms"subscribe to Canadian values. As militaryprofessionals they accept their duty to protectthose values, when necessary, as the force oflast resort. As servants of the nation which holdsand promotes these values, CF members mustreflect in their conduct probity, accountabilityand transparency. These service-to-nation valuesbind together all those who act on behalf of theGovernment of Canada.

Service in the CF is governed by three ethicalprinciples upon which the military ethos is built.

● Serve Canada before self

● Obey and support lawful authority

● Respect the dignity of all persons

To serve Canada before self responds tothe trust bestowed upon the profession byCanadians and sometimes calls for the highestdegree of self-sacrifice. Obeying and supportinglawful authority is an extension of the Canadianrespect for the rule of law that forms the basis

Section One: The Canadian ForcesHuman Resources System

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for the discipline and self-discipline central tothe effective execution of the function of theprofession of arms. Respecting the dignity ofothers is the foundation for the necessary trustand confidence between all members of theCF and that between the profession of armsand the society it protects.

CF members also embrace a set of militaryvalues and beliefs that ensure that they areprepared and capable to conduct the full rangeof military operations up to and including warfighting. These include such values as dedicationto duty, care of subordinates and acceptanceof the concept of unlimited liability.

Military HR Principlesfor the CFThe following human resource principles are anextension of the CF military values and are ameans of promoting the CF military ethos withinthe scope of human resource practice. Just asthe principles of war apply to all levels of opera-tions, these HR principles apply at all levels ofleadership, personnel policy development andapplication across the CF. The HR principles arenot a formula or checklist to be followed, but areintended as guidance which defines how we inthe CF deal with HR issues and how we lookafter our people.

Leadership Responsibility –Leaders foster commitmentfrom those they lead.

A primary responsibility of leaders is to createand maintain commitment to the missionamongst those they lead. In doing this theyare accountable to those that they lead, CFoperational objectives and to Canadians as awhole. CF personnel policies will be designed

to support the exercise of sound leadership atall levels, to ensure that respect and dignity areaccorded to all CF members, and to promoteunit cohesion and esprit de corps within the CF.The vision, flexibility and adaptability of leader-ship are integral to the development and sustain-ment of an operationally effective CF culture.

People First – The motivation,commitment and expertise ofpeople are essential to the operationaleffectiveness of the CF.

CF members have made a commitment beyondmost other members of Canadian society. Theyexpect and deserve competent leadership andtrust that the personnel system will respond totheir needs. Personnel policies and programsmust be designed to enable leaders to developand maintain the commitment, capabilities andwell-being of their people, recognising that thevalue of people within the CF increases whenthey are effectively developed and employedwith respect for individual attributes, aspirationsand personal considerations.

Military Professionalism – Members ofthe CF belong to a unique profession –the Profession of Arms.

Military Professionalism is founded on theCF military ethos that guides the determinedbut ethical application of military capabilityto accomplish the Defence Mission. The devel-opment of military core competencies and ahigh level of expertise in the application ofmilitary knowledge and skills are essential tothe profession. CF members must be willingand able to accept their responsibilities asMilitary Professionals, first and foremost.Shared acceptance of the military ethosgenerates and sustains loyalty among members.

SECTION ONE: THE CANADIAN FORCES HUMAN RESOURCES SYSTEM

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Loyalty and Commitment – Loyaltyand commitment are founded on trustthat leaders will look after the inter-ests and well-being of those undertheir command.

Loyalty is best described as comradeship thatthrives on shared adventure and success amongpeers, subordinates and leaders. Loyaltyand commitment make fear and risk tolerable.Professional and competent leaders demonstrateloyalty to those they lead, while those that theylead demonstrate loyalty to leadership at alllevels. Shared loyalty and commitment arerewarded by operational excellence.

Well-Being and Morale – The health,welfare and spiritual well-being ofmilitary personnel is essential tooperational effectiveness and espritde corps.

Operational commanders ensure the morale oftheir unit personnel through sound operationalplanning and leadership. Personnel programsand services are developed to support leader-ship in their task of maintaining the morale ofthose they command and to ensure sustainabilityof operations in the areas of health and spiritualwell-being. Organisational responsibility for thewelfare of members and their families duringtimes of operational commitment, in the eventof injury or fatality of the member, or release ofa member as a result of service-related injury, inparticular, is an essential prerequisite for the pro-fessionalism and commitment of CF members.

Flexibility and Innovation – Flexibilityto adapt to changing and unique situ-ations and the ability to proactivelydeal with the future underlies theoptimum effectiveness of the CF.

Flexibility and innovation are the key to theability to effectively react to unforeseen events.Professional development, a philosophy ofcontinuous improvement and effective communi-cations are critical ingredients to innovation.The ability to deal proactively with the futureenvironment allows the CF to exploit opportuni-ties and avoid problems. Essential to a flexibleand innovative CF are an effective governancesystem and processes that permit leaders totake decisive action based upon a reliablestrategic HR planning capability.

Fairness and Equity – The fullcontribution of all members mustbe appreciated and recognised toensure their continued sense ofvalue and commitment to the CF.

The principle of fairness and equity is foundedupon the acknowledgement of the dignityand worth of the individual. The developmentand application of policy recognises individualattributes, strengths and differences as well asfacilitating timely response, transparency andactive acknowledgement of the individual rightto privacy.

Professional Development –Professional development andan environment that promotescontinuous learning increases theoperational and strategic capacityof the organisation.

The CF HR system provides a structuredsystem of professional development and fostersan environment of accessible, continuous, life-long learning to create a mentally robust Force.Knowledge, know-how and the innovative abilityof individual members provide the basis of con-tinuous improvement within the organisation.


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As a key component of professional develop-ment, initial training will orient new entrantsto the military ethos and way of life and willprogressively provide them with the necessaryenvironmental skills. Once personnel are trainedto perform individual tasks, emphasis will beplaced on collective training to ensure that theycan effectively apply their skills as part of anoperational team.

Communication and Feedback –Effective communications and feed-back, both internal and external tothe organisation, are essential to theintegrity of the chain of commandand the maintenance of morale.

The CF must adopt an aggressive, proactiveapproach toward our internal communications.Only by fully informing members of the CF ofwhere we are and where we are going in terms

of personnel programs, can we hope to maintaintheir trust, foster high morale and create a senseof confidence in leadership and the organisation.

Broad communication is required to tap theknowledge of the organisation and externalexpertise, leading to informed decision making.Effective and timely communication is a keyfacilitator of meaningful feedback. A lack ofappropriate consultation will hamper innovationand continuous improvement efforts.

Effective communication is required beyondthe bounds of the CF. This broad outreachapproach not only reinforces the relevance ofthe CF to Canadian interests, but also providesan opportunity to identify HR practices that areeffective in other organisations and should beevaluated for compatibility with the CF militaryethos. Communications must also extend tothe Canadian public to demonstrate therelevance of the CF to Canadian society. ■


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General

A simplified view of the various human resourceactivities within the Canadian Forces is depictedin the model. The CF HR Military Group, inconsultation with Environmental Commandsand other managing authorities, has a responsi-bility to develop and implement HR policies andprograms that ensure that a "competent, com-mitted and professional" work force is availableto successfully contribute to the accomplishmentof the assigned operational mission.

The various activities of the military HR systemare captured within the three HR functions ofthe Personnel Cycle, Sustainment and the WorkEnvironment. The Personnel Cycle captures thevarious activities that generate and then managethe personnel required to meet the needs of theDefence Mission. This begins with the identifica-tion of HR requirements and extends to the pointwhen an individual member leaves the CF andre-enters civilian society.Sustainment encompasses arange of services and activitiesthat support and sustain thehealth and well-being of mem-bers to support military opera-tions, and the well-being oftheir families. Finally, the WorkEnvironment encompassesactivities that ensure the main-tenance of a productive,rewarding work environmentthrough effective leadership,non-tangible rewards, andactivities that reinforce justicewithin the organisation. Allhuman resource activities arerequired to comply with appli-cable Canadian legislation.

Although specific HR activities may be viewed asfalling under these three major functional areas,they must not be viewed as operating independ-ently. HR functions are highly inter-dependent —a policy change in one area quickly impactselsewhere within the system. For this reasonstrong linkages must be established betweenthe discrete activities if the system is tobe effective.

GovernanceThe HR governance function depicted in themodel ensures coordination between HR systemactivities, maintaining a strategic direction thatconsiders personnel requirements extendingfrom the present to the distant future. Critically,the governance function aligns HR strategy withDefence strategy as an integral part of the CFgovernance process established by the Chiefof Defence Staff (CDS). As a part of the


The CF Military HR System

Capability Based Planning process, the HRgovernance process develops and executesthe HR strategy to support the Defence Mission.The HR governance process must also be inte-grated with the Environmental Commands andother Capability Components to ensure thatHR strategy and policies support all facetsof the Defence Mission.

To be effective, performance measurement,research and analysis and effectiveinformation/knowledge management mustsupport the decision-making process.Consultation must reach beyond the boundsof the CF and effectively tap external HRexpertise to establish effective and appropriatebenchmarks for the development of the CFMilitary HR System.

The committees that form the foundation of theMilitary HR governance structure are describedin Annex A.

The Personnel CycleThe Personnel Cycle iscomprised of the majorHR activities involved in theprocess of meeting CF person-nel requirements, from theinitial identification of the needto the point in time when anindividual "leaves" the CF.The major elements are depict-ed below. Each componentpart of the Personnel Cycleis in turn comprised ofmore discrete activities.The major components are:

● Identify HR Requirements: MilitaryOccupational Structure, PersonnelProduction Planning and Forecasting, andOccupational Analysis

● Recruiting and Selection: Attraction, Selection,Enrolment and Assignment

● Development: Initial Training, Occupationaland Advanced Training and Education,Personal Development, and Environmentaland Collective training

● Employment and Deployment: Postings,Performance Management, OccupationTransfer and Reassignment, Terms of Serviceand Promotion

● Transition: Personal Enhancement Program,Ready for Release (interface with VeteransAffairs Canada), Retirement, ComponentTransfer and Re-enrolment

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Once a member has completed initial develop-ment in order to meet the requirements of initialoccupational employment, a process of continu-ous learning is undertaken. Continuous learningincludes the development necessary for futureEmployment and Deployment as well as profes-sional and personal development.

Traditional views of a military career might identi-fy this component of the Personnel Cycle asRelease or Retirement. The label of Transitiondenotes a growing use of the options that havebeen developed within the Personnel Cycle.Transition highlights the potential for membersto transfer to other components of the CF aswell as to temporarily leave the CF and seekre-enrolment in the future. In each case the CFensures the fitness of the member for releasein regards to health and future employability.

SustainmentSustainment refers to the ability to implement HRservices and activities that enhance and protectthe health, well-being, and retention of members,and well-being of their families. Sustaining andsupporting personnel and their families ensuresthat members retain the capacity and motivationto support the CF for the duration required forthe achievement of its objectives. Thus, actively

supporting members is what improves the abilityof the CF to maintain its operational capability.

In addition to health services support, and per-sonnel support services, including replacements,sustainment activities seek to understand thedemands and tempo of service for personneland their families, and ensure balance betweenpersonal life, deployments, time away andworkload. Also, central to sustainment activitiesis a compensation and benefits system that iscompetitive and fair, that motivates members,and that minimises the dissatisfiers that canlead to attrition.

Work EnvironmentThe work environment comprises the non-tangible, human-relations activities that assistleadership to maintain a cohesive, motivatedteam. Leaders have the greatest impact uponthe creation of a work environment that ensuresthat members are willing and able to contributeto organisational goals and objectives.

The major activities of the work environmentinclude policies and programs that addressHonours and Awards, Harassment Prevention,Procedural Fairness, Grievance Processes,Dispute Resolution and Official Languages. ■


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Scenarios and the StrategicPlanning ProcessStrategic planning is more than a process ofprogramming future plans. It is a highly innova-tive and widely integrated process of strategicthinking and strategy-making. An integral partof the planning process employed by ADM(HR-Mil) has been to challenge current perspec-tives, and encourage new ways of thinking,about the future of human resources in theCanadian Forces.

A scenarios planning approach was adopted,based on the realisation that developing andmoving towards a compelling vision for the futureof HR in the CF demands an understanding ofthe broad trends, and salient forces that haveimportant implications for the future of humanresources in the military. Thus, four differentscenarios were developed that represent aseries of plausible future changes — including,but not limited to social, technological, econom-ic, environmental, and political changes —leading to four highly unique outcomes 20 yearsinto the future.

These scenarios or alternative futures provide ameans to think creatively and strategically aboutthe future, and provide a context to develop newrobust HR strategies and objectives. They areintended to inject in the strategic HR planningprocess a capacity for strategic thinking, andwhile representing plausible futures, by nomeans do they represent predictions for thefuture. It is also important to realise that theHR scenarios represent alternative futures,and are in no way similar to the eleven Force

Planning Scenarios that are used to convey therange of operations that the CF can reasonablyexpect to be engaged in for the near to mid-term. The scenarios are, however, an idealtool for ensuring that HR strategic objectiveswill serve well regardless of the future we face.Beginning with what we know to be true(demographic projections, continued drivein technology, continued globalisation) thescenarios allow the strategic planner to takeone step beyond what we know, to develop"plausible" futures from which to developstrong strategic HR objectives.

The Defence Mission of 2020— "What We Know"The Concept of Employment2 for 2020describes the Defence Mission within thepossible geo-political contexts of the future.The CF is foreseen to support both Domesticand International operations, although the natureof operations will be significantly different.The complexities of the future security environ-ment dictate that Canada be prepared to partici-pate in a wide range of operations of varyinglevels of intensity. Increasingly, success willrequire the integration of core single-servicecapabilities into joint and combined forcestailored to address specific situations andobjectives. There are clear trade-offs to beconsidered. Relief and Humanitarian Operationscall for large numbers of personnel with genericskill sets while High Intensity Operations call forlarge numbers of personnel with mission specificskill sets suitable for combat-trained teams.

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Section Two: The EmergingPersonnel Environment

2 The Concept of Employment is described in the "Capability-Based Planning for the Department of Defence and the Canadian Forces" report thatwas produced by Director Defence Analysis (DDA).


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Within the Domestic environment, and in light ofthe tragic events of 11 September 2001, theCF must establish and maintain both unique andcomplementary capabilities to respond appropri-ately to nucleur, biological, chemical, cyberand/or terrorist incidents and be able to deploythese capabilities anywhere in Canada. No onegovernment department is entirely responsiblefor domestic security. Diverse cultures, compet-ing interests and differing organisational prioritiesmust therefore be welded together and effortsco-ordinated within the domestic security

domain. Typically, organisations lack thestructure and resources to support extensiveliaison cells or integrative technology. In thisenvironment and in the absence of formalcommand relationships, the CF must beproactive in improving communications,planning, interoperability, and liaison withpotential other government departments andnon government organisation partners. Clearly,a cohesive inter-departmental and inter-agencyresponse effort is vital to dealing with variouscontingencies.

Following from this future view of the operationalemployment of the Canadian Forces, a numberof common underlying factors lead to the plausi-ble human resource futures for 2020. Foremostamongst these common factors are:

● Continued globalisation pushing the bound-aries of culture and family with pressure fromexposure to new ideas, capabilities, productsand services, the spread of liberal values andan increasing need for and development ofinstitutions of global governance

● Technology will drive social and radicalorganisational change, will push the boundsof what it means to be human, shape thenew knowledge and networked economy byincreasing reliance on the efficiencies andchoice that a free market approach brings,with increasing emphasis on the valuation ofintangibles and as a consequence increasedmarket volatility and turbulence

From What We Know to"What is Plausible"Combinations of these and other factors, suchas demographic projections as shown in theDemographic Timeline figure, were used todevelop the following four human resourcescenarios for 2020, which are presented in acondensed format. The prevailing characteristicsof the four scenarios are best understood byreferring to the figure (below). For example,scenario 1 is a description of the humanresource scenario in a Canada that stems froma globally networked economy, supported byadvanced technology. In this scenario Canadiansociety supports a high level of internationalinvolvement as well as domestic security rolesfor the Canadian Forces.

Underlying these scenarios are a number ofkey assumptions, including:

● The Total Force Concept

● A Regular Force component of between55,000 and 75,000 members

● Multi-Purpose Combat Capable

Scenario 1In this scenario the world has become increas-ingly unstable sparked by frequent and violentconflict. Weapons proliferation has increased,and terrorism remains a looming spectre for allnations. Canada can best be characterised as afast-paced, globally oriented, and technologicallyengaged society that enjoys relative economicprosperity. The CF maintains internationalpeacekeeping as well as domestic securityroles in an environment of full integrationwith other government departments and non-government organisations. High levels ofoperational and personnel tempo prevail.

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SECTION TWO: THE EMERGING PERSONNEL ENVIRONMENT

In this environment there is a greater proportionof younger Canadians who are technologicallyoriented, however global and domestic competi-tion are extremely strong and challenge the CFcapability to recruit and retain skilled members.Highly skilled people are opportunity seekingand because of the competitive recruiting envi-ronment are able to seek out positions that willprovide personal and professional developmentrather than job security. Canadians place ahigh value on their own personal well-being,a balance between work and personal life,and possess multiple allegiances and loyalties.Employees demand a high level of personalwelfare, autonomy and flexibility from organisa-tions to suit their individual tastes, circumstancesand desires.

The capability to keep pace with the Revolutionin Military Affairs (RMA) and remain interoperableis high and the effects of rapid innovationand advance in science and technology makeobsolete equipment a persistent reality and theCF must respond by encouraging continuouslearning and establishing partnerships not onlywith the educational system but with industry.

In a Canadian society that highly valuesegalitarianism and has developed liberalattitudes that are open to all forms of difference(e.g., gay rights, new definitions of family) mostorganisations are the embodiment of "strengthin diversity".

Many Canadians are less willing to conform,reject authority and are distrustful of big businessand government. Organisations are flatter andless hierarchical to better manage the rapid paceof change and in most organisations decision-making authority is devolved to take advantageof the many opportunities that exist.

Scenario 2 In this scenario a more stable world has beenrealised. Terrorism is still a factor, but inter-stateconflict is remote and handled by regionalcoalitions, such as the European Union.Although the CF maintains a capability forinternational peace-keeping roles, there is afocus upon domestic security and maintaininghigh levels of interoperability with the US. In allother respects, however, this scenario resemblesscenario 1. Canada can be characterised as afast-paced and technologically engaged societythat enjoys relative economic prosperity. As inscenario 1, there is full integration with othergovernment departments and non-governmentorganisations. The primary difference betweenthe two scenarios is Canada’s focus on integrat-ed domestic security and a substantial decreasein operational tempo.

This scenario offers much the same challengesto recruitment, retention and professionaldevelopment as are presented in scenario 1.However, Canadian values reflect an isolationist/regional perspective and careerism is a moresalient issue.

Scenario 3 As in scenario 2, in this scenario a more stableworld has been realised. Terrorism is still a factor,but inter-state conflict is remote and handled byregional coalitions, such as the European Union.Canada however has embraced a tighter integra-tion into North America. Canada is characterisedas a technologically challenged society that suf-fers from a relatively weak economy. As a result,Canadian emphasis is upon domestic securityroles and very limited global involvement, in anenvironment of incomplete integration with othergovernment departments and non-governmentorganisations. The domestic focus produces


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lower levels of operational and personnel tempo.Closer integration in a North American unionhas resulted in increased emphasis and relianceon the Reserves (part-time). The weak economyand low involvement has also contributed toan integration of the reserves (part-time) intoa wider social support framework for thelow-skilled and unemployed work force.

Scenario 4 As in scenario 1, the world has become increas-ingly unstable sparked by frequent and violentconflict. Weapons proliferation has increased,and terrorism remains a looming spectre for allnations. Canada can best be characterised asa globally oriented and technologically chal-lenged society that suffers from a relativelyweak economy. The CF struggles to maintaininternational peace-keeping as well as domesticsecurity roles in an environment of incompleteintegration with other government departmentsand non-government organisations. High levelsof operational and personnel tempo prevail.

Public institutions have limited resources andlack the flexibility to adapt to technologicalchange. As a result, research spending islow. The capability to keep pace with RMAand remain interoperable is very low, hinderednot only by a lack of ability to acquire newtechnologies, but by a reduced researchcapability to develop the appropriate doctrineand concepts to effectively use new technolo-gies. This is further aggravated by an inabilityto retain sufficient knowledge workers, whoonce recruited are discouraged by highoperational tempo and a limited ability to workin an innovative high-tech environment.

The impact of the weak economy has broughtthe reality of downsizing to Canadians. As theprominence of bureaucracy impedes change,organisational downsizing becomes the norm.

Employees value job security, and express loyal-ty to organisations by virtue of necessity, to theextent of enduring dangerous levels of opera-tional and personnel tempo.

Canadians have a strong sense of pride, andnational institutions and symbols are valued.People are increasingly anchored by religion,spirituality and traditional values. This environ-ment presents a highly favourable recruitingclimate for unskilled workers but the availabilityof knowledge workers is low in the Canadianpopulation. Retention of highly skilled personnelis a severe problem. Those with knowledge andskills move between organisations freely torealise opportunities.

Scenario three has more of a domestic focus,while scenario four is still heavily involved global-ly. The salient difference is that scenario threesees a general integration into a US determinedmilitary structure and a split among Canadiansbetween those who support humanistic ideals,like racial and gender equality, and those whoadopt an isolationist/regional stance.

From Scenarios to StrategyThe aim of evaluating the emerging personnelenvironment is not to predict the future but toidentify a range of plausible alternative futures.A robust human resource strategy can thenbe developed that can best meet the full rangeof plausible alternatives. The preceding scenar-ios have been generated for the purposes ofstrategic planning only and in no way reflectpredictions. Rather, the scenarios are a seriesof plausible futures with which to test currentstrategic HR objectives and the human resourcestrategy. The next section provides details of12 strategic HR objectives and human resourcestrategy, which are then measured against thescenarios developed above. ■

14

SECTION TWO: THE EMERGING PERSONNEL ENVIRONMENT


15

Strategic guidance must be agile and responsiveto changes in the environment, while providingconsistent direction for effectively addressing themajor strategic issues that we face. The follow-ing strategic human resource objectives providethe first level of that guidance and they pertainto the entire CF HR system. In other words,they guide the development of HR policy andstrategic HR activities in HR Mil.

LeadershipDevelop and integrate at all levels of leadershipa Defence culture of professionalism sustaining:critical thinking; empowered responsibility andaccountability balanced with intelligent risk-taking; innovation based on knowledge,expertise and experience; an appropriaterepertoire of leadership tools and styles;and the capacity to motivate people andgenerate trust and confidence.

Strategic Plan The CF will make timely decisions and takeeffective proactive action to address a continu-ously changing human resource environment.Such decisions and actions will be based uponthe CF capacity to conduct strategic analysis,strategic planning and facilitate strategy develop-ment within the organisation. Inherent to thisprocess is the continuous analysis of internaland external, Canadian and international,demographic, economic, social, securityand broader cultural environments. Theestablishment and continuous improvement

of measurement frameworks, the integrationof strategic HR planning with capability basedplanning, and a strategic HR investment policywill provide the CF with the strategic capabilityrequired to anticipate and address future humanresource challenges.

CultureThe CF HR strategy seeks the active inclusion ofall Canadians through respect for the dignity andrights of individuals. A military ethos that is rele-vant to both the military imperative and Canadiansociety and is accountable to that society inthe conduct of military operations provides thefoundation and vision for the CF. Leadershipin the CF accepts accountability for developingand fostering an open and positive culture thatis responsive to relevant change withinCanadian society.

CommunicationIn an era of continuous and instantaneous flowof information, CF HR communications in 2020will be readily and rapidly accessible to all, andintegrated within a broader CF communicationsstrategy. This will require a communicationsstrategy that provides relevant and accurateinformation efficiently and quickly to all membersof the CF and outside, while balancing privacyand security. This networked strategy willintegrate methods for soliciting and managingfeedback, evaluating effectiveness, andfacilitating open and timely communicationinternal and external to the CF.

Section Three:Human Resource Strategy

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ConsultationTo be effective the CF must incorporate aconsultative process within its structure andculture. Ongoing consultation with a widenetwork of stakeholders will be the foundationof a transparent HR framework. Throughnetworked communities of practice and mecha-nisms for feedback, and using relevant tools andtechnology, the CF will actively seek input andshare information with all stakeholders, internaland external. Consultation will be speedy, timely,and conducted in a transparent way such thatpeople will see the process at work and betterunderstand how and why decisions were made.

RetentionIn order to retain the right number of motivatedand qualified people, the CF will engage insystematic, planned and co-ordinated retentionstrategies. The CF of 2020 will be an environ-ment conducive to retention under a fullyintegrated HR framework that balances individualand organisational interests. Strategies must beintegrated across the board and developed andimplemented in an open and transparent way.They will include all necessary programs andincentives to ensure that the right personnelare engaged within the organisation and arecommitted to the operational mission.

Meeting our Retention objective is dependentupon meeting our objective in Transition. CFmembers’ commitment to the organisation willbe enhanced when transition policies allow forincreased flexibility of career through the MOCstructure, and when movement is facilitatedbetween components of the Defence Team.

RecruitmentThe CF will require the right number of motivatedand qualified people to ensure integrity of opera-tions on behalf of Canadian society, and furtherrecognises that the active inclusion of a diverserepresentation of Canadians is an integratedcomponent of this goal. CF recruitment issustained by images of an organisation that:is relevant to individuals and communities inCanadian society; solicits membership basedupon valid, reliable, transparent and defensiblemilitary requirements (both current and project-ed); and maintains continuous contact withCanadians through competent, professionalrecruiting staff and the use of the most relevantmedia options available.

Professional DevelopmentProfessional development is a core componentof a competent and expert CF. Professionaldevelopment must be flexible, agile, customis-able, accredited and offered in the member’spreferred official language. In addition, it mustbe accessible to all CF members, of high quality,and tailored to suit the needs of individualswhile balancing the needs of the organisation.The corporate culture must be one that reflectsthe importance of a learning organisationthrough the encouragement and promotionof professional development among its people.

TransitionThe commitment of the CF to its members andtheir families extends to various stages of a CFcareer, including the facilitation of recruitment,entry, retention, component transfer and postemployment transition.

SECTION THREE: HUMAN RESOURCE STRATEGY

Programs will be delivered in an integrated,centrally co-ordinated and managed fashion.These programs will be suited to the needs ofthe person concerned and will be as inclusiveand expansive as resources permit. Transitionwill be seen as part of a more flexible careerpattern, including policies and programs thatfacilitate re-entry where appropriate. Theseprograms will be co-ordinated with a wide rangeof partners within the public and private sectors.

Transition will support member choices andensure post-employability by fostering partner-ships and encouraging personal development.Underscoring transition programs is the beliefthat people should feel positively about the CFeven if they do not intend to return, as thesepeople become ambassadors of the organisa-tion. Members who undergo the post-employ-ment transition must feel that the organisationis looking after, and looking out for them.

Health The CF is committed to actively ensuring thephysical and mental health of its members.The CF health services system will have thecapacity to ensure continuity and consistency ofhigh quality care, along with a sound philosophyof prevention. The health care system will reflectaccessibility, universality, affordability and porta-bility. This system will balance the rights of themember with CF operational needs, provideaccess to state of the art medical technologyand procedures, while respecting Canadiansocial values and medical/dental ethics.In addition to the provision of health careservices for CF members, the CF recognisesthat it has an important role to play in fosteringappropriate programs, policies and servicesto facilitate access to appropriate health careservices for the families of serving members.

Well-BeingThe CF recognises that it has shared responsibil-ity with serving members for the well-being ofmembers and their families in exchange for thecommitment and contributions that they maketo CF operations and the Defence missionoverall. The CF is committed to the continuousexamination and monitoring of issues impactingon member well-being with a view towardsestablishing and sustaining a culture ofresponsiveness to the values and prioritiesof its members. In achieving this goal the CFstrives to provide flexible career options anda competitive combination of benefits and non-financial honours, awards, and recognition.The ability of such initiatives to respond tothe needs of members by addressing issuesimpacting the well-being of themselves andtheir families, including an optimum balanceof work and personal life, is fundamental tothe positioning of the CF as a career of choicefor Canadians.

Within the context of Canadian values the CFculture will support policy options and practicesthat instil confidence in its members. As muchas possible, and subject to service requirements,individual circumstances and aspirations will beconsidered and respected, including specialconsideration for members and families facedwith casualty and operational separations.

HR Systems

Effective and efficient HR management mustcontinually strive for improvement and adapt tothe changing demands of the people and theorganisation it serves.

HR systems reform must be balanced, takinginto account the needs of the people and the


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needs and mission of all components of theorganisation. The HR system of 2020 will befully integrated across the organisation, centrallyco-ordinated and continuously monitoredthrough a comprehensive performancemeasurement framework.

The system will be integrated and developedin a co-ordinated manner that moves towardsdecentralisation and recognises tolerabledifferences based on environment and context.An adaptable, dynamic and transparent systemwill be accountable and accessible. Peoplemust have mechanisms for voice, and must beinformed of the decisions taken and the reasonsbehind those decisions. Full use will be madeof technology to offer one stop complete accessto all policies and programs under the Enterpriseapproach. A centralised IM Group will beresponsible for developing anddelivering the IM/IT capability byoptimizing solutions at theDepartmental level.

In order to maintain an effectiveHR management system, mem-bers must be trained and devel-oped in the HR field, such thatthey can both understand andimplement human resourcestheories and practices.

Evaluating theStrategic HRObjectivesThe strategic objectives wererated, against all four plausiblefuture scenarios during a HR Milstrategic planning session inApril 2002. The results of theevaluation are presented inthe following table.

All scenarios were rated as at least effective asindicated in the accompanying figure. Not sur-prisingly, the pattern of rating does identifyScenario 3 (low involvement, domestic focus,weak economy) as the most challenging ofthe four scenarios for the CF HR system.The challenges identified with Scenario 3 high-lighted that as result of attaining the strategicobjectives, the CF would be more than preparedfor HR concerns arising within the context ofthe scenario. Scenarios 3 and 4 were againidentified as leading to potential difficultiesrelated to the adequacy and ability of resourcingthe strategic HR objectives within the contextof a low innovative-old economy framework.

HR 2020 strategic objectives’ direct linkageto the strategic objectives found in DefenceStrategy 2020 is indicated in the accompanying

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SCENARIOSSTRATEGIC OBJECTIVE 1 2 3 4

Leadership ■ ■ ✤ ●

Culture ■ ■ ✤ ●

Communication ■ ■ ✤ ✤

Consultation ■ ■ ✤ ●

Retention ■ ■ ● ●

Recruitment ■ ■ ✤ ✤

Professional Development ■ ■ ✤ ✤

Transition ■ ■ ✤ ●

Health ■ ■ ● ■

Well-Being ■ ■ ● ●

HR Systems ■ ■ ✤ ✤

RATING CODES

4 to 3.5 = ■ 3.4 to 3.0 = ● 2.9 to 2.5 = ✤4 = Very Effective; 3 = Effective; 2 = Ineffective; 1 = Very Ineffective

SECTION THREE: HUMAN RESOURCE STRATEGY

Career Of Decisive Innovative Resource Globally Inter- Modernize Strategic Choice Leaders Path Stewardship Deployable Operable Partnership

Leadership

Culture

Communications

Consultation

Retention

Recruitment

Professional

Development

Transition

Health Care

Well-Being

HR System


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figure. For example, through initiatives such asOfficer Professional Development 2020 and NCMProfessional Development 2020, the strategicHR Leadership objective contributes to anumber of the Defence Strategy 2020 core

objectives. The same is true for the remainingHR2020 strategic objectives. Several examplesof current HR initiatives and their linkages to theHR2020 strategic objectives can be found inSection 4 of this document.■

STRATEGY 2020 CORE OBJECTIVE

HR

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CO

RE O

BJE

CTI

VES

LeadershipThe future leaders of the CF must be developedto operate in an environment characterised byunpredictable, radical change that blurs theboundaries between military and domesticoperations and national and internationalcommitment. To be effective all leaders mustbe innovative, proactive and possessed of thehighest moral and intellectual qualities.

The increasing education and development ofall ranks within the CF combined with a flatteningof the organisational structure and a networkedapproach to business, requires a changingperspective of the leadership team. The newworkforce composition of the CF is educatedand highly talented and leaders must expandtheir leadership competencies to include amore transactional style.

In the near and mid-term we are progressingtoward our leadership objective through theestablishment of the Canadian ForcesLeadership Institute, Officership 2020,and NCM Corps 2020. Through theseinitiatives we will identify our leadershiprequirements for the future and developthe roadmap to achieve our goals.

Strategic PlanThe foundation of this objective is the continuingdevelopment of an integrated, multi-horizonhuman resource strategic planning capability.The human resource planning process mustbe integrated with Defence planning processes,and co-ordinated with the HR planning process-

es of the Environmental Commands and otherGroup Principals. Planning must also addressissues bridging the present with the distantfuture. The planning process must be supportedby a strong research and analysis capability thatidentifies key human resource trends internaland external to the CF. This document and thecontinued development of the HR strategyprocess moves toward this objective.

CultureWe must foster a culture that ensures theintegrity of the profession of arms, promotesthe development of effective leaders, encourageslife-long learning, supports innovation, under-stands and promotes diversity and provides thefoundation for a strong officer/NCM leadershipteam. The central initiatives that are identifyingfuture requirements and developing the wayahead are the Profession of Arms Manual,the CF culture project and the Chief of theLand Staff Army culture project.

CommunicationsWe must ensure that a continuous, effectiveinternal communications network is established.Near term examples include efforts such as theADM HR Websites, the HR Report and Peoplein Defence: Beyond 2000. We must continuallyimprove the effectiveness of our internalcommunications strategy to ensure that allmembers are aware of HR issues.

We must also maintain an effective strategyfor external communications. This cannot be

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Section Four:Strategy to Action

achieved in isolation. The DepartmentalPerformance Measurement Framework (PMF)is the current framework designed to assiststrategic-level decision-making and provide abasis for communicating Departmental results toCanadians in a variety of mandated publications.We must ensure that the CF HR communicationstrategy will be an integral part of theDepartmental communications strategy.

ConsultationWe must maintain an effective consultationprocess that shares expertise within the depart-ment, nationally and internationally. Examples ofsuch consultation include the Human ResourceAdvisory Board (HRAB), the Conference Board ofCanada, The Technical Co-operation Panel andthe Education Advisory Board.

RetentionMany of the components of the retentionstrategy are included in the other themes ofwell-being, professional development, leadershipand communication. Key to the strategy areinitiatives that strengthen the social contract.Besides living up to our obligations to providefair pay and tangible benefits, security, equitabletreatment and support, retention is to be seenas a leadership responsibility consistent withbuilding a retention culture. The CF is developingrecruitment and retention strategies that willposition a military career as a profession ofchoice. The Retention Strategy Tracking Planwill support the successful sustainment ofour retention strategies and contribute to theoverall communication and accountability efforts.In an effort to continue the retention strategythe CF will:

● Develop flexible terms of service and employcontemporary work practices to meet abroader range of organisational and personalneeds and to attract and retain "skilled"workers based upon Canadian demographictrends

● Create career fields that enhance careerflexibility through transition assistance andchoice, and enable the rotation of personnel,providing respite from operational tempo andaccess to developmental opportunities

● Improve participation in employment andcareer decisions while improving the matchbetween personal aspirations and employ-ment. This could involve advertising availablepositions and inviting internal applicationbased upon a merit system

● Maintain policies to ensure a harassmentfree environment with regard to personaldifferences with continued emphasis ondiversity of all forms

● Develop fair and effective performanceevaluation procedures that motivate, provideperformance feedback and developmentalopportunities, that apply at the individualand team level

● Maintain effective mechanisms of voice andconflict resolution processes that resolveissues at the lowest level and offer efficientrecourse to those who believe they have beentreated unfairly. Communications betweenmembers and process administrators will beongoing throughout the course of action asissues are being addressed

● Provide members with adequate spiritual,medical, dental, social and other supportin times of both war and peace


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● Develop policies that support military familiesas an essential contribution to operationaleffectiveness and the maintenance of morale.Special effort will be taken to ensure thesupport and care of military families duringoperational deployments and the re-integra-tion of personnel after deployments

● Recognise the value of exceptionalperformance through a system of commenda-tions, honours and awards, the significanceof which must be clearly recognised andviewed with credibility

Initiatives such as the Terms of Service ReviewProject, the Reserve Force Employment Projectand the Universality of Service Review provideincentives for retaining the best people thecountry has to offer.

Recruitment The Recruitment Strategy is a major initiative tocorrect critical shortages in the near and mid-term. The critical elements of the strategy are:

● Improved advertising and attractionby "branding" the CF as an "employer ofchoice" and targeted attraction to criticallyshort occupations

● Increased internal communications toserving members

● Establishment of effective relationships andpartnerships with educational institutions andguidance counsellors

● Use of recruiting incentives on a selectivebasis to improve attraction into criticallyshort occupations

● Use of the full range of entry programs,including the use of component transfer,

occupational transfer and an increased useof programs that recognise civilian skills andtraining to reduce training requirements

● Improved efficiency of recruiting proceduresand improved basic training that reducestraining losses

● Focus on a diverse applicant pool

Professional Development The CF recognises the need to provide anorganisation where continuous learning isencouraged and promoted and the learner ismotivated to continually upgrade their skill andknowledge. The introduction of post-secondarylearning objectives in Officer Professional MilitaryEducation (OPME) and the harmonization ofOPME with the RMC Core Curriculum are clearindications of the new standards. The initiativesembodied in the Defence Learning Networkand the Personal Enhancement Programsupport the shift towards becoming a learningorganisation with an embedded learningculture. The CF will also:

● Adopt a "just in time" training philosophyfocusing upon the orientation of new entrantsto the CF military ethos and the developmentof team-work and cohesion

● Provide personal and professional develop-ment opportunities in a manner that permitsindividual choice and a degree of autonomy.Education policy will emphasize the sharedresponsibility between the member and theCanadian Forces

● Develop a CF educational system that deliversprograms at the post secondary level, whichare comparable to Canadian provincial educa-tion systems

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SECTION FOUR: STRATEGY TO ACTION


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● Develop multiple paths towards the achieve-ment of professional development objectives.These paths include: recognition for priorlearning, accreditation for in-service learning,modularization of programs, the establishmentof broader equivalencies between academicand in service programs, and distributedlearning as means to complement or replaceexisting training and development strategies

● Develop a means to forecast future skillsin conjunction with concept developmentand experimentation and develop or identifymeans to access or deliver such training ina proactive fashion

Nurturing the attributes and capabilitiesrequired of Canadian military personnel isthe responsibility of the Canadian ForcesProfessional Development (CF PD) system.The imperatives of the 21st century require anofficer and NCM corps more capable than everof thinking critically and managing change.CF PD promotes the intellectual developmentof CF members while continuing to enhancethe skills, knowledge and attitudes essential tothe military profession. Education, by providingnew knowledge and sharpened mental skills,is the foundation for innovation and judgement.

CF PD will require:

● An expansion and deepening of the CF’scommon body of knowledge to addressthe anticipated complexity of futuremilitary operations

● Broadening the equivalencies between in-service and external training and educationopportunities

● Encouragement and support forCF members to apply their learning toimprove their performance

The CF recognizes that the knowledge, skillsand attitudes that sustain professional militaryperformance need to be formed through acontinuous learning experience that combinestraining, education, work experience andself-development. The focus of professionaldevelopment, while sharing many commonelements, evolves with each developmentalperiod in an officer’s or NCM’s careerand between different environmentsand occupations.

Education

Comprehensive knowledge and intellectualcapability are the hallmark of all professions.The CF is therefore committed to promotingthe intellectual development of its officer andNCM corps. Formal education, either throughin-service courses or at academic institutions,is an important tool in providing the professionalknowledge and in developing intellectual skillsthat sustain military capability.

The levels of formal education encouraged forCF officers are:

An undergraduate degree, which is normallya prerequisite for commissioning as an officerin the Regular Force (except for commissioningfrom the ranks) and for promotion to Majorin the Primary Reserve Force; and

An advanced degree will normally be requiredfor the rank of Colonel or Captain (N) in theRegular Force.

Effort will be made to allow NCMs tocontinuously add to their educational level.The CF must also commit itself to cultivatingprofessional relations with a broad range ofeducation institutions, whose programs impactupon the profession of arms. In parallel with this,

it is critical that the CF expand its professionalrelations with recognized allied academicinstitutions.

Work Experience

The workplace is an important learning environ-ment. Work experience, be it a staff appointmentor operations, tests a member’s capabilitiesand hones their professional skills. It is thereforeincumbent upon every CF leader to promote ahealthy learning culture within their organization.

Work for CF members shall be structured toprovide varied and, where possible, progressiveexperiences for its members. Every effort willbe made to provide CF members with a careerthat will develop their full professional potential.Career progression within the CF will be basedon CF needs and individual member’s merit,potential and objectives. Individual membersof the CF will be given opportunities to expressand coordinate their personal professionaldevelopment objectives. Past performanceand a demonstrated commitment toprofessional development will be factorsin such considerations.

A number of CF personnel will be selectedfor duties outside of the CF, with allied militaryforces, Canadian government departments andwithin Canadian Industry.

Self-Development

Self-development is an important element ofPD. Self-development therefore will be activelyencouraged. Supporting self-development is theshared responsibility of individual CF membersand their superiors. Consequently, the CF iscommitted to providing, where practicable, ameasure of time and resources to CF membersto undertake self-initiated PD.

The establishment of the Canadian DefenceAcademy is the cornerstone of the professionaldevelopment objective. Other programs suchas the Personnel Enhancement Program andthe Defence Learning Network confirm the CF’scommitment towards developing a career longlearning organisation.

TransitionTransition is an important time for CF membersbe it from one posting to another, reserve toregular force, or upon retirement from the CF.Taking care of members does not end whenthe member leaves the Forces. If a member isreleased due to injury, that member will receivecare beyond release. For those that are retiring,the CF is currently piloting the Ready for Releaseprogram to ease members back into civilian life.In addition, the CF has developed closer tieswith Veterans Affairs Canada so that memberscontinue to receive services.

The CF will create a seamless environmentfor transfer between elements of the DefenceTeam and optimise opportunities for transferbetween occupations and components inorder to provide developmental opportunitiesto serving members and to resolve criticalshortfalls within the organisation.

The Department will provide career-longtransition assistance to all members of theCF in recognition of their service to Canada,to honour the social contract, and to givethem confidence in their future therebyencouraging retention.

The CF will view transition from a "life-cycle"approach and encourage transition to otherelements of the Defence Team to resolve criticalshortfalls. In addition, the CF will maximise thetransferability of pensions in support of seamlesstransition philosophy.

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Health The provision of, and access to, health careis central to the sustainment of operationsand the well-being of members and theirfamilies. Future health services must improvethe mitigation of preventable diseases.This is especially true in an environment ofreduced health spending and reduced publicaccess to medical services. The near andmid-term initiatives that move us towardour objective fall under Rx 2000.

Well-BeingThe critical requirement to ensure the well-beingof our members and their families was highlight-ed by the SCONDVA report that emphasisedthe need to create a comprehensive HR programthat is integrated, comprehensive, transparentand understandable by all members. To addressthese concerns the Directorate of Quality ofLife was established to develop and implementQuality of Life initiatives and to address keyconcerns around high operational andpersonnel tempo.

● As a fair and equitable employer the CF willprovide a financial compensation package thatprovides members a reasonable standard ofliving in relation to other Canadians. Thispackage adequately recognises service toCanada while balancing the benefit to militarymembers with the cost to the Government

● Other elements of the well-being programinclude initiatives by the Chaplaincy to providereligious and spiritual support to CF membersand military families. Enhancement of Chapeloutreach and support will allow members togain the assistance they require, in a fashionthat supports the growing diversity of beliefswithin Canadian society and the CF

● The CF Personel Support Agency hasdeveloped programs and policies that supportmilitary families as an essential contributionto operational effectiveness and themaintenance of morale. Special effort willbe taken to ensure the support to militaryfamilies during operational deployments,and opportunities for maintenance of familyintegrity will be maximised

● Crucial to the well-being of members isthe adoption of a philosophy of activeinclusiveness whereby individual differencesare accommodated in a proactive manner

● Care for the injured is a key component ofmember well-being. The DND/Veterans AffairsCanada Centre for the Support of Injuredand Retired Members and their Familieswas opened in 1999. It provides information,referral, and VAC pension assistance supportto serving and former CF members (Regularand Reserve), their families and survivors ofdeceased CF members. Leadership coursecontent is in the process of being changedto ensure that proper training is given withrespect to the care of injured personnel

Ongoing initiatives such as the CF HousingAccommodation project, the SpousalEmployment Policy, the Human Dimensionsof Operations Study are aimed at ensuringthe well-being of today’s as well as tomorrow’smembers and their families.

HR SystemsGovernance is the key to developing,maintaining and executing an integratedHR strategy. Decision-making must be informedby research and modelling, augmented byan effective performance measurement andconsultation process.


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The DND Human Resources ManagementSystem (HRMS) must be modernised to reflectthe Enterprise Approach to centralised IM/ITmanagement and delivery. The HRMS mustprovide a HR inventory to support successionplanning and postings across the entire CF.The HRMS should support administrative,transactional and analytical requirements forall currently serving and retired members, in allcomponents, and must support mobilisation.The HRMS supplements an effective "knowledgemanagement system".

We must strive to provide professional HRservice with an "integrated operational focus".Human resources training and certificationprograms must be available to all personnelemployed in a HR role. To be effective, theHRMS must have experts in the HR field thatcan both understand and implement humanresources theories and practices.

Performance Measurement – A Toolfor Ensuring Success

A very effective form of assessment for the CF,and a key to ensuring the success of achievingour strategic HR objectives is performancemeasurement. The CF will design and enact anumber of performance measures as a meansto ensure the success of our HR policies andprograms. Performance measurement is ameans of ensuring that the direction, efforts andresults of the organization are in alignment withour strategic HR objectives through providingfeedback to determine whether our initiativesand activities are achieving their aims at thelowest level; which feeds into the overall successor failure of CF/DND objectives.

Through monitoring the performance of HRactivities at regular intervals (using a varietyof measures such as surveys, benchmarking,impact assessments, and program evaluations),we enable ourselves to re-align our activitiesin order to achieve the best possible outcomethat will come closer to meeting our strategicHR objectives and prevent activities frombecoming too far off target. ■

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27

It is difficult to implement a multi year strategicprogram of HR change that is funded on anannual basis. For this reason an investmentstrategy was developed to make what wouldbe an otherwise impossible task achievable.The vehicle for the HR investment strategy is theLong Term Capability Plan – Human Resource(LTCP- HR). The LTCP (HR) is a corporate strate-gy, which encompasses the major HR require-ments of the Environmental Commands in addi-tion to CF wide initiatives created by ADM (HR-Mil) for the CF as a whole. The plan identifiesrequired resources to achieve the HR strategyout ten years in the future. The LTCP-HRwas first developed and implemented in FY2000/2001 and as such may undergo continuingrefinement in the years to come. The presentversion of the LTCP-HR organises programsand activities into four components as illustratedin the figure presented below. The LTCP-HRcomponents are:

● Force Structureand Capability

● Operational Effectiveness

● Development /Training

● Management andCommunication

The current LTCP-HRinvestment forecast isupdated annually andincludes the investmentrequired to implement initia-tives within all four LTCP-HR components. Bothnon-recurring and recurringfunding are identified.

LTCP-HR ComponentsThe content of the components is bestdescribed as follows:

● Operational Effectiveness –Health Care Reforms

● Force Structure and Capability - Recruitingand retention related initiatives including termsof service and occupational structure

● Development /Training – All developmentand training initiatives including education

● Management and Communication –HR Systems Reform

Further detail on the LTCP(HR) is containedat Annex B. Milestones for major initiatives inthe current investment strategy are containedin Annex D. ■

The Investment Strategy

The foundation of a dynamic, agile strategylies in the establishment of an effec-tive process that:

● Provides a view across allplanning horizons

● Integrates planning

● Encourages creative thought

● Identifies the vital ground

Defence Strategy 2020 addressedthe long-range planning horizon10-30 years into the future whileLong Term Capability Plans generallyaddress the mid-range planninghorizon (5-15 years in the future).The Defence Plan is then the near-

term (the present to 5 years in thefuture) strategy of the Canadian Forces.

The integration of the Human Resourcestrategy process with the CanadianForces planning process is illustratedin the figure. This document hasprovided core strategic HR objectivesthat elaborate on the core objectivesof Defence Strategy 2020 based uponan assessment of future HR scenarios.

Just as other Long Term CapabilityPlans focus attention on the mid-to long-term planning horizon, theLong Term Capability Plan for HumanResources identifies mid-term invest-ment strategies that address mid-termactions that move Human Resources

in a direction consistent with HR 2020.


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Conclusion Maintaining An Integrated Human Resource Strategy

Finally, the Human Resource Business Plan leadsto the immediate application of resources toachieve near-term actions that ultimately lead tothe achievement of mid and longer-term goals.

The publication of the Strategic CapabilityPlanning for the CF (SCP) paper in June 2000signalled the adoption of a new, capability basedapproach to planning in DND/CF. Since thenefforts to implement a capability-based planningprocess have proceeded rapidly. The focus ofthe Capability Based Planning process is uponforce development to ensure the continuedcombat effectiveness of the Canadian Forcesinto the future. The integration of the HumanResource strategy with the central planningfunction of the CF occurs through the CapabilityBased planning process. The governancestructure of the Capability Based Planningprocess is described at Annex C.

Schedule for HR2020 UpdatesThis document has presented an outline of theHuman Resources Strategy for 2020, a strategythat provides human resources guidance acrossall planning horizons and is integrated with thestrategic planning processes of the CanadianForces. Maintaining the HR Strategy in the faceof continuous change requires the establishmentof an effective integrated strategy process andan ongoing review of the plan. Scheduledupdates to this document are described below:

Section 1: The Canadian Forces HumanResources System - Addresses Canadiannational values, military ethos and HR principlesand as such is enduring and not as subject

to change as other sections of this strategy.Material concerning the committee structureof the HR governance system is accurate atthe time of publication but may change.The most current description of the committeestructure is available on the ADM (HR-Mil)web page in the publication entitled "Groupat a Glance". Upon conclusion of the Professionof Arms project section 1 will be refined to reflectchanges to the military ethos in 2005.

Section 2: The Emerging PersonnelEnvironment – Describes Human Resourcescenarios for 2020. In view of the long-rangefocus of the scenarios, major changes are notexpected to occur in the near-term. Ongoingrefinement will occur throughout 2002 to beforwarded in 2003 to support the VCDS Strategy2025 initiative. Full revision will take place in2006 in consideration of Defence Strategy 2025.

Section 3: Human Resource Strategy –Establishes Strategic HR Objectives to guidethe mid-term investment strategy and thenear-term Defence Plan/ Business Plan activities.This section should be revised on a morefrequent basis. A review is scheduled for 2003and will be provided as input to DefenceStrategy 2025.

Section 4: Strategy to Action – Outlines theinvestment strategy and current action plan.Changes are expected on an annual basis.The most current version of the investmentstrategy is located on the ADM HR (Mil)web page under LTCP-HR. A full updateis scheduled for 2004, however Annex Bwill be updated annually. ■

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CONCLUSION


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HUMAN RESOURCE GOVERNANCE STRUCTURE

The Strategic Human Resource Management Council (SHRMC). Co-chaired by theADM (HR - Mil) and the ADM (HR - Civ), the SHRMC is the most senior consultative body in DND/CFthat is exclusively concerned with HR. Its mandate is to enhance the operational effectiveness ofDND and the CF by serving as a forum to involve senior line managers and stakeholders across theorganisation in discussing, resolving, and providing guidance on strategic resource policies and issuesthat impact upon both military and civilian personnel.

The Military Human Resources Capability Board (MHRCB). Chaired by the ADM (HR - Mil),with representatives from the HR - Mil Group, the ECSs, the ADM (Fin CS), ADM (IE) the VCDS andthe DCDS, the new MHRCB’s primary role will be the strategic oversight of the Long-Term CapabilityPlan (Human Resources) (LTCP (HR)), which is a Departmental document. Potential HR projects andinitiatives being considered for inclusion in the evolving and actual LTCPs (HR) will be approved by theMHRCB before presentation to Defence Management Committee for program approval and ultimatelyto Program Review Board for specific project funding approval (see Annex B).

Military Human Resources Policy and Planning Committee (MHRPPC). This committee is aconsultative body chaired by DGMHRPP, with membership drawn from the military HR community,other L1s and key stakeholders, that implements military HR guidance from the MHRCB. The MHRP-PC has the role of screening projects and initiatives for review by MHRCB (see Annex B).

Professional Development Council (PDC). Chaired by the ADM(HR-Mil) and comprising seniorECS representatives and other key Level One professional development (PD) stakeholders, themandate of the PDC is the oversight of the entire CF PD system. It is an element of the governancestructure of the Canadian Defence Academy, and reports to the CDS through the Armed ForcesCouncil. It incorporates the roles of all former PD committees, councils and boards.

Education Advisory Board (EAB). Another element of the governance structure of the CanadianDefence Academy, the EAB will be directly responsible to the Minister and will have direct accessto the CDS and the Commander, CDA. Chaired by a distinguished Canadian in the field of education,the primary responsibilities of the EAB are to provide advice on: the place and value of educationwithin the PD system; trends and initiatives in education and the development of professionals inCanada; and on any areas regarding the development of the military profession that the Ministermay wish to have addressed from an independent perspective. ■

Annex A

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THE LONG TERM CAPABILITY PLAN (LTCP (HR)) Overview The LTCP (HR) was created in the fall of 2000 to address critical gaps in the Canadian Forces’ HRcapability that were beyond ADM (HR-Mil) Group’s resources to resolve. Establishing the LTCP (HR)validated the requirement for an HR investment strategy in order to rebuild capability that was lostin the downsizing years of the 1990s but more importantly, it provides the basis to create the HRinfrastructure in support of Defence Strategy 2020 and HR 2020.

Based on PMB approval in Dec 2000, the LTCP (HR) is now an integral part of the Defence ServicesProgram. It is a corporate five-year-plan with a ten-year scanning horizon that is prepared and updatedannually detailing the plans to develop and implement future HR capability for the Canadian Forces.

The LTCP (HR) provides an analysis of the HR environment that includes an assessment of immediateHR challenges as well as issues that are emerging in Horizon’s II and III. It identifies the actions that theDepartment will take in response to these challenges. The LTCP (HR) also includes a broad descriptionof individual projects and initiatives that will be pursued in order to maintain/increase the CanadianForces’ HR capability as well as the resources that will be required to implement the plan.

Although the LTCP (HR) is prepared in parallel with the annual business plan cycle, it is a separatedocument with a much broader perspective. The annual business plan documents how the HR-MilGroup will organize and deliver its core business in the next one to three years, whereas the LTCP (HR)is a strategic document focused on building HR capability for the future. The business plan focuses onactivities internal to HR-Mil Group; whereas the LTCP (HR) includes projects and initiatives from ECSsand Group Principals.

LTCP (HR) GovernanceThere is a separate governance framework for the LTCP (HR) with two primary governing bodies:

● Military Human Resources Capability Board (MHRCB)

● Military Human Resource Planning and Policy Committee (MHRRPPC)

MHRCB is chaired by ADM (HR-Mil) and is composed of senior personnel from the ECSs and GroupPrincipals, VCDS, ADM Fin (CS), and HR-Mil Group. MHRCB provides strategic oversight for the plan,and determines the composition of the plan prior to its submission to DMC and the DM/CDS forapproval. MHRCB also provides guidance to MHRPPC, who are primarily responsible for screeningand prioritizing prospective projects and initiatives. The MHRCB will be guided by the Departmentaland CF priorities promulgated in the annual Defence Plan, HR 2020 and any deficiencies in HRcapability that are referred to them for action.

Annex B


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MHRPPC is a cross-functional working group subordinate to MHRCB. Its primary role is to managethe CF’s HR planning and policy process. In terms of the LTCP (HR) it performs a critical functionby reviewing and prioritizing projects that are being proposed for inclusion in the plan.More specifically, MHRPPC’s role includes:

● Setting CF Human Resource objectives, based on strategic direction from MHRCB

● Developing HR plans to meet objectives established by MHRCB

● Reviewing and recommending SS (ID)s for LTCP(HR) consideration

● Identifying emerging military HR policy and program issues

The LTCP (HR) will be shaped primarily by gaps in overall CF HR capability and these gaps may bearticulated by the following bodies:

● Joint Capabilities Review Board (JCRB) and specific Joint Capability Assessment Teams (JCAT’s)

● Military Human Resources Policy and Planning Committee

● ECS’s and Group Principals

● HR-Mil Group

LTCP (HR) PrinciplesCapability is a function of capacity and ability that integrates both quantitative and qualitative elements.From a HR perspective it reflects the CF’s ability to achieve defence objectives with its people.The present version of the LTCP (HR) organizes programs and initiatives into four major capabilities;

● Operational Effectiveness

● Force Structure and Capability

● and Training

● Management and Communication

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As already stated, the LTCP (HR) is an investment strategy to enable the CF to meet its HRcommitments in Horizon II. It is generally not a vehicle to address funding pressures in Horizon I.While not exhaustive, the following illustrate principles that are being used to guide the developmentof the LTCP (HR).

● The new capability or capacity cannot be achieved within current baseline resources

● It must have endorsement of ECSs

● In those areas where a change to a process is being recommended the baseline activity has to becontinued while new capacity is being developed

To illustrate briefly with a project that meets these criteria — Rx 2000 is a large health-care relatedproject that is intended to reform the CF Medical Services. It is funded in the LTCP(HR) separate andapart from the baseline funding ADM (HR-Mil) receives through the business plan process to provideongoing medical care to military personnel. ■

ANNEX B


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CAPABILITY BASED PLANNING GOVERNANCE STRUCTUREJoint Capability Requirements Board (JCRB)Level 1s — meeting as the Joint Capability Requirements Board — review the capability goals annually.Once goals are validated in light of any assessed changes in the strategic situation of the CanadianForces, capability gaps would be assessed. Using these assessments as a guideline, the JCRB wouldthen identify those capability areas that would receive priority attention during the next planning cycle.The timing of this meeting is tentatively scheduled for the beginning of the fiscal year (April). This workwould form part of the assessments being developed to identify corporate priorities for DND/CF.

Joint Capability Assessment Team (JCAT)During the year the capability goals are reviewed by planning teams responsible for each capabilityprogram. The composition and responsibilities of these teams is evolving. Beyond reviewing goals andgaps, a second focus for JCATs is to optimise the development of DND/CF capability in their ‘capabilityprogram’. The aim would be to deliver the targeted degree of capability: not too much, not too little.

Capability Development Working Group (CDWG)The Capability Development Working Group (CDWG) supports the Joint Capability Requirements Board(JCRB). The CDWG will co-ordinate DND/CF capability-based planning and review force developmentinitiatives with a view to ensuring their alignment and coherence. ■

Annex C

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LEADERSHIPDevelop Leadership ManualEnhanced Leadership Model ImplementedEnhanced Leadership Model ValidationBasic Training ValidationDraft Profession of Arms ManualFinal Profession of Arms ManualCF Leadership Institute EstablishedLeadership Lessons LearnedDevelop Leadership Assessment ToolsTransition from SA CDS to CDAFirst Annual Education ReportImpact of Recruiting Review

STRATEGIC PLANDefence Review/ UpdateDefence Review/ UpdateDefence Review/ UpdatePerformance Measurement FrameworkBenchmarksPerformance Measurement FrameworkBenchmarksVCDS Strategy 2025HR Strategy Update ScenariosHR Strategy Update ObjectivesHR Strategy Update Action PlanHR Strategy Update Ethos/ PrinciplesHR Strategy Full Update

CULTURECF Culture ProjectArmy Culture ProjectValidate Diversity/ Cultural Awareness ProgramsMesses 2000 Implementation Streamline Honours and Awards CFP 200 Honours and Awards Section Revised

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020S T R A T E G I C H R O B J E C T I V E

H R 2 0 2 0 P L A N N I N G T I M E L I N E

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Pilgrimage - 60th Anniversary DieppePilgrimage - 70th Anniversary DieppePilgrimage - 60th Anniversary Landing in SicilyPilgrimage - 50th Anniversary End of Korean WarPilgrimage - 70th Anniversary Landing in SicilyPilgrimage - 60th Anniversary End of Korean WarPilgrimage - 60th Anniversary Landing in NormandyPilgrimage - 70th Anniversary Landing in NormandyPilgrimage - 60th Anniversary End of WW IIPilgrimage - 70th Anniversary End of WW II100th Anniversary RCN100th Anniversary of WW I

COMMUNICATIONSImplement HR Communications StrategyEvaluate HR Communications StrategyEvaluate HR Communications StrategyEvaluate HR Communications StrategyEvaluate HR Communications Strategy

CONSULTATIONOngoing, HRAB, TTCPPartnerships Between OGDs/ Committee

RETENTIONImplement Retention StrategyReview Retention StrategyValidate Retention StrategyValidate Retention StrategyMOSARTReview MOSARTImplement Career Management ChangesSelection Process for Promotion/ Career ManagementReview Career ManagementReview Selection for Promotion/ Career Management (MOSART)Terms of ServiceTerms of Service Conversion Complete



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Review Terms of ServiceReview Terms of ServiceReserve Force Employment ProjectReview Reserve Force Employment ProjectLand Force Reserve RestructuringCompensation Strategy ReviewImplement Compensation StrategyCompensation Strategy ReviewCompensation Strategy ReviewCompensation Strategy ReviewForecast 20/ 40 Attrition SurgeCF Attrition Information QuestionnaireExit Interviews

RECRUITINGImprovements to Recruiting ProcessImplement "e-Recruiting"Reduce Processing Time to 21 DaysRecruiting SurgeSteady State ReachedSigning Bonuses EndReview Diversity RecruitingRe-evaluate Diversity TargetsReview Diversity RecruitingReview Diversity RecruitingEvaluate ASD of RecruitmentDecision on ASD of RecruitmentEvaluate ASD of RecruitmentReview Recruitment StrategyCFRG Relocation

PROFESSIONAL DEVELOPMENTOfficership 2020NCMPD 2020Changes to Officer/ NCM Professional DevelopmentDistributed Learning Network



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Personal Enhancement ProgramReview Personal Enhancement ProgramAdvanced Training ListEducation PolicyAdvanced Education PolicyNCM Subsidized EducationPRes EducationEducation Policy ReviewEducation Policy ReviewEducation Policy ReviewSurge Training for Regular Force IntakeAdvanced Training SurgeBorden RecapitalizationTraining ReorganizationLearning Institute RecapitalizationLearning Institute RecapitalizationImpact of Recruiting ReviewImpact of Recruiting ReviewImpact of Recruiting Review

TRANSITIONContinual Service with Veterans AffairsReady for ReleaseReview of SISIP Employment DisabilityAccommodation, Support & Requirements ProgramCF Pension Modernization Program (Includes Reserve Pension)

HEALTHBalance Between Public and Private Health CarePSPOSISSRomanow Study CompleteReview of Health Care - Public/ PrivateReview Impact of Public Service Health Care Plan NegotiationReview Impact of National Health CareReview Impact of National Health Care



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Casualty Support ProgramReview Casualty Support ProgramG2536 Complete (1 Cdn Fd Hospital)Rx 2000G2800 Complete (CF Health Information System)AVDP VaccineAssess AVDP Vaccine

WELL- BEINGTravel ModernizationReview Definition of FamilyReview Military Family Services ProgramReview Military Family Services ProgramReview Military Family Services ProgramPERSTEMPO PolicySupport for Youth ProgramsForeign Allowance ReviewSpousal Education BenefitsPSHCPAccommodation Requirements StudyImplement Accommodations - Single Service ProviderImplement Accommodations OptionsAccommodation Requirements StudyQoL ValidationQoL ValidationQoL ValidationReview Honours and Awards and Recognition SystemMedals Management System IntegrationProject Complete - CPSM

HR SYSTEMHR Action PlanHR System ReviewReview of Grievance System Reform Implementation (C- 25)HR System ReviewHR System Review



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CF IM Strategy/ DHRIM RestructureHR Information SystemHR Governance SystemStructure (Governance Structure Level 2 Issue)Partnerships Between OGDs/ Committee



Documents

The operational capability of the Canadian Forces€¦ · The operational capability of the Canadian Forces is ultimately derived from its people. These young men and women of whom