Canadian Armed Forces Military Personnel Instruction 04/24 – Talent Management and Succession Planning

1. Identification

Date of Issue: 2024-12-18

Application: This CAFMPI applies to Canadian Armed Forces (CAF) Regular Force (Reg F) and the Primary Reserve (P Res) officers and non-commissioned members, hereinafter referred to as CAF members, and to those employees of the Department of National Defence (DND employees) who support the talent management of CAF members and associated succession planning processes.

Supersession: CANFORGEN 114/23, Independent External Comprehensive Review Recommendation 39 on Succession Boards - Interim Implementation

Approval Authority: Chief of Military Personnel (CMP)

Enquiries: Administrative Response Centre (ARC)

2. Definitions

2.1 For the purposes of this instruction, the following definitions are provided:

Succession board (Conseil chargé de la relève)

In succession planning, a group that, after reviewing the files of officers and non-commissioned members, recommends candidates for appointment to critical positions.

Note – The outcome of a succession board is ratified by an approving authority.

Succession planning (Planification de la relève)

A process that identifies and develops personnel with the required character, competence and commitment, to ensure continuity of leadership in critical roles and positions for the ongoing success of the organization.

Talent management (Gestion des talents)

A set of human resource practices to attract, retain and develop personnel to have the competencies required to meet current and anticipated needs of the organization.

Note – Talent management in the CAF has four components; identification of talent, professional development, succession planning and retention.

3. Policy Direction

Context

3.1 CMP has the functional authority over military personnel policies and must ensure that they fully support the highest standards of professionalism across the CAF. Such policies and programs need to support military professionals where they are in their careers to ensure that they get the best professional development to master their required expertise, and that they are supported by fair, inclusive and transparent career-related developmental opportunities, selection and promotion processes. The CAF is committed to continuously evaluating and improving policies and programs which may present unnecessary barriers to military service so that all military professionals may pursue meaningful careers in the CAF.

3.2 The CAF Military Employment Structure (MES) can be viewed as the core framework of the CAF Military Personnel Management System (MPMS). This MES framework, consisting of occupations, sub-occupations, jobs and their constituent establishment positions, together facilitate timely and sustainable force generation. Work in the CAF is rationally optimized within these structures to facilitate attraction, recruiting, personnel generation activities and effective employment. Rational career paths within each occupation support the needs of the CAF and its members by ensuring career development and progression from the entry level to the highest level of potential development of each individual, while ensuring that the scope of work is optimized to effectively meet overall occupational, operational, and institutional requirements and to facilitate employment flexibility.

3.3 The Canadian Armed Forces Professional Development System (CAFPDS) supports CAF members as they progress in rank. Successive career path jobs within each occupation identify work and leadership competencies that require progressively broader knowledge, skills and abilities, necessitating increased professional development (PD) (i.e., education, training, employment experience, and self-development) to attain. Effectively developing members with the required competencies and experience to staff leadership positions is essential and impacts every aspect of the CAF. This is especially important and impactful as members progress to ranks where they will be involved in unit- and formation-level commands and more institutionally-influential roles.

3.4 Today’s institutional leaders are accountable for actively identifying and developing future leaders, with clear performance metrics to assess their effectiveness in this role. They have a responsibility to coach and mentor them to develop their potential for promotion through selection and succession processes. When institutional leaders actualize the CAF Ethos within these processes, they place equal weight on character and competence. Furthermore, to attain the CAF’s goal of having diversity in its leadership, institutional leaders must continually challenge their conscious and unconscious biases, and the biases of others, when they are selecting and developing subordinates for greater responsibility and advancement. The selection of potential leaders must actively promote inclusivity and be free of biases and barriers, ensuring equitable opportunities for all members. Only through equity, diversity and inclusion can the values of the CAF Ethos be reflected.

Purpose of the Instruction

3.5 The purpose of this instruction is to provide the framework for talent management and succession planning activities across the CAF and to promote best practices to reduce barriers that may constrain or negatively impact different groups.

Policy Statement

3.6 The CAF is committed to the development of the professional competencies of all its members. The product is a force of military professionals with the desired skills, knowledge and character capable of exercising sound judgment grounded in the CAF Ethos and in direct alignment with essential CAF culture. While effectively managing the individual and collective talent of its members, CAF leadership must further ensure the availability of personnel demonstrating the character, competence and commitment to ensure continuity and excellence in identified command, senior, key, and staff appointments to meet the immediate and future needs of the CAF. To accomplish this, the CAF will implement talent management and succession planning best practices to complement and enhance its PD and career management systems. The ultimate outcome will see the right people, with the right competencies and character, in the right roles, at the right time, and for the right reasons.

4. Common Tenets

Merit

4.1 Whether for promotion to a higher rank or appointment to a leadership opportunity, our processes are competitive and inclusive, ensuring that all qualified CAF members with the right character, competence and commitment have the opportunity to demonstrate their suitability.

Agency

4.2 CAF members have an expectation of being able to contribute directly to their own career progression. While the needs of the CAF remain paramount, CAF talent and career management should strive to be flexible and considerate of the unique circumstances of each CAF member.

Transparency

4.3 Our process is founded upon clear and open communication, ensuring that CAF members receive timely information about their career options and the implications of their choices. CAF members are encouraged to share their aspirations and constraints throughout their career, with structured mechanisms in place to ensure their feedback informs talent management and succession planning and career management practices. In turn, talent managers, succession planners and career managers must be up front and realistic with CAF members. Information and advice provided to CAF members should include all paths and options available to the member at each career junction, including both positive and negative implications such as reduced future opportunity.

Equity

4.4 Our policy and practices actively promote equity, ensuring all CAF members have equal opportunities to succeed and develop at a pace suitable to their circumstances.

1. Talent management, succession planning, and career management policy and practice must be consistent with the Canadian Human Rights Act (CHRA).
2. The prohibited grounds of discrimination are race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability (subject to Article 15(9) of the CHRA and the principle of universality of service) and conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered. Where the ground of discrimination is pregnancy or childbirth, the discrimination must be deemed to be on the ground of sex.
3. It is a discriminatory practice, directly or indirectly, in the course of employment, to differentiate adversely in relation to an employee, on a prohibited ground of discrimination.
4. It is a discriminatory practice to establish or pursue a policy or practice that deprives or tends to deprive an individual or class of individuals of any employment opportunities on a prohibited ground of discrimination.

5. Foundational Aspects

Canadian Armed Forces Ethos: Trusted to Serve

5.1 The CAF Ethos defines our professional conduct, shapes our professional judgment, and frames our performance expectations. The ethical principles, military values and professional expectations espoused in The CAF Ethos: Trusted to Serve underpin talent management and succession planning at all levels. Individually and collectively, as members of the Profession of Arms, CAF personnel have a duty to uphold the highest standards of conduct both on- and off-duty by being the best example of the CAF Ethos. It follows that this duty requires a commitment from our people to be of strong character. The CAF Ethos: Trusted to Serve identifies that an evidenced based understanding of character reveals that strength of character can and must be intentionally developed through an essential set of behaviours that are underpinned by CAF ethical principles and values. To that end, character is a set of interconnected virtues or dimensions that are manifested in habits of cognition, emotion, and behavior that embody and produce principled moral conduct and performance excellence.

Fighting Spirit: The Profession of Arms in Canada

5.2 The military is a collective profession that requires the full range of its functions, capabilities and occupations to force generate and deliver operational success, as such, military effectiveness is seen more broadly than simply success on operations. Military effectiveness is demanded across all military functions - force generation, force development, force management, force sustainment and force employment - which together enable the delivery of operational success. The division of expertise between core, supporting and specialized competencies is a result of the collective nature of the profession of arms. Only through the collective, professional application of expertise can military effectiveness be achieved. Regardless of rank, position or technical specialty, each member makes an indispensable contribution to the collective whole, and thus, each is a member of the profession of arms, first and foremost. Military professionals find fulfillment in their professional identities as they pursue professional excellence and mastery in their respective occupations and teams. Every member’s commitment towards professionalism and military effectiveness is valued, regardless of their level or professional journey, for example, whether excellence is achieved in meeting professional standards or mastery is pursued with an aim to create new professional standards. Excellence and mastery are concepts independent of progression in rank. Through effective management, every military professional must be afforded professional development, reasonable career progression, and fairness in military justice and administrative processes.

CAF Competency Model and Leader Development Framework (LDF)

5.3 Within the CAFPDS, the CAF Competency Model, which incorporates the LDF, is a conceptual and organizing framework that incorporates the various professional competencies that more fully express the CAF’s desired professional culture. It describes the behaviours and personal character that the CAF expects of and inculcates within every member from the time of enrolment. Founded upon the CAF Values and five LDF meta-competencies (Expertise, Cognitive Capacities, Social Capacities, Change Capacities and Professional Ideology), the model integrates both organizational and functional competencies. The five LDF meta-competencies are operationalized via the organizational competencies and are incorporated in the General Specifications. Functional competencies are related to job-specific tasks and technical skills and knowledge and are incorporated in the occupational specifications. The five meta-competencies of the LDF are addressed as a CAF member progresses through four levels – Junior, Intermediate, Advanced and Senior. Viewed through the current structure of the CAFPDS, Junior equates to Developmental Period 1 (DP-1) and DP-2, Intermediate DP-3, Advanced DP-4, and Senior DP-5. 

Leader Development Model (LDM)

5.4 The LDM has been created with the LDF as the foundation. The LDM aligns professional development, personnel assessment, and career planning/succession planning in a logical, coherent human resource management system to generate institutional leaders in a progressive manner across all DPs for CAF members.

Performance and Competency Evaluation (PaCE)

5.5 The PaCE system is a modern information technology tool for performance appraisal and feedback purposes. It supports the cyclical nature of performance appraisal in the CAF through its four main components: job description (JD), member aspiration profile (MAP), feedback note (FN) and the performance appraisal report (PAR).

6. Talent and Potential

6.1 Talent, in the context of talent management, refers to the competencies (Knowledge, Skills, Abilities and Other characteristics (KSAO)) that someone possesses and demonstrates in their current role. It encompasses both technical abilities and behavioural traits that contribute to effective performance. Coupled with commitment and the associated effort, talents can be developed, as can new knowledge, skills and abilities needed for future roles either of greater scope or higher leadership levels.

6.2 Potential refers to a CAF member’s capacity to grow, learn, and take on more complex responsibilities in the future. It is the ability to develop new skills, competencies, and behaviours that will be needed for future roles, ranging from different positions or greater responsibility at a given level (breadth potential), to upward progression to the next level (promotion potential) or progression to the most senior appointments within the CAF (top potential).

6.3 Within PaCE, PARs receiving an overall rating of “Meets” or higher for leadership expectations are evaluated for potential to be promoted to the next rank using the five meta-competencies: social capacities, professional ideology, expertise, change capacities and cognitive capacities. The outcome of this process results in a member’s potential described by one of four possible descriptors that guide promotion decisions and development opportunities:

1. Lateral. The member has demonstrated above average performance and good potential to expand job knowledge and experience in a more complex job at the same rank.
2. Emergent. The member is making good progress towards meeting the criteria for promotion to the next rank and is developing the ability to perform effectively at the next rank.
3. Prepared. The member has met the criteria for promotion and is assessed as possessing the required competencies to perform effectively at the next rank.
4. Advanced. The member has been assessed as demonstrating outstanding potential to perform effectively at the next rank and beyond the next rank.

6.4 It is important to place the PAR potential descriptor in context. The PAR potential descriptor and its accompanying definition support the PAR feedback cycle and inform options for future development and employment. The PAR potential outcome contributes to a broader and more holistic determination of promotion potential, typically reflected in the respective scoring criteria for National Selection Boards for promotion. The PAR potential outcome is not the sole criterion used to determine promotion potential.

6.5 Effective talent management and succession planning demand a clear distinction between current performance and future potential. To achieve this, it is important to rely not only on subjective measures (e.g., performance evaluations), but also on more objective tools (e.g., psychometric tests) to measure potential. This comprehensive approach allows for a more accurate and holistic assessment of someone’s capacity for growth and leadership in more complex roles and is now incorporated within CAF promotion selection processes. Potential assessments within talent management and succession planning can be made more robust when the potential “for what” is clearly identified, they are informed by objective criteria, and they are conducted by diverse committees to enhance fairness and accuracy. Such committees should comprise those with knowledge of the candidate, those with knowledge of the targeted position, and ‘honest brokers’ who are unaffected by the outcome. It is important that potential assessments do not become self-fulfilling prophecies – they should be free to vary with changes to performance and/or personal circumstances.

6.6 The determination of potential for CAF members should consider the following criteria:

1. Effective and reliable job performance at the current rank level, to include demonstration of the required CAF competencies. Additional weight may be considered for performance observed when acting at higher rank level.
2. PAR potential outcomes coupled with contextualized recommendations from supervisors and reviewing officers.
3. The member’s commitment to embrace inclusion and exemplify inclusive behaviours.
4. Current qualifications, certifications, and experience (e.g., second official language proficiency, education, operational experience) that would enable progression to, and effective performance, at a higher level.
5. The member’s expressed desire for the responsibilities, challenges, and rewards associated with employment at a higher level.
6. Sufficient time remaining to serve before Compulsory Retirement Age (CRA) to achieve the professional development requirements for the higher-level employment being considered, and to serve at least two years at that level.

Note 1 – The Governor in Council has established retirement ages for CAF members in the tables to Articles 15.17, Release of Officers – Age and Length of Service, and 15.31, Release of Non-commissioned Members – Age and Length of Service, of the Queen's Regulations and Orders for the Canadian Forces (QR&O). CAFMPI 14/04, The Canadian Armed Forces (Regular Force and Primary Reserve) Compulsory Retirement Age 60, provides the process to elect to convert retirement age to 60.

Note 2 – For the purposes of assessing “sufficient time remaining to serve before CRA”, talent management and succession planning processes should measure this primarily against the potential maximum CRA of 60 years of age (CRA 60) that a CAF member can elect. Service beyond CRA 60 is based on short-term requirements for a specific position and the member’s suitability for the position with respect to training, experience, performance and compliance with Universality of Service. The possibility of service beyond CRA 60 should not be factored into the holistic determination of potential, however this exclusion does not constrain the ability of the CDS to retain CAF members to best manage the force.

Note 3 – Annex D will include additional guidance pertaining to the use of years of service when assessing potential for General Officer/Flag Officer (GO/FO) employment.

7. Talent Management

Identification of Talent

7.1 The CAF’s talent management process will consider talent and potential in the holistic manner described at section 6 above.

Professional Development

7.2 Refer to DAOD 5031-8, Canadian Armed Forces Professional Development. 

Succession Planning

7.3 See Section 8 below.

Retention

7.4 The CAF Retention Strategy provides direction to Level 1 (L1) and Level 2 (L2) organizations for the development and implementation of measures to improve retention with the CAF. Effective talent and career management is designed to enhance member satisfaction, measured through regular surveys and feedback mechanisms, thereby contributing to higher retention rates.

Simplified Talent Management Process

7.5 Occupational Authorities, as set out in DAOD 5070-1, Military Employment Structure Framework, are encouraged to create a talent management process consistent with this instruction that aligns with the following general process:

8. Succession Planning

8.1 The goal of succession planning, as a subset of the broader talent management process, is to identify pools of suitable CAF members, by position or categories of succession planned positions, in anticipation of future critical leadership needs over the short-term (i.e., one to three years) and long-term (i.e., three to ten years). Early identification of suitable candidates permits the CAF to guide assignments to facilitate knowledge transfer and professional development required for these key roles.

8.2 As not all CAF leadership positions are succession planned, positions that are succession planned should be identified clearly in a system of record and easily ascertained by CAF members. Currently, this is updated for Reg F positions in the Employee Member Access Application (EMAA) by career managers as informed by succession planning authorities. CAF members are encouraged to consult EMAA to note whether a position is succession planned.

Responsibilities

8.3 Succession Planning of the CPO1/CWO Corps must continue to be conducted in accordance with CAFMPI 02/16, Chief Petty Officer, 1st Class and Chief Warrant Officer Strategic Employment. The following table identifies responsibilities associated with succession planning:

Appointment Authorities

8.4 The following table identifies authorities who may designate positions as being “succession planned” and to appoint to those positions:

8.5 Occupational Authorities should ensure that their nomination processes for succession planned positions do not include employment barriers for employment equity designated group members.

Succession Boards

8.6 Annex A provides specific guidance and direction on the conduct of succession boards for appointment to unit command and unit command team (L4) positions and above.

Succession Planning Incident Review List

8.7 Succession planning authorities identified in paragraph 8.3 above must establish and maintain succession planning incident review lists in accordance with Annex B.

Verification Screening for Succession Planned Appointments

8.8 CAF members who are appointed to unit command/command team positions and above, must be screened using DND 4100 - Promotion / Appointment Verification Screening.

9. Integration with Career Management – Regular Force

9.1 Reg F members who are post-occupational functional point (post-OFP), and their chain of command, are supported by career managers who report to DGMC. Working with multiple stakeholders including talent managers and succession planners and the individual CAF member themselves, career managers strive to achieve the right person with the right qualifications in the right establishment position at the right time for the right reason.

9.2 Effective talent management supports career management by providing opportunities for growth and development and prepares the pools of talent to assure successful succession to fill critical leadership positions. Similarly, successful career management contributes to overall talent management by developing a high-performing workforce.

9.3 One core output of the career management process is the assignment of CAF members from one establishment position to another establishment position to include related planning and administration.

9.4 Assignment planning, commonly known as building the annual posting plot, seeks to balance priorities against needs, wants, and resources.

1. Desired staffing levels are identified through the Vice Chief of the Defence Staff (VCDS) Staffing Category approach. Category A calls for a desired staffing level of 95% or higher and includes force employment and force employment support, and outside of Canada activities in accordance with the Strong, Secure, Engaged Global Engagement Strategy. Category B calls for a desired staffing level of 90 – 95% and includes functions/elements with a critical role in the planning and implementation of Strong, Secure, Engaged, including force production (attract, recruit, train) and functions related to the procurement of capabilities. Category C units are the remaining functions and capabilities and have a fill rate commensurate to the remaining Trained Effective Strength after staffing Category A and B units.
2. Commands and NDHQ L1 organizations may further establish priorities within their own Capability Component, with due regard to Departmental/CAF priorities set by the VCDS above.
3. Each established position has specific requirements in terms of rank, occupation, prerequisite qualifications, and level of bilingualism.
4. CAF members have developmental needs that often necessitate they gain experience in specific roles, at times offered only in other units or geographic locations, or conversely, they have experience or qualifications that are required to fill current or forecasted vacancies at those locations. Occupation Advisors or Branch Advisors (as applicable) have significant roles in advocating and championing the individual talent plans of CAF members and the overall "health" of the occupations they represent.
5. CAF members express individual preferences for types of employment, opportunities, and certain geographic locations.
6. DGMC is provided an annual budget to support the relocation of Reg F CAF members, their dependents (if applicable) and their household goods and effects. A portion of the annual relocation allocation is available to support compassionate postings (a posting approved to alleviate the personal circumstances of a CAF member who is assigned compassionate status) and contingency cost moves for personal reasons (a posting to respond to personal circumstances that do not limit deployability or the ability to perform duties).
7. Relevant policy provides CAF members (and their dependents) with several options to cater to personal circumstances or minimize turbulence caused by geographic relocations.

9.5 The annual Reg F career management cycle occurs as follows:

1. May to September: Active Posting Season when a majority of new assignments and relocations (if required) occur.
2. June to September: Preparations for National Selection Boards (for promotion and, if required, terms of service).
3. September to October: National Selection Boards (for promotion and, if required, terms of service).
4. November to December: Posting plot development and issuance of screening instructions for Outside of Canada and isolated posts.
5. November to February: Career manager in-person and virtual visits and interviews / support to Occupational Authority/Occupation Advisor talent management and succession planning activities.
6. February to April: Refine the posting plot with applicable Occupational Authority/Occupation Advisors and issue posting instructions and, where appropriate, rank change instructions.
7. It should be noted that the appraisal year aligns with the fiscal year (i.e., 1 April to 31 March) and the promotion year aligns with the calendar year (i.e., 1 January to 31 December).

9.6 Career managers must strive to establish and maintain a people-centric approach. To this end, CAF members are encouraged to reach out to their career managers for advice. Decisions promulgated by or through career managers must be directed through members’ chain of command.

9.7 Suitable career management representation (from D Mil C or DSA as applicable) should be invited to attend and contribute as non-voting members to all talent management and succession planning boards conducted at the occupational authority and occupation levels.

10. Integration with Career Management – Primary Reserve

10.1 P Res members are career managed by their chain of command. Commanders of a command responsible for P Res formations and units must publish orders and instruction related to P Res career management as well as talent management and succession planning that are consistent with operating principles and tenets contained herein, as well as other relevant P Res regulations, orders and directives.

11. Mitigating Bias and Barrier Reduction Measures

11.1 A bias is a preconceived, and often erroneous, overly generalized, or incomplete opinion, which prevents us from objectively assessing a person or situation. We can strongly believe in the value of diversity and inclusion, and still have biases. This is not a comment on our moral value, but simply a reflection of common psychological tendencies.

11.2 Biases can skew assessments so that they become less reflective of a member’s talent. Because most biases are unconscious, we may not realize to what extent we rely on cognitive shortcuts. In addition, our brains tend to overly emphasize new information that confirms what we already believe (this is the “confirmation bias”). In this context, we are unlikely to challenge unconscious biases unless we happen to be surprised by strong contradictory evidence.

11.3 To help counter this and proactively prompt reflection, Annex C includes examples of common biases which may occur in the context of talent management, as well as suggested best practices to help mitigate those biases.

11.4 In considering whether there are differential impacts to various groups based on individual or intersecting factors (e.g., race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, etc.) it is necessary to consider the means, agency and resources of different groups, as well as material, social, cultural or psychological barriers that may constrain or affect different groups. Understanding and considering the intersectionality between these categories is key.

11.5 Annex C consolidates current barrier reduction measures that are applicable to talent management, succession planning and career management.

12. General Officer/Flag Officer Talent Management and Succession Planning

12.1 Annex D codifies the process used to develop, select, career manage, educate, support and retain the CAF’s GO/FO cadre.

13. References

Acts, Regulations, Central Agency Policies and Associated DAOD

• Canadian Charter of Rights and Freedoms
• Canadian Human Rights Act
• National Defence Act
• Employment Equity Act
• QR&O article 15.17, Release of Officers – Age and Length of Service
• QR&O article 15.31, Release of Non-commissioned Members – Age and Length of Service
• Department of National Defence and Canadian Forces Code of Values and Ethics
• DAOD 1000-7, Policy Framework for Military Personnel Management
• DAOD 5019-4, Remedial Measures
• DAOD 5023-0, Universality of Service
• DAOD 5031-8, Canadian Armed Forces Professional Development
• DAOD 5059-0, Performance Appraisal of Canadian Forces Members
• DAOD 5070-1, Military Employment Structure Framework
• DAOD 7006-1, Preparation and Maintenance of Conduct Sheets

Other References

• CFAO 15-2, Release – Regular Force (Only available on the DWAN)
• CFAO 15-3, Release by Age and Years of Service Officers – Regular Force (Only available on the DWAN)
• CFAO 15-4, Release by Age and Length of Service Members other than Officers (Only available on the DWAN)
• CAFMPI 14/04, The Canadian Armed Forces (Regular Force and Primary Reserve) Compulsory Retirement Age 60
• CAFMPI 15/04, Release by Reason of Years of Service
• CAFMPI 02/08, Branch Advisors – Roles and Responsibilities
• CAFMPI 02/16, Chief Petty Officer, 1st Class and Chief Warrant Officer Strategic Employment
• CAFMPI 01/23, Performance and Competency Evaluation (PaCE)
• A-PA-005-000/AP-138, Canadian Armed Forces Ethos: Trusted to Serve (Only available on the DWAN)
• A-PA-005-000/AP-139, Fighting Spirit: The Profession of Arms in Canada (Only available on the DWAN)
• A-PA-005-000/AP-004, Leadership in the Canadian Forces: Conceptual Foundations (Only available on the DWAN)
• A-PA-005-000/AP-005, Leadership in the Canadian Forces: Leading People (Only available on the DWAN)
• A-PA-005-000/AP-006, Leadership in the Canadian Forces: Leading the Institution (Only available on the DWAN)
• A-PD-055 series, Canadian Forces Manual of Military Occupational Structure (Only available on the DWAN)
• CAF Military Personnel Planning Framework (MPPF) dated 18 Mar 2024 (Only available on the DWAN)
• CDS Letter dated 7 June 2023, General Officer/Flag Officer and Captain (Navy)/Colonel Release by Reason of Years of Service (Only available on the DWAN)
• DND 4100 - Promotion / Appointment Verification Screening (Only available on the DWAN)

14. Annexes

1. Annex A – Conduct of Succession Boards
2. Annex B – Succession Planning Incident Review List
3. Annex C – Mitigating Bias and Barrier Reduction Measures
4. Annex D – General Officer / Flag Officer (GO/FO) Talent Management, Succession Planning, and Career Management (To be implemented)