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

Annex A – Conduct of Succession Boards

Guidance and Direction

1.1 The guidance and direction that follows applies to succession boards that consider appointment to unit command/command team positions (L1) and above.

1.2 All succession boards shall include a Canadian Armed Forces (CAF) member who is of a different Environment (Env)/L1 than the Env/L1 that is conducting the succession board. This CAF member shall be of equal or higher rank than other board members, and not in the chain of command of any other board members or the board approving authority.

1.3 In coordinating the composition of CAF members on succession boards, officers conducting succession boards must plan for meaningful representation from Designated Groups such as Women, and where members voluntarily identify, Indigenous Peoples, Persons With Disabilities, Visible Minorities and members of the 2SLGBTQI+ communities. Officers conducting succession boards must also ensure that board members possess a minimum language ability (a minimum proficiency of B in reading comprehension) when they are expected to review files in their second official language.

1.4 As an additional measure, all succession boards shall include a volunteer civilian Defence Team member at the Executive Minus 1 (EX-minus 1) level or above. The Defence Team civilian member need not be from outside of the L1 that is conducting the succession board. The Defence Team public servant should not be a former CAF member. For clarity, the equivalency for EX-minus 1 for common Defence Team classifications are:

1. Administrative Services (AS)-07 or above;
2. Computer System (CS)-04 or above;
3. Defence Scientific (DS)-04 or above;
4. Economic and Social Science Services (EC)-07 or above;
5. Education Services (ED EDS)-05 or above;
6. Engineering and Scientific (EN ENG)-05 or above;
7. Financial Administration (FI)-04 or above;
8. General Technical (GT)-08 or above;
9. Historical Research (HR)-05 or above;
10. Information Services (IS)-06 or above;
11. Personnel Administration (PE)-06 or above;
12. Purchasing and Supply (PG)-06 or above;
13. Pharmacy (PH)-03 or above;
14. Program Administration (PM)-06 or above;
15. Technical Inspection (TI)-08 or above; and
16. University Teaching (UT)-03 or above.

1.5 Board members described at paragraphs 1.2 and 1.4 above shall have equal standing to other succession board members to include voting rights.

1.6 Coordination and costs of such members are to be borne by the organization conducting the board or by the board approving authority.

1.7 Succession Boards should also include career management representation from Director Military Careers (D Mil C) or Director Senior Appointments (DSA) as applicable, as non-voting members to advise on CAF member career considerations and ensure early synchronization of assignment planning.

Annex B – Succession Planning Incident Review List

Context

1.1 Succession planning authorities require a standardized approach to ensure conduct and performance concerns are deliberated upon in a consistent manner and on a continuous basis to ensure potential candidates for succession planned appointments demonstrate the requisite leadership, organizational behaviours, and character.

Definitions

For the purposes of Incident Review Lists:

1.2 Standard of Conduct. The standard of conduct for a CAF member is based on established military standards, ethics and values identified in regulation, codes of conduct, policies, orders, instructions and directives applicable to the CAF member, including the standards of conduct expressed in The Canadian Armed Forces Ethos: Trusted to Serve.

1.3 Standard of Performance. The standard of performance for a CAF member is based on established military standards applicable to the CAF member’s current rank, military occupation, experience, and position. The standard of performance establishes the level of performance expected of a CAF member in the execution of duties, tasks, and responsibilities. 

1.4 Incident. A properly investigated and documented conduct or performance deficiency that results in:

1. Administrative action including those taken under DAOD 5019-4, Remedial Measures, removal from command, reversion in rank, or any similar action taken by the chain of command as the result of a founded harassment complaint.
2. Disciplinary action including a conviction by a summary trial or court martial, or a summary hearing finding that a member has committed one or more service infractions. It does not include any conviction which in accordance with DAOD 7006-1, Preparation and Maintenance of Conduct Sheets may not be entered on a CAF member’s conduct sheet, or any conviction or finding which in accordance with DAOD 7006-1 must be removed from the conduct sheet.
3. Conviction under the Criminal Code of Canada or any other federal law, a provincial law or local ordnance when the sentence is a term of imprisonment, or conviction by foreign court or tribunal when the sentence is a term of imprisonment. The civilian offence category does not include any conviction which, in accordance with DAOD 7006-1, may not be entered on, or must be removed from, a CAF member’s conduct sheet, or for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered.

Factors to be Considered by the Succession Planning Authority

1.5 The following factors shall be considered:

1. The seriousness of the incident or incidents.
2. Was the incident related to poor performance, a lapse or error in judgement, reflective of poor character, or simply a mistake?
3. Has there been ownership of the incident; of their action/role in it?
4. Is it clear that a lesson has been learned from the experience?
5. Was remorse demonstrated for their part in the incident and were steps taken to atone for the behaviour and/or to overcome the deficiency?
6. Has the member’s record of conduct and performance since the incident been at a high level?
7. What is the overall risk to cohesion, discipline, morale and public confidence if the member is selected for a succession planned appointment?

Potential Outcomes of the Succession Planning Incident Review Process

1.6 The individual remains on the Occupational Authority’s incident review list to have their situation re-considered during a subsequent succession planning incident review activity.

1.7 The individual is assessed to be reintegrated into the workplace and can be removed from the Occupational Authority’s incident review list and is available to compete for a succession planned appointment.

1.8 The individual is permanently removed from succession planning in a procedurally fair manner as follows:

1. The individual is provided notice that the succession planning authority is contemplating removing them from succession planning.
2. A summary of all relevant information to be used to reach a decision is disclosed to the individual.
3. The individual is afforded an opportunity to provide written representations to the succession planning authority.
4. The succession planning authority considers all relevant information and any representations made by the CAF member, and then reaches a decision.
5. The succession planning authority provides the individual with a decision with clear and precise reasons.

Annex C – Mitigating Bias and Barrier Reduction Measures

Mitigating Bias

1.1 Common biases related to talent management, succession planning, and career management:

1. Older CAF members might be described as “not having a lot of runway left.” Investment in their career might become diminished as a result, although they can still contribute up until their retirement age.
   
   Tip: Having an open and realistic conversation with older CAF members about their career goals helps ensure that their professional contribution can be optimized.
   
2. Mothers are more often expected to prioritize their families over their career, while men tend to be perceived and described by their managers as more dependable workers when they become fathers.
   
   Tip: You may wish to discuss with members about their career goals and ideal work-life balance following significant life changes, while acknowledging that the conversation can be revisited at any time.
   
3. Women leaders are more consistently assessed based on their interpersonal skills than male leaders. They are also more often described in negative terms, such as being “abrasive” or having “sharp elbows”.
   
   Tip: Consider assessing interpersonal skills as part of talent management for all your CAF members and requesting initial feedback on those skills from a range of individuals for a more fulsome perspective.
   
4. When asked to rate the performance of individuals on various tasks, some assessors may tend to rate individuals in a more consistently positive or negative manner depending on the respective ethnic backgrounds of the assessor and individual being assessed.
   
   Tip: When assessing performance and potential, seek to identify repeated and concrete examples of expected behaviours against standardized criteria before establishing a rating for all members being assessed.
   
5. In group settings such as Potential Evaluation Boards or Succession Boards, it is not uncommon for individual perspectives to align with those of individuals who hold influence or seem most confident in their views. This is known as the “groupthink” phenomenon.
   
   Tip: If you believe you may have a bias, consider sharing this, especially if you feel your view could impact decision making. You could also consider openly welcoming divergent views from your colleagues.
   
   Tip: If a colleague is expressing a view which you believe would benefit from discussion, asking whether the behaviours described were consistently observed could open the door to a more thoughtful exchange.
   
6. Underrepresentation creates additional pressure for diversity group members to monitor their performance and avoid possible stereotypes. This can lead to increased stress when receiving difficult feedback.
   
   Tip: Facilitating mentorship or coaching relationships with individuals who share a CAF member’s lived experience can provide a safer space for candid discussion.
   
7. Openly diverse individuals are more likely to experience discrimination, emotional strain, and pressure to conform in a work environment where they may not feel safe, with associated impacts on mental health.
   
   Tip: Acknowledging the obstacles that still exist can provide an opportunity to meaningfully demonstrate allyship by jointly identifying tangible actions you can take to provide a safer work environment. This can help ensure all CAF members have a more equitable opportunity to showcase their talent.

Performance and Competency Evaluation (PaCE)

1.2 As described in CAFMPI 01/23, PaCE fundamentally modernizes the CAF approach to performance appraisal through a scientifically founded, competency-based appraisal system that leverages digital technology by digitizing the administration and transmittal of performance appraisals. The system evaluates the competencies that are required to develop successful CAF leaders, who epitomize the CAF Military Ethos and embrace CAF objectives and strategies.

1.3 The CAF Competency Dictionary (CAF CD) forms the backbone of the PaCE system. These competencies were validated over a three-year period by thousands of CAF members from all rank groups and backgrounds.

1.4 CAFMPI 01/23 and supporting guides are explicit that Performance Appraisal Reports (PAR) must not contain comments relating to the prohibited grounds of discrimination identified in the Canadian Human Rights Act. The intent here is to avoid differentiating adversely between CAF members as PAR may be used in a number of selection-related activities to include promotion, career courses, further terms of service, commissioning programs, occupation transfer, etc.

1.5 A PAR Exemption (PARX) is issued for a reporting year during which a CAF member could not be observed for at least 60 working days making it impossible to report accurately upon their performance, and when applicable, potential. Common circumstances when CAF members receive a PARX are leave without pay (to include maternity/parental leave) and posting as a client to the CAF Transition Group. The CAF Selection Board Guidance Manual provides a common scoring approach for appraisal exemptions to ensure affected CAF members are not advantaged or disadvantaged.

Inclusion and the Performance Appraisal Process

1.6 CAFMPI 03/21 provides direction on concrete actions expected of CAF members in support of a diverse and inclusive culture within the CAF and the methods by which those actions will be captured within the CAF performance appraisal framework. Included with CAFMPI 03/21 is an Aide-mémoire on inclusive behaviours and the CAF Competency Dictionary.

1.7 CAFMPI 03/21 and its accompanying Aide-mémoire serve to counter the militarized masculine identity and negative aspects of warrior culture that are incompatible with our values and ethics.

Regular Force (Reg F) National Selection Boards for Promotion and Terms of Service

1.8 Scoring criteria and lists of high range positions are reviewed on an annual basis through a Gender-based Analysis Plus (GBA Plus) lens to ensure that criteria do not disadvantage the intersections of diverse groups of women, men and non-binary people. Additionally, GBA Plus will account for the differential impact of posting cycles on members because of marital and family status.

1.9 The following measures have been implemented to address bias:

1. Bias awareness training for board members.
2. The inclusion of at least one voting member from a CAF Designated Group on each board.
3. All board members are required to certify in the board report that the board was conducted in a fair manner free discrimination on the prohibited grounds of discrimination enumerated in the Canadian Human Rights Act.

1.10 Director Research Workforce Analytics has assessed that promotion rates are generally similar between women and men, even at senior ranks. This situation will continue to be monitored closely.

Measures Related to Maternity and Parental Leave

1.11 CAF members who return from maternity or parental leave are considered priority candidates for any occupation or career courses that may have been missed during their leave.

1.12 As described in CAFMPI XX/24, Promotion and Other Rank Changes (To be implimented), Reg F members and Primary Reserve (P Res) members on Class B service who are on maternity and parental leave must not have their promotion date delayed solely due to maternity or parental leave. Further, seniority in rank accrues for members who are on maternity and parental leave.

Measures Related to Joint Command and Staff Programme (JCSP)

1.13 The CAF recognizes that JCSP or equivalent is a limiting factor for advancement to the rank of Captain(N) (Capt(N))/Colonel (Col). As such, the annual selection process is centrally managed by Director General Military Careers (DGMC) on behalf of the Chief of Military Personnel (CMP).

1.14 Until such time as the CAF Reg F officer employment equity representation rates are at goal, a number of seats will be retained outside of normal occupation allocations on both JCSP residency and JCSP distance learning. These vacancies will be used to address under-representation for persons in the CAF Designated Groups.

Measures Related to Capt(N)/Col Trained Effective Establishment (TEE)

1.15 A 2023 study identified that within the CAF there is a structural design advantage assigned to the majority of the operational occupations at Capt(N)/Col compared to support and specialist occupations. As the only path to selection as a GO/FO means that a member must first be promoted to Capt(N)/Col this structural advantage within the Col/Capt(N) TEE has a significant impact on the makeup of the GO/FO cadre.

1.16 To reduce the impact of this imbalance, the Capt(N)/Col TEE underwent a re-allocation in 2024 of 15 Capt(N)/Col positions to create new promotion opportunities for the following occupations: Naval Engineering Officer (NAV ENG), Signals Officer (SIGS), Aerospace Engineering (AERE), Communications and Electronics Engineering (CELE), Health Services Management (HSM), Intelligence (INT), Public Affairs Officer (PAO), Personnel Selection (PSEL), and Training Development (TRG DEV).

1.17 The rebalancing of the Capt(N)/Col TEE will in turn, drive a rebalancing of the allocation of JCSP vacancies between operational, support and specialist occupations.

1.18 DGMC will work with Chief of Programme (CProg) and stakeholders to continue to monitor the allocation of generic Capt(N)/Col positions to ensure they are distributed across occupations in a manner to ensure sustainability and to prevent structural imbalances in the future.