Annex C: Action Items by Strategic Objectives
All action items related to the development and reporting of retention related measures are subject to GBA+ requirements to ensure that the concerns of all members of the CAF are heard and addressed. Doing so ensures that all members are represented in our efforts.
| Line of Effort | Strategic Objective | Action Item | OPI |
|---|---|---|---|
| 1-Strengthen Governance | SO 1.a. Engage with leaders to identify responsibilities and esthablish Retention Governance Structure | Designate the CFPMC as the collaborative mechanism for the prioritization, coordination, and oversight of retention-related activities; tasks will include identifying areas of collaboration (For example, CFMWS, Defence Advisory Groups) and ensuring intersectional analysis has been accounted for | DGMP/CMP |
| 1- Strengthen Governance | SO 1.a. Engage with leaders to identify responsibilities and esthablish Retention Governance Structure | Designate an accountable directorate to report on retention programs to the Personnel Generation committee | DGMP/CMP |
| 1- Strengthen Governance | SO 1.a. Engage with leaders to identify responsibilities and esthablish Retention Governance Structure | Identify and assign responsibilities at a national level (i.e., a RPO) to address retention related issues and execute efforts | CFPMC with OPIs |
| 1- Strengthen Governance | SO 1.a. Engage with leaders to identify responsibilities and esthablish Retention Governance Structure | Document the decisions made by the CFPMC and RPO and actions to be taken | CFPMC |
| 1- Strengthen Governance | SO 1.b. Implement retention monitoring framework that provides information to leaders and programs for better evidence-based decision-making and continuous improvement | Develop a retention PMF, including KPIs and a PMF implementation plan | RPO |
| 1- Strengthen Governance | SO 1.b. Implement retention monitoring framework that provides information to leaders and programs for better evidence-based decision-making and continuous improvement | Develop a reporting mechanism to disseminate retention related data and performance measurement results to support evidence-based decision-making and goal setting for retention efforts | RPO |
| 1- Strengthen Governance | SO 1.b. Implement retention monitoring framework that provides information to leaders and programs for better evidence-based decision-making and continuous improvement | Develop and implement a continuous improvement framework to support retention, using an assessment to solutions model and using the Retention Strategy PMF | RPO |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support a culture of retention. | Collect data, conduct in-depth analysis and disseminate results and information on CAF Retention and attrition to support leadership | RPO |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support a culture of retention. | Applying the Retention Strategy research, develop a retention toolbox for leaders that includes data and information on CAF retention and attrition and provides guidance on how to implement effective retention efforts | RPO |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support a culture of retention | Using the Retention Strategy research, develop training materials and resources to educate leaders at multiple levels on retention issues, guidance on potential solutions, and their role in addressing retention | RPO with relevant OPIs (i.e., CDA, Directors of Personnel within Army, Navy, Air Force, CANSOFCOM, Chief of Reserves and Chief of Cadets) |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support a culture of retention | Implement retention training for leaders by either integrating it into existing leadership training programs or creating a new training program | RPO with relevant OPIs (i.e., CDA, Directors of Personnel within Army, Navy, Air Force, CANSOFCOM, Chief of Reserves and Chief of Cadets) |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support a culture of retention | Incorporate elements of retention training into leadership briefings | RPO with relevant OPIs (i.e., CDA, Directors of Personnel within Army, Navy, Air Force, CANSOFCOM, Chief of Reserves and Chief of Cadets) |
| 2 - Engage Leaders to Promote a Culture Supportive of Retention | SO 2.a. Empower leadership to invest in activities to support aculture of retention | Develop a method for leaders with direct jurisdiction over members to identify and engage retention efforts as early as possible, in order to respond to operational needs and quality of life needs of their members and their families | RPO (i.e., Commanding Officers and/or equivalentSubject Matter Experts) |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Identify gaps in retention data and address data needs (e.g., exit interviews/survey) to permit intersectional analysis and effective disaggregation of data. Addressing data needs may include actions such as, but not limited to, ensuring the Retention Survey is collected in such a way to disaggregate the data for a greater understanding of dissatisfiers across different areas (occupation, demographic, capability level) regularly; improve ability to collect exit survey data from every releasing member; and gathering, collating, analyzing, exploring supplementary data from other complementary sources (i.e., SMRC and CFMWS); that commanding officers are responsible for ensuring that exit surveys and/or interviews are available to every releasing member | DGMPRA/RPO |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Conduct intersectional analysis to identify areas (demographic, occupation, capability level) that are retention hotspots and why there are issues retaining talent | DGMPRA/RPO |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Conduct a longitudinal study on early attrition in recruits and develop a plan to mitigate attrition in this area | DGMPRA |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Design a national targeted retention plan | RPO |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Develop and implement a package of targeted retention programs, that meet GBA+ requirements, to address identified shortages at the demographic, occupation,and capability levels | DGMPRA |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.a. Design and execute a targeted retention plan to mitigate attrition in specific, identified areas | Provide Force generation and management systems such as the AMOR with analytic capabilities to consider retention from the demographic, group, andcapabilities perspectives | DPGR |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.b. Conduct a comprehensive review of Personnel Policies and Programs to better support members | Conduct a comprehensive review of the policies and programs and identify areas for improvement to support retention of members | DGMP - DMPPI |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.b. Conduct a comprehensive review of Personnel Policies and Programs to better support members | Develop a DAOD on retention to provide the direction and authority for the modification of existing CAF policies related to retention as required | DGMP - DMPPI |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.b. Conduct a comprehensive review of Personnel Policies and Programs to better support members | Implement changes to policies and programs to address areas for improvement related to retention of members | DGMP |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.c. Stakeholders collaborate to integrate and align efforts to manage retention issues | Identify and implement a Tiger Team/committee for stakeholders to collaborate to support a comprehensive approach to retention issues | CFPMC with relevant OPIs |
| 3 – Integrate and Align Efforts in Support of a Comprehensive Approach to Retention | SO 3.c. Stakeholders collaborate to integrate and align efforts to manage retention issues | Develop a standardized appraoch to managing retention-related issues | Retention Committee/Tiger Team |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.a. Increase awareness of retention related activities/ initiatives through improved communication | Develop clear and consistent communication products that: a) promote CAF value proposition b) integrate raison d'être and why people serve (purpose and commitment) | ADM(PA) |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.a. Increase awareness of retention related activities/ initiatives through improved communication | Perform a gap analysis of existing retention-related communication efforts and the strategic direction around addressing retention issues | ADM(PA) |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.a. Increase awareness of retention related activities/ initiatives through improved communication | Update existing communication and develop new tools to resolve the gaps incommunication | ADM(PA) |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.b. Strengthen the organization’s credibility through transparency and communication of priorities | Provide CAF members with accurate and timely results from research conducted with CAF personnel (i.e., surveys) | ADM(PA) |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.b. Strengthen the organization’s credibility through transparency and communication of priorities | Create and implement a communication plan to frequently, directly, and openly inform CAF members of identified issues and the organization’s priorities to better support them, including regular communication for leaders at all levels on retention priorities | ADM(PA) |
| 4 –Communicate Priorities and Promote Activities to Support Retention | SO 4.b. Strengthen the organization’s credibility through transparency and communication of priorities | Provide CAF members with regular updates on the CAF's improvement efforts to increase retention | ADM(PA) |
| 5 – Support CAF Members’ Careers | SO 5.a. Improve talent management efforts to select and place applicants in occupations that match their interests, skills, abilities, and aptitudes | Research and assessment of current job placement processesto identify issues | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.a. Improve talent management efforts to select and place applicants in occupations that match their interests, skills, abilities, and aptitudes | Develop and implement talent management programs to address issues related to job selection and placement within each L1 organization | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.a. Improve talent management efforts to select and place applicants in occupations that match their interests, skills, abilities, and aptitudes | Assess CT and OT programs and make subsequent adjustments to meet L1 requirements for retention | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.b. Improve the path to operationally functional point (OFP) practices to gain efficiencies in the overall process | Conduct a full evaluation of the path to OFP process and identify areas for improvement | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.b. Improve the path to operationally functional point (OFP) practices to gain efficiencies in the overall process | Create and implement solutions to improve the path to OFP process | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.b. Improve the path to operationally functional point (OFP) practices to gain efficiencies in the overall process | Develop a protocol for stages of the OFP process to communicate with applicants’ timelines and clear career expectations | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.c. Provide CAF members with supportive career management to achieve their goals and reduce irritants related to a career in the CAF | Conduct a full assessment of current career management practices to identify and address irritants | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.c. Provide CAF members with supportive career management to achieve their goals and reduce irritants related to a career in the CAF | Develop and implement a holistic CAF member focused career management model that also considers the needs of the organization | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.c. Provide CAF members with supportive career management to achieve their goals and reduce irritants related to a career in the CAF | Provide career management counselling and assessment programs to all CAF members, accessible at all wings/bases | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.c. Provide CAF members with supportive career management to achieve their goals and reduce irritants related to a career in the CAF | Develop and implement a process for Unit leaders to be directly involved in supporting members’ career management goals/plans (e.g., CM insight and supporting proposed action plans for the member) | DGMC |
| 5 – Support CAF Members’ Careers | SO 5.d. Improve the transition process for efficiency, clarity, and more flexible short/ medium, and long term options to retain members | Conduct an evaluation of the transitioning out of service process to identify the issues related to the process | Transition Group |
| 5 – Support CAF Members’ Careers | SO 5.d. Improve the transition process for efficiency, clarity, and more flexible short/ medium, and long term options to retain members | Implement solutions to address the issues identified with transitioning out of service | Transition Group |
| 5 – Support CAF Members’ Careers | SO 5.d. Improve the transition process for efficiency, clarity, and more flexible short/ medium, and long term options to retain members | Create consistent and clear information and options for members wishing to transition out (i.e., Res Force, sabbaticals, options for return) | Transition Group |
| 5 – Support CAF Members’ Careers | SO 5.d. Improve the transition process for efficiency, clarity, and more flexible short/ medium, and long term options to retain members | Assess the potential for flexible short/medium/and long term options for members who are applying to transition out of service, and develop and implement the options identified through the assessment | Transition Group |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.a. Understand and address the needs and concerns of CAF members and their families to better balance family life with CAF service | Work with CFMWS to assess existing data sources and conduct additional research to identify the needs and concerns of members and their families | CFMWS/RPO |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.a. Understand and address the needs and concerns of CAF members and their families to better balance family life with CAF service | Perform a SWOT/gap analysis comparing research results with current efforts to identify areas to be addressed to better balance military family life with work/service | CFMWS |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.a. Understand and address the needs and concerns of CAF members and their families to better balance family life with CAF service | Develop and implement solutions to address gaps in the areas identified for members and their families to better balance family life with CAF service | CFMWS |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.b. Identify and address issues affecting CAF members’ health and wellness to reduce injuries and illnesses leading to medical release | Gather and conduct research to better understand medical release trends and identify areas for improvements | CFHS |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.b. Identify and address issues affecting CAF members’ health and wellness to reduce injuries and illnesses leading to medical release | Develop and implement initiatives aimed at reducing injuries or illness | CFHS |
| 6 – Support Health and Wellness of CAF Members and their Families | SO 6.b. Identify and address issues affecting CAF members’ health and wellness to reduce injuries and illnesses leading to medical release | Implement the Total Health and Wellness Strategy to support activities and efforts to improve physical health, mental health, and work-life balance of CAF members | THWS Sub-Committee/THW Monitoring Office |
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