7.0 Lines of Effort, Strategic Objectives and Outcomes

In support of the Steady State to retain CAF talent and reduce unhealthy attrition, the LOEs identified within this section will work towards the following long term outcomes: 

• CAF talent is retained in identified targeted areas;
• Occupational capabilities required for defence of Canada are sustained; and
• Reduction in unhealthy attrition of CAF talent. 

Underrepresented Populations

The LOEs are aimed at supporting all members of the CAF. With the limited information available, retention issues for underrepresented populations appear to remain under broader categories which identified a need for clearer communications, better support from leaders, support of CAF members’ careers, and support of the health and wellness of CAF members and their families. However, this approach only provides a start. All efforts implemented under the Retention Strategy Suggested Action Plan will undergo GBA+ in order to ensure that

issues faced by underrepresented populations in those areas are brought to light and properly addressed. Further, and in support of ongoing retention efforts, additional data on underrepresented populations must be collected and analyzed more regularly in relation to Retention and Exit Surveys’ information to ensure we can better target and address issues. These actions are necessary to ensure that the governance body and RPO, to be established, have the information required to make knowledgeable recommendations and decisions which address concerns of underrepresented populations and support the broader culture change effort.

Interconnectivity of the Line of Efforts

In implementing the Strategy and following the LOEs, it is essential to be aware of the interconnectivity of the LOEs with each other (i.e., governance and integrating and aligning; supporting CAF careers; and supporting families). While the LOEs direct a focused effort, progress in one area will necessarily impact the other. For example: supporting CAF members’ career goals may also support CAF member families, such that opportunities for pro­gression are better supported through improved childcare options when moves are required; improvement in com­munications of training requirements may also influence and better support talent management efforts; that sup­port for a CAF member’s career and/or family can have direct impacts on their health. Overall, the success of all LOEs relies directly on the success of LOEs 1, 2, and 3 – Strengthen Governance, Engage Leaders to Promote a Culture Supportive of Retention, and Integrate and Align Efforts in Support of a Comprehensive Approach to Retention.

To ensure success, supplementary documents including logic models for the LOEs, related actionable items, and a Performance Management Framework can be found in Annexes B, C, and D, respectively. Using these tools, responsible parties will be better positioned to identify and conduct the work needed to advance the efforts of the LOEs, and ultimately, the Strategy itself.

Line of Effort 1: Strengthen Governance

A retention strategy that delivers a significant and lasting impact requires organizational structures which integrate the comprehensive retention efforts into strategic prior­ities. This Strategy calls for the development or identifi­cation of two bodies; a RPO and a governing body. The preference would be to select a governing body from existing CAF governance structures, so as to not introduce redundant oversight. The Canadian Forces Personnel Management Council (CFPMC) could be such a body as it provides a forum for senior advice to the Chief of Military Personnel (CMP) on exercising their delegated functional authorities on military personnel matters. The CFPMC will receive strategic HR recommendations, identify organizational priorities, identify key stakehold­ers, provide direction in integrating and aligning efforts to reduce redundancy, and direct downward through the RPO to direct the necessary implementation. 

A RPO dedicated to the implementation and ongoing maintenance of this Strategy will be able to collate and analyze attrition and retention information from external and internal research, as well as related information from advisory groups and reports which support underrepre­sented populations. The RPO will also collaborate with stakeholders at all levels, and maintain awareness of vari­ous strategies such as the Diversity Strategy, CAF HR Strategy, and others, in order to develop effective solutions that speak to the needs and concerns of members on an ongoing basis. The RPO group will be able to effectively report and table retention efforts and deliver strategic recommendations based on this information upwards to the governing body. The aspect of providing the RPO the ability to direct and track implementation efforts is key. Currently, a RPO with the power to direct and ensure accountability of actions does not exist. As such, efforts to address HR concerns remain “siloed” and do not receive the benefits of an overarching strategic view. A robust performance management framework will be developed for greater evidence-based decision-making and continu­ous improvement of retention efforts. Monitoring and measurement activities will employ GBA+ and be informed by the findings to track and further identify and address key dissatisfiers for specific groups of the CAF that result in their departure from the CAF.

Line of Effort 2: Engage Leaders to Promote a Culture Supportive of Retention

Leadership is both a critical component of improving retention and one of the top reasons members leave, or consider leaving, the CAF. As such, going forward, leadership will engage in and actively work towards a culture that encourages retention within the CAF. Leaders are essential to creating a culture where people are welcomed and involved. Leaders at all levels must recognize and be able to act on the opportunities to promote retention efforts throughout a military member’s career. Leaders with direct jurisdiction over members must be able to identify areas of concern and engage in retention efforts as early as possible in order to respond to the operational needs, as well as the quality of life needs of members, and appropriately to ensure fulfillment. Further, they must be able to identify if a member is unwilling or unable to perform and be able to identify and utilize the appropriate resources to assist members to perform to the best of their ability. The actions of leaders will show they respect and value their subordinates.

Line of Effort 3: Integrate and Align Efforts in Support of a Comprehensive Approach to Retention

The influencing factors of retention are broad and touch every aspect of a member’s career. Current efforts and new developments, such as the ACP framework, must be considered, integrated, and/or aligned to ensure that activities accurately reflect this broad nature and avoid redundancy, providing the best supports for our members. A comprehensive approach to retention requires a collective effort. This Strategy recommends increased stakeholder collaboration to ensure that the concerns and needs of the member and the institution are addressed in all areas that retention efforts can impact. Only through collaborative, integrated, and aligned efforts can we ensure momentum and adequacy in addressing current retention concerns, identifying areas to target retention efforts and pre-emptively manage potential problems. Support from processes such as the Military Employment Structure (MES) studies of occupations, AMOR, as well as the Personnel Generation Committee, along with analytics provided from the unit level, are foundational to ensuring that retention efforts remain focused on core capabilities and human resource requirements of the organization. Additional analysis is needed to better identify attrition and retention issues for women, Indigenous Peoples, visible minorities, PWD, and LGBTQ2+ members. While this will require additional data collection from survey sources, methods should also include interviews, focus groups, and secondary sources (i.e., Defence Advisory Groups (DAG), Sexual Misconduct Response Centre (SMRC), Canadian Forces Morale and Welfare Services (CFMWS), and subsequent reports) to obtain a more comprehensive picture for these groups. This approach must be supported by data and an aligned and consistent suite of policies, procedures, programs, and services.

The Retention Strategy calls for a targeted retention plan to address areas with increased attrition, and a compre-hensive review of the policies and programs to address areas for improvement to support ongoing retention efforts. While anticipating that existing initiatives and other efforts have undergone GBA+, this must be confirmed, and subsequent targeted retention efforts must undergo GBA+ to ensure all member issues are appropriately addressed. This will lead to increased retention in targeted areas, greater support and flexibility for members, and more relevant policies and programs that better meet the needs of our members and the organization.

Line of Effort 4: Communicate Priorities and Promote Activities to Support Retention

The efforts of this Strategy will co-exist with and harmonize the existing efforts and programs, and the multitude of benefits that the CAF provides. However, ensuring that these efforts and benefits are clearly communicated is essential to ensuring that members are aware of them and have the opportunity to access them. Communications on retention and related activities will be clear and consistent throughout the CAF. Communication will be frequent, direct, and transparent, with consideration to careerthe needs of the members, to identify issues and ensure members understand the benefits, services, and options designed to retain them as members, and that the CAF is undertaking efforts to support them. Good communication is an early intervention to unhealthy attrition.

In addition to existing and upcoming retention activities and initiatives, military personnel need to see the efforts put forth by the CAF and the values in being a member. As such, promotion of the rewards and value of being a member of the CAF – not only the benefits and services that are offered to members, but the pride in the history and role of the CAF in Canada – is essential. Doing so encourages our members to integrate our raison d’être and why people serve to create unity of purpose and commitment.

Line of Effort 5: Support CAF Members’ Careers

Retention efforts begin the moment a person considers becoming a member of the CAF. Every interaction between the member and the organization is an opportunity to develop a relationship built on mutual respect and trust. By providing support and earnestly investing in the member throughout their CAF career, the organization demonstrates the value and respect it has for the member. Such actions instill in the member a sense of respect and trust in the organization, as well as dignity, honour, and pride in their role in the CAF. The strategic objectives included in this LOE are focused on 4 key areas of influence:

• Improve talent management efforts to select and place applicants in occupations that match their interests, skills, abilities, and aptitudes;
• Improve the path to Operationally Functional Point (OFP) practices to gain efficiencies in the overall process;
• Provide CAF members with supportive career manage­ment to achieve their goals and reduce irritants related to a career in the CAF; and
• Improve the transition process for efficiency, clarity, and more flexible short, medium, and long term options to retain members 

These have been identified as areas needing improvement, as well as significant areas of impact for establishing and maintaining a positive relationship between the member and the organization throughout their career. Due to their significance, each is elaborated on further below.

In any healthy relationship, there must be an effort made on both sides to make it work well, and the relationship between the CAF and its members is no different. While the CAF must do everything it can to provide appropriate support via a multitude of methods, so too must the mem­ber be aware and acknowledge the demands of service in the CAF – this is the symbiotic nature of serving in the CAF. The member is to support the organization in its mission; to put service before self; and to endure any number of difficulties as part of service life as required. The CAF must be equally committed to its members and provide the support to not only allow members to be the best version of themselves, but to also encourage members to remain and support the organization with pride throughout their serviceable years.

Line of Effort 6: Support the Health and Wellness of CAF Members and their Families

Preventable medical release of members who are otherwise productively contributing to our success represents a significant loss of capability. Medical releases remain considerably higher than the historical average.^{Footnote 25} The Strategy will support a better understanding of medical release trends, including those related to PWD, as appropriate, which will help to identify areas for further investigation into possible activities and plans aimed at reducing injuries or illness, as well as improving the physical, spiritual/careersmoral, and mental health of members as well as their work-life balance.

Recognizing that the families of service members play a central role in their lives and are key influencers in their decisions to stay or leave the CAF, retention efforts must support and accommodate the needs and concerns of CAF members and their families. Further, the CAF must consider that the needs of families will differ depending on what constitutes “family” and the impact family has on the member. In doing so, members and their families will develop trust and greater confidence that family life can be balanced with CAF service. Retention decisions, policies, and programs must recognize and reflect the varied and unique family needs of our CAF members. Improved family well-being and work balance lead to increased retention of members.