CAF READINESS - The importance of the role of the Senior Appointment Chief Petty Officer 1st Class/Chief Warrant Officer in the implementation of Military Human Resources and Personnel Administration Initiatives

Aim

1. This paper aims to discuss the role and highlight the importance of the Senior Appointment Chief Petty Officer 1st Class/Chief Warrant Officer (SA CPO1/CWO) in the implementation of Defence Policy initiatives regarding Personnel Administration (Pers Admin) and military Human Resource (Mil HR) within the Canadian Armed Forces (CAF) in the context of CAF readiness. I will refer to strategic initiative 25 from Canada's defence policy, Strong, Secure, Engaged: "Establish a Personnel Administration Branch of experts in military human resources and personnel administration to focus and improve military human resource services to all Canadian Armed Forces members." (Department of National Defence [DND], 2017, p. 31). By exploring the intersection between the competencies of SA CPO1/CWOs and the implementation of these initiatives, this paper will provide insights into the effectiveness of engaging the SA CPO1/CWOs in the implementation process. Additionally, this paper seeks to demonstrate how leveraging the competencies and the role of the SA CPO1/CWO optimizing these initiatives is vital to contributing to CAF readiness.

Introduction

2. The dynamic landscape of modern warfare and the efficacy and preparedness of the Canadian Armed Forces (CAF) hinge not only on strategic manoeuvres and new equipment but also on the CAF's ability to manage and care for our people. The defence policy Strong, Secure, Engaged: Canada's Defence Policy (SSE) and the current defence policy update, Our North, Strong and Free: A Renewed Vision for Canada's Defence Policy (ONSF) (DND, 2024, pp. 16 - 22), outline several initiatives and goals pertaining to Military Human Resource (Mil HR) and Personnel Administration (Pers Admin). The critical linchpin in CAF readiness is the implementation of a Military Human Resource (Mil HR) strategy and numerous personnel administration (Pers Admin) initiatives. As outlined in the CAF Retention Strategy (DND, 2022, p. 2), there is a need for a Mil HR Strategy as, currently, the CAF lacks the critical expertise to achieve these initiatives successfully. At the forefront of successful strategic Mil HR/Pers Admin initiative implementation is the SA CPO1/CWO engagement. The SA CPO1/CWOs are critical figures in advocating the need for expertise in this area and navigating the complexities of Mil HR/Pers Admin initiative implementation and alignment with the overarching goal of bolstering CAF readiness.

3. To obtain the aim of my paper of discussing the role and the importance of the SA CPO1/CWO in the implementation of this Defence Policy initiative and the importance it has to CAF readiness, I will present my analysis within the following sections of this paper:

1. Background - I will briefly describe Mil HR and Pers Admin Branch in the CAF and the loss of expertise and focus.
2. Current Context and Future Requirements – I will discuss the most recent Defence Policy update, the current state of the
3. CAF Readiness and the CAF Effectiveness Framework—I will describe the intersection between this initiative, its effect on CAF Readiness, and how this relates to Mission Success.
4. The SA CPO1/CWO's role in implementing these initiatives, including the competencies they can engage to enable and support this initiative.

DISCUSSION

BACKGROUND

4. Upon unification of the CAF from 1968 to 1998, the Canadian Forces Administration Branch performed Mil HR and Pers Admin functions for the CAF. Within this Administration Branch were Personnel Administration Officers (P Adm O) and Administration Clerks (Admin Clk). In 1998, the Administration Branch was disbanded, with the PAdmin O and Admin Clk occupations ceased to exist, with the PAdmin Os moving over to Logistics Officers and Admin Clks, along with Finance Clerks, becoming Resource Management Support Clerks (RMS Clks). (Harper, 1998). In 2002, the Report of the Auditor General of Canada to the House of Commons (Office of the Auditor General of Canada, 2002) audited the recruiting and retention of the Canadian Armed Forces. The audit found:

"Today's shortages are a result of actions taken when National Defence downsized in the mid-1990s. A reduced recruiting level, cuts in human resource management, lack of information to monitor the health of occupations, and limitations in training capacity have contributed to the current problems." (p.1)

It also stated:

"We are concerned that few military personnel assigned to military human resource management have previous experience or training in human resource policies and practices. While there are opportunities available to take some human resource courses, the Canadian Forces would benefit by having knowledgeable group, trained and experience in managing human resource changes needed over the long-term." (p.1)

5. In 2016, the RMS Clk occupation split back into two occupations: Human Resources Administrator (HRA) and Financial Services Administrator (FSA) (DND, 2023). This was due to losing expertise in both areas when the trades amalgamated (OAG, 2002, p. 1). The consequence of losing the Administration Branch in 1998 was the disjointed Mil HR/Pers Admin policies and the loss of expertise and services provided by untrained or undertrained members. Uncoordinated policy implementation has resulted in unsatisfactory Mil HR/Pers Admin services to all CAF members. Where there used to be a unified and understood approach to Mil HR and pers admin, which allowed more effective and efficient implementation and service delivery, this no longer exists. This has had a negative effect on our people, resulting in dissatisfaction from recruit to retired members, and has limited the CAF readiness capability.

6. In 2017, SSE initiative 25 recognized the gap within the CAF and directed the establishment of a Personnel Administration Branch: "25. Establish a Personnel Administration Branch of experts in military human resources and personnel administration to focus and improve military human resource services to all Canadian Armed Forces members" (DND, 2017, p. 31). Numerous initiatives within the entire Defence policy require HR expertise. As of the date of this paper, SSE Initiative 25 has yet to be implemented.

CURRENT CONTEXT AND FUTURE REQUIREMENTS

7. The CAF's requirement for HR expertise will allow for a focus on a more strategic HR capability to mitigate and reverse personnel shortages through the breakdown of the current approach to Mil HR/Pers admin. ONSF Defence Policy update provides a Vision for Defence, which states, "Our renewed vision is focused on preparing the military to meet these accelerating challenges…" (DND, 2024, p. 11). This new vision focuses on the readiness of the CAF. Section three of the defence policy update provides how the Government plans to deliver this vision and discusses how the CAF's "…ability to conduct operations depends on a strong institution that can… manage personnel using modern digital systems, and recruit and retain talented people…" (DND, 2024. p. 16) There is a significant focus on modernizing the recruitment process to rebuild by 2032, which includes changes to the enrolment process and security clearance process, re-evaluating medical requirements, and reforming managing military personnel. There is also an intent to adjust "…personnel policies related to compensation and benefits, human resources policies, leave…" (DND, 2024, p.19) Each of these items depends on Mil HR/Pers Admin expertise capability and one that currently does not exist.

8. Although it may not be possible within the current size of the CAF to fully re-establish and staff a Pers Admin Branch, the requirement exists more than ever to establish expertise within the CAF. Due to the lack of Mil HR/ Pers Admin expertise within the CAF, several recent compensation and benefits initiatives to improve recruiting and retention have fallen short. For example, the Rations and Quarters remits for new members, announced in 2022 (DND, 2022) and the RCAFs initiative under Op TALENT (DND, 2021) to implement new pilot pay tables in 2021 were initiatives implemented to improve recruiting and retention. These initiatives had less than favourable outcomes, including, but not limited to, an increase of thousands of pay system transactions at pay offices with no increase in pay system capability or staff, and some members waiting months to years for their funds. The dissatisfaction from new members, current members, and the administrative staff was overwhelming. A Mil HR/Pers Admin expertise capability, with the support of the SA CPO1/CWO, could have foreseen the challenges that the strategic level decision makers could not consider.

9. The ONSF Defence Policy update states, "Our best insurance against global uncertainty at home and abroad is a ready, resilient and relevant Canada Armed Forces…" (DND, 2024, p. viii) to rebuild the CAF to its established size. To obtain this goal, SSE Initiative 25 needs to be implemented. Moving forward, coordination and expertise with a focused, unified, and understood Mil HR/Pers Admin approach are required. Additionally, The CAF Retention Strategy states:

"The CAF is committed to investing in a strategy to develop, implement, and sustain the environment, systems, and processes appropriately at every level of the organization. Such action is critical to our collective institutional health, as CAF capabilities suffer when essential members are compelled to leave due to organizational factors such as outdated personnel policies or lack of flexibility in our military personnel management system." (DND, 2022, p. 6)

CAF READINESS AND CAF EFFECTIVENESS FRAMEWORK DIMENSIONS

10. Readiness is the capability of the CAF to carry out missions; this capability includes people and other resources available (Canadian Army [CA], 2022). Readiness is necessary for mission success, which is the primary outcome of the CAF Effectiveness Framework. The responsibilities of those leading the institution, such as the SA CPO1/CWO, are vital to ensuring CAF readiness. According to the analysis in The Ready Forces Integrated Strategic Analysis Report (DND, 2023, p. 1), which examined the overall effectiveness of CAF readiness, it found that we are not always capable of meeting operational requirements and that we have challenges related to processes, training, recruiting, and retention that may impact career progression, health and wellness, and readiness. Considering these findings within the current context of CAF readiness, it is clear how Mil HR/Pers admin expertise is essential to CAF readiness in many areas. Readiness relies heavily on personnel management (the right person, the right position, and the right training at the right time). Well-trained, prepared, adequately equipped, and motivated members are essential to CAF's capability and readiness. Recruitment of talented people and retaining them through retention strategies ensures that a high-quality CAF can meet the demands the Government asks of us. This includes relevant training and development, enhancing the skills and capabilities of our CAF members, and ensuring they are ready and can adapt to evolving threats and technologies. Mil HR/Pers admin expertise is essential to supporting all these areas. It is also vital to identify and develop future leaders and contribute to the continuity of organizational effectiveness. HR planning ensures sufficient occupations, ranks, and environments and strategically optimizes personnel. These are tasks that SA CPO1/CWOs have substantial experience in, can speak to, and can support regarding readiness. A former United States Sergeant Major of the Army, Richard A. Kidd, stated, "Readiness is the best way of truly taking care of soldiers." (Kidd, n.d.)

11. As stated above, readiness is essential to Mission Success. The primary outcome of the CAF Effectiveness Framework Dimension is Mission Success, which is supported by three enabling outcomes (external adaptability, internal integration, member well-being and commitment) and one conduct value of Military Ethos. (DND, 2005 p. 3 – 4), Within each effectiveness dimension, senior institutional leaders have Mil HR-dependent responsibilities. For example, within the mission success outcome, the responsibilities include matching resource allocation to goals and priorities and developing the next-generation leadership cadre. Within the internal integration enabling outcome, "ensuring various enabling systems of the CAF (material, personnel, financial) function as a coordinated and integrated whole," (DND, 2005, pp. 48 - 49) and within the member well-being and commitment outcome, "being pro-active in providing satisfactory conditions of service, manage personal expectations of members while fostering their commitment to service through appropriate reward and recognition practices." (DND, 2005, p. 51) SA CPO1/CWOs must exercise these leadership functions within these effectiveness dimensions to make mission success possible.

THE IMPORTANCE OF THE SA CPO1/CWO

12. Those who hold senior appointment positions are charged with leading the institution, such as SA CPO1/CWOs, and need to consider all aspects and impacts of policy and regulations and how this will affect the primary outcome of Mission Success. As I have stated above, mission success is only possible with readiness, which requires the implementation of SSE 25 or a variation of this initiative in implementing HR expertise within the CAF. SA CPO1/CWOs are recognized as a force multiplier as they have a "substantial and significant body of knowledge and professional expertise within the Canadian Forces…" (DND, 2009, p. D) Leading the institution is about developing and maintaining the CAF's strategic and professional capabilities and creating the conditions for operational success. (DND, 2005, p. 4) Maintaining these capabilities and creating these conditions are within the competencies and responsibilities of the SA CPO1/CWO.

13. Which competencies can the SA CPO1/CWO engage to achieve these responsibilities to support SSE initiative 25 and the other Mil HR/Pers Admin goals within the Defence Policy and Policy update? More importantly, how can they practically apply these competencies? SA CPO1/CWO have many competencies (DND, 2021, pp. 133 - 166); however, I will focus on three: partnering, personnel and resource management, and analytical thinking.

1. Partnering: A SA CPO1/CWO's competency in partnering is essential to implementing Mil HR/Pers Admin initiatives and establishing this expertise capability within the CAF. Throughout their careers, with experience in multiple environments and roles, SA CPO1/CWOs have been provided with the unique ability to foster collaboration between those involved in decision-making, those expecting to benefit from these initiatives, and those who implement and administer these initiatives. This can be accomplished by facilitating communication and ensuring a mutual understanding of the goals between all stakeholders. The SA CPO1/CWO has a strong relationship with the Non-Commissioned Member (NCM) community, which helps gain support and buy-in from stakeholders across the CAF. Their experience and credibility with the NCM corps provide a resource for senior decision-makers, supporting the success of the implantation of SSE 25 and other Mil HR/Pers Admin initiatives.
   
   
2. Personnel and Resource Management: Personnel and resource management competence is crucial for implementing Mil HR/Pers Admin initiatives and supporting this expertise within the CAF. SA CPO1/CWOs have the experience to advise decision-makers on the effective allocation of resources to support HR initiatives. They have knowledge and experience from tactical and operational levels, which can assist them in assessing the needs of these initiatives from multiple levels. Additionally, their proficiency in resource management, based on their experience, enables them to provide suggestions for optimizing resources, ensuring that considerations that these initiatives require are adequately supported. For many senior NCMs, this proficiency has been developed over a lifetime of service in the CAF, which has provided lived experience in different positions with limited resources and uncertainty. Deployments and working in operational first-line and support units provide them with a lived resource management experience. As they have moved up within the organization, SA CPO1/CWOs have held positions such as Occupational Advisors, career managers, senior technicians, and superintendents, to name a few. These positions are personnel and resource management, at the heart of SSE 25 and many of the initiatives within SSE and ONSF.
   
   
3. Analytical Thinking: Analytical thinking is crucial for implementing SSE 25 and supporting this expertise within the CAF. SA CWOs/CPOs' analytical thinking ability enables data analysis and understanding of what the data is showing "on the ground," as they have vast experience in the CAF, allowing them to identify trends. This information can be provided to their commanders to help them make informed decisions. Specifically, they can provide valuable insights into required HR expertise and suggested initiatives concerning pay and allowances, talent management, and performance evaluations. Through their experience, their analytical thinking skills allow them to critically evaluate processes and systems to determine how processes can be streamlined. This experience also provides the SA CPO1/CWO with a unique perspective and determines what stakeholders need to be considered in implementing SSE 25 and other initiatives. By leveraging analytical thinking, SA CPO1/CWOs can enhance the effectiveness and efficiency of implementing these initiatives.

14. It is essential to know which competencies the SA CPO1/CWO can use to support these initiatives and how to actualize these competencies. The unique position of the SA CPO1/CWO allows them access to stakeholders both up and out and down and in. The SA CPO1/CWO needs to be vocal in identifying all stakeholders and senior decision-makers early in the process, underlining those who will be affected by or are interested in the initiatives and outcomes. They must allow for open communication from stakeholders so their needs can be understood and voiced on behalf of stakeholders to decision-makers. It is essential to outline stakeholders' needs, concerns, and priorities. The SA CPO1/CWO must be available and visible – have a presence and be approachable. Create both formal and informal meetings and networking opportunities. Some suggestions for partnering include town halls, Chief's Hour, one-on-one meetings, providing space for diversity in opinions and a seat at the table for those who need to be heard. Investing this time and energy will build relationships which allow open communication.

15. In collaboration lies success. Collaborating on developing solutions to align with CAF objectives may require compromise and consensus building to find mutually beneficial outcomes. The SA CPO1/CWO must manage expectations by being transparent to decision-makers and stakeholders. Voice the limitations, constraints, and concerns brought up by stakeholders who do not get a seat at the table. Most importantly, celebrate successes – SA CPO1/CWOs experience with the achievements of our people is an asset to leverage in partnership easily. Celebrating successes as initiatives are implemented is essential in partnership. Simple emails of appreciation, a shout-out or Bravo-Zulu to members or teams of members, and a coin recommendation for a commendation or another award or honour go a long way to demonstrate that we recognize the contributions and sacrifice of the people involved.

CONCLUSION

16. SA CPO1/CWOs are essential institutional leaders in implementing the Defence Policy initiative SSE 25 and other Mil HR/Pers Admin initiatives in CAF Readiness. I have provided information on how the loss of the Mil HR/Pers Admin expertise in the 1990s, coupled with the increased demand for our CAF and shrinking numbers, has impacted the ability of CAF readiness. I have outlined above the responsibilities an institutional leader has within the Effectiveness Dimensions of the CAF, specifically Mission Success and enabling outcomes. Many of these responsibilities are Mil HR-centric and supported. Mission success is also heavily dependent on CAF Readiness. SA CPO1/CWOs can exercise competencies such as partnering, personnel and resource management, and analytical thinking to enable the implementation of SSE 25 and re-establish the Military human resources expertise required. It is essential that SA CPO1/CWOs not only talk about what competencies can be used but also put these competencies into action. The Chief Corps is strong; amongst us are hundreds of years of experience and volumes of knowledge; we are a resource that can provide valuable input into initiative implementation. We know the CAF from a very different lens from what the senior leadership of DND and the CAF have experienced. We are in a privileged place where the best support we can provide our Commanders is the competencies we hold and put them into action. The result will create a strong foundation of coordination to support building a strong, well-trained, and supported CAF capable and ready to support the missions that the Government of Canada directs.

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This paper was reviewed using the software of Grammarly, which uses AI to detect spelling and grammatical issues and suggests rewording for clarity.