Osside Publications

Abstract:

In support of the rising importance of cultural evolution in the Canadian Armed Forces (CAF), Strong, Secure, Engaged (SSE) provides direction aimed towards the topic “Promoting a Culture of Leadership, Respect and Honour”. This direction is worthy of in-depth study by a student of the Senior Appointment Program (SAP) given the institutional role of the senior appointed (SA) CPO1/CWO and the emphasis placed on leadership towards “addressing systemic misconduct and to advance positive culture change within the Defence Team” (National Defence, 2024). There are two parts to this research paper. The first part serves to introduce and describe four initiatives related to the promotion of a culture to orient the reader to the topic as described by SSE. This part will include a synopsis of the current state of progress and a short analysis of the institutional effect that has been produced to-date. The second part of this paper serves an analysis of the role of the SA CPO1/CWO in relation to the topic. Although SSE describes four initiatives, part 2 demonstrates the role of institutional leaders (namely the SA CPO1/CWO) in the elimination of harmful behaviours, harassment and discrimination in the workplace. Further, I will describe several processes and supporting organizations that exist in the CAF today, all of which must be well-understood by the SA CPO1/CWO. Finally, this paper will demonstrate how this topic aligns with the CAF effectiveness model and is a key enabler of operational readiness and mission success in today’s fast-changing security environment.

Abstract:

This paper focuses on Millennials and Post-Millennials in the Canadian Armed Forces and how retention can be increased via coaching and mentoring. The hypothesis of the paper is if the CAF offers coaching and mentoring catered specifically to the motivational requirements of Millennials and Post-Millennials, retention of these two generational cohorts will be increased. Concurrent to this will be a discussion on the strategic SA CPO1/CWO and what their roles and responsibilities are in meeting this key retention goal. In answering this question, coaching and mentoring will be defined, including the retention benefits. Millennials and Post-Millennials will be defined, including who they are and what their specific motivators are relating to retention. Following this will be a discussion as to how the SA CPO1/CWO can assist this initiative. This will include discussing the roles and responsibilities of the CPO1/CWO generally and within their respective Command Teams. Lastly, there will be an outline of the competencies of the CPO1/CWO which can successfully contribute to meeting the retention initiative.

Abstract:

This research paper was prepared as part of the Senior Appointments Programme (SAP), with the objective to discuss and highlight the role of the Senior Appointment Chief Petty Officer 1st Class/Chief Warrant Officer (SA CPO1/CWO) in the implementation of Defence Policy initiatives related to Military Human Resources and Personnel Administration (Mil HR/Pers Admin). To provide context to understand the current state and future requirements of Mil HR/Pers Admin, I offer a short history of Mil HR/Pers Admin in the CAF. I explore the intersection between three competencies of the SA CPO1/CWO (Partnering, Personnel and Resource Management and Analytical Thinking), and the implementation of these initiatives. The paper also demonstrates how leveraging these competencies and the role of the SA CPO1/CWO in Mil HR/Pers Admin initiatives, is vital to contributing to CAF readiness, and how this relates to Mission Success within the CAF Effectiveness Framework.

Abstract:

The research paper examines the crucial role of senior appointment CPO1/Chief Warrant Officers (SA CPO1/CWO) in promoting institutional changes that encourage the recruitment and retention of women in the Canadian Armed Forces (CAF). Through the analysis of two distinct solutions, the study highlights the importance of the strategic initiatives and specific leadership competencies required to achieve these objectives. The first solution proposes a targeted and aggressive recruitment campaign, emphasizing the crucial involvement of the SA CWO in managing the corporate image of and promoting an inclusive culture within the CAF. This approach requires strong leadership in internal integration, media influence and strategic communication, all of which are essential to effectively attract female candidates. The second solution explores the creation of a childcare agency for the CAF, aimed at supporting the work-life balance of female members. This model is inspired by U.S. practices, and requires leadership focused on external engagement, systems thinking and strategic vision to overcome budgetary and institutional challenges. In conclusion, this work demonstrates that SA CWOs play a critical role in transforming CAF policies and practices in favor of gender equality. Using their leadership and communication skills, they can catalyze the change needed to create a more inclusive, women-friendly military environment.

Abstract:

Diversity, equity and inclusion have become very important considerations in our world. As the leadership of the Canadian Armed Forces (CAF) have made considerable efforts in the last few years to redefine inclusivity, it is possible to believe that we are making inroads towards equity and inclusion within our workforce. Although that may be the perception, research shows that the reality is much more complex.

Abstract:

In 2022, The Canadian Armed Forces (CAF) officially established a hybrid working environment for its personnel as a whole. This transition required that leaders adapt their professional practices in order to effectively fulfill the responsibilities incumbent to their roles. This report’s objective consists of identifying effective management and leadership practices a Canadian Army (CA) master warrant officer (MWO) can implement to maintain member’s well-being and commitment in their service unit in a hybrid working context. A critical analysis of the literature reveals that hybrid work generates three main interrelated issues that impact members’ well-being and commitment: personnel performance management, communicational and relational conditions and the quality of service in the CAF. In order to counter these issues, this report advocates for surrendering traditional reflexes of control in favor of results-based management (RBM); practising proactive communication, enhancing a cooperative climate; and creating an inclusive hybrid working environment.

Abstract:

This paper focuses on addressing a significant issue within 1 Canadian Field Hospital (1 CFH): the lack of job satisfaction and medical clinical competency among Junior Medical Technicians (Med Techs). The research explores the challenges Med Techs face due to role misalignments and inadequate clinical opportunities. Med Techs are often tasked with non-clinical duties, which detracts from their ability to maintain medical skills, leading to dissatisfaction and requests for transfers or releases. The paper proposes strategies for leadership, including improved training, orientation packages, and collaborations with other units, to enhance job satisfaction and operational readiness.

Abstract:

The 2017 Canada’s Defence Policy Strong, Secure, Engaged determined that the Canadian Armed Forces should represent Canada’s diverse population, and as such it would “increase the proportion of women in the military by 1 percent annually, to move from the current 15 percent to 25 percent representation by 2026” (SSE, 2017). However, despite the CAF’s best efforts, this goal continues to be a challenge – currently, women make up only about 17% of combined regular and reserve forces. The aim of this paper is to discuss the issues surrounding the retention of women in the CAF, and to provide recommendations for Senior Appointment CPO1s/CWOs to help overcome these barriers.

Abstract:

For several years now, retention within the Canadian Armed Forces (CAF) has been a pressing issue with significant and direct consequences on the operational capabilities of the CAF. In fact, a December 2023 article from Radio-Canada reported that the CAF is short nearly 16,000 members. In order to help retain our personnel, we must find innovative solutions that align with the professional and personal aspirations of the new generations enlisting in the CAF. This research paper focuses on a potential new strategy for talent management. Specifically, I will attempt to demonstrate that a talent management approach starting as early as the rank of MS/MCpl could have beneficial effects on retention within the organization.

Abstract:

Could the Canadian Armed Forces re-align release and veteran financial benefits to better incentivize continued service as opposed to potentially (or inadvertently) incentivizing release? This paper will examine the potential roles and responsibilities of a senior-appointed Chief Petty Officer First Class or Chief Warrant Officer charged with participating in, facilitating, and implementing a re-evaluation of Canadian Armed Forces and Veterans Affairs Canada education benefits to incentivize longer service.

Abstract:

Why has culture change been so elusive for the Canadian Armed Forces (CAF)? What role will ethics and leaders play in safeguarding and accepting diversity and creating a diverse institution? Now more than ever these are relevant and appropriate questions which today’s CAF must ask itself as it finds itself in the crosshairs of societal cultural change. As the largest institution of the Canadian Government the CAF has the opportunity to properly define values expected from those who serve and thus create a clear path to be expected cultural norms. Done correctly this will cement the CAFs continued relevance to the Canadian people, done incorrectly and the CAF will continue to suffer from declining enrollment and public support. Clear cultural expectations will guide individual and institutional behaviour, thus normalizing positive behavioural outcomes. As stewards of the technical and historical aspects of the profession of arms, Master Warrant Officers (MWO) and Chief Petty Officers Second Class (CPO2) wield significant influence in determining acceptable behaviours amongst CAF members and can act as mentors and positive examples. This paper will examine the issues of ethical leadership, communication and internal integration with a view to highlighting the need to make change to equity, diversity and inclusion initiatives while maintaining a commitment to operational effectiveness.

Abstract:

This research project was carried out as part of the Senior Appointment Programme (SAP). The main objective of my work was to analyze the Defence Policy Initiative number 10, Strong, Secure, and Engaged (SSE). I looked at different aspects related to diversity and inclusion within key institutional positions to examine how Member Well-Being and Commitment is improved and what role should a senior appointment chief petty officer first class/chief warrant officer (CPO 1/CWO SA) have in this context. The question at the heart of my study is the following: “what is the role of the SA CPO 1/CWO in promoting diversity in key institutional leadership positions in the Canadian Armed Forces to improve Member Well-Being and Commitment?” The study is divided into four sections as follows: initiative 10, Member Well-Being and Commitment, the role of a CPO 1/CWO SA with recommendations, and conclusion. Diversity is a Force Multiplier within the institution and we need to reinforce the importance of all our members within the team.

Abstract:

Under Canada's defence policy, Strong, Secure, Engaged (SSE), one of the Institutional initiatives is to have an effective recruitment system to help grow by 3,500 and attain the objective of 71,500 for the Regular Force military personnel. In this Research Paper, I will aim to produce an answer to my Research Question: What role does SA CPO1/CWO have in a new reformed recruiting system that respects the current values, laws, and culture of the broader Canadian society, toward attaining our goal of 71,500 Total Regular Force Size? I hope to answer this question, I intend to analyze and search, literature and documents on the subject and to complete a critical analysis of sources. And, possibly collection of data by the study of documents.

Abstract:

If assenting to the opinion of a crisis in mental health (MH) amongst copious Canadian Armed Forces (CAF) personnel, the development of enhanced and more accessible services must be a consideration. Accompanying the struggles with MH, there is a ‘stigma’ associated with this injury/illness which directly impacts the willingness to seek support or professional medical services. The impact has resulted in much foregoing aid and treatment with some perceiving isolation as directly affecting their ability to feel respected and perform their duties with dignity. This paper will examine how the CAF can provide support to health and resilience by implementing initiatives 15-17 of Strong, Secure, Engaged (SSE). Furthermore, this paper will explore what role a Senior Appointed CPO1/CWO is expected to trumpet in commitment to Military Ethos as a steward of the Profession of Arms, vis-à-vis promoting dignity as it pertains to MH. To arrive at a correlation between loss of dignity and MH, this paper will explore published materials, followed by what a CPO1/CWO can do at the institutional level. Furthermore champion alternative medical approaches, and introduce the direct link between the CAF Ethos, and risks to the foundation for inclusion when an atmosphere of stigma continues association with MH.

Abstract:

This project was presented as part of the Senior Appointment Programme (SAP). The objective of my work is to analyze initiative number 13 of Strong, Secure, Engaged: Canada’s Defence Policy (SSE) (which reads: “Place a new focus on recruiting and retaining underrepresented populations within the Canadian Armed Forces [CAF], including but not limited to, women, Indigenous peoples, and members of visible minorities.”) from the dimension of Member Well-Being and Commitment of the CAF Effectiveness Framework, while explaining the roles of senior chief-petty officers 1st class/chief warrant officers (CPO 1/CWO) from the perspective of this initiative as well as that of Member Well-Being and Commitment. While culture change is well underway within the CAF, it is not fully reflected in the recruitment and retention of people from underrepresented groups. Given that it will be difficult to meet SSE objectives for 2026, senior CPO 1/CWOs will need to support the analysis of the current recruiting system as well as suggest and influence new recruiting strategies if we are to see change at this level. In addition, we will need to ensure that all Canadians can consider a career in the CAF. We need to be more visible and proactive throughout communities in Canada.

Abstract:

Recruitment and Retention are significant issues senior leadership in the CAF are facing. Strong, Secure and Engaged, Canada’s defence policy, introduced 111 initiatives under 23 areas of interest, including “develop and implement a comprehensive Armed Forces retention strategy to keep our talented people in uniform with a welcoming and health work environment”. As senior leaders in the CAF we ask “what role does the Senior Appointed CPO1/CWO have in leveraging flexibility, creativity and innovation to effectively increase retention in the CAF?” Information in support of this research paper was found through multiple online sources with an eye to identifying what other nations were doing to address similar retention issues as well as a focus on some internal CAF policies that assist or hinder retention. Australia and New Zealand are approaching their retention issues from different angles, either personnel related or financially through compensation. Reviews of some CAF policies such as Preferred Manning Levels, Period of Retention and Universality of Service were conducted to determine if it was possible to leverage existing policies to improve retention in the CAF. It is simple to compare other nations’ approaches to their issues, review current policies and make recommendations based on those findings, however the most important factor to consider is that of the future members who in the end, will benefit from any creative solutions produced to improve retention in the CAF.

Abstract:

Although one could argue that newly promoted senior NCOs at the strategic level are mostly prepared, based on years of tactical and operations experience, there is a significant difference between operating and advising within a strategic environment than within the operational and tactical levels. If we then view this argument from a NATO standpoint, it adds another layer complexity. Although understanding national strategic doctrine and policy will obviously be beneficial within an international NATO alliance, there will also exist the national strategic policies of 29 other nations. Notwithstanding a diverse European culture that carries its own share of complexities and military doctrine. To do so, Senior Appointed CPO1/CWO’s required to advise and operate in a strategic environment require a significant period of time to develop. But when it comes to preparing CPO1/CWO’s for this specific level, the CAF development model doesn’t seem to adequately prepare CPO1/CWOs for the employment with a strategic environment. As such, we have a specific question: What is the role of SA/KP CPO1/CWO in adapting CAF NCOPD to the ever-evolving complexity of strategic roles, environment and employment within NATO context. To answer this question, this paper will be divided in two sections. We will first analyze how NATO operational Commands are influencing the strategic level, and how the CAF is adapting its NCOPD to this every evolving environment. Finally, we will analyze how/what is the role of SA/KP CPO1/CWO in improving NCOPD.

Abstract:

Present and accounted for, women have been, and continue to be an integral part of the proud history of Canada and the Canadian Armed Forces (CAF) since the 18th Century. Even though women are well established into the fiber of the CAF, it is evident that there is an issue with the retention of serving females or the recruitment of new women into the CAF, or possibly both. The apparent lack of women in the Forces and the need to augment female recruitment is clearly identified in the Strong, Secure, and Engaged (SSE), the 2017 Liberal Defence Policy. SSE ascertains that the CAF should represent Canada’s diverse population, therefore the CAF “will increase the proportion of women in the military by 1 percent annually, to move from the current 15 percent to 25 percent representation by 2026. From the direction identified in the SSE and based on the information gained through my research, I will address the following question “What role and influence does an SA CPO1/CWO have through the Culture Change Initiative with the objective to make the CAF an employer of choice, ultimately reaching the target ratio of 1:4 females to males by 2026?

Abstract:

The aim of this paper is to examine the longstanding issue of retention in Canadian Armed Forces (CAF) and key factors of potential influence which are affecting the issue. The intent here is not to produce an exhaustive list of all factors which may or may not play a part in the issue, but rather to highlight a number identified to be of particular interest when discussing the issue of retention in the CAF. If one were inclined to further study the issue, a thorough examination of CAF release data and extensive interviews of releasing CAF members would provide a solid foundation for in-depth analysis.

Abstract:

My professional issue is focused on ethical behaviours and how they impact DND’s accountability and integrity. In understanding what is ethical and creating acceptable ethical principles, leaders will be able to build on other key elements such as diversity, Inclusivity and respect throughout our organization.

Abstract:

The purpose of this paper was to inform Canadian Armed Forces (CAF) leadership about some areas that have had a negative affect on ‘Attraction, Recruiting and Retention’ (A2R) and subsequently total force numbers, as well as to provide options for ways to address those issues. A mind map was conducted to identify relevant domains, which were further distilled by ease of implementation, in terms of: time, cost, and complexity, in order to arrive at one immediate recommendation. Policy modification that favours gender inclusivity was identified as the most immediately actionable change that could yield a positive effect. Issues surrounding inclusivity were investigated with a literature review and a qualitative research approach, involving structed interviews of non-cisgender members who do not fit squarely into the CAF’s binary view of gender. The main finding revealed through this research was that the CAF should refer to Officers by their assigned rank, rather than a subordinates assumption about their gender. This policy change would be a landmark transformation and communicate to the public that the CAF is updating its policies and striving to be more inclusive, which would be aptly timed amongst the dearth of positive media stories surrounding the CAF.

Abstract:

When the Canadian Armed Forces Transition Group (CAF TG) officially stood up in 2019, it directly replaced the Joint Personnel Sup-port Unit (JPSU). This stand up was meant to be a pivotal and exciting time, as there was now a true formation dedicated to the well-ness and transition of all CAF Members. However, the CAF TG still faces many out-dated and lingering stigmas related to JPSU and is mostly an unknown entity in what ser-vices/supports are offered, how families are supported and what “transition” means. Eve-ry member of the CAF will face or undergo transition of some sort or another throughout their career. And each member will experi-ence this transition differently. These will be in the form of courses, rank progression, de-ployments, training and eventual retire-ment/contract fulfillment. Importantly, tran-sition becomes particularly more relevant when it pertains to Medical Employment Limitations (MELs), where a member is ill or injured, be it mentally, physically or combi-nation of both. This report examines the as-pects behind the stigmas and misinformation surrounding the CAF TG and offers realistic recommendations on how to better lead the institution towards educating, informing and guiding all members on the CAF TG while also supporting unit command intent.

Abstract:

This report was written by a student enrolled in the Advanced Leadership Program, PLA-0017-DL-B, hosted by the Robert-Osside Institute. The report uses the systems approach technique to determine the interconnections between the various components of systemic racism within the Canadian Armed Forces (CAF). The implicated systems are then used to determine linkages to institutional leadership responsibilities found in the publication Leadership in the Canadian Forces. Upon consideration of where efforts could best change the culture of the CAF to one incompatible with harbouring systemic racism, the report proposes three recommendations as a way forward. This report contains opinions and facts as researched by the author, which were considered appropriately relevant to the subject at the time of publication. This report does not represent the status of the Department of National Defence, nor of the CAF.

Abstract:

In 2017 the Government of Canada released its most recent Defense Policy; Strong, Secure and Engaged. As a part of this policy, direction was given to modernize the Canadian Armed Forces (CAF) as it pertained to increasing its diversified ethnic and gender populace. It went as far as to quantitatively direct specific female gender percentage goals that were to be met by 2026, which included a strong desire to increase gender diversification in senior promotions and appointments. The impact of this specific direction, along with analysis of other policy and documents, was researched in this paper to understand “How does policy affect how diversity is weighted during senior promotion and/or appointment activities”. Contextually, the problem was described theoretically through the use of the CF Effectiveness Model, and more specifically, how it related to Member Well-being and Commitment, Mission Success and Military Ethos. Analysis of the issue was completed using the concepts of Communication, Motivation and Fairness. Realistic and achievable recommendations are proposed to mitigate the negative impacts, both real and perceived, of such policy by application of objectivity and transparency to senior promotion and appointment fundamentals and procedures, while additionally educating individuals throughout the CAF on these new measures. Thus, the CAF’s reward system of promotion, but also its operational effectiveness, will remain solidly based upon a member’s merit and capability and nothing else.

Abstract:

When the Royal Canadian Navy (RCN) announced the adoption of gender-neutral rank designations in 2020, what should have been a watershed moment in the Navy’s diversity and inclusion efforts was marred by hateful on-line comments. This event was yet another example, which, along with the findings of the Evaluation of Diversity and Inclusion report, show that more than five years after the launch of the 2016 CAF Diversity Strategy and Action Plan the CAF had not made discernable progress on building a culture that embraces gender diversity and inclusivity. The intent of the strategy has not been backed up by individual and collective actions that align with the fundamental principles of respect and dignity for all persons. A disconnect continues to exist between the professional standards of conduct established by the CAF’s policies and the reality experienced by many members. This paper examines the reasons the CAF has not been successful in creating an environment of diversity and inclusion, recommendations for shared and individual actions needed to create a gender inclusive culture and finally, how the role of the Chief Petty Officer Second Class (CPO2)/Master Warrant Officer (MWO) in leading organizational change is more important than ever.

Abstract:

A gendered focus of leadership must be implemented to resolve existing insecurities in the CAF. Men and women experience life differently, these differences must be analyzed and fully explored to meet the objectives of equity. Women continue to be victims of inappropriate behaviour and harassment, and currently there is a gross deficit in relation to the involvement of women with implementing gender-specific policies that can resolve these issues. In addition, the number of men and women in Canada are nearly equal but yet only a tiny percentage of women have been enabled to share their intelligence and unique perspectives in the CAF. This paper will analyze this professional issue and highlight concepts such as systems thinking, communication, and transformational leadership, which will be essential to overcoming problems linked to gender dynamics. Lastly, this report will underline recommendations that can resolve issues that are connected to gender dimensions such as eliminating gender-blind policy, inclusiveness as it pertains to recruiting, and inclusiveness as it relates to women’s participation in high-level decision-making.

Abstract:

This paper aims to show how the current state of the Financial Services Administrator (FSA) trade within the Reserves is ineffective, and provides recommendations on what we could do now to prevent further degradation of the trade. The primary intent of splitting the Resource Management Support (RMS) Clerk trade into two separate trades (Human Resources Administrator’s (HRA) and Financial Services Administrator (FSA)) was to ensure that the technical skills in financial management and administration were honed and retained throughout the Canadian Armed Forces (CAF). However, throughout this paper I will show that the way the split was handled has instead jeopardized the continuity of those very skills and created significant issues for career progression, manning, retention, recruiting, and training. My recommendations to combat these issues include soliciting feedback HRA’s and FSA’s across the CAF (ensuring that both Regular Force and Reserve members at all levels are consulted); doing an Establishment Change at the Unit level, which would see one Corporal (Cpl)/Master Corporal (MCpl) HRA position found in a typical Reserve Orderly Room turned into a MCpl FSA position; and re-amalgamating the Junior Ranks back into RMS Clerks (or Administrators) with specialization as either HRA or FSA only happening at the Sergeant (Sgt) Level.

Abstract:

The basis of this report was to look at how team effectiveness could be diminished through improper management of careers at the unit level. When investigating this issue, one of the key elements was how do we, as senior Canadian Armed Forces (CAF) leaders, better understand the needs and challenges of personal career growth? How do we better promote a culture that enables junior CAF members the opportunity to commit to their own well-being and at times, their own career management? As part of my initial research methodology, I compiled a questionnaire consisting of various questions. The questionnaire was sent out to various rank levels within the Signal Intelligence Specialist trade (SIGINT Spec trade). The returned results offered me the opportunity to understand the ground truth, as conveyed to me, of the various issues within the trade.