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.