An Cosantóir

| 19 www.military.ie THE DEFENCE FORCES MAGAZINE A s 2024 draws to a close, it's a time to reflect on the progress we've made and the opportunities that lie ahead. This year has been one of growth and transformation for the Defence Forces, with considerable strides across key areas. As the Head of Strategic HR, I feel immense pride in what we have accomplished together—and even greater anticipation for the journey ahead. RECRUITMENT: A POSITIVE YEAR This year, recruitment was a standout success. There have been 665 inductions so far and we are on track to reach a total of 700 by year end. This is well ahead of last year's total of 415 inductions. This incredible achievement was made possible by a collective effort across the entire organisation. Increasing our Induction figures was a key deliverable set by An Tánaiste. The Joint Recruitment Office, led by Lt Col Maeve O'Grady, deserves special acknowledgment for their leadership and coordination. But this was far from a solo effort. The Training and Education Branch, the Joint Induction Training Centre, and our formations and units all played pivotal roles in on boarding new members and setting them up for success. Thank you to everyone who contributed to this significant milestone. Your dedication reflects the strength of our team and our Values. WELCOMING NEW LEADERSHIP Another highlight of 2024 was the creation and filling of two senior leadership appointments: Gender Advisor and Digital Transformation Officer. Following a highly competitive selection process, which attracted external candidates, it was a proud moment to see two of our own members rise to these roles. Congratulations to Colonel Jayne Lawlor on her appointment as Gender Advisor and Colonel Damian Griffin as Digital Transformation Officer. Your selection reflects not only your talent but also the depth of capability within our ranks. We look forward to your leadership as we continue to transform in these critical areas. WORK IN 2024 Since June, we have partnered with Deloitte to implement the Detailed Implementation Plan for Transformation of the Defence Forces. This work is laying the foundation for our people and culture transformation. It is focused on five core areas: • Career & Talent Management Systems • Culture Change Programme • Diversity & Inclusion Strategies • Recruitment and Retention • Family-Friendly Policies Every project within these areas follows a rigorous four- stage process—Discover, Develop, Design, and Deliver. Much of this year involved the Discover phase. Over 400 of our members participated in 79 focus groups across these core areas. I want to thank everyone who took the time to actively shape our future. Your insights have been invaluable as we chart the course for our shared future. Together, we are designing a workplace where everyone can thrive and be encouraged to bring your best selves to work every day. STRENGTHENING GRIEVANCE MANAGEMENT Trust is the cornerstone of any effective grievance process. This year, we took a critical step forward by introducing formal training for Investigating Officers and decision-makers in the conduct and investigation of complaints. These efforts represent the beginning of our commitment to improving grievance management systems. In 2025, we will build on this foundation, with further enhancements to ensure a process that is transparent, fair, and trusted by all. LOOKING AHEAD TO 2025 The year ahead will be one of significant change. A key priority for 2025 will be the implementation of the Working Time Directive, a significant milestone for our organisation. Implementing the directive will support our commitment to improving work-life balance, safeguarding the well-being of our people, and promoting a sustainable and supportive working environment. Implementing these changes will require careful planning and collaboration, and I look forward to working with all stakeholders to ensure a smooth transition. We also anticipate rolling out redesigned promotion processes and performance appraisals, alongside delivering on key recommendations such as family friendly policies and a comprehensive strategy for supporting Defence Forces objectives with new civilian employees. These changes reflect our commitment to becoming a modern, forward-looking organisation where everyone has the opportunity to achieve their full potential. We will continue to pro-actively engage with all stakeholders, including the Representative Associations who have been supportive in the early phases of design. As we celebrate our successes, we must also take a moment to remember the colleagues we have lost this year. To their families and friends, you have our deepest sympathies. If there's one thing we can commit to in 2025, let it be this: let's embrace the true meaning of #ValueOurPeople and strive to treat and support each other with kindness and understanding. Mental health is an integral part of our overall well-being. Together, we can create a workplace where everyone feels valued and can bring their best selves to work every day. As we prepare to enjoy the holiday season, I want to extend my heartfelt gratitude to each of you for your hard work, resilience, and commitment throughout 2024. This organisation thrives because of its people, and I am proud to be part of such a dedicated and talented team. May this Christmas bring joy to you and your families. I hope the season provides an opportunity to rest, recharge, and reflect on all we've achieved together. I look forward to continuing our journey in 2025. Is mise le meas, Declan Carville Head of Strategic HR A YEAR OF PROGRESS IN THE STRATEGIC HR DIVISION BY MR DECLAN CARVILLE Visit to ARW Visit to Recruit Platoon in 1 Cn Cois Visit To Naval Base Strategic HR Initial Vision workshop in McKee SHRD & DLS visit to British Army Pers Center in Glasgow Deloitte HR Vision lab Declan's opening address at the Men's Health day in Athlone Declan & Brian at SNCO's Forum

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