Leaked report reveals high attrition rates and training delays plaguing Canada’s military, as recruits leave and retention efforts collapse.
New Recruits Are Leaving Fast — And the Military Knows Why
A newly leaked internal report has revealed a growing crisis inside Canada’s Armed Forces. Despite efforts to boost recruitment, an alarming number of new enlistees are quitting — many before they even finish training. The document, obtained by CBC News, paints a picture of an institution struggling not just to attract personnel, but to retain them.
In the 2023–24 fiscal year, the Canadian Armed Forces (CAF) saw an attrition rate of 9.4% among newly enrolled members — more than double the average across the broader Forces. The primary reasons? Delayed training, underemployment, and difficulty adjusting to military life.
A Training Logjam Leaves Recruits in Limbo
One of the most damning findings in the report is the extended wait time for recruits to begin training — sometimes more than 200 days. Specialized trades are particularly affected, due to shortages of instructors, equipment, and facilities.
“These delays significantly frustrate new members,” the report noted, “who often face months of underemployment after joining.”
Charlotte Duval-Lantoine of the Canadian Global Affairs Institute called out the military’s piecemeal approach to the crisis. “You can’t just fix recruitment, then worry about training,” she said. “If morale drops early, people don’t stay.”
Retention Efforts Defunded Amid Budget Cuts
The situation has been compounded by the defunding of the military’s Retention Program Office — a department tasked with identifying why personnel leave and how to keep them. The office, launched with a 90-page strategy under former defence chief Gen. Wayne Eyre, has quietly lost funding.
The Department of National Defence (DND) has not confirmed if this decision was tied to the Trudeau government’s internal budget cuts, which mandated $810 million in savings from DND in 2024, and even steeper cuts in 2025 and beyond.
Analysts say this is yet another example of broken follow-through. “Personnel policy is being defended in a so-called ‘reconstitution era,’” Duval-Lantoine said. “But the military is clearly not putting its money where its mouth is.”
Low Morale, Disillusionment, and ‘Culture Wars’
Exit interviews reviewed in the report long operational hours, insufficient leadership, and a lack of basic resources like equipment and training. But a surprising source of frustration? Perceived leadership priorities.
Many recruits and serving members believe senior commanders are too focused on cultural reform — including gender and diversity initiatives — at the expense of operational readiness. “There is a perception that leadership is prioritizing culture change over ammunition and equipment,” the evaluation states.
The report also highlights a systemic failure to retain experienced personnel nearing retirement. Many feel “tired and broken” after multiple relocations and deployments, and little is done to encourage them to stay.
A Glimmer of Hope: The Naval Experience Program
One notable success is the Naval Experience Program (NEP) — a pilot initiative allowing new recruits to “test drive” military life through a one-year term with the Royal Canadian Navy. The program has helped reduce early exits by offering flexibility, including transfers to other branches.
“Early data shows this initiative has had positive effects,” the report said, suggesting it may be a model for future reform across the Forces.
Where Does the Military Go From Here?
Top brass, including Gen. Jeanie Carignan and Lt.-Gen. Lise Bourgon, have acknowledged the problems. Carignan stressed that “there’s no point in recruiting if you’re not retaining,” while Bourgon highlighted partnerships with colleges to address training bottlenecks.
Yet without significant policy shifts, funding commitments, and a clear strategy to keep trained personnel engaged, Canada’s military may continue to hemorrhage its newest members.
The Forces are currently facing a shortfall of up to 14,000 qualified personnel — a figure that could grow if real changes aren’t made soon.
