RCMP National Recruitment Strategy 2026–2029

The recruitment process

Recruitment begins with showcasing the iconic institution in the country the “Mountie” and the RCMP’s excellence to attract people to apply. Advertising, branding, community engagement, events, career aspirations, and personal fulfillment, all contribute to a person’s decision to apply. Divisional proactive recruiters, along with all employees who represent the face of the organization, play a vital role in attracting diverse and talented individuals to join the RCMP.

Following the initial application, there is the selection process involving several requirements and steps to determine if an applicant is qualified. This process is largely managed by the program, though some steps rely on other sections in the RCMP and some are outsourced.

Once applicants are successful in the process, they are trooped to the RCMP Training Academy, Depot Division. The program, along with Depot and the divisions work together at this step to ensure there is a robust plan in place to train and allocate those cadets once they graduate to the divisions.

A strategic plan is needed to address this current context. The following section outlines the strategy to modernize Regular Member recruitment, beginning with targeted optimizations to the current approach and progressing toward a renewed model that aligns with future needs.

Our commitment to transform processing

Every individual who applies to the RCMP should feel valued and have a positive experience throughout the recruitment process. From the moment a person applies to join the RCMP each interaction should be helpful, intuitive and seamless. Improved communication along with focusing on “hiring in” as opposed to “screening out” are key. Whether an applicant is successful or not, they should be given the best opportunity to succeed. We want applicants to share their positive experience with others and remain motivated and encouraged to reapply should they be unsuccessful.

On average, it takes a successful applicant 446 days before they are given an offer of a position in a troop at Depot. This lengthy timeline presents significant challenges in retaining strong applicants. A key area of focus will be undertaking a Lean Six Sigma exercise of the current selection process which will encompass an end-to-end review assessing every step in the process from big to small. The Lean Six Sigma review optimized the selection process and informed a new recruitment model that is both dynamic and responsive. The final report provides 20 recommendations that primarily focus on transforming the intake process to increase the quality of the applicants that reach the processing centre. This can be accomplished by increasing automation, modifying the online assessment, adding fitness and language assessments, and re-introducing human interactions with applicants up front. Other key areas include finding efficiencies via simple automation and available technologies, as well as consideration of a new case management system. Several of the recommendations have been initiated for implementation with analyses and working groups underway.

The National Recruitment Transformation (NRT) team, was stood up in September 2025 to examine the current system of recruiting, screening and processing. NRT undertook a research project to consult 22 external police agencies (Canada, U.S., U.K., Australia, New Zealand), and federal partners (such as CBSA, DND, CSIS) and review their recruitment processes and best practices. Their work also included consultations with the Commanding Officers and recruitment staff in every Division, as well as the National Police Federation. The project will also include exploring the various requirements and screening tools used to assess candidates.

NRT examined all processes, from attraction and recruitment activities to trooping at Depot, and in December 2025 delivered options to address misalignments of responsibility, authority and accountability in the process. A pilot project is being launched in February 2026 to test new models, that include regionalizing screening and processing.

The focus in the first year of our strategy is to address attrition drivers such as long processing times. Immediate changes will be introduced to expedite and reform key steps in the process including the suitability interview so that we retain a pool of strong applicants and increase their chances of success. Communications and proactive recruiting efforts will focus on encouraging people to apply so that we continue to have a sufficient applicant pool.

The goal is to enhance processing efficiency by aiming to reduce overall timelines to six months, while consistently delivering a client-first experience – ensuring each applicant is met with courtesy, responsiveness, and accessibility throughout the process. Our recruitment process must be equitable, data-driven, dynamic, and modernized to respond directly to where we’re seeing the greatest challenges.

Finally, as the work of the RCMP evolves, so must its recruitment process. The recruitment process must be designed to adapt and respond to emerging career pathways as the organization evolves.

Our commitment to hire the right people

In 2024–2025, interest in joining the RCMP reached new heights, with approximately 20,000 applications received. This growing enthusiasm highlights the RCMP’s strong reputation and appeal. Each year, the program produces at most 1,200 cadets to the RCMP Training Academy, Depot, ensuring a high standard of excellence. By continuing to focus on supporting applicants throughout the selection process – the RCMP is committed to attracting and retaining talented individuals who are well-prepared to thrive and succeed as future members.

The program must also focus its efforts on bringing in the right people including those with key skills and diverse life experiences needed to be successful at Depot and in their career as a police officer. Recruitment must be strategic and targeted to address organizational gaps in the long-term. The current challenge is not the number of applicants but rather improving screening and processing systems and improving the experience of applicants in the process to better retain them. With that, the process will be modernized to focus efforts on retaining “ideal applicants” (such as attributes and fitness level).

Attracting and processing diverse and talented applicants who align with the RCMP core values and who possess the skills and abilities needed is essential. Our commitment to recruiting, supporting, and retaining a diverse range of applicants, including Indigenous peoples, bilingual candidates, and other under-represented groups is central to our mission. To deliver public safety, successful applicants must represent the communities we serve and have the skills and experiences necessary for the specific role they will be assigned.

In addition, recruitment must be informed by workforce data and analytics. Robust Human Resources (HR) planning will require proactive workforce planning to ensure we have the right people in the right roles. This means using workforce data and predictive analytics to anticipate future needs and challenges. This is particularly important as we look at the evolving nature of work and the increasing importance of digital skills, leadership development, and public trust. HR planning efforts will ensure that we’re prepared for whatever comes next, whether it’s a shift in public safety priorities or new technological developments. Strategic workforce planning will ensure alignment with future operational needs.

The program will explore developing a modular approach to streamline applicant placement based on interests and organizational needs, starting at induction. Work will also be undertaken to advance the RCMP First Nations, Inuit, and Métis Recruitment Strategy through attraction, barrier reduction, and applicant support.

Our commitment to align efforts

Given the multi-faceted nature of recruitment, this strategy must also be prioritized by the business lines and partners that hold responsibility for their part in the process. Recruitment is a critical entry point, but it must be part of a coordinated, organization-wide approach to workforce sustainability.

To support increased hiring, the organization is embracing a transformative approach to recruitment – shifting perspectives and strategies to better align with evolving needs and opportunities. A broader definition of recruitment would include not only attracting people to apply and loading applicants to Depot, but also training cadets at Depot, allocating and onboarding new regular members to their first detachment, retaining employees, and supporting staff to return from sick leave. This priority will take more time to realize but should be part of the longer-term recruitment strategy. Activities falling under this priority will therefore be targeted for implementation in years 2 and 3.

The Senior Executive Committee endorsed the strategy and directed the Chief Recruitment Officer to stand up a Director General steering committee on recruitment to ensure sustained focus on this organizational priority, where roles and responsibilities are understood, and implementation is monitored. The committee will also consider how the recruitment process described above fits into a broader definition of recruitment and retention.

In addition, the program will work to support capacity requirements and employee well-being within the program. Investing in training, career development, and top talent is essential to meeting organizational demands and delivering on our commitments, while supporting the Chief Recruiting Officer in mobilizing the organization to address recruitment.

Our commitment to First Nations, Inuit and Métis Peoples

The RCMP is committed to building a renewed relationship and trust with Indigenous Peoples. The divisions are working closely with local Indigenous communities and leaders to recruit candidates in a meaningful, culturally appropriate and community-informed way that removes barriers to recruitment.

Initiatives such as the Diverse and Inclusive Pre-Cadet Experience and the Indigenous Pre-Cadet Training Program are designed to target underrepresented persons and provide Indigenous young adults with modified training to highlight the realities of policing and support successful application and training. These and other efforts demonstrate a growing commitment to building recruitment practices that are culturally grounded, community informed, and responsive to the unique realities of Indigenous Peoples.

Efforts to increase Indigenous representation are important given that the RCMP provides policing services to a significant number of Indigenous communities across Canada, functioning as the primary police service in approximately 60% of Indigenous communities that have formal policing agreements.

Aligning our efforts with the National Recruitment Strategy, the RCMP has recently developed the 2027–2030 First Nations, Inuit and Métis (FNIM) Recruitment Strategy: Rooted in Community, United in Service to raise awareness, provide support, and prioritize Indigenous applicants.

The FNIM Recruitment Strategy, will build on existing activities underway to support Regular Member, public service and student recruitment and set achievable targets to maximize applications from Indigenous People for all categories of employees: regular members and public service employees. It seeks to improve existing steps in the recruitment process by prioritizing FNIM Peoples, addressing barriers for remote applicants and ensuring mentorship access.

Through prioritized efforts and processes, the RCMP will ensure that the organization continues to grow and respond to community needs from coast to coast to coast.