Promotion to top ranks ‘not an entitlement,’ public-service group APEX warns

2016/06/15 Leave a comment

More on public service changes at senior levels:

Michael Wernick, clerk of the Privy Council and head of the public service, has been busy managing changes to the senior ranks of the public service as government executives retire at a faster rate. Prime Minister Justin Trudeau has made more than 20 changes to the top levels of the bureaucracy since coming to power. The Prime Minister announced more changes to the senior bureaucracy this month, including the retirements of Margaret Biggs, Anita Biguzs and Ward Elcock.

“The dominant challenge of the next two years is moving, as smoothly and as orderly as we can, the baby boomers like me, off the stage, and recruiting and developing the next generation of public service leadership,” Mr. Wernick said in a speech at an APEX event in Ottawa on June 1.

The clerk said he wants to capture “the creativity, the innovation, and the energy” of new leadership and talent. “So that is the takeaway. Baby boomers, it’s time to go…myself included,” he said.

Mr. Wernick said he will be reintroducing some training and leadership programs after their cancellation in recent years. One new program will place public service executives into academic institutions for about a year, he said.

Mr. Vermette said he welcomes more training, leadership programs and exchanges for senior officials. “We don’t fear that [outside] competition, but we should also be given the opportunity to develop our own experience,” Mr. Vermette said.

A senior public servant, Mr. Vermette is working as head of APEX on an executive exchange program, having last worked as deputy commissioner of the Canadian Coast Guard.

Machinery-of-government experts Peter Larson and David Zussman conducted interviews with executive recruits in the public service in 2006. Their resulting report, which highlighted the difficulties of success for senior recruits in Ottawa, noted a culture of careerism and competition for advancement among senior officials, mixed with a “climate of fear” and “self-censorship.”

One former senior public servant, speaking on a background basis, said outside recruitment is a good idea, but there can be issues with private sector executives moving into the public service. Corporate executives are accustomed to making final decisions, the person said, whereas the role of senior officials is to advise the government for decisions by the PM and cabinet.

The former government executive suggested outside candidates may be better off starting at the assistant deputy or associate deputy level, and would be better off having some government or public sector experience, such as in a hospital, provincial government or university.

PCO spokesman Raymond Rivet said by e-mail that the majority of deputy ministers are appointed from the federal rank of assistant deputy minister. There are about 70 senior officials at the deputy minister and associate deputy level.

Source: Promotion to top ranks ‘not an entitlement,’ public-service group warns – The Globe and Mail

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One-third of public service executives have mentally ‘checked out,’ study suggests

2015/07/16 Leave a comment

Part of this ‘checking-out’  is within the nature of the public service itself: a bureaucratic, hierarchical culture, with divided accountability between the public service and the political level.

Exacerbated, of course, by the distrust between the two, and the general values and ideological divide:

Studies show those who do whatever they can to remove obstacles for employees have highly motivated staff – a phenomenon whose importance is typically underestimated by leaders, according to Dowden.

Dowden said people want to feel like they are making a meaningful contribution and, as long as they are fairly paid, will go the extra mile. The public service historically attracted people who wanted to make a difference, so they came to the job with a strong sense of purpose.

“Leaders and executives in an organization very much want to live their values and when they perceive gaps … or disconnect between values and purpose, that can be incredibly challenging to work through.”

Dowden said autonomy is another key driver of engagement and motivation. In the majority of organizations, executives have the most autonomy, with more control the higher up the chain they move. APEX’s surveys, however, show executives often feel they have little authority and are micromanaged. Surveys found executives feel this lack of control regardless of level, whether Ex 1 or Ex 5.

Autonomy comes almost entirely from the culture created by the direct supervisor. Those who don’t micro-manage and who give workers the freedom to work on projects in the way that suits them – while still being accountable – get the best results.

There are two kinds of micro-managers. The perfectionist – à la Steve Jobs – who have high standards and like control over the projects for which they are responsible.

The more toxic micro-manager seems to have a need for people to know who is charge, gives little autonomy to direct reports, doesn’t accept feedback and gets involved in the minutiae of a project.

The 2014 public service survey gives mixed messages on this front. Generally, employees – including 84 per cent of executives – are satisfied with their direct supervisors and feel they can count on them. They aren’t as positive about senior management, especially when it comes to making “timely and effective” decisions and ensuring critical information flows down to staff.

But Dowden said so much about leadership and management comes down to trust.

The Conservatives have made little secret of their distrust of the public service. Experts, including the Public Policy Forum, have cited the “trust gap” between politicians and public servants as the biggest challenge facing the next generation of leaders.

APEX has also flagged its concern about this relationship and the need to improve “understanding” between the two.

The lack of trust, coupled with the concentration of power and decision-making in the Prime Ministers Office and the Privy Council Office, has intensified the lack of control and authority many executives complain about today.

So while I was fully engaged during most of my time in the public service (and fortunate to have had an interesting career with supportive managers), there are structural limits to the degree of engagement  possible or desirable.

One-third of public service executives have mentally ‘checked out,’ study suggests

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Tackle workplace depression, federal executives plead

2014/05/10 Leave a comment

Not too surprising, in the current context of continued Government distrust of public servants, high-profile attacks (e.g., SCC Chief Justice, Chief Electoral Officer etc.), reduced role for policy advice and cutbacks:

APEX’s most recent study of the health of the government’s 6,560 executives clearly showed the workplace was making some of them sick.

The study found the organizational commitment of executives was on decline – from 64 per cent to 52 per cent. About 32 per cent are disengaged, feeling disconnected from their work and unable to deal with the jobs’ demands.

The survey found that the government’s executives are more stressed than 75 per cent of Canadians. They feel they have little control over their work, receive little support from colleagues and supervisors and get scant recognition for their efforts. They complained about incivility in the workplace and harassing bosses. About one-quarter reported symptoms of burnout, ranging from emotional exhaustion to cynicism and a declining sense of accomplishment and usefulness.

Tackle workplace depression, federal executives plead.

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