Post on 16-Aug-2015
Overview
• Canadian values and ethics, global
influences and Canadian demographics
• Understanding the culture of the
organization – Government Corporate
Culture – (i.e. transition government issue)
• Corporate Culture within specific
departments
Values and Ethics
• Bilingualism
• Pay Equity - Employment Equity
• Diversity - Representative of the face of
the Canadian Public in Government
- Inclusiveness
- Employer of choice
(work life balance)
Bilingualism
• New policy makes bilingualism mandatory for 1 in 3 public service jobs - April 2004
• About 38% of the jobs in the public service are now bilingual
• proportion is much higher in the NCR, where more than 63% of 58,600 jobs are bilingual.
Bilingualism
• Increase in the proportion
of bilingual people,
especially in Quebec
and New Brunswick
• Greater bilingualism
among all linguistic
groups in Quebec.
• Outside Quebec, less
bilingualism among
youth aged 15 to 19.
Proportion bilingual in the 15-19 age
group, Quebec and the rest of
Canada, 1996 and 2001
41.9
18.5
48.1
16.8
0
10
20
30
40
50
60
Quebec Rest of Canada
1996 2001
Language Situation In Quebec
• About 76 % of Allophones and 66% of Anglophones use French at work, at least on a regular basis
Outside Quebec
• Outside Quebec: 67% use French at work -- higher where concentration is greater- (New Brunswick 92%, Ontario 69%, Nova Scotia 65%).
0
10
20
30
40
50
60
70
80
At
Home
At Work At
Home
At Work
Use of French by non-
Francophones, Quebec, 2001
Anglophone Allophones
Corporate Canadian Reality
• Stats Can – immigration counts for more
than 50% of total population growth and
will likely increase
• The workforce and general population is
becoming grayer – population 85 and over
increased by 47%
• Immigrants of the 1990’s account for 70%
of growth in labour force
Workforce becoming greyer
Ratio of Entrants aged 25-34 to Retirees aged 55-64
in Selected Occupations
1.1
0.9
0.5
1.5
1.7
0.7
0.50.4
0.60.7
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
General
practitioners
and family
physicians
Registered
nurses
University
Professors
College
and other
vocational
instructors
Pipefitting
and
Carpentry
trades
1991 2001
Federal Public Service
• Overall aging of the Canadian Labour Force
– Public Service workforce older than the overall workforce
• Mid 90’s
– Accelerated retirements due to departure incentives (ERI, EDI, CRP, EETP) and salary freeze; Lack of recruitment accelerated the aging of the workforce
• End of 90’s and Early 2000
– Growing labour market competitiveness as a result of the economic boom
Federal Public Service Continued
• 2001-2003
– Economic slowdown: federal government seen as desirable employer; less competition for talent, reduced voluntary departures
– PS spins off three Separate Employers who become competitors for employees
– Major expansion in federal govt employment
– Significant hiring of professional and knowledge workers and relatively less hiring of operational and and white collar support personnel
Projected median age FPS
workforce as of Nov 25/02
• Future age profiles unlikely to reverse due to increased hiring of highly educated, hence older, employees
5051 51 51 51 51 51 51 51 51 51
48
494949494848
47
50 50 50 50
44
39
4546 46
47 47 4748 48 48 48 48
38
41
44
47
50
5319
91*
2001
**
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
ExecutivesEX FeedersOverall FPS
EX-01 Feeder Groups – 10
year historic average as of Nov 25/02
EX-01
Vacancies
“Top Ten” Feeder
Groups
PM-06 ES-06
AS-07 CO-03
FS-02 FI-04
PE-06 ES-07
IS-06 AS-08
All Remaining Groups
External Applicants
67%
28%
5%
Career Development and Mobility
• Developmental Programs, Human Resources, Training, Workplace Environment;
• Historical absence of accessible career development programs for all employees;
• resource issues concerning activities (i.e., time, workload and funds);
The “high” level of bilingualism required for certain positions; no access to language training
Absence of an effective mentoring/coaching program;
Focus on Employee
• Define Employment Goals
• Available and recommended training
• Re-organization opportunities before
any new staff arrive
Define Employment Goals
• Personal introspection – What would I like to do?
• Where am I now - personal competency assessment
• Where would I like to go? Timeline? Effort?
• Identify gaps or weak areas to develop
• Engage your immediate supervisor and senior management as required
• Assess corporate culture in the organization – long range plan for the organization
Available and recommended
Training
• NRCan Reference Centre - Online learning
opportunities - Learning Maps
• Work Tools – self assessment - CCRA,
PSC, NRCan competency development
• Learning plans, Training, HR links – SFQ
next level up
• Lunch and Learn
Government Training
Opportunities
• PSC – Training and development Canada - Career Watch
• TBS – Leadership Network
• CCMD – extensive core curriculum entry level to DM Management Training, armchair discussions
• Other: Performance Institute, APEX, EE networks
Networks
• Professional Institutes & Associations i.e.
ADM Secretariat and Middle Managers
community
• Volunteer Organizations
• Colleagues – interdepartmental contacts
• Post Secondary institutions – Colleges,
Universities
Re-organization opportunities - STAFFING/RECRUITMENT
Q. Are managers obliged to staff from
within the Public Service before
considering external recruitment?
• A. The Public Service Employment Act
(PSEA) recommends that it is good
business practice to consider candidates in
the organization first. However, this is not
mandatory.
High proportion of immigrants of
the 90’s had a university diploma
0
5
10
15
20
25
30
35
40
45
Less than High
School
High School Trades College University
Canadian-born population in 2001 Immigrants of the 1970s
Immigrants of the 1980s Immigrants of the 1990s
Legal Obligation
to Comply with the CHRC and the
NRCan Employment Equity Plan
• external recruitment
- primary vehicle
that will be used in
the short-term to
address EE under-
representation.
• NRCan’s use of
external recruitment
will allow us to
address department
shortfalls in terms of
employment equity