A. Overall perceptions of culture at CSC

B. Audit criteria drill-down

Overall perceptions of workplace culture

Each interview and focus group gave staff an opportunity to describe what they liked the best about the work they do at CSC and, if anything, what they are most proud of in their work at CSC. They also highlighted what they considered most challenging about their work at CSC.

The two most common themes that surfaced when describing what they liked the best included the type of work they do and the people with whom they work. Beyond the work and the people, other aspects of working at CSC that were mentioned as highlights for some staff included job security, good compensation, and the benefits package.

When discussing what they are most proud of in their work at CSC, a variety of themes emerged. Common themes included specific accomplishments (such as having participated on special assignments or in special projects), having successfully progressed through the organization, and the work they have done with their clients, whether those are offenders or staff. Managers, especially senior managers, would often say they are proud of their team and what their team has been able to accomplish.

While most participants were proud of the work they do and that they liked certain aspects of the work they do, they all face challenges. In some cases, one or two specific challenges overshadow all others and in other cases, the variety and number of challenges were too many to list. Some of the more common challenges faced by staff can best be summarized as follows:

• Excessive workload / too few resources.

• Constantly changing priorities / the organization is reactive and not proactive / the organization is overly reactive to external forces (e.g., political, public opinion, media, labour partners, etc.).

• Rather than creating teachable moments, the organization focuses on “the blame game.”

• A “toxic” work environment: working with offenders is difficult / working with other staff is difficult / managers are not managing / there is too much favouritism.

• Accountability without authority / too much centralization / too much upwards delegation.

• Prioritizing process over purpose / losing sight of the mandate.

• Lack of emphasis on staff wellbeing / too little staff recognition.

• Inadequate attention paid to departments outside of “operations.”

• Staff do not feel as though their voice is being heard.

• Lack of good managers and/or genuine leadership at multiple levels.

• Lack of a cohesive and concerted effort to achieve the mandate / the organization is fractured in many ways / everyone works in silos / departments do not collaborate / there is a divide between staff and management and between NHQ and many other parts of the organization.

Finally, to get a quick sense of overall culture at CSC, respondents were asked to select one or two words that they feel best describes the current culture. Many participants felt that trying to describe the overall culture at CSC was quite impossible – they tended to feel that CSC was an agglomeration of many sub-cultures. This led many to suggest that the overall culture is multi-faceted, complex, incoherent, broken and divided.

By focusing on the culture they experience on a regular basis, participants tended to use a variety of terms which more often than not reflected or captured some of the main challenges they encounter in their workdays. Some of the more common ways in which culture was described was toxic, challenging, thankless, hierarchical, reactive, lacking accountability, risk-averse, unchanging, and process-driven. Some do see the culture in a positive light, in which case terms such as professional, team-focused, dedicated, and hard-working were used.

Exploring open dialogue and employee engagement

Participants were invited to share their thoughts on how well they feel management performs in terms of actively gathering and listening to feedback from employees at all levels and positions in the organization. Participants were fairly unified in thinking that the organization is quite effective at gathering feedback from employees, but performs quite poorly when it comes to actively listening to that feedback.

There is widespread belief that efforts aimed at open dialogue and employee engagement are artificial. As well, employees feel that while they are invited to share feedback, they do not believe this feedback is taken into consideration and probably not even heard.

For the most part, the discussion around open dialogue and employee engagement leaves most employees feeling like the manner in which decisions are taken at CSC is best described as top-down rather than collaborative.

Exploring clear communication

Communication at CSC represented somewhat of a paradox for staff – on the one hand it was considered plentiful if not excessive and on the other hand it was also seen as lacking and ineffective.

When assessing corporate communication, employees would focus almost exclusively on the emails they receive. These were seen as professional and comprehensive, however their volume was almost always considered overwhelming, and their relevance often deemed lacking. This has compelled many to be very selective in reading these emails.

The various challenges related to email communication at CSC lead many to value verbal communication, especially at the team level. Those who feel that communication overall is working well at CSC also tend to be employees who believe that team-level communication is strong.

Certain changes that happened at CSC because of the COVID-19 pandemic had an impact on communications. Employee views of those changes are mixed. The increase in videoconference meetings was seen by some as an opportunity for their team to meet more often and more efficiently. On the other hand, the fact that some staff were working from home hindered opportunities for some teams to meet as often as they used to or even to meet as needed.

The weekly messages from the Commissioner received mixed reviews. Many staff appreciated that the Commissioner is communicating directly with them, they liked that this communication showcases what is happening in other parts of the organization and that it conveys and reinforces the organization’s values. Those who connected less well with this communication felt that it consistently overlooked challenges with which they contend regularly and instead, focuses on “priorities” and storylines that they consider quite secondary.

Exploring employee recognition and consequences

Employee recognition was seen through two lenses – formal and informal recognition. While many believe that the means for formal recognition are adequate and realistic, there remain many weaknesses including lack of awareness and use of these mechanisms, and if they are used, they are not given to the employee in a timely fashion. Ultimately, the way formal recognition is managed at CSC leaves many with the feeling that employee recognition is an afterthought and a low priority at CSC.

Informal recognition at CSC received mixed reviews. Many, especially but not exclusively frontline employees, seem to believe that this is not part of CSC’s culture. Others, especially those with good working relationships with their immediate supervisor, believe that they receive informal recognition in a timely and authentic manner which leaves them feeling that recognition is well done at CSC.

Ultimately, employees almost always conclude that how well employee recognition is done depends on the supervisor or manager.

Employee discipline also received mixed reviews although the general sense is that CSC’s performance is lacking. Although there is consensus that the policies are clear in terms of what should lead to discipline and that discipline does follow a progression in line with policy, many argue that there remains too much latitude for managers and the overall process at CSC is flawed on many fronts. Some of the more frustrating aspects as noted by employees included the following:

• Some feel that managers in general are held to a different standard.

• Favouritism was seen as responsible for sparing certain staff from discipline when it was warranted and it was seen as responsible for disciplining others unnecessarily.

• The disciplinary process is seen as taking far too long.

• The disciplinary process is considered cumbersome for managers.

• Some believe that staff who should be disciplined are often either moved to a different team or location or they are promoted.

• Discipline is too quickly administered for what some might consider relatively minor “errors” or “oversights” while discipline is not adequately or consistently administered for more severe actions.

That said, not everyone who participated in this research believes that employee discipline at CSC is flawed. Although there were exceptions, a general trend seemed to emerge that the higher in the hierarchy one worked, the more positive discipline in the organization was seen.

All things considered, a common sentiment among staff in various positions and levels of the organization is that CSC is seen as quick to discipline and slow to recognize employees.

Exploring engagement of middle managers

There was widespread agreement that the culture that an employee experiences is largely determined by their manager or supervisor. While many believe that it would be impossible for all CSC managers to fit the mold of what they consider an “ideal”, there is also a common belief that there is room for improvement. A common weakness seen in CSC managers is that while they might be good “managers” they are not necessarily well equipped to lead.

An important part of the discussion regarding managers focused on what the organization could do to develop managers that are more likely to meet staff expectations and who foster the ideal workplace culture. Some of the more common suggestions included:

• Many seem to believe that there are too many acting managers which in turn weakens management at CSC overall.

• Favouritism too often results in individuals without management skills being selected for key positions.

• The competition process for management positions should take a more holistic view of the individual’s skillset.

• There seems to be inadequate time for shadowing and mentorship which leads to too much “trial by fire”.

• There are still too many managers who adhere to and believe in an archaic, paramilitary form of management which is anchored in a “command and obey” approach rather than what many consider a more modern holistic approach to management.

• Finally, both staff and managers explained that managers are overworked and under-resourced and do not have enough time to follow management training.

A role that many agree a manager should play is to foster a culture of inclusiveness. Feedback would suggest that there has been progress on this front over the years, especially in terms of gender inclusiveness, but there remains quite a bit of work ahead.

Exploring “tone from the top”

Employees also all agreed that the culture that an organization experiences is in many ways set by what is said and done by that organization’s leadership team. For the most part, the focus of this discussion was on the Commissioner since few staff knew or had heard of anyone else at the executive level.

Employees believe leadership is contributing to an ideal workplace culture through the following:

• Communicating the organization’s values and priorities.

• Messaging from the Commissioner highlighting key achievements and struggles experienced at all levels of the organization.

• The audit on organizational culture and the associated research with employees was seen as overdue, necessary and a step in the right direction in terms of understanding culture at CSC.

What tends to be frustrating for staff is that many of the priorities and values at the heart of communications “from the top”, while nice to hear, important and honorable, come across as largely disconnected from what is happening on the frontlines. There is a widespread belief, especially as one gets closer to the frontline, that CSC is “not walking the talk.”

Qualitative research disclaimer

Description of current culture

Employees were asked to rate the quality of the current workplace culture at CSC. The following definition of workplace culture was provided as context:

More than two in five staff members (41%) described the current culture as poor or very poor, while more than one in five (21%) provided very good or excellent ratings. The remaining 38% rated current culture as fair (the mid-point on the rating scale).

How culture has changed in recent years

Employees were asked to reflect on the direction in which the workplace culture they have experienced has changed over the past few years. National results were mixed, with more than a third of staff feeling that not much had changed (37%), 33% feeling culture has been headed in the wrong direction and 27% feeling it has generally been headed in the right direction.

Most appreciated aspects of organizational culture

Employees were asked to describe which aspects of current organizational culture they appreciated or felt positive towards. Survey participants entered their response using an open-ended text box. Responses were then grouped thematically.

Results reveal that 36% of staff referenced elements related to employee engagement – this was by far the most common theme. This was then followed by 13% of respondents referring to aspects of open dialogue, 11% touching on recognition and consequences, 8% touching on workload and hybrid work, 8% referring to engagement of middle management, and 7% referring to tone from the top.

Within each of these themes, employees more specifically referred to the following:

• Under the theme of employee engagement, employees most commonly described elements of teamwork and morale in the workplace (16%), as well as having a diverse and inclusive work environment (13%).

• Under open dialogue, employees more specifically referred to appreciation for involving employees in the change in culture (4%), informed communication with managers (4%), and importance placed on well-being and support check-ins (3%).

• Comments related to recognition and consequences mostly focused on feeling proud about the work they do and that their contribution is appreciated (8%).

• Workload and hybrid work considerations included a flexible and accommodating schedule (5%), as well as the option to work from home (4%).

• Engagement of middle management was entirely driven by perceptions of improved attitudes and leadership among managers (8%).

• References to tone from the top were centered on the importance placed on organizational missions including rehabilitation and public safety (5%).

It should also be noted that nearly one-third of employees could either only think of negative aspects of the current organizational culture (13%) or could not think of any positive aspects (18%).

Most liked aspects of working at CSC

Employees were asked to describe what they liked the most about working at CSC. Survey participants entered their response using an open-ended text box. Responses were grouped thematically.

When asked to describe what they like the most about working at CSC, roughly two in three staff referred to aspects related to employee engagement (66%). Themes that were distant second and third were tone from the top (19%) and benefits and compensation (18%). The next most common themes were workload and hybrid work options (11%) and professional development opportunities (8%).

Within each of these themes, employees more specifically referred to the following:

• Specific comments related to employee engagement included a sense of teamwork (26%), a belief that their work is fulfilling (19%) and challenging (13%), general job satisfaction (8%), and employment stability (8%).

• When referring to tone from the top, employees focused mostly on the importance placed on the organizational mission, including rehabilitation and public safety (19%).

• Feedback related to benefits and compensation focused mostly on various benefits including health, vacation, and sick leave among others (12%). Another common sub-theme included receiving a good salary and getting paid on time (11%).

• Workload and hybrid work considerations included a flexible and accommodating schedule (9%) as well as the option to work from home (3%).

• Comments related to professional development focused entirely on opportunities for advancement, job flexibility, and growth (8%).

While nearly one-third of employees could not think of a positive aspect of workplace culture (as noted earlier in this report), far fewer could not think of an aspect of their work at CSC that they liked. More specifically, 6% could only think of negative aspects of their work at CSC and 3% could not think of any positive aspects.

Least liked aspects of working at CSC

Employees were also asked to describe the least liked aspects of their work environment. Survey participants entered their response using an open-ended text box. Responses were grouped thematically according to the culture audit criteria.

More than a third of staff (35%) cited issues related to employee engagement, while 25% referred to aspects related to recognition and consequences, 23% referred to engagement of middle management, and 21% referred to tone from the top. Nearly one in five employees commented on potential improvements to operations (17%), and on issues with workload and hybrid work (17%). Aspects related to clear communication were raised by 14% of staff.

Within each of the themes, employees more specifically referred to the following:

• Specific mentions related to employee engagement included a toxic work environment (14%), no sense of teamwork (14%), a lack of dedicated staff (6%), and a lack of diversity (4%).

• Specific mentions related to recognition and consequences included a lack of appreciation in the workplace (13%), as well as systemic issues of racism, harassment, and sexism (12%).

• References to middle management included mostly issues with a lack of support, accountability, and leadership from managers or supervisors (22%).

• References to tone from the top mostly focused on unfair promotions and hiring practices (10%), a lack of focus on meaningful work (4%), and a lack of focus on organizational mandates and mission (4%).

• Comments related to potential improvements to operations primarily focused on perceptions of too much bureaucracy (5%), and a lack of funding or resources (4%).

• Workload and hybrid work considerations included a lack of staff and excessive workload (13%), issues with work-life balance and flexibility (3%), as well as having no option to work from home (2%).

• Clear communication issues included a lack of clarity surrounding operating procedures and policies (8%), as well as a lack of feeling informed (6%).

Very few (4%) employees could not think of any negative aspects of working at CSC.

Perceptions of open dialogue

A total of four statements were presented to gauge staff perceptions of open dialogue at CSC. Results revealed that 50% of employees strongly disagreed or disagreed that employee feedback is considered when making decisions. A similar proportion (47%) also strongly disagreed or disagreed that management gathers feedback from employees throughout the organization. Roughly a third of staff strongly disagreed or disagreed that they are provided with sufficient opportunities to be heard through activities like team meetings, town halls, etc. (34%) while 45% strongly agreed or agreed. Finally, 26% would not feel comfortable asking questions and speaking up in team meetings and town halls whereas the majority of staff (55%) would feel comfortable.

Perceptions of employee engagement

A total of seven statements were presented to gauge staff perceptions of employee engagement at CSC. The area that warrants the most attention in this area relates to whether all staff are on the same page when it comes to working towards CSC’s mission and priorities. Nearly half of employees strongly disagreed or disagreed that staff are on the same page when it comes to how they can all work towards achieving CSC’s mission and priorities (47%). More than three times as many staff strongly disagreed (17%) with this sentiment than there were who strongly agreed (5%).

Equal proportions of staff (38%) agreed and disagreed that management clearly communicates its expectations to employees to reinforce the type of culture it is looking to achieve. That said, more strongly disagreed (15%) than strongly agreed (9%).

Half of employees (50%) feel supported in the work they do while 56% feel they are part of the team. While these findings are certainly positive for CSC, the findings that also reveal that one in three staff members do not feel supported in the work they do and that one in four do not feel like they are part of the team cannot be overlooked.

The most positive results related to employee engagement pertain to whether staff know how they can contribute to achieving CSC’s mission and priorities and when it comes to understanding and agreeing with CSC’s mission and priorities. More specifically, 74% of employees understand how they can contribute towards achieving CSC’s mission and priorities. Nearly seven times as many strongly agreed as there are you who strongly disagreed with this sentiment (27% vs. 4%). Those who strongly agree or agree increases to 81% when it comes to agreeing with CSC’s mission and priorities and climbs again to 89% when it comes to whether employees understand CSC’s mission and priorities.

Perceptions of clear communication

A total of two statements were presented to gauge staff perceptions of clear communication at CSC. On this theme, results revealed that nearly half of staff strongly disagreed or disagreed that the communication approaches CSC employs are efficient and work well (47%). A lower although still notable proportion (40%) also strongly disagreed or disagreed that CSC’s organizational culture is clearly defined and understood.

Perceptions of recognition and consequences

A total of four statements were presented to gauge staff perceptions of recognition and consequences at CSC. A slight majority of staff either strongly disagreed or disagreed that management is consistent when disciplining employees when it is required (53%) while half disagreed that CSC provides appropriate recognition for a job well done (50%). As well, over twice as many staff disagreed that disciplinary consequences that staff face for their actions were fair as there are who agreed that they are fair (42% vs. 20%).

If there is something on which staff generally agree is that they have a clear understanding of the types of performance and behaviours that will lead to being disciplined. On that matter, 70% agreed while 17% disagreed.

Perceptions of engagement of middle management

A total of two statements were presented to gauge staff perceptions of engagement of middle management at CSC. While 30% of employees strongly agreed or agreed that middle management is empowered to do their job and support the culture, a greater proportion strongly disagreed or disagreed (44%). The trend is reversed when it comes to whether staff agree that managers and supervisors at CSC encourage employees to respect the vision and mission of the organization by modelling the appropriate behaviour. In this case, 44% generally agreed while 33% generally disagreed.

Perceptions of tone from the top

A total of five statements were presented to gauge staff perceptions of the tone from the top at CSC. For nearly all statements considered, a greater proportion of staff disagreed than there were who agreed.

More specifically, nearly half of all employees (46%) strongly disagreed or disagreed that senior management consistently demonstrates the desired culture through their actions while 29% either strongly agreed or agreed. A similar result was obtained when staff were asked if they felt that senior management holds managers and supervisors accountable for their actions (43% strongly disagreed or disagreed while 26% strongly agreed or agreed). This trend continues when they were asked if they are kept informed of the actions that are being taken to obtain the culture senior management would like to see at CSC (43% strongly disagreed or disagreed while 31% strongly agreed or agreed). Results are similar when it comes to whether the tone from senior management is consistent with the type of workplace culture they value – in this case, 41% strongly disagreed or disagreed while 35% strongly agreed or agreed.

The balance tips slightly in favour of agreement when staff were asked whether senior management effectively communicates the type of culture it would like to see at CSC. For this metric, 41% strongly agreed or agreed while 37% strongly disagreed or disagreed.

Audit criteria index summary

To compare between the various key audit criteria, the average index scores can be used to determine which criteria are performing better overall across a variety of key subgroups.

The resulting index scores revealed that CSC is performing highest at employee engagement (3.5), with mildly unfavourable to neutral scores observed for all other criteria.

Areas of focus

Employees working in institutions (37%) were more likely to believe that the changes have worsened CSC’s culture compared to those working at the community or district level (12%), RHQ (11%), and NHQ (4%). Conversely, perceptions that the changes have improved CSC’s culture are highest among employees at NHQ (30%), a view that gradually weakens as we consider RHQ (22%) and community staff (21%), and then ending with institution staff (5%).

Impact of pandemic-related changes on culture – perceived improvements

Employees who noticed changes to the culture were then asked to describe specific examples of changes that have improved the culture at CSC. Survey participants entered their response using an open-ended text box. Responses were grouped thematically.

Results reveal that a slight majority of employees mentioned an aspect related to workload and hybrid work (52%). This was by far the most common theme on which employees touched. Two themes make up the next tier of responses: 22% of staff referred to an aspect related to employee engagement, while 18% focused on various improvements to operations. The next most common themes touched on communication within the organization, more specifically clear communication (6%) and open dialogue (4%).

Within each of the themes, employees more specifically referred to the following:

• Specific mentions related to workload and hybrid work mainly focused on the option to work from home (44%), as well as flexibility and accommodation in the schedule (21%).

• When referring to an aspect of employee engagement, employees more specifically touched on improvements to employee morale and teamwork (8%), engagement via virtual meetings (8%), as well as an improved sense of productivity and autonomy (7%).

• Improvements to operations mostly referred to an increase in the use of new initiatives and technology (9%), implementing best practices for COVID safety (4%), improved cleanliness (3%), as well as improvements to service and population control (3%).

Roughly one in six employees could not think of any positive impact on culture because of pandemic-related changes at CSC (17%), while 7% provided negative comments in response to this question.

Impact of pandemic-related changes on culture – perceived deteriorations

Employees who noticed changes to the culture were then asked to describe specific examples of changes that have worsened the culture at CSC. Survey participants entered their response using an open-ended text box. Responses were grouped thematically according to the culture audit criteria.

Staff raised a variety of ways in which culture changed for the worse with four particular themes representing the bulk of responses. First, 31% referred to negative changes related to workload and hybrid work. This was then followed by aspects of work related to tone from the top (25%), open dialogue (24%), and employee engagement (21%). Other areas in which culture was seen as changing for the worse included: recognition and consequences (13%), benefits and compensation (10%), engagement of middle management (9%), and clear communication (7%).

Within each of these themes, employees more specifically referred to the following:

• Specific comments related to workload and hybrid work included excessive workload (15%), frustration with the manner that work from home was rolled out and with the negative impact of this policy (13%), and the sense that CSC does not see the benefit of hybrid work options (5%).

• Issues related to tone from the top primarily focused on perceptions of inadequate response to the pandemic (19%), and a lack of focus on CSC’s mission and mandates (5%).

• Issues related to open dialogue primarily revolved around a greater sense of division both within and between groups, and increased sciolism (22%).

• Comments related to employee engagement included the impact on team work and productivity caused by staff working at home (6%), a lack of in-person interactions (6%), a lack of dedication among staff (4%) and feelings of isolation both at home and at the office (4%) among others.

• Issues related to recognition and consequences focused almost entirely on increased pressure in the workplace and a lack of appreciation for essential workers (8%).

• Issues related to benefits and compensation included various abuses of leave (6%), inadequate efforts towards employee assistance (2%), and inadequate pay for work (2%).

• When staff touched on engagement of middle management, they mostly referred to a lack of accountability, support and leadership from managers and supervisors (9%).

Nearly one in ten employees could not think of any negative impacts on organizational culture caused by the pandemic (9%).

Areas of focus

Employees working at the community level were more likely to recommend changes in the following areas compared to those working in other areas of focus:

• Workload and hybrid work (20% vs. 8%).

• Improvements to operations (12% vs. 7%).

What employees like the most about working at CSC

The two most common themes that surfaced when describing what they liked the best included the type of work they do and the people with whom they work.

Those who focused on the type of work they do tended to refer to the broader role they play in relation to CSC’s mission and mandate rather than on the day-to-day tasks. This could include “keeping Canadians safe”, “supporting offenders in their rehabilitation”, and helping and supporting staff. Some also referred to appreciating that the work they do allows them to practice in a field in which they feel passionate about, which included work related to correctional services specifically (such as rehabilitation, security, etc.) or to certain functions within the service such as IT, communications, human resources, healthcare, etc.

When discussing what they enjoy about the work they do, some also liked that their work involves a lot of variety (“each day is different”, “there is never a dull moment”), it offers many challenges and it gives them an opportunity to have an impact or make a difference, whether at the offender level, at a team level or at a strategic level.

Those who focused on the people with whom they work almost always referred to their immediate team. These participants would describe the nucleus of individuals with whom they work as professional, competent, dedicated, and supportive. Sometimes this would also include an immediate supervisor or manager while in other instances, participants stressed the importance of having a strong group of peers in the absence of a strong immediate manager or leader. At times, participants would explain that they enjoy working with individuals at CSC given their level of passion and dedication to the mandate. Finally, in some instances, participants would exclusively refer to enjoy working with their immediate manager who would be described as professional, competent, dedicated, and supportive.

It is also worth noting that for some, the strength of their team is often what helps them either overcome or tolerate to some extent the variety of challenges they face on a regular basis.

Beyond the work and the people, other aspects of working at CSC that were mentioned as highlights for some staff included job security, good compensation, and the benefits package.

What employees are most proud of in their work at CSC

When discussing what they are most proud of in their work at CSC, a variety of themes emerged. Some would refer to specific accomplishments such as having participated on special assignments or in special projects. Some would refer to having successfully progressed through the organization. Others would say they are most proud of the work they have done with their clients, whether those are offenders or staff.

Managers, especially senior managers, would often say they are proud of their team and what their team has been able to accomplish. Finally, many participants in management and middle management positions, especially those who had recent experience on the frontlines, also explained that they were proud of having persevered through challenging work situations and environments to get to “a better place in the organization.”

Some women in middle management and management positions also explained how proud they were to have succeeded in an environment that has, historically, been male-dominated.

Finally, it should be noted that some frontline staff (meaning those whose work mostly or entirely involves direct contact with offenders), were hard pressed to think of anything they were proud of in the work they do at CSC.

The most challenging aspect of the work they do

While most participants were proud of the work they do and that they liked certain aspects of the work they do, they all face challenges. In some cases, one or two specific challenges overshadow all others and in other cases, the variety and number of challenges were too many to list.

Some of the more common challenges faced by staff can best be summarized as follows:

• Excessive workload / too few resources.

• Constantly changing priorities / the organization is reactive and not proactive / the organization is overly reactive to external forces (e.g., political, public opinion, media, labour partners, etc.).

• Rather than creating teachable moments, the organization focuses on “the blame game.”

• A “toxic” work environment: working with offenders is difficult / working with other staff is difficult / managers are not managing / there is too much favouritism.

• Accountability without authority / too much centralization / too much upwards delegation.

• Prioritizing process over purpose / losing sight of the mandate.

• Lack of emphasis on staff wellbeing / too little staff recognition.

• Inadequate attention paid to departments outside of “operations.”

• Staff do not feel as though their voice is being heard.

• Lack of good managers and/or genuine leadership at multiple levels.

• Lack of a cohesive and concerted effort to achieve the mandate / the organization is fractured in many ways / everyone works in silos / departments do not collaborate / there is a divide between staff and management and between NHQ and many other parts of the organization.

Many of these challenges overlap or have a causal relationship. For instance, it was often said that constantly shifting priorities leads to excessive workload which in turn leads to a lack of staff wellbeing. Similarly, constantly changing priorities contributes to excessive workload which in turn leads to prioritizing process over purpose.

How employees describe the current culture at CSC

Finally, to get a quick sense of overall culture at CSC, respondents were asked to select one or two words that they feel best describes the current culture. Many participants felt that trying to describe the overall culture at CSC was quite impossible – they tended to feel that CSC was an agglomeration of many sub-cultures that exist at multiple levels throughout the organization. Most often, participants felt that there is a culture at NHQ which is in many ways different than what is experienced in each of the regions, which could then in turn be quite different than the culture lived in each of the community sites and institutions. Many also agreed that at NHQ and within an institution there are multiple sub-cultures. This led many to suggest that the overall culture is multi-faceted, complex, incoherent, broken and divided.

By focusing on the culture they experience on a regular basis, participants tended to use a variety of terms which more often than not reflected or captured some of the main challenges they encounter in their workdays. Some of the more common ways in which culture was described was toxic, challenging, thankless, hierarchical, reactive, lacking accountability, risk-averse, unchanging, and process-driven.

Not all terms used by staff focused on the challenges that they or the organization face. Some do see the culture in a positive light in which case terms such as professional, team-focused, dedicated, and hard-working were used.

A. Overall perceptions of culture at CSC

1. 1) We will begin by getting your feedback on the overall workplace culture at CSC. In a nutshell, an organization’s culture refers to all the values, expected behaviours and beliefs that all staff share. These will influence the interactions between management, employees and other groups of individuals with whom the organization might interact, such as offenders, stakeholders, partners, contractors, etc. Ideally, an organization’s culture supports its mission.

   Generally, how would you describe the culture at CSC these days?

   Excellent
   Very good
   Fair
   Poor
   Very poor
   Prefer not to say

2. 2) Overall, how has the culture at CSC been changing over the past three or four years? If you have worked at CSC for a shorter period of time, consider from the moment you started your employment at CSC.

   It has generally been headed in the right direction – there have been more positive steps than negative ones
   Not much has changed
   It has generally been headed in the wrong direction – there have been more negative steps than positive ones
   Prefer not to say

3. 3) What, if any, would be the one or two aspects of the current organizational culture that you appreciate or feel most positively towards?

   ___________________________________________________________________________

   _________________________________________________________________

4. 4) What do you like most about working at CSC and why?

   ___________________________________________________________________________

   _________________________________________________________________

5. 5) What do you like the least about working at CSC and why?

   ___________________________________________________________________________

   _________________________________________________________________

B. Audit criteria drill-down

1. 6) To what extent do you agree or disagree with the following statements:

   [PROGRAMMING NOTES:

   • GROUP STATEMENTS INTO THREE BLOCKS: A-K; L-S; T-X

   • RANDOMIZE STATEMENTS WITHIN EACH BLOCK

   • RANDOMIZE THE PRESENTATION OF THE THREE BLOCKS

   • DO NOT INLUDE THE LETTER AT THE END OF EACH STATEMENT SINCE THIS IS FOR INTERNAL USE ONLY]

   1. Management makes efforts to gather feedback from employees at all levels and across the organization. (a)

   2. I feel that management takes employee feedback into consideration when making decisions. (a)

   3. I am given enough opportunities to have my voice heard through activities like team meetings, town halls, etc. (a)

   4. I feel comfortable asking questions and speaking up in team meetings and town halls. (a)

   5. I understand CSC’s mission and priorities. (b)

   6. I agree with CSC’s mission and priorities. (b)

   7. I understand how I can contribute towards achieving CSC’s mission and priorities. (b)

   8. Employees are on the same page when it comes to how we can all work towards achieving CSC’s mission and priorities. (b)

   9. Management clearly communicates its expectations to employees to reinforce the type of culture it is looking to achieve. (b)

   10. I feel supported in the work that I do. (b)

   11. I feel like I am part of the team. (b)

   12. The communication approaches CSC employs are efficient and work well. (c)

   13. CSC’s organizational culture is clearly defined and understood. (c)

   14. CSC provides appropriate recognition for a job well done. (d)

   15. I believe that management is consistent in terms of how it disciplines employees when it is required. (d)

   16. In my opinion, the disciplinary consequences that employees face for the actions they’ve done are fair. (d)

   17. I clearly understand the types of performance and behaviours that will lead to being disciplined. (d)

   18. Managers and supervisors at CSC encourage employees to respect the vision and mission of the organization by modelling the appropriate behaviour. (e)

   19. I feel that middle management is empowered to do their job and support the culture. (e) NOTE: Middle management includes all managers below the EX level.

   20. Senior management at CSC holds managers and supervisors accountable for their actions. (f)

   21. Senior management effectively communicates the type of culture it would like to see at CSC. (f)

   22. I am kept informed of the actions that are being taken to obtain the culture senior management would like to see at CSC. (f)

   23. The tone from senior management is consistent with the type of workplace culture I value. (f)

   24. Senior management at CSC is consistently demonstrating the desired culture through their actions. (f)

   Strongly disagree
   Disagree
   Neither agree or disagree
   Agree
   Strongly agree
   Don’t know / Prefer not to say

2. 7) Since March 2020, the COVID-19 pandemic led to many changes at CSC. Has the impact of the changes made at CSC since the start of COVID-19 influenced the organizational culture at CSC? Which of the following statements best reflects how you feel:

   The changes made at CSC as a result of the pandemic have for the most part improved CSC’s organizational culture
   The changes made at CSC have had mixed results on the organizational culture – some changes have improved it while others have made it worse
   The changes made at CSC have for the most part worsened CSC’s organizational culture
   I have not noticed any impact of the changes made at CSC as a result of the pandemic on its organizational culture
   Prefer not to say

3. 8) [SKIP IF Q7=“I have not noticed any impact” or “Prefer not to say”] Please provide some examples of improvements to CSC’s organizational culture that were introduced because of the pandemic?

   ___________________________________________________________________________

   _________________________________________________________________

4. 9) [SKIP IF Q7=“I have not noticed any impact” or “Prefer not to say”] Please provide some examples of ways CSC’s organizational culture has changed for the worse because of the pandemic?

   ___________________________________________________________________________

   _________________________________________________________________

5. 10) On a final note, if you could change one thing about CSC’s culture, what would it be?

   ___________________________________________________________________________

   _________________________________________________________________

C. Demographics

These final few questions will be used to help the research team understand if responses from certain groups of individuals are any different from other groups. We would like to remind you that your responses will be protected in accordance with the Privacy Act. Your identity will be further safeguarded by grouping your responses with those of other respondents when reporting results.

1. 1) Please select the area where you are physically located:

   Institution
   Community / District Office / Parole Office
   Regional Headquarters
   National Headquarters
   Other, please specify:

2. 2) Please select the CSC region that you report to:

   Pacific
   Prairie
   Ontario
   Quebec
   Atlantic
   National Headquarters

3. 3) Please select your occupational group/classification and level: (Format as two drop down lists)

   Occupational group / classification AM AR AS CR CS CX DD DM EC ED EG EL EN EX FI GL GS GT HP HR HS IS IT MD ND NU OP PC PE PG PH PM PR PS SW ST WP Prefer not to say Level 01 02 03 04 05 06 07 08 09 10 11 12 13 Prefer not to say

4. 4) Please select your current employment status:

   Indeterminate
   Term
   Casual
   Contract
   Student
   Other, please specify:
   Prefer not to say

5. 5) How many years have you worked for the Correctional Service of Canada?

   (Drop down starting with <1 up to 30+)

   Prefer not to say

6. 6) Please select your age range:

   18-24
   25-29
   30-34
   35-39
   40-44
   45-49
   50-54
   55-59
   60+
   Prefer not to say

7. 7) With which gender do you identify?

   Man
   Woman
   Or please specify here:
   Prefer not to say

8. 8) Intersectionality is important. Please select any of the following equity-denied groups that you identify with: (Check all that apply)

   Indigenous

   (Includes First Nation, Inuit, or Métis)

   Racialized minority – Black

   (Includes anyone who identifies as Black)

   Racialized minority – Other

   (Includes anyone - other than an Indigenous or Black person - who is non-white in colour or race. Examples include but are not limited to Asian, East Indian, or Latin American.)

   Disability

   (Includes anyone with a physical, mental, intellectual, cognitive, sensory, learning or communication impairment, or a functional limitation, whether apparent or not, and permanent, temporary or episodic in nature, that hinders a person’s full and equal participation in society when they face a barrier)

   Sexual Orientation, Gender Identity and Expression Minority

   (Examples include but are not limited to lesbian, gay, bisexual, transgender, queer, two-spirit, non-binary, or gender non-conforming)

   None of the Above
   Prefer not to say

Thank you for participating in the Internal Audit of Organizational Culture Employee Survey and choosing to influence the organization’s culture and future.

This survey was initiated by the Internal Audit and Evaluation Sector. If you would like to provide additional feedback regarding the organizational culture at CSC or if you have any questions regarding the Internal Audit of Organizational Culture, you can reach out to the Internal Audit and Evaluation Sector through this email address: AUDITCulture.GEN-NAT@CSC-SCC.GC.CA.

In terms of next steps, Quorus Consulting Group Inc. will also be collecting staff feedback through focus groups and interviews. The Internal Audit and Evaluation Sector will be using this data as one form of evidence in the overall audit. A report summarizing the findings from the online survey, the focus groups and the interviews will be prepared and, within 6 months of completing all data collection, will be posted on the website of Library and Archives Canada.

The Internal Audit Team will also be conducting additional data analysis through various other means, including examining results from the Public Service Employee Surveys, the 2021 National Employment Equity Survey of Women Employees at CSC, employee complaints and grievances, employee discipline, employee harassment complaints, and work stoppages. The Internal Audit and Evaluation Sector will be using the available data and information to finalize an audit report. This report will be presented to Senior Management and the Departmental Audit Committee in the Winter 2023, and upon its approval will be made publicly available.

ON BEHALF OF CORRECTIONAL SERVICE CANADA, THANK YOU FOR YOUR PARTICIPATION