Remarks by Mr. Mel Cappe to the National
Joint Council Seminar
September 14, 2000
Victoria, British Columbia
Check Against Delivery
Introduction
- You know that the Clerk of the Privy Council wears many hats - Secretary
to Cabinet, DM to PM, and Head of the Public Service
- My role as Head of the Public Service is particularly special to me when
I talk to audiences both inside and outside the public service
- because of the importance of an effective public service to Canada and
Canadian individuals this has an impact on the economy and on society in
general
- because of the important people issues that will define how well we
fulfil our mandate to the Government and to Canadians in the future
- Since becoming Clerk I have focused a lot on a management agenda
designed to ensure Canada has the public service it needs for the 21st
century
- Public Service has to remain a strong, representative, professional
and non-partisan, national, bilingual institution to provide
Canadians with highest quality service into the 21st century
- an effective Public Service is vital to Canada’s interests, including a strong economy, staying at the leading edge of the knowledge
revolution, and building the highest quality of life for Canadians
- The Government recognized this very clearly and in a historic way when it
committed to a focus on the recruitment, retention and learning of its skilled
workforce in last year’s Speech from the Throne
- no Canadian Speech from the Throne has ever had that kind of reference to
the Public Service – ever
- And it is important to point out that this was not just some throw-in
- it was part of a comprehensive set of commitments to build a dynamic
economy, underlining the value we bring to this country
- So, my message this evening is
- we all need to work together in shaping the Public Service into a modern,
respected workplace of choice and it takes the contributions of unions,
employees and managers. It won’t happen without you.
- I believe that fundamentally our objectives are the same, and we can work
for the good of Canadians.
Background
- There is much activity already underway in departments, in central
agencies, with unions, but we need to go further still
- last year’s Public Service Employee Survey was a significant step in
making clear the issues that we have to resolve-
- three Deputy Minister committees have devoted much time and study to
recruitment, retention, and learning and development issues and have
identified both short and longer term actions to address concerns
- The years of large-scale growth, followed by years of minimal hiring and
then by years of downsizing, have cast a demographic shadow over us today
- It is clear that we have never faced the kind of recruitment challenge we
do now
- More than that, we need to build a workforce that is fully capable of
working with the new technologies that are changing how we work and even many
of our policy and program choices
- our Public Service is at the forefront of connecting Canadians to their
Government and, indeed, in seeing Canada connected world-wide
- We are all knowledge workers now. We need to think hard about what it will
take to recruit and retain the new generation of knowledge workers to fill
current and expected gaps.
- who will take us well into the next century
- who will thrive in the new citizen-centred, collaborative environment that
keeps evolving
- we need to create an environment that gets the best possible contribution
from all employees, no matter when they were hired, no matter what jobs they
hold or aspire to. We need to provide the opportunity to let them develop as
individuals.
Being an Knowledge-Based Employer of Choice
- To do that, I am committed to us becoming an employer of choice
- That is to say, we must promote a positive work environment which is a
source of pride for both employees and Canadian citizens alike
- Getting there means understanding the new world of our knowledge-based
workplace
- Fact is, we have always been oriented to knowledge work, whether policy or
science or law, etc.
- now even traditional operational and program administration jobs are
becoming more obviously knowledge-oriented
- blue collar workers are more than ever adapting to new techniques and
technologies
- Our people have more latitude than ever to make independent decisions, to
draw on information from many sources to make choices, to apply new
technologies, to do more than simply follow the rigid directions of a manual
or a higher-up’s orders
- in the new direction we are going, leadership is not just a responsibility
for a few people we have to develop and encourage leaders throughout our
organizations at all levels
- in that new direction, we have to build a workforce that is fully
representative of the rich diversity of Canadian society today
- Representativeness is important, not only because it is right that the
Public Service mirrors the Canadian population, but also because we see better
outcomes as a result of the different perspectives that diversity brings
- All this is to the good – All of it can only reinforce our important role
in Canadian life and target it to places where we can make a unique or special
difference
- also fits with what we need to do to attract and retain new employees –
and to respond to the workplace concerns of today’s employees that stand in
the way of success
- So, our task is relatively straightforward – reinforce our traditional
strengths and update some practices – right?
- we’re not the only players in the "making a difference"
sweepstakes today
- Provincial and territorial governments, First Nations governments, the
voluntary sector and even parts of the private sector all offer jobs where a
person can feel they make a real difference in the life of our society.
Competition is fierce.
- other governments face much the same recruitment and retention challenges
as we do
- we have no reason for any complacency at all
Modernizing the Public Service
- So, we have to recognize that building a stronger, renewed Public Service
won’t happen by accident, by luck or by lack of competition
- will take a hard look at what we need to create a truly modern workplace
- means some fundamental changes to old, slow and rigid ways of organizing
and working
- For example, I appreciate that Universal Classification Standard
implementation raises challenges for employer, employees and bargaining agent
alike
- but you have already done a great deal to bring about change in how we
value work in this organization and how we pay people fairly and equitably
- UCS can help us attract and retain skilled, dedicated people throughout our
departments and agencies
- We will keep moving ahead on it
- The kind of structural change typified by UCS has to be matched by strong
efforts on recruitment, retention and learning
- As I mentioned, in October 1999, three DM Committees started work on
Recruitment, Workplace Well-Being and Learning issues
- All departments responded to a call letter I sent by identifying issues and
outlining the many initiatives that have already been taken or will be taken
at the departmental level, and by highlighting where they need system-wide
assistance
- Each committee has taken a thorough look at the issues we face and the work
that has been done to get a sense of priorities and best practices
- these have been reflected in the three reports of the committees which you
can find on my web-site
- many actions can be taken now and I encourage you to get involved
- The consistent lesson of all these reports is that we cannot approach
recruitment or retention or learning as isolated areas
- what we do in one has to involve and be reinforced by what we do in the
other two
- I want them hand in hand, not chasing each other
- I know that all of them are also taking into account the other analyses
taking place
- Such as the Perinbam Report (Action Plan on Visible Minorities) that led to
our recent and clear commitments to build a diverse workplace, and the work of
the Task Force on an Inclusive Public Service
- will, no doubt, take into account the response to the Fryer Report, since
all our strategies have to take into account the legitimate role of employee
bargaining agents
- and our determination to maintain respect for linguistic rights and the
merit principle in all we do
- All this is leading us to a coherent approach to the people issues that
will define our future success
- will also enable us to identify changes and options where we will get the
best results from any new investments we make
- I want to stress this point about results
- to get support for addressing our recruitment, retention and learning
priorities from the Government we need a clear, intelligent strategy to get
coordinated results over the long haul
- We are well on the way to that, not as one big approach for the whole
government, but by ensuring that departments see these issues as the
priorities they are, and that they have the support that will lead to results
Making Changes – It Goes Both Ways
- Clearly a major set of challenges before PS managers
- but the need for reflection goes both ways in this room
- there is a real need for different thinking, thinking that reflects the
workforce we are building and the workplace climate we need to create
- to get there we all have to be more flexible and be committed to
partnerships
- Suggest that PS bargaining agents also have to take stock of their own
roles in promoting a workplace that genuinely reflects the interests and
concerns of the new generation that will be joining us
Conclusion -- Retaining and Celebrating our Values
- But this is not all about change
- our core values will continue to guide us
- so will our commitment to work with bargaining agents to resolve issues
based on mutual respect and a shared commitment to Canadians and public
service
- We all understand that people are the key to that Public Service
- and that our challenges are about making changes that work for the people
who make up the Public Service -- those already with us and those we want to
attract and keep in the years to come
- All of us, managers, unions and employees alike, have a role in making that
change happen
- the NJC will be an essential forum to make that progress real and effective
- it will be where we develop much of what needs to happen and will provide
an opportunity where consensus can be built
- So, I look forward to hearing the results of this seminar and your work in
general
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