September 14, 2000
Victoria, British Columbia
Check Against Delivery
Introduction
- 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
- 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
- no Canadian Speech from the Throne has ever had that kind of reference to the Public Service – ever
- it was part of a comprehensive set of commitments to build a dynamic economy, underlining the value we bring to this country
- 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
- 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
- our Public Service is at the forefront of connecting Canadians to their Government and, indeed, in seeing Canada connected world-wide
- 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
- 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
- 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
- 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
- wrong
- we’re not the only players in the "making a difference" sweepstakes today
- 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
- 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
- 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
- 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
- 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
- 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
- will also enable us to identify changes and options where we will get the best results from any new investments we make
- 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
Making Changes – It Goes Both Ways
- 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
Conclusion -- Retaining and Celebrating our Values
- 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
- 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
- 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