Canadian Government Executive - Volume 24 - Issue 06

New Professionals December 2018/January 2019 // Canadian Government Executive / 37 Figure 2: Leadership and Team Development Figure 3: Perception of the Work Place 13.93% 32.24% 31.82% 19.30% 2.69% 11.62% 28.99% 34.10% 21.90% 3.36% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% Strongly Disagree Disagree Neutral Agree Strongly Agree Leadership and Team Development 2015 2018 8.7% 15.1% 4.0% 15.8% 18.7% 24.3% 7.2% 28.6% 21.6% 21.1% 17.0% 29.4% 37.3% 29.2% 44.4% 16.7% 13.7% 10.2% 27.5% 9.4% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% I am saƟsfied with the orientaƟon/on-boarding I received when I arrived I am saƟsfied that I have the opportuniƟes to apply my talents and experƟse I trust the team I work with, especially when we face non-rouƟne tasks I do not feel excitement when going to work in the morning PercepƟon of the Work Place Strongly Disagree Disagree Neutral Agree Strongly Agree ship’s capacity to encourage disruption 2.91; their organization’s capacity to rec- ognize and take advantage of disruptive forces such as technology and demo- graphic shifts received 2.92, and 2.94 was the score when we asked if their organi- zation adapts well to change and disrup- tion. However, asked about how well the organization did in using data to support decision making and improve service de- livery, we saw a score of 3.37. A 3.27 was also scored for the organization’s attitude towards learning from obstacles, setbacks and challenging situations. Our quick excursus barely scratches the surface of our data, but the image of new professionals in public service is one of great awareness of the upcoming challenges, strong commitment to public service values, and a desire to work in the public administration. However, we also see a certain level of frustration with the future outlook of the public service and their own career path emerging from the data. If we were to come up with a tag- line to describe their attitude, we would choose Engaged but Hindered. New pro- fessionals want to make a difference, and they have chosen public service to do so; however, they feel constrained in some critical areas of their professional devel- opment. This provides Canadian public ad- ministration with great opportunities to grow and further engage this group, but it also opens the doors to cross-sector and cross-institutional competition for their skills. A ndrea M igone is Director of Re- search and Outreach at the Institute of Public Administration of Canada (IPAC). He has published internation- ally in the areas of public policy and public administration. His research focus includes work on procurement, public sector innovation, Indigenous policy, policy advisory systems, and gov- ernance. At the Institute, his work in- cludes leading the research efforts of the Institute, co-developing workshops and conferences, developing and main- taining effective relationships with the Institute’s stakeholders, alongside project and team management. Before joining IPAC he worked both as a con- sultant on Indian Residential School and as a lecturer in university. He was post-doctoral research fellow at Simon Fraser University.