Canadian Government Executive - Volume 25 - Issue 02

26 / Canadian Government Executive // April/May 2019 A ccording to the 2018 Mercer Global Talent Trends Study, 39 per cent of employees would leave their current job if their organization’s corporate culture was toxic or impeded career progression. Canadians are three times more likely to seek another job that embeds a stronger sense of em- powerment. Today’s workforce is evolving from in- dividuals looking for job security to those seeking job passion. Organizations that fall short in promoting work-life balance, flexibility, or virtual work arrangements risk losing highly-motivated and talented individuals who are willing to give 110 per cent. In the public service, geographical loca- tion is also a barrier. Public institutions are missing opportunities to recruit and retain indispensable expert knowledge. Networking is an invaluable tool in find- ing subject-matter experts to help advance public service initiatives. However, in situ- ations where physical location is the de- ciding factor in selecting candidates, the ability to meet the institution’s mandate at the desired performance level may be compromised. By contrast, private companies are do- ing more borderless recruitment. Linke- dIn, for example, has become a staple for finding talent. Recruitment agencies are becoming obsolete, as organizations use them less to staff jobs. Staffing and retention are often more challenging in the public sector. Public servants are encouraged to broaden their horizons through training, job shadowing, and work assignments. Public institutions ought to shape corporate culture to at- tract new staff and returning alumni. Like Google, the public service should want to recruit individuals who dream of working for organizations that offer job flexibility and staff empowerment rather than sim- ply good employee benefits. Mitigating risk At times, public institutions may lose sight of their corporate culture due to constant environmental changes. Five intercon- nected strategies can help attract and re- tain talent more effectively: 1 Learn and improve from assess- ments. It is time to take a hard look in the mirror if teams experience high staff turnover rates within the past four to six months. Internal audits and enter- prise risk management enable leaders to promptly identify gaps, apply risk meth- odologies, and develop action plans that minimize toxicity in corporate culture. Ad- dressing the anti-oversight culture opens organizations to new opportunities. 2 Leverage virtual work arrangements. The quality of work produced is due to staff members’ intellectuality, not their physical presence. Leaders can sta- bilize retention rates by offering staff the flexibility of working from home, in satel- lite offices, or via teleworking. 3 Harness technological solutions. Equipping staff with smartphones, laptops, and other digital devices can increase productivity levels signifi- cantly. Tech-savvy Millennials want to col- laborate closely with colleagues, complete tasks on time, and stay connected with the organization. 4 Invest in human potential. Young professionals steer clear of organiza- tions that constrain them with strict rules and repetitive tasks. They want to try different tasks at various degrees of difficulty. They grow unexpectedly by un- locking soft skills like versatility, creativity, critical thinking, and leadership. 5 Empower public servants. Caring about staff well-being, acknowledg- ing hard work, sharing recognition, and keeping everyone in the loop on high- level decisions all strengthen corporate culture. Trusted employees tend to value their purpose and remain loyal. The nature, scope, and quality of corpo- rate culture influence whether individuals decide to stay or leave their job. Institu- tionalizing change in corporate culture is a daunting undertaking. Leaders ought to recognize the transformative challenges and commit to consolidating incremental changes over time. Why is it so important for public manag- ers to get this right? Institutional reputation is framed by corporate culture. Few want to stick around long enough to fix or maintain a dysfunctional culture. And they get around to it later rather than sooner. A culture that is working as intended is indeed rare. It pres- ents a singular opportunity to continue to enhance and embed desirable outcomes. Salary is not the main concern in today’s workforce. It is the wellness of organiza- tions to sustain employment and productiv- ity that matters most. The public service is no exception when it comes to developing the capacity to satisfy the public interest. Yunus Jawaheer is a corporate analyst at the Canada revenue agency. He is a candidate for the Master of Public Policy, Administration and Law at York University Millennial Outlook by YUNUS JAWAHEER When corporate cul ture hinders talent management Where’s my team?!?