Canadian Government Executive - Volume 26 - Issue 01

22 / Canadian Government Executive // January/February 2020 By JOANA JABSON Millennial Outlook A ccording to 2017 Deloitte re- search, the federal public service faces significant de- mographic challenges. At 37 per cent, Millennials account for the largest generational share of work- ing Canadians. The challenge is not in at- tracting or retaining them but in creating a welcoming, multi-generational, public service workplace. Public Service Commission and Trea- sury Board Secretariat data indicate that young professionals are applying in large numbers but are not being hired at a comparable rate. In 2016, the success rate was only 1 per cent of those who applied through the Post-Secondary Recruitment program and consistently less than 3.5 per cent of applicants hired through the Re- cruitment of Policy Leaders initiative. It is challenging for young professionals to even get a foot in the door due to the selec- tive federal recruitment process. Recruitment challenges are exacerbated by the low rate of retirements in the pub- lic service. Coupled with limited growth in the size of the public service, there are few job opportunities for Millennials. Re- gardless, many more Millennials enter the public service than leave it. Traditional culture and structure According to the 2017 Deloitte Research Re- port on Millennials in the Federal Govern- ment, “Millennials want the same things and value the same things as other genera- tions. Where they differ is in the ways they go about achieving their goals ….” Recruitment is just one part of the prob- lem. The real challenge for young profes- sionals is the organizational culture and structure that shape their public service experience. Many young professionals are drawn to public service by the potential to make a social impact. But they often encounter complacent attitudes and hi- erarchical barriers that undermine their productivity. The Public Policy Forum’s 2016 study on Perceptions of Public Service Careers illus- trates how young professionals respond. They see government structures as exces- sively hierarchical, such that actionable ideas are subject to many layers of approval. Hierarchical challenges stem from the structure and his- torical development of the public service model. Rooted in the merit principle devel- oped nearly a century ago, the traditional public service model emphasizes narrow and highly specific job catego- ries and classifications within a strict hierarchy. The tradi- tional model demonstrates slow progress in embrac- ing modernized, next-generation public management. Today’s multi-generational workforce is grounded in collaborative leadership, transparent performance, and accountability for results. Transformational change Canada’s public sector has a strong track record of attracting and retaining Millen- nials. But there is always room for im- provement. At the broadest level, the pub- lic service as an institution needs to adapt organizational structures and personnel systems to models and strategies native to the digital age. Harnessing tech-savvy Millennials to the cause can transcend the boundaries of traditional practice and usher in an explosion of innovative think- ing, new tools, and creative diversity. The Public Policy Forum’s report also highlights growing ambiguity in the role of the public service due to the pace of change, increasing volume of informa- tion, and new levels of public scrutiny. To remain relevant and resilient, the public service needs to transform culture and practice by nurturing open, networked government. The road to successful change begins with communication, col- laboration, and integrating diverse voices. Understanding generational differences and tensions creates space to upend the status quo. Getting past the ‘Millennial problem’ is not just an issue of diversifying the public service. It is also about modernizing the structure of Canada’s public service to ad- dress the complexity of government poli- cy making today. Durable change must be anchored in cultural renewal, featuring capacity development, redefined compe- tencies, continuous improvement, and en- hanced accountability. But to move forward, we need to have the right conversations. We must fearless- ly discuss the bold actions required to em- brace new talent, skills, and innovation. Implementing the principles of Blueprint 2020 is a good start on improved service delivery, streamlined hiring processes, innovative management practices, and advanced technologies. Blueprint 2020 enables a horizontal approach to public service while empowering Millennials to leverage their strengths in tackling the problems of the 21st Century. It’s time to break down the organizational walls of the public sector and explore new ways to foster change. Joana Jabson Is Executive Assistant to the Director at the Ministry of Community Safety and Correctional Services. She is a candidate for the Master of Public Poli- cy, Administration and Law at York Uni- versity (Joanajabson@Gmail.Com ). ‘The Millennial Problem’ We have a demographic reality where more people are retiring from the public service than are joining and we have what is the most educated, informed and globally connected generation of young people ... We recognize we need to change elements of the public service. – Scott Brison, President of the Treasury Board Of Canada (2015-18)