Canadian Government Executive - Volume 26 - Issue 01

30 / Canadian Government Executive // January/February 2020 The LAST WORD spread of automation, and the proliferation of gigs and con- tracts as opposed to steady work and indeterminate positions, is happening against our will and that of policymakers. Let’s not exaggerate, overstate, or misrepresent the situation: there are still indeterminate public service jobs, there are still tenured professors, and some people will work in the same field for the duration of their careers. But these types of experiences are be- coming less and less the norm, and there is a palpable lack of certainty about the future. It’s not all doom and gloom. At least on the surface, public discourse has shifted towards an enlightened acceptance of the need for a sustainable, green economy, for example. However, it is not clear how we will get there or whether the political will exists to usher in the short and medium-term changes that are necessary to achieving long-term change. To be fair, political will is a two-way street: it is partly about leadership and vision, but it is also about what we will let politicians get away with and still stand a chance of re-election. As voters, we have a sig- nificant role to play in holding politicians to account for their actions and inactions. In supporting the transition to a less certain work world, edu- cational institutions have a major role to play. Universities, col- leges, institutes, schools, and workshops of all kinds have an incentive to train students and clients to think critically and independently. In these uncertain times, there could be a ten- dency to emphasize hard skills, such as data analysis, over soft ones, like diplomacy and teamwork, because the hard skills seem more tangible. But we need both kinds of skills, particular- ly in the public service where speaking truth to power and giv- ing frank advice require a high degree of emotional intelligence, timing, intuition, and integrity. For elected officials, conjuring up the political will to get things done is much easier with the sup- port of a strong, independent public service that offers straight- up advice on how the elected government can implement its agenda. It is imperative that public administration schools, as well as any and all other educational facilities that are training current and future public servants, consider the complex array of hard and soft skills that public servants need to navigate the new world and enable responsible policymaking. Reference: 1. CBC News. 2016. “42% of Canadian jobs at high risk of being affected by automation, new study suggests.” Available at: https://www.cbc.ca/news/business/ automation-job-brookfield-1.3636253 D r . L ori T urnbull is the Director of the School of Public Administration at Dalhousie University and the deputy editor of Canadian Government Executive. In supporting the transition to a less certain work world, educational institutions have a major role to play. Universities, colleges, institutes, schools, and workshops of all kinds have an incentive to train students and clients to think critically and independently.