How can organizations embrace the future of work? • On the one hand, what goes into fostering a culture of excellence and cultivating happy, fulfilled and engaged employees? • On the other hand, what does it take to make the most of financial and operational changes related to an organization’s real estate footprint, digital transformation and talent costs? For leaders, managers and employees across the public service, these questions are top of mind at this critical moment. These cultural and financial concerns are deeply interconnected, now more than ever. And both can be addressed by making the right investments in empowering people, right now. October/November 2022 // Canadian Government Executive / 15 WORKFORCE On the same team: employees and leaders both want what’s best Across all sectors, public and private, the problems of diminishing employee confidence and engagement predate the pandemic. As noted in the Canadian outlook of our 2021 Global Culture Survey, turnover due to workplace culture cost organizations more than $223bn between 2014 and 2019. In the public sector, employees, managers and senior leaders appear to share many of the same top concerns. Everyone wants to see a shift in mindset across the administrative and executive branches of government at the provincial and federal level; they want to be able to move faster to adopt new skills, tools and methods of collaboration. They see the progress that’s been made and the potential for a more agile, flexible and forwardthinking culture. Going back to the way things were pre-pandemic is no longer an option—doing so will only drive talent away. Look to culture to lead the way Cultural transformation and evolution tends to start at the top. Yet one of the greatest challenges an organization can face is disconnection between the values and priorities of its senior leaders versus those of employees. We’ve observed this in government, but our research shows it’s a problem for all sectors across Canada. Only 61% of employees surveyed believe that their work culture is conducive to successful change initiatives, and fewer than half—46%—think these efforts will take their incentives, compensation and benefits into account in practical, impactful ways. A diverse workforce entails diverse motivations, values and work styles that challenge the workplace conventions familiar to many government institutions. But diversity isn’t the problem—it’s the solution. By doubling down on diversity, equity, inclusion and belonging, organizations of employees believe their work culture positively differentiates their organization, a relatively low number when compared to the 63% of senior leaders who feel the same way of employees think their senior leaders act as role models for their organization’s purpose, values and culture, leaving significant room for growth at many organizations 41% 56%
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