October/November 2022 // Canadian Government Executive / 17 WORKFORCE Yet leaders should commit soon. There are tangible costs—ongoing rent payments, lease agreements—associated with hesitancy to move to a hybrid model. Those who face the initial costs of transformation early will come out ahead longer term. Whether or not they retain their current offices, public-sector organizations would be wise to capitalize on the talent opportunities in front of them. Many already are. A virtual workforce means there’s a wider talent pool to hire from, and this brings substantial benefits: • organizations can attract niche specialists to contribute the specific skill sets they need • employers can enhance diversity by broadening their recruitment efforts • workplaces can gain a competitive advantage by offering the flexibility employees want These trends favour both the public sector and its potential workforce. Today, being located outside of Ottawa, whether that’s Charlottetown, Brandon or Yellowknife, no longer needs to exclude people from having fulfilling careers with the federal government. That’s a great advantage for them, but it’s also significant for the public sector in general. Takeaway: Government has entered the era of employees Having an engaged workforce is everything, especially for the government. So much good work can be done when people are passionate about making a difference—but when they’re languishing in mundane work that doesn’t seem to matter to them or anyone else, it furthers the digital divide and is costly for employers, for Canadians and for their own sense of achievement. The emerging priorities of many employees are clear. They want community, not commutes, and they want to have time for what matters most—friends, family and most of all a work-life balance—while also being exceptional in their roles because they genuinely care about the work they’re doing. By committing to both a flexible, hybrid work model and a more positive, equitable culture, public-sector employers can create an environment that attracts and retains the talent they need. Now, and in the future, employees hold the power—and really, people remain the most important asset of an organization. Treat the workforce as an investment, and see the dividends grow For the workplace of the future, cultural transformation is as important as technological transformation: both are long-term investments for a new way forward. But to realize returns on these investments, leaders need to be open, flexible and know how to listen. That’s because the future of work is all about being deliberate, and not leaving organizational change to chance. These aren’t temporary adjustments, nor are they oneoff initiatives that can be completed within a year or a two. It’s a permanent commitment. Collectively, we need to forge a path forward that fulfills and engages employees for the long term, not only because it’s financially responsible, but because our people are worth it. Kathy Parker, Partner, National Workforce of the Future Consulting leader, PwC Canada Laura Wood, Partner, Government and Public Sector ERP transformation, PwC Canada Stefanie Couture, Director, People and Organization, PwC Canada By committing to both a flexible, hybrid work model and a more positive, equitable culture, public-sector employers can create an environment that attracts and retains the talent they need. Now, and in the future, employees hold the power—and really, people remain the most important asset of an organization.
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