bout de papier, Vol. 16, No. 4 (1999-2000) — Winter 1999-2000 // Hiver 1999-2000, p. 8
Many public service employees were left shaking their heads on November 10, 1999 when they saw the headline on the results of the public service employee survey: “Public servants love their jobs.” The comments of Peter Harder, Secretary of the Treasury Board, that the “public service of today is in good health” left them even more perplexed. According to Treasury Board, 96 percent “love their work” and 88 percent say their job is “a good fit.” So, since everybody is happy, what’s the big problem with the public service, and why are so many people leaving?
A closer look at the survey data show that there is significant dissatisfaction in the workplace and a pervasive feeling that nothing is going to change. The 96 percent that “love their job” are the ones that either strongly or mostly agreed with the statement that the work they do is important. Overall, 88 percent liked their job, although almost a third were dissatisfied with their career in the public service.
Although there was no direct question on whether employees felt they were being paid fairly for the work they were performing, there was a question which gives us an insight into concerns about pay. When asked if they felt they were fairly classified relative to other departments and other occupational groups, close to 50 percent (61 percent responded at Foreign Affairs and International Trade and 51 percent at Citizenship and Immigration) felt they were not fairly classified. Since the primary purpose of classification is to determine pay, it is clear that there is widespread dissatisfaction with compensation.
A major criticism of the survey from employees was the lack of questions about senior management. Many employees felt that their immediate supervisor did the best they could given the poor management at the top of many organizations. There are a few questions which hint at the lack of confidence in senior management and at the failure of senior managers to lead. Over half of all employees had no faith that senior management would do anything to resolve concerns identified in the survey. Close to half (48 percent) did not think that management does a good job of sharing information and 30 percent of employees could not clearly explain the direction (the vision, values or mission) of their department.
Leaving aside the possibility that these employees work for Departments without direction, this means that there has been a significant failure by senior management to clearly communicate a direction or vision.
Concerns about workload and the management of that workload are high. Almost half did not think that their workload was reasonable. Forty percent could generally not complete their work within regular working hours. 68 percent thought that their work suffered because of unreasonable deadlines and 79 percent thought that the quality of work suffered because of having to do the same or more work with fewer resources. As a result, 65 percent thought that for their current job or career development they needed to improve their time management skills.
A direct consequence of increased workload is increased overtime. Although 58 percent felt they could claim for overtime hours, 43 percent reported that they had to work unpaid overtime. Unpaid overtime is a clear breach of collective agreements and yet is routinely expected of employees by supervisors and managers. This “free” labour is increasingly necessary because of downsizing and the ever-present requirement to do more with less, otherwise known as “doing more with more (unpaid) overtime.”
Recognition and feedback are important parts of determining morale. While Treasury Board took great pride in the percentage of employees that felt that their supervisor treated them with respect, the fact that 12 percent (or over 12,000 employees) do not feel they are treated with respect should be viewed as troubling. Almost a third of employees feel they do not get adequate recognition from their supervisor when they do a good job, while 35 percent do not receive useful feedback on their job performance. Thirty eight percent either don’t have their work assessed against identified goals and objectives or don’t know if it is.
Career development and training are recognized as critical requirements for attracting and retaining employee. The picture is far from rosy… Close to 50 percent felt that their supervisor did not do a good job of helping them develop their careers. Forty-four percent felt that their departments do not do a good job of supporting employee career development. A third of employees would be reluctant to ask for a developmental opportunity, such as a secondment. Of the 37 percent of employees that asked for developmental assignments within the past three years, 41 percent had their requests denied.
There is little confidence that the process for appointments is fair: Forty-seven percent do not think they have a fair chance of getting a promotion. Although 43 percent mostly agree that the process for selection in their work unit is done fairly, 30 percent disagree and a further 7 percent don’t know if it is done fairly.
Yes, the most comprehensive survey of federal public service employees ever done is deficient because of what it doesn’t ask. But it also confirms what many critics have been saying for some time — the work done in the public service is rewarding but the conditions under which that work is performed are demoralizing and demotivating. Mel Cappe, the Head of the Public Service has said he wants the federal government to be “the employer of choice”. Without significant improvements in pay, recognition and career development, a career in the federal government will never be the first choice for employees.
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Originally published in bout de papier, Vol. 16, No. 4 (1999-2000) — Winter 1999-2000 // Hiver 1999-2000, p. 8. Read the rest of this issue →
