{"id":269819,"date":"2021-10-22T10:30:21","date_gmt":"2021-10-22T14:30:21","guid":{"rendered":"https:\/\/policyoptions.irpp.org\/issues\/the-pandemic-upended-the-federal-work-place-what-comes-next\/"},"modified":"2025-10-07T23:42:51","modified_gmt":"2025-10-08T03:42:51","slug":"the-pandemic-upended-the-federal-work-place-what-comes-next","status":"publish","type":"issues","link":"https:\/\/policyoptions.irpp.org\/fr\/2021\/10\/the-pandemic-upended-the-federal-work-place-what-comes-next\/","title":{"rendered":"The pandemic upended the federal workplace. What comes next?"},"content":{"rendered":"

Kathryn May is the Accenture Fellow on the Future of the Public Service, providing coverage and analysis of the complex issues facing Canada\u2019s federal public service for <\/em>Policy Options. This is her first article as fellow.<\/em><\/p>\n

OTTAWA \u2013\u00a0The pandemic blew up the norms and structure of work behaviour in Canada\u2019s public service and now bureaucrats want new rules and a say in how work fits into their lives as the federal government readies for a return to the office.<\/p>\n

Everything about working in the public service is up for grabs.<\/p>\n

After nearly two years, the pandemic proved public servants can work in many jobs from anywhere.\u00a0That\u2019s upended\u00a0the conventional approach to work, including the 37.5-hour work week, endless in-person meetings, a soulless cubicle culture and how to climb the hierarchy. It\u2019s an opportunity for change reformers have dreamed about for 25 years.<\/p>\n

\u201cLook, if I could press an undo button and make sure COVID never happened, I would\u2026 but it happened, and the silver lining is we have exponentially adopted telework,\u201d said Dany Richard, a union president and co-chair of the National Joint Council, a joint union and management committee. \u201cThat allows us now to reassess how the future of work will be.\u201d<\/p>\n

With a global talent shortage and an economy favouring workers, public servants couldn\u2019t be in a better position to make demands on their employer about their future work lives.<\/p>\n

There are high hopes for a new telework policy being hashed out behind closed doors with unions and senior management. Advocates promise a new mobile workforce that would break the Ottawa-Gatineau monopoly on headquarter jobs. It would improve workforce diversity and work-life balance and reduce real estate and operational costs along with pollution from commuting.<\/p>\n

Will nooks and lounges replace offices in the public service?<\/a><\/p><\/blockquote>\n

The pandemic also picked up the pace of digital transformation of the public service by three to five years, said Ryan Androsoff, director of digital leadership at the Institute on Governance.<\/p>\n

In a blink, public servants went en masse to work at home. After a mad scramble for enough laptops, bandwidth and network access, public servants learned to work in real time, mastering videoconferencing, text and chat software and editing documents collaboratively.<\/p>\n

\u201cIt would have taken multiple years before departments would have reached the point where 100 per cent of their workforce could work in a distributed and remote way,\u201d Androsoff said.<\/p>\n

Public servants aren\u2019t expected to return to offices until the pandemic is declared over, but everyone is braced for a hybrid workplace, a mix of working in office and at home.<\/p>\n

Is government ready? Not quite. The Treasury Board\u2019s Office of the Chief Human Resources Officer is putting together a shortand long-term plan for the future of work with a \u201cspotlight on telework\u201d that rolls out as COVID restrictions are lifted and public servants can return to in-office work.<\/p>\n

Richard argued working remotely during an emergency like the pandemic worked because everyone is in the same boat. The challenge now is how to \u201coptimize\u201d remote work and make the most of it.<\/p>\n

 <\/p>\n

\u201cI think the employer will generally be open to telework,\u201d said Richard, who is president of the Association for Canadian Financial Officers. \u201cI don\u2019t think it\u2019ll be 100 per cent of the time. But as long as an employee commits to, I\u2019d guess, two days a week in the office, the employer will say, \u2018Okay let\u2019s try three days at home and two days in the office.\u2019\u201d<\/p>\n

Not all federal jobs can be done from home. Ship crews, prison\u00a0guards, border guards and meat inspectors can\u2019t. Call centres, science laboratories and operations like the Canada Security Establishment need people at the workplace.<\/p>\n

Most office workers, however, don\u2019t want to return to the old ways. Surveys found most want to work from home full-time or several days a week. As one senior bureaucrat said, the \u201cpinch point\u201d is\u00a0whether location\u00a0of work is an employee\u2019s right or preference. Or is it an \u201coperational requirement\u201d that managers should define?<\/p>\n

\u201cWe just spent a year and half working from home on a mandatory basis. We had to work from home. Employees see the benefits and want the flexibility to choose where they work,\u201d said St\u00e9phane Aubry, vice-president of the Professional Institute of the Public Service of Canada (PIPSC).<\/p>\n

As part of that flexibility, Aubry said the union wants jobs classified as remote or telework positions and no longer attached to a city or a building. It argues the government should pick up some of the cost employees bear working at home. It also wants all tasks and activities that have to be done at the office clearly laid out.<\/p>\n

\u201cWe want a\u00a0position to be officially\u00a0classified as a telework job so when\u00a0there\u2019s a job\u00a0opening it is put on paper as a telework job,\u201d said Aubry. The government can then look for employees across Canada. It would change the way they do recruitment.\u201d<\/p>\n

At the moment,\u00a0Treasury\u00a0Board has left it up to departments to decide how their employees will work.\u00a0The board sets guidelines but deputy ministers are responsible for how their departments run.<\/p>\n

Some\u00a0have\u00a0already indicated\u00a0they want workers back in the office some of the time; others are encouraging people to work from home full-time or to decide where they want to be based. Departments like Transport and Public Services and Procurement Canada have been singled out as among the most flexible. Meanwhile, unions are irked\u00a0the RCMP have ordered some civilian employees back to the office before restrictions have been lifted.<\/p>\n

That\u2019s why some are looking for a more consistent policy.\u00a0One senior bureaucrat said the approach is too \u201cmuddied\u201d and sets the stage for expectations and conflicts between departments and unions.<\/p>\n

\u201cInstead of having a common approach they\u2019ve left it scattered, which is a problem because deputy ministers are not willing to make a decision that might be precedent-setting and everybody gets stuck,\u201d said the bureaucrat, who we are not identifying because he is not authorized to speak on the subject.<\/p>\n

A big challenge with hybrid work is how to treat everyone equitably. The unions are worried about two tiers of employees: those who work in-office and those who don\u2019t. It\u2019s expected\u00a0those who work in the office, where they are known by management, will have an edge for promotions and special projects.<\/p>\n

What if deputy ministers and other senior executives return to the office?\u00a0Won\u2019t more employees follow suit and come to the office to be seen?<\/p>\n

It could create a gender gap for women, who are disproportionately drawn to remote work to better manage parenting or other caregiving needs they juggle.<\/p>\n

\u201cI would love to see a situation where if government goes to a hybrid model that they actually say everybody in the organization has to work remotely two or three days a week, so that everybody\u2019s having that same experience,\u201d said Androsoff.<\/p>\n

Nearly 42 per cent of public servants\u00a0work\u00a0in the National Capital Region. Stories abound of public servants who moved to the countryside or to the east or west coasts to work remotely during lockdown and have no plans to come back. Managers started filling Ottawa jobs with people outside the region and not requiring them to relocate.<\/p>\n

There are far more ministers and MPs from outside Ottawa who have long tried to decentralize federal jobs to the regions. The argument for the capital\u2019s disproportionate share of jobs was based on the location of Parliament, ministers and senior management. If the pandemic allowed MPs and Parliament to meet virtually, why wouldn\u2019t they press for more jobs to be done remotely?<\/p>\n

Former privy council clerk Michael Wernick says relocating Ottawa jobs is inevitable, adding it could happen in a \u201cvery conscious way\u201d or \u201cby stealth.\u201d There are plenty of examples\u00a0of departments operating outside the capital \u2013 Veterans Affairs in Charlottetown, Atlantic Canada Opportunities Agency in Moncton, National Energy Board in Calgary or the pay centre in Miramichi.<\/p>\n

\u201cThe political pressure for geographic decentralization, plus work moving out to people\u2019s homes, means a much less gravitational pull from Ottawa,\u201d said Wernick.<\/p>\n

\u201cMaybe it won\u2019t be the big departments and central agencies in the core public service, but there are 300 federal entities. And I think they may start maybe with some of those. Why does a tribunal, for example, have to hold hearings in Ottawa?\u201d<\/p>\n

Speaking tech to power<\/a><\/p><\/blockquote>\n

Remote work would attract a more diverse pool of applicants who better represent Canada, including those who don\u2019t live in urban centres, Indigenous people, visible minorities and people with disabilities.<\/p>\n

A national recruitment strategy, however, will quickly collide with the public service\u2019s bilingualism requirements.<\/p>\n

\u201cIt opens doors for people from across the country to be part of the federal government in a way never possible before, but how to do that with existing bilingual policies is going to have to be explored,\u201d said Androsoff.<\/p>\n

A new telework policy assumes managers will shift\u00a0to results-based management and hold people accountable for what they do and not just showing up for work.<\/p>\n

But Wernick said the public service must sharpen its competitive edge to keep and attract employees in a global talent shortage.\u00a0That shortage could worsen with an exodus of public servants, burned out and ready to leave after two years of going full tilt in the pandemic.\u00a0Others put off retirement during lockdown and will leave rather than go back to the office.<\/p>\n

Many argue departments will offer remote work to attract and retain people. That could also spark an internal war for talent as people flee to departments that offer the most flexibility and remote work.<\/p>\n

The government\u2019s technology is still years behind the private sector, but the pandemic\u00a0brought\u00a0all public servants to a basic level of digital literacy with new skills they want to use.\u00a0Some argue home network and internet connections are now much better than what employees had\u00a0at the office.<\/p>\n

Canadians also have much bigger expectations\u00a0of government.\u00a0They are living more digitally now, banking and shopping online, and expect the same easy and rapid service from the government.<\/p>\n

But Androsoff said there\u2019s still a powerful pull from the traditionalists who would rather return to the old ways: nine to five, back to the office, in-person meetings and assigned desks.<\/p>\n

\u201cThe federal government, by virtue of its size and\u00a0history, has\u00a0institutional inertia. In previous waves of reform, that inertia always pushes to go back to the way it was,\u201d said Androsoff.<\/p>\n

\u201cI\u2019m hoping for lasting change, but it remains\u00a0to be seen\u00a0whether this push is permanent or the pressure to go back to its institutional comfort zone wins the day.\u201d<\/p>\n

This article was produced with support from the Accenture Fellowship on the\u00a0Future of the Public Service<\/a>.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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