Results from the 2007 census of EXs and feeder group (core public administration); final report

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Executive summary

The workforce of the Public Service of Canada is aging, posing a challenge for future human resource planning, particularly in senior managerial, professional and executive positions. This census was undertaken to improve the government's understanding of the executive community and feeder groups to this community See footnote ¹, and to support the strategic management and renewal of the EX community. The EX and Feeder Group Census-Core Public Administration See footnote ² was completed as a self-administered web-based survey from June through July 2007. The total number of employees within the sample frame for the census was close to 35,000 individuals: including 3,823 EXs, 4,797 EX equivalents, and 25,858 EX minus 1s and minus 2s. 15,990 employees responded to the census, for an overall response rate of 46 per cent. The response rate for EXs, EX minus 1s/ minus 2s, and EX equivalents was 57 per cent, 47 per cent and 36 per cent respectively. A separate agency census (Schedule V) is forthcoming.

Key census findings can be summarized as follows:

Mobility

Career progression is an important goal for many feeder groups and executives. Most executives expressed an interest in progressing to a higher level position, and this interest is only somewhat less marked among feeder group members (of whom roughly three-quarters expressed at least some interest in advancement). Interest in progression is particularly important for younger employees. Roughly half of feeder group members and EXs indicate that attaining a higher position is a high priority for the next three years. Key factors motivating an interest in progression include a desire for greater challenges, as well as the opportunity to participate in more senior-level decision making, along with increased financial compensation and interesting work.

Fewer EX equivalents are very interested in becoming an executive compared to EX minus 1s. Those who are not interested are more satisfied with their current job, and working environment and substantive subject matter work. They also feel that EX compensation is not adequate.

Executives are considerably more apt to feel ready to progress in their career immediately, while feeder group members feel that they require some time to prepare (over the next three years), to obtain more formal development and additional work experience. The need to meet language requirements, and current personal situations are also cited by feeder group members as important factors in feeling they are not ready to advance their careers.

Concern over work-life balance for both feeder groups and executives and satisfaction with their current position are reasons some choose not to seek advancement. More EXs than feeders mentioned satisfaction with their current job. Other reasons include managerial and people management responsibilities, removal from substantive areas of expertise, lack of adequate compensation and language requirements.

Retention

Meaningful work is the most positive or important aspect of working in the Public Service for both feeder groups and executives. Meaningful work was stressed by scientific and professional employees, EX-04s and 05s and older employees. For executives, the opportunity to serve Canadians is also a key component of their Public Service career, while job security and work-life balance are more important for feeder group members.

While work-life balance was identified as an important or positive aspect of a Public Service career by only a small portion of executives, and primarily at the EX-01 level, it is also regarded as one of the greatest challenges facing executives by more than half of executives and feeder groups. Work-life balance was stressed by women and those in their 40s. Other key challenges executives face according to both executives and feeder group members include the ability to attract and retain talent and heavy workloads, followed by people management and language requirements.

Executives and feeder group members tend to believe that their compensation package (e.g., salary, benefits, pension and leave) in the federal Public Service is better than that available to employees in small to medium private sector organizations, or within provincial and municipal governments, but not as good as packages available to employees in large private sector organizations, particularly for EX-03s and EX-04s. In general, EX equivalents are less positive than other feeder group members in their rating of their total compensation package.

Most executives and feeder group members plan on remaining in the Public Service until their retirement, although feeder group members are somewhat less certain of this. Of the small number of employees intending to leave before retirement, bureaucracy, more meaningful work and better use of education are the three top reasons.

The opportunity to work on an interesting and meaningful project is the most likely incentive to stay on in the Public Service (instead of retiring), followed by promotion or alternate work arrangements. Executives would be particularly motivated by an opportunity to help with transition through mentoring, coaching and knowledge transfer. The most senior EXs (EX-04s and EX-05s) and older employees are more inclined to extend their career if requested from senior management. Primary reasons to return to the Public Service after retirement include employment opportunities that would not affect the receipt of their pension, and paid work as a mentor or coach in the Public Service. It seems that pension plan considerations are paramount in any decision to move in and out of the Public Service.

Learning and development

EX and feeder group members most often report having the most extensive experience in the areas of operations and policy. Feeder group members identify a need for development in a wide range of areas with parliamentary relations, international perspectives, language training and senior management exposure topping the list. A lack of access to language training is a significant concern for a minority of respondents (although more marked among feeder groups). This is a much greater concern for all feeder equity group members and regional employees.

Participation in learning events (i.e., presentations, conferences, workshops) and classroom training is prevalent among most feeder group members and executives, and most report receiving regular, constructive feedback on their performance.

Many express interest in participating in leadership development programs, either offered by departments or corporately. Despite this interest, many feel that they are simply too busy at work to pursue or participate in programs available. Being too busy at work is also seen as a barrier to reaching objectives identified by feeder group members and executives in their learning plan. Furthermore, lack of awareness of development programs clearly represents additional barriers to participation in development programs.

Conclusion

In short, the census findings demonstrate that:

• Most current and potential executives in the Public Service are interested in furthering their careers through promotion. As well, most express an interest and intention to pursue their Public Service career until retirement.

• Executives and those in the feeder groups are motivated by meaningful work. In fact, many could be persuaded to extend their career or return following retirement by interesting and meaningful projects, or by the opportunity to help guide transitions. They would not, however, entertain any opportunities that jeopardize their pension.

• Work-life balance represents an important challenge; one which may discourage some from seeking advancement. Work-life balance is seen to be a positive aspect of working in the Public Service for feeder groups but not for the EX cadre. In fact it appears to be becoming a deterrent at the EX level. New and younger EXs want work-life balance.

• Heavy work-loads, management responsibilities/people management issues (e.g., difficulties attracting and retaining talent) are also seen as challenges or areas of frustration.

• Commitment to a public service career is greater than in 2002 feeder study.

• While large numbers are interested in promotions, many cite development needs to progress.

• Language requirements and access to language training present a challenge for some feeder group members that limit or delay their career progression.

• Drivers for each group (EX, equivalents and feeders) and demographic variables (e.g., age, life stage) are different. We cannot brand or manage the talent of these segments in the exact same way.

Return to footnote reference 1 Feeder group is defined as including EX equivalents, EX minus 1s, and EX minus 2s.

Return to footnote reference 2 Organizations included in the Financial Administration Act, Schedule I and IV.

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