Canadian Government Executive - Volume 23 - Issue 09

December 2017 // Canadian Government Executive / 15 Public Service ment increased for the first time in sev- eral years: • When we dig deeper into the results, we can see that our scores have improved on a number of metrics we use to measure engagement, including commitment, job mote mental health and reduce the stigma associated with mental illness. Earlier this year, we launched our new OPS Mental Health Framework. Based on best-prac- tice research, this framework outlines a common vision for the OPS as a workplace that values, protects and supports employ- ee mental health and well-being. We are undertaking these initiatives in direct response to the feedback we have received from our employees. However, I know that it isn’t enough to put our stamp of approval on employee wellness and anti-discrimination programs. Leadership means taking initiative on the priorities that you have laid out and being account- able for them while being transparent about the progress you have made. It also means giving staff the space they need to take risks, experiment, innovate and drive cultural change at all levels of the orga- nization. Recognizing this, I have taken every opportunity, whether through pre- senting at ministry all-staff days, meeting with our employee diversity networks or using new social platforms such as Yam- mer to report back and regularly engage with employees about how we are work- ing to improving their experience. If you are willing to embrace them as a learning tool, employee surveys can pro- vide you with an important performance benchmark. Your employees will let you know where your strengths are, where you can improve and how you can help them become more engaged, energized and ready to deliver their very best. While it was difficult at times to see how a report card could make a positive impact on our future, our willingness to act on that feedback made us much better students. Taking the same approach to the feedback you receive from your employ- ees is an important step towards becom- ing a more effective leader. In July 2014, S teve O rsini was appoint- ed Secretary of the Cabinet, Head of the Ontario Public Service and Clerk of the Executive Council. Steve has more than 27 years of experience in the Ontario Public Service (OPS) where he has held numerous leadership roles, including Deputy Minister of Finance and Secretary of the Treasury Board, and Deputy Minister of Revenue. He has also held a number of positions at the Ontario Hospital Association, including Vice President of Policy and Public Affairs. satisfaction and motivation: In contrast, we have a lot of work ahead of us in creating the diverse, inclusive and respectful workforce we strive for: • The percentages of employees reporting incidents of workplace harassment and/ or discrimination, while down, are unac- ceptably high at 15 per cent and 13 per cent respectively. If our OPS Employee Survey is our collec- tive report card, then this is one of the ar- eas that was marked “needs improvement.” These findings confirm that we must con- tinue our efforts to address harassment and discrimination within the OPS and provide more supports for racialized and Indig- enous public servants, as well as employ- ees with disabilities. Our senior leadership must ensure that we are providing a safe, respectful, diverse and inclusive working environment free from harassment and discrimination, so that our employees feel comfortable bringing their whole selves to work and achieving their full potential. We apply the feedback we receive through our survey to continually evaluate and modify the initiatives and approaches we use to support our employees, while rec- ognizing that there are no “quick fixes” with these kinds of challenges — only a contin- ual process of learning and improvement. Using the issue of harassment and discrimi- nation as an example, we have responded across the organization in a number of ways. Through our OPS Anti-Racism Strat- egy, we are working to increase employee awareness and sensitivity to systemic rac- ism. We have begun rolling out mandatory Indigenous cultural competency training for all of our employees and have also launched a coordinated campaign against sexual harassment with a focus on preven- tion and early intervention. Through our Multi-Year Accessibility Plan, we are creating a more accessible organization by preventing and remov- ing barriers for people with disabilities, whether they work in the OPS, do business with the Ontario government, or are mem- bers of the public who use our services. Our efforts to improve the employee experience include a commitment to pro-