Public Service Confidential is a workplace advice column for federal public servants. The following question has been edited for clarity and length. Read MoreA former executive provides strategies to deal with public servants who aren’t performing.
Advertisement 1
A former executive provides strategies to deal with public servants who aren’t performing.
Article content
Public Service Confidential is a workplace advice column for federal public servants. The following question has been edited for clarity and length.
Article content
Dear Public Service Confidential,
Article content
Article content
I worked in the private sector for over a decade before becoming a public servant. I’ve always prided myself on my work ethic and the skill set that I gained through years of experience.
Article content
Story continues below
Article content
There is an employee in my sector who is bringing down everyone around them by not doing their job properly. That person, in an administrative role, isn’t doing their fair share of work. I’d even say that when they’re on vacation it is actually easier. When we are at the office, they’re nowhere to be found. If you finally see them, they’re probably downstairs chatting with the commissioners, or staff in the food court.
Article content
But actually, doing their job? Very rare. We often see their laptop unattended in a conference room somewhere (they never book an office) and we often have to wait a few hours after a message or an email to get a hold of them.
Article content
For most of their tasks, they don’t action anything unless it’s with someone else. And when that someone does the job for them because they claim not to have the training for it, they take the credit without an ounce of shame.
Article content
Story continues below
Article content
We all know someone like that unfortunately.
Article content
Read More
-
Will the retirement age ever drop for new public servants?
-
Is the public service doing enough to train new leaders?
-
Advertisement embed-more-topic
Story continues below
Article content
Apparently, we should not be bringing up their poor performance because it would be racist. The person in question is a person of colour and therefore, any criticism is inherently caused by biases from everyone around them. Because of that, every single manager and director is walking on eggshells around this person and avoiding any corrective actions.
Article content
With workforce adjustment (WFA) upon us, how can we justify still employing someone who is spitting on their chance to bring something positive to the public service?
Article content
I am also from a marginalized community. Not once have I felt like I was discriminated against since I became a public servant. I do my job and I try to be worthy of the money in my pay-cheque. If my position is ever affected by WFA but this individual stays, I will truly lose faith in our institution.
Advertisement 1
Advertisement 2
Advertisement
Article content
— A public servant who has had enough
Article content
Article content
Dear public servant,
Article content
Thank you for your letter. I hear both your frustration with your colleague’s conduct and, more broadly, your anxiety about how potential staffing changes may affect your own career.
Article content
Managers are responsible for setting expectations and addressing performance issues directly. When this doesn’t appear to be happening, it can be discouraging, particularly when the impact falls on co-workers who take pride in their work.
Article content
At the same time, it’s important to note that the WFA process is not designed to deal with individual performance, but rather to support employees and organizations when government priorities shift.
Article content
The goal of WFA is to provide employees with opportunities to transition into positions that align with their skills, experience and career aspirations.
Article content
Story continues below
Article content
Remembering that public servants are hired both to uphold an equitable workplace and to deliver high-quality service, you have a role to play.
Article content
Each employee’s freedom to address concerns about equity and bias demonstrates the strength of Canada’s public service.
Article content
Here are some steps you might want to take.
Article content
Keep notes
Article content
When you experience a particular issue involving a colleague which affects your own performance, write it down. Make sure to make notes of when, where and what happened, so that you can provide clear, factual examples. Documenting incidents with dates, times and details will help a supervisor take appropriate action
Article content
Don’t let things fester
Article content
Employees have a right to raise issues concerning their workplace with a supervisor. Bring your concerns to a supervisor early to prevent the issues from further deteriorating the work of your team. And you’ll have your notes to back up what you’re saying. Meanwhile though your letter demonstrates courage, it is still important to take good care of yourself. Please do not let this situation affect seriously your mental health. Feel free to seek out supports if need be. A good supervisor cares for the wellbeing of their high performers too.
Article content
Story continues below
Article content
Talk to someone
Article content
There are safe and constructive settings in which one can raise such issues whether with union representatives, an employee network or human resources professionals in your department or agency.
Article content
Learn to deal with difficult people
Article content
Professional development workshops may offer ideas or tools on how to manage your relationship with a particular colleague whose actions can affect your own performance. Such approaches can be helpful for managers and teams as well.
Article content
In closing, I appreciate your dedication to doing good work. Your commitment to maintaining professionalism regardless of others’ behavior, is commendable.
Article content
That resilience reflects the very values that strengthen our public service and sustain confidence in its mission of service to all people of Canada.
Article content
Sincerely,
Article content
— V. C. de la Ronde, Public Service Confidential
Story continues below
Article content
A person of Indigenous descent, V. C. de la Ronde worked in the federal public service for 25 years in a variety of roles and departments. She has been a mentor and role model for dozens of employees and associates, both in and outside of the public service. She is a martial arts master, holds a teacher’s certificate in yoga, has completed two law degrees and is a motivational speaker. She has done all of this while dealing with vision loss since her teenage years.
Article content
Article content
Are you a public servant with questions about your workplace? Write to us anonymously at PSConfidential@postmedia.com and we’ll pick our favourites to send to an expert columnist. No gripe is too small. No topic is too big.
Article content
Public Service Confidential is an advice column, written for the Ottawa Citizen by guest contributors Scott Taymun, Yazmine Laroche, Daniel Quan-Watson, Victoria De La Ronde and Chris Aylward. The information provided in this series is not legal advice and should not be construed as legal advice.
Article content