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Reduce Not-for-profit Bureaucracy

Question:What more can be done to cement Canada's place as a leader in social entrepreneurship?
on 08/22/2016 1471882632
As a Not-for-profit corporation Director, I would say that the biggest challenge that faces our organization is the bureaucracy and the paperwork need .... Read more

As a Not-for-profit corporation Director, I would say that the biggest challenge that faces our organization is the bureaucracy and the paperwork needed at various levels of government. Canada could become more innovative by reducing the paperwork that the not-for-profits need to do so that they can spend more time on their work. 

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There must be a long-term commitment which transcends the party in power.

Question:What new approaches could be explored to improve government services to businesses?
on 08/16/2016 1471371058
“Other problems that I see with the approach of the government so far, and I hope it will change, that I see no long-term commitment. We're movi .... Read more

“Other problems that I see with the approach of the government so far, and I hope it will change, that I see no long-term commitment. We're moving budget by budget. What you need, if you want to change behaviour, very well-ingrained behaviour, what other people might call culture, is long-term commitment. So those entrepreneurs and companies know that if they start to do that, the government of Canada will be there for them, no matter what is the name of the minister and actually no matter what party is in power.”

Dan Breznitz, the Munk Chair of Innovation Studies and co-director of the Innovation Policy Lab at the Munk School of Global Affairs at the University of Toronto, Breznitz: suggestions for the politicians crafting Canada's innovation strategy, CBC Radio: The House, June 18 2016

 

Credit: Dan Breznitz, Munk Chair of Innovation Studies at the Munk School of Global Affairs

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Opening public service employment

Question:How can Canada become the best country in attracting and developing talent?
on 07/12/2016 1468334981
As a public servant for the past 25+ years, I have witnessed or participated in running several competitions to hire new staff. My observations in the .... Read more

As a public servant for the past 25+ years, I have witnessed or participated in running several competitions to hire new staff. My observations in the context of attracting and developing talent are as follows:

  • it has become the habit of most managers and HR departments I've seen, when faced with hiring staff, to restrict hiring to the simplest and least time-consuming route possible, given the complexities and lost time associated with this convoluted and lengthy process. What this usually means is that the PS almost never gains new talent. We just shuffle it around from job to job, because the internal processes of deployments and assignments, etc., is so much easier than a country-wide advertised open process that might attract thousands of applicants to sort through... This is a disservice to the countless extremely bright and motivated young people who could add so much in terms of innovation and fresh ideas to our public service. So I would recommend an overhaul of the hiring system to facilitate bringing outside people in for the normal run-of-the-mill competitions so we are not stagnating.
  • Secondly, I have seen that the strictly structured method of interviewing with defined sets of standardized questions, while intended to reduce subjectivity, does not permit the flexibility needed for managers to hire good people, quickly. It is not uncommon for a competitive process to take 7-10 months to complete. And if you find anyone good, they are gone by the time an offer is made because that step alone requires a month or two because of all the rules. I would recommend a system in which broad overarching principles are set out, and within that big "circle", managers have lots of flexibility and discretion to hire good people, knowing they must be able to justify it. Too-tight rules makes for a cumbersome, inefficient, unattractive process that accomplishes little. People need to be given the respect and trust that they can do a good job hiring good people. I have an example from our office where a casual employee who performed a job superbly for 15 years intermittently has never been able to be hired - even though we wanted her and she wanted us. That is good talent wasted. Youth need an open public service where they can compete easily for jobs so the PS has a dynamic work force - and managers need to be able to hire the best candidate, not the easiest one to move into a position, with flexibility and speed.

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