Ombuds Annual Report

September 2019 to August 2020

Message from the Ombuds

In September 2019, I was appointed the first-ever organizational Ombuds at the Office of the Auditor General of CanadaOAG. The position was created as part of the office’s mental health strategy and constitutes an important investment in organizational well-being.

This report shares information on the Ombuds function, provides a snapshot of what I’ve heard to date, and offers a few general observations on well-being at the OAG. I see the report as an awareness tool and a feedback mechanism. I hope it will contribute to the conversation about how we can all work together to create a healthy and productive workplace.

It has been an exceptional year and a challenging one for many of us. I want to thank employees and managers for your support as I settle into this unique role. It’s my intention to keep earning your trust, one conversation at a time.

First-year focus on outreach

My main goals this year were to promote awareness of the Ombuds service, meet as many employees as possible, get to know various stakeholders within the office, and become familiar with OAG workplace culture, policies, and practices. In addition to creating the Ombuds INTRAnet page (with help from Communications, Editorial Services, Desktop Publishing, and information technologyIT), I introduced myself and presented the Ombuds service at OAG Day, to various committees and teams, and at staff meetings in each of our regional offices.

To continue to improve the services I offer, I also participate in the expanding federal Ombuds community. This year, our interdepartmental committee worked on developing standardized operating practices and a maturity model. In light of society’s urgent and growing concern over racial injustice, one of the things we are exploring is the Ombuds role in the area of diversity and inclusion. I am also a member of the Clerk’s Contact Group on Mental Health, which meets regularly to discuss how the federal public service is doing with its commitment to a healthy workplace.

What I’ve heard so far…

Between September 2019 and August 2020, employees and managers discussed 64 different situations with me. Since the Ombuds service is informal and confidential, I do not maintain a formal record of any conversation, but I keep track of the topics raised by visitors. This helps to identify trends, if any, and share information about the kinds of issues that are affecting employees and the workplace. I take note of 1 or 2 topics per situation, depending on the complexity of the case.

Following are the top 5 categories of topics raised by employees and managers, and the percentage of cases in which each topic was raised.

    Leadership and management style (raised in 36% of cases)

For many employees, the most important element of their job is the relationship they have with their immediate supervisor. Employees want to be heard, trusted, and valued for the work they do. From their side, many supervisors feel the “sandwich effect.” In other words, they feel caught between the demands of their own management to deliver and the high expectations of their employees.

Examples of issues raised:

• lack of empathy and emotional intelligence in interpersonal interactions
• lack of trust, perceived preferential treatment, especially in how work is assigned

    Wellness (raised in 34% of cases)

Given that the Canadian Mental Health Association describes the mental health situation in Canada as an escalating crisis, it is not surprising that we see increases in mental health issues in our workplaces. Mental health promotion, such as the Not Myself Today campaign, is one important tool in addressing this crisis.

Examples of issues raised:

• ways to help a colleague experiencing mental health issues
• work-related stress
• workplace accommodation
• challenging return-to-work situations
• difficulty faced by some managers in maintaining their own mental health while supervising employees who face challenges, while at the same time responding to tight deadlines with limited resources
• some employees’ perception that their manager will pay lip service to wellness, but gives top importance to delivering the product when push comes to shove

    Communications challenges (raised in 30% of cases)

Successful dialogue can be a challenge, especially when the stakes are high. Whether we are managers who have to deliver bad news or employees who feel unfairly treated, we encounter situations that can fill us with anxiety and dread. Take the time to think about what is important to you and the other person in a particular situation, and prepare yourself in advance.

Examples of issues raised:

• preparing for a difficult conversation, or following up on it
• lack of consistent attention to change management
• misunderstandings in interpersonal conversations
• lack of transparency in decision making

    Performance feedback (raised in 19% of cases)

Ongoing feedback between managers and employees is critically important. It tends to be most effective when based on trust, respect, and a commitment to continuous improvement.

Examples of issues raised:

• unclear objectives, lack of support and guidance
• feedback that focuses on the negative in a way that demoralizes employees and stifles their sense of initiative
• significant time and effort that supervisors must devote to managing unsatisfactory performance, on top of an already heavy workload

    Harassment and incivility (raised in 14% of cases)

The negative consequences of perceived harassment and incivility in the workplace include decreased effort, productivity, and performance. Research also shows that uncivil behaviour is contagious. It is vital that we remain respectful and considerate in our interactions with one another, even when we disagree or are under pressure to deliver.

Examples of issues raised:

• offensive remarks
• concerns about formal complaint processes
• need to restore the well-being of the workplace after incidents occur

Other topics raised this year, in order of frequency

• impact of the COVID‑19 pandemic on workplace well-being (for example, social isolation, work-life balance, increased stress, anxiety, and depression)
• conflict
• human resources
• health and safety
• engagement
• official languages

Closing thoughts

It is a privilege to serve as the Ombuds for the OAG, listening to employees and managers as they confront difficult situations and accompanying them as they explore options for resolution. The organization has been in transition since I arrived, with new leadership and an ambitious agenda of renewing the culture and modernizing the way we work. The COVID‑19 situation has created challenges and opportunities that none of us could have imagined 1 year ago. Overall, employees and management alike can be proud of how they have responded to adversity and carried on doing the important work Canadians expect of the office.

In the most recent Public Service Employee Survey, 74% of employees described the OAG as a great place to work. I am optimistic that the range of initiatives planned and underway are taking the OAG in the direction of a healthier workplace for everyone. I encourage employees at all levels to get involved in creating the workplace they want, and to find a way to be heard when things are not going well. There are so many resources available. Please reach out when you need support.

Janet Campbell, Ombuds