Vision and Implementation Strategy for ISC Modern Workplace Transformation
Overall enthusiasm and agreement for the timing and need to prioritize investments supporting devolution of services. Emphasis on nationalization of talent and work closer to communities. Importance of evaluating workplace changes on employee wellbeing and mental health. Key points include robust communications, governance, involvement of staff and Indigenous partners, acknowledging regional contexts, and managing short-term pressures while planning for the future. Detailed insights on workspace, tools, talent, culture, and supporting teams. Engagement updates and cross-cutting guiding principles for Accessibility and Workplace Wellness. Extensive employee networks engagement and IT considerations for remote locations, including Indigenous involvement and workspace design respecting cultural diversity.
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MWPlacemats_NUMCC_May4th_ENG.pptx ISC Modern Workplace ISC Modern Workplace Welcome Forward Supporting documents NUMCC : May 4th, 2021
Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future) Need to prioritize and invest on what will support the devolution of services down the line o Nationalization talent and work including better in/closer to communities is very well received Need to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition Robust communications and change impact and readiness assessments are critical o Need to involve staff and Indigenous partners throughout o Need to acknowledge regional realities and context o Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations) Clear governance is essential Need to tackle short-term pressureswhile planning our journey toward our destination Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available) ISC Modern Workplace ISC Modern Workplace Dimension Leads: Workspace CFFRDO-ASB Tools CFRDO-IMB Talent HRWSB Culture HRWSB & CFRDO-DPMP 100% 86% No silos Ensure mapping of dependencies, Enterprise investments and priority-setting, consistent policy application and guidelines. Robust, transparent governance and coordination is required, as well as clear accountability Supporting Teams: Communications Finances (CFRDO-PRM) Indigenous Employees Secretariat 100% of ISC Sectors senior management tables have been engaged. 86% of RO and FNIHB Regional offices management table were consulted. More sessions in the upcoming weeks. Shared-services provide opportunities to optimize efforts across departments, while partnerships with other departments and Central Agencies are key Champions engaged to date: Accessibility Workplace Wellness Over 250 leaders mobilized to date. Over 100 leaders were engaged in Regions, with some more to come. Assessing change readiness and impact, along with ongoing, two-way communications will be essential Executive engagement will be required throughout (leading by example) FUNCTIONAL AUTHORITIES LEADERS Accessibility and Workplace Wellness considerations need to be cross-cutting guiding principles Our Ear to the Ground (Update on Engagement) In December of 2020, SMC endorsed a bold vision for ISC Workplace of the Future which launched thorough consultation and mobilization process. We have socialized the vision and engaged extensively early to ensure plans can reflect what was heard, and leaders feel comfortable owning the change . Output: An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22 The engagement process is divided in four distinct, purpose oriented categories: 1- Functional authorities involved in the implementation; 2- ISC leaders from coast to coast; 3- ISC employees; 4- Horizontal networks. 50 More than 50 members of the Indigenous Employees Network have been engaged to date. Our video explaining ISC vision has been presented more than 75 times over the past 3 months, internally and externally, followed by discussions, allowing us to gather precious Intel informing our way forward. Unions Positive reaction, including of early involvement Agreement that there is no returning back to the exact same environment after so many months working from home Recognition that ISC is a pioneer (GoC ) with support for ISC to continue advancing and providing a plan of action Notions of mobility and flexibility in work arrangements are key Transparency and equity Our teleworking framework should be revisited as it relies mainly on managers discretion (telework by exception) Workplace wellness should to be a cross-cutting principle Indigenous Employees Network Indigenous involvement is essential and providing Network Leaders a concrete leadership role is welcomed Excited by the opportunities this will give to Indigenous people (incl. working from communities) IT considerations relating to remote locations Need to see more how devolution is considered within the 4 dimensions and vision Workspace design needs to be created in an appropriate and tasteful fashion, respecting indigenous culture diversity Lodges are a bridge between workspace & culture and require stable operating funding, as well as promotion from coast to coast EMPLOYEES HORIZONTAL NETWORKS Output: A comprehensive strategy to extensively engage our staff is under development in collaboration with Communications Branch Return to the office considerations will be incorporated. Young Professional Network Being scheduled tentatively for April 15th Various engagement activities (eg. Communiqu , Town Hall, Outreach, Surveys, Discussion forum, etc.) will start unrolling in Q1 2021-22. Workplace Wellness Network To be scheduled in collaboration with Champions In preparation, Unions representatives were met, informed and consulted for the 1sttime, in March 2021.
EVERGREEN WELCOME FORWARD STRATEGY DRAFT BOL vMarch25rd, 2021 ISC Modern ISC Modern Workplace Workplace Welcome Forward --- --- Business Resumption: Transitioning back to the office --- --- New Reality: Transitioning from our current to future workplace Talent Leaders Engagement Key Preliminary Findings Overall enthusiasm and agreement that the timing is right (pandemic being the time machine to the future) Need to prioritize and invest on what will support the devolution of services down the line o Nationalization talent and work including better in/closer to communities is very well receivedNeed to evaluate how changes to the workplace impact the day to day wellbeing and mental health of employees and facilitate the transition Wellbeing and mental health Need to evaluate how changes to the workplace impact the day to day of employees and facilitate the transition Robust communications and change impact and readiness assessments are critical o Need to involve staff and Indigenous partners throughout o Need to acknowledge regional realities and context o Communication will be a success factor (consistency in policy application, maintaining momentum, managing expectations) Clear governance is essential Interest in learning how/when some concepts highlighted in the vision will unfold (or if already available) Need to tackle short-term pressures(A) while planning our journey toward our destination (B) Workspace Culture Tools An integrated roadmap and timeline will be delivered in Q1 2021-2022 Journey Toward our Destination (B) 1. Establishing a sound governance framework and clarifying our R&Rs 2. Developing our roadmap Developing strategic and tactical plans, while addressing interrelated dependencies and key policy considerations Low hanging fruits will be identified 3. Ensuring robust project and change management from the get go Short-Term Pressures(A) 1. Business Resumption Planning and coordinating the next 3 to 6 months 2. Security of Information Mitigating remote working security challenges 3. Equipping Frontline Staff Providing adequate support to frontline employees OUR DESTINATION NOW Business Resumption MW vision-related key activities to tackle Not being caught off guard when returning to the office will become a viable option Policy direction (and tools) on remote/telework and its application Workforce scan: o Identification of new employees having onboarded since Pandemic (never assigned seating) o Identify employees having gone to unassigned and those still assigned SMC-endorsed guidance to Managers (and employees) on: o Remote/hybrid vs in-person work --- and expected transition o Strategic business travel considerations o Work in communities and other talent/work nationalization considerations o Official languages and language training considerations o Values and Ethics considerations Health and Safety measures in context of public health guidance Plan (and prep work) on hoteling for unassigned across sites, and clarity on transition state for where there remains assigned seating Repositioning the Online Booking System for fulsome use for those in unassigned seating, requiring access to new buildings based on geographical location Review risks and mitigation measures Review Service Tracking and Operations Transition solutions to security of information challenges when remote working
ISC Modern Workplace ISC Modern Workplace Already in Motion DRAFT An integrated roadmap of planned activities, projects and required investments to be delivered by end of Q1 of 2021-22 MW_InMotion_v2April6th,2021_BOL Projects Sponsored under TALENT Nationalization of talent and work How does it unroll? (Work from communities, OL, Travel, Staffing, V&E and location of work) Transitioning to telework and hybrid arrangements (Policy direction within our current policy framework/collective agreements) Onboarding employees in a virtual environment Direction to management regarding Return to the office Workforce scan Assessing the evolution during the pandemic Projects Sponsored under CULTURE ISC Strategic Plan and Culture Building our Future Together Support to virtual leadership Lodge Clarifying funding and governance Culturally competent Departmental approach Proximity of services Departmental approach Did You Know? Did You Know? An Indigenous lens has been integrated into departmental planning 7 lodges / Kumik are available for ISC (and CIRNAC) employees, from coast to coast Approx. 55% of our workforce are officially located in region versus 45% in NCR 27,6% of ISC workforce is self-identified as Indigenous employees Did You Know? Did You Know? There are 7 cities in which ISC has multiple premises For 29 cities ISC has a Reimbursing Space status (PSPC) generating annual spending Over $1,1M$ were spent in 2021-21 on 4 space mod projects (Halifax, Quebec city, TDLC, Montclair) for which $4M are also committed in 2021-22 GoC-wide secure communication channel pilot underway w/ MinO and DMO (VfSO, SPfC) IT Support service model evolved by introducing a Virtual Call Center More than 2500 Smartphones and 1500 Laptops/Tablets were deployed in 2020-21 Over 9000 new users were given access to MS Teams in 2020-21 Projects Sponsored under WORKSPACE MW Self-funded model How/when will this happen Closer to communities Departmental approach Online booking system 2.0 Various space modernization projects TDLC, Montclair Hub, and in many regions Digital ID Virtual/national access card module National approach to Hoteling for unassigned seating Health and safety measures Direction on some universal mod unanswered questions (eg. Assigned or unassigned seating for EXs; Universal bathroom, etc.) Projects Sponsored under TOOLS One ISC Network Frontline employees Tracking tools deployed, assessing further requirements IM/IT Security in virtual environment eSignature 2.0 IT Support services Deployment of a tool enabling self-services and online status Record/Data management Plan regarding the digitization of processes Data driven decision making EPIC deployment is initiated
