PRQC Meeting Minutes - December 15, 2023

Present:

Regret:

Tomas Landry - Chair - SP

Michael Pauley - Member - ENG-NB

Paul Tsuji - Member - AFS

Philip Mantler - Member - AFS

Joanne Bouchard - Member - SH

David Yazbeck - PIPSC Staff Resource

Coralie Leduc - Administrative Assistant

Jamie GoodMurphy - Member - NREric Lajeunesse - Member - IT

Norma Domey - VP - Board Liaison

Isabella Paniah - Friend - AFS

Gerry Saunders - Friend of the Committee - SH

Guests:

Ryan Campbell - Team Lead, Research

Thomas Landry, Chair of the PRQC, offers welcoming remarks and thanks committee members and the support staff for their active participation and contributions. He recognizes that despite developing a solid workplan, the year was not without challenges.

One of these challenges was the presentation at the Advisory Council, where concerns over the committee’s lack of deliverables and the resistance faced by the board were expressed. Thomas highlights the frustrations caused by the committee’s current structure, whose short-term membership length is ill-suited to provide meaningful deliverables. Although the PQRC did manage to prepare a communiqué at the beginning of the year, it failed to reach the desired audience and to elicit responses. Consequently, the Institute’s President encouraged Thomas to have the committee write a white paper about the value of professionals in the public service for Canadians at large. 

Committee members are asked about their experiences presenting at the various regional steward councils. These events are tremendous opportunities to promote professionalism to our members and to receive valuable feedback.

The committee would like to celebrate the successful preparation of three business cases, with the third version supporting some bargaining groups regarding their collective agreement(s). The PQRC had reached out to the steering committee/strategic bargaining committee to work together, although the invitation got lost.

The committee is awaiting approval to present to the Board. Ideally, the draft presentation will be approved as soon as possible so that the committee can present the challenges and address them immediately.

Since the committee cannot make motions at the PIPSC AGM, suggested motions to resolve these challenges must come from another body.

The draft presentation proposed the following motion:

Extend committee member term length to more than a year.

1. Because the process of selecting and approving committee members is not finalized until the end of February, the incoming committee does not have a full year to prepare and implement projects.
2. Identify where PRQC can advance this motion.

Members recognize that, with the new restrictions limiting the total number of in-person meetings per year for board committees, it might become easier for the PRQC to have more frequent meetings, albeit virtually.

The meeting agenda is reviewed and adopted as presented.

The minutes from the September 9 meeting and the July 7 meeting are reviewed and adopted. Once translated, they will be posted on the PRQC webpage.

A first presentation to the board about extending committee member term length was well-received by the Board. However, multiple efficiency issues remain to be addressed regarding the committees of the Board.

Update from the Board is carried forward due to Norma Domey’s absence.

The survey is to be designed around three main objectives:

1. Obtaining sufficient data to draft a white paper.
2. Identify the challenges our professionals face in accessing training opportunities and maintaining their qualifications.
   1. Qualifications are not limited to credentials but also include unofficial components. For example, scientists require peer recognition if they want their work to have an impact, regardless of the quality of the science itself. Opportunities to publish papers, present at conferences, and adapt to new technology are key to progressing in one’s career.
3. Approaching performance management activities as opportunities for professional empowerment.
   1. To do so, obtaining data on professionals’ experiences with performance reviews is critical to identify how they could instead be used as a medium for professional empowerment. If current configurations make it difficult for professionals to meet their managers and discuss their qualifications proactively, this feedback should be provided to consultation committees.

The survey and the committee’s overall objectives are critical to the Institute's well-being, as we represent professions that require adequate maintenance of qualifications and skills.

PRQC Presentation for the Regional Steward Councils Fall 2023

Présentation du CRPTC au Conseil des délégués syndicaux regional, automne 2023

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Joanne Bouchard - Prairies and NWT Region

The presentation was well-received and was followed up by a Q&A period. Members expressed interest in the idea of using performance management as a tool and completing a survey. The importance of factoring in the different realities of the various groups and their employers was strongly communicated. CRA members asked for adequate representation of their respective issues in the survey and the White Paper. This consideration should also be extended to other groups to avoid alienating certain professionals. Young professionals especially were eager to engage with this project and how to further promote professionalism in Canada. A particular point of concern is the difference between employers and professionals in conceptualizing a code of ethics.

Phillip Mantler -  BC/Yukon Region

The presentation was well-received, with stewards posing questions afterwards. Although the feedback was positive, it did not trigger vigorous discussion. Despite members listening attentively, the issue does not seem to be a prime concern for most departments. This is likely a consequence of professionals recognizing the importance of the matter but feeling little agency in addressing it concretely. Nevertheless, many stewards indicated that the PRQC was their first choice and that they wanted to join a committee.

Some wording found in the presentation must be modified to be more accurate.

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As professionals in their field, certain members expressed frustration over managers dictating how to perform professional activities despite their lack of credentials and qualifications for that profession. This problem is further exacerbated in a post-COVID reality where many new managers were introduced. The incoming management might not have received training to develop relationships of trust with their team’s professionals.

The more experience one has in the field, the less likely they are to micromanage professionals. For example, a manager with experience in the CRA knows the limited opportunities for significant rewards and will likely know that kindness leads to more results than promises or punishments. Simply put, the impact of management styles on production and delivery should be measured. Performance management sessions are great opportunities for two-way communication where professionals can communicate their preferred management style.

Moreover, certain professions' particularities are incompatible with the usual performance evaluation methods. The distinctive nature of professions means that performance evaluations should not help managers meet a certain performance output but rather ensure that professionals are performing their functions according to their profession’s code of conduct. For example, implementing performance improvement plans when workers already meet performance standards is unsuitable. Especially if performance evaluation questionnaires are not designed with the particularities of the profession in mind, the evaluation is unlikely to capture one’s work holistically.

Performance evaluation questionnaires should:

• Be conscientious of the particularities of the profession that might not apply to a non-professional workplace.
  • For example, place more emphasis on the respect of a code of ethics than on interactions with management.
  • Professionals with positive relationships with managers are more likely to get opportunities using these metrics regardless of their ability to perform their duties adequately.
  • If only a certain amount of workers can receive “exceeds expectations” on their performance review, it does not reflect the integrity of the field.

A similar sentiment is shared by professionals outside the NCR, where challenges diverge from those faced centrally.

The committee reviews the preliminary draft for the survey drafted by Ryan Campbell, lead of PIPSC’s research team.

The current timeline for the White Paper is to have a final draft ready by the end of 2024 using the results of the survey in the fall.

Next steps/action plan:

1. Have a first draft of the survey questions ready by mid-January.
2. Review this draft by the end of January.
3. Review the survey questions with the Consultation Team, especially the part concerning performance management.
4. Consult with the Strategic Bargaining team to verify that the language used in the survey complements the language used in collective agreements. Also, consult with them about career progression overall.
   1. Look into ERO rights to access their file from the employer and the employer's ability to comply. If this is a significant challenge, amend the survey accordingly.
   2. Take the survey to the steering committee if necessary.
5. Identify the correct process for survey distribution approval.
   1. Meet with the President once this project is sufficiently developed.
6. Contact the Communications team to receive help with drafting a White Paper.
   1. Determine whether Public Service Week is a good time to promote the survey.
   2. Review this step at the next PRQC meeting.
7. Ensure that the survey is sent out at a suitable time, keeping in mind the translation delays.
   1. This year is a good time for such a survey since the bargaining rounds are mostly over.
   2. Ideally, this White Paper will be available early enough for its contents to influence the next bargaining rounds and inform emerging proposals.
   3. Try to obtain as many responses from the membership as possible (±10,000 responses expected).
   4. To be ready in time, the parts of the White Paper that do not require data should be drafted beforehand and modified accordingly as the analysis is released.
8. Prepare the membership for the upcoming survey at the Regional Council meeting in spring.
   1. Survey will need to be sent out in June if it is to be promoted at the Regional Council.
   2. Prepare a presentation like the one at the Steward Council meetings and use the three main objectives to generate excitement for this project.
9. Determine how to generate excitement: For example, offering Institute-wide recognition of the region or group with the most answers (determine metrics).

Closing remarks

Thomas thanks Mike Pauley for attending nearly (if not) all PRQC meetings in the past year and encourages Phillip to see if he can stay on the PRQC as a friend of the committee.

David commends Thomas for his efforts to publicize this committee and hopes that this clear action plan will be able to maintain the momentum the PRQC has generated.