Services for the 21st Century Treasury Board of Canada Secretariat Conference on the Digital Economy and Tax Authorities Montreal May 14, 2019

The future isn’t what it used to be The pace of evolution in technology is changing the landscape of employment G7 countries are in transition towards a digital economy and society The advancements in artificial intelligence and machine learning are disrupting all aspects of the workplace We need to prepare our public service to manage in an age of accelerating disruption by changing How we do our work How we manage organizations How we work with others Around 85% of the jobs that today’s learners will be doing in 2030 haven’t been invented yet

Public Service Institutions Were not Built With This in Mind Both paradigms have merit but it’s all about the context… How we do our work Enabling Compliance How we manage organizations Smart Organization Hierarchical Organization How we work with others Centralized Authority Diffused Authority

Attracting, Managing and retaining leaders of tomorrow In today’s knowledge-based economy, talent is the most strategic asset, and people are the greatest creators of value ATTRACTING TALENT With the increased importance of human capital, the search for talent is intensifying Early identification of a diverse workforce 1 MANAGING TALENT A deliberate approach in matching people to jobs is needed We need to ensure that there is a career path to allow the development of talent RETAINING TALENT We need to keep good leaders happy, healthy and productive 3 2

focus on diversity & Inclusion Today’s public service spans many generations and has a growing diversity of individuals who have different views and expectations. -Final Report of the Joint Union/Management Task Force on Diversity and Inclusion Governments must be representative of the public they serve. Successful organizations recognize that diversity sparks innovation, increases productivity contributes to a healthy, respectful workplace Challenges remain in meeting diversity goals. Barriers still exist particularly at senior leadership levels Diversity is also about skills. We need to analyze the strengths and gaps in leadership and determine when we should develop generalists or specialists

The vision for Canada’s public service Recently, broad engagement took place to refine the ongoing journey of public service renewal. This culminated in Beyond2020, a refreshed framework with a focus on the mindsets and behaviours of public servants inclusive Creating an environment where individuals are safe to express themselves Expanding partnerships and collaboration Bringing diverse perspectives together AGILE Mobilizing resources and people Empowering the workforce Embracing uncertainty Learning through experimentation equipped Designing work environments that optimize performance Making learning fundamental Exploring new technology and tools