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

2. 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

3. 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

4. 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

5. 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

6. 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