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Report warns agency must 'act quickly' to stem the bleed of workers The Ottawa Citizen Canada's human rights watchdog is facing an unprecedented crisis in the wake of a crippling exodus of workers who complain that a controlling and disinterested senior management is breaching the rights of its own staff. The extent of the dissatisfaction is revealed in a report ordered by the commission in a last-ditch attempt to staunch the growing number of workers and managers who are quitting the commission in frustration. The commission has faced a staff turnover of more than 63 per cent over the past two years. The report found that 37 per cent of those who remain intend to leave and are actively looking for another job. The workplace survey, done by human resources specialist Watson Wyatt Worldwide, paints a grim picture of a senior management that workers felt show little respect for them and their concerns. The criticism was aimed at the commission's six-member senior management committee. The federal agency is headed by chief commissioner Michelle Falardeau-Ramsay and secretary general John Hucker, the chief operating officer who oversees day-to-day operations. It employs 200 employees and has a $16-million budget. In an interview, Ms. Falardeau-Ramsay called the report's findings "very bad" and said she was "saddened" by the impact it could have on the commission's reputation and credibility. She said Watson Wyatt is now preparing an "action plan" to implement its key recommendations, which call for an overhaul in management style, culture and even the commission's future direction. "I find it sad, these are the perceptions of employees ... and I think it's important those perceptions be changed." Employees complained of senior executives who publicly criticized their work; cast blame on others for mistakes; never consulted with workers; retaliated against workers who expressed disagreement; acted in a "controlling manner and micro-managing" and failed to offer recognition or feedback. Employees also alleged management openly showed favoritism, promoted men over women and nurtured "an anti-union culture" by blocking the careers of union members. "While many of (these) practices and behaviors should not be acceptable in any workplace they are all the more disturbing in an organization that is dedicated to human rights and equality," said the report. Employees also complained that the top brass spent too much time and money on international business, letting critical human rights issues slip at home. Employees have long grumbled about Ms. Falardeau-Ramsay's devotion to international human rights causes at the expense of operations at home. She said she spends about 25 working days a year traveling, most of those costs picked up by other federal agencies. Some felt management didn't push Canadian human rights issues enough and even questioned its commitment to the values and rights enshrined in the Canadian Human Rights Act. In the survey, some employees felt that before any change was possible, at least three executives should be replaced. Several others, however, were highly praised. "The commission is not only not using its power to protect human rights in Canada, but it's breaching the rights and its obligations to its own employees through neglect," said one longtime employee. "How can this organization tell other employers to comply with the act but not comply themselves." Ms. Falardeau-Ramsay ordered the survey last fall to get to the bottom of the growing malaise and turnover. Questionnaires were sent to nearly 300 former and present employees, followed by interviews and focus groups. The report examined employee "perceptions" of five key workplace issues --leadership, organization, management style, personal interaction and work practices. Employees were briefed on the study's findings yesterday during a two-hour presentation. Ms. Falardeau said she was braced for the findings but stressed the survey was only a chronicler of "employees perceptions" and not a "fact-finding" report. When asked whether she would step down in wake of the report's findings, she responded: "I think I took all the measures I had to take." She didn't rule out the possibility that some executives may have to go if the organization can't be quickly turned around. The report concluded the commission must "act quickly" to rescue morale before it gets worse. It's recommendations included. - Executives and managers be trained in the "values" workers expect from leaders such as respect, openness and support. - Executives' performance be closely monitored for improvement and deadlines set. - Commission "pull back on international commitments." - Review service standards, the need for several executive positions and career development plan for human rights investigators. But some employees say the recommendations don't go far enough. "I don't see any hope as it now exists, because you'd have to get rid of so many people to make it work," said one employee, who refused to be identified. "We're desperate for leadership here, there's no leadership here," said another long-time employee. "We're driving people away and we can't continue to this kind of turnover rate and continue to deliver." The report comes at a time when the very future of the commission is up in the air. An expert panel that reviewed the human rights act has recommended changes that virtually remakes Canada's human rights system. Some workers worry the commission to could end up as "an insignificant and irrelevant advisory board" if its inhouse problems aren't resolved |