Ombuds Annual Report: Moving Forward Together

September 2023 to August 2024

Message from the Ombuds—At the 5‑Year Mark

It has been 5 years since the Office of the Auditor General of Canada (OAG) decided to create an organizational ombuds position as part of its first‑ever mental health strategy. It has been my privilege to establish this role at the OAG and work to earn the trust of employees and managers.

As an organizational ombuds, I strive to provide a safe environment for people to discuss work‑related issues in confidence. I also monitor the pulse of the organization, share information, and provide anonymized upward feedback to encourage a healthy and productive workplace.

My first 4 reports highlighted some of the challenges and opportunities of creating a healthy work culture together, of navigating the many and varied changes we face as an organization, and of deepening our listening skills to better understand the different perspectives of our colleagues.

principles:

confidentiality,

informality,

independence,

impartiality

At the 5‑year mark, I notice that the main topics raised with me this year, listed below in order of frequency, are similar to the main topics raised over the past 4 years:

• Organizational culture
• Concerns over various processes
• Leadership and management style
• Communication challenges and conflict
• Wellness

Every organization faces challenges, some universal, and others unique to mandate, operating context, and other factors. In the case of the OAG, I see an organization that has been in a state of ongoing transition since I arrived, redefining its vision, reshaping its culture, and pursuing transformation, including a range of initiatives intended to modernize our workplace. I see a workforce of managers and employees at all levels who care about the mandate of the OAG and who invest themselves in working to achieve our collective potential. And yet our organizational challenges persist.

I hope that by describing some of the situations that are shared with me, I can contribute to greater awareness and reflection within the organization and ultimately to improvement and growth. This year, I have also included a few observations and wishes for the organization moving forward. Please read on.

As always, I welcome your feedback.

A Look at the Numbers

From September 2023 to August 2024, employees and managers discussed 178 different cases with me. A case might involve 1 conversation with a single visitor, or it might involve multiple people and a series of meetings. In recent years, I have also been conducting exit interviews on behalf of Human Resources, and I count each exit interview as a case. Does this mean 178 different people reached out to me for support this year? No. If I remove exit interviews (initiated by me) and adjust for repeat visitors and cases brought to me by groups, the number of different people who contacted me is 118.

Number of cases in proportion to the number of employees over 5 years

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The bar chart shows the number of cases relative to the number of employees over 5 years, from 2019–20 to 2023–24, and it shows the number of exit interviews over 3 years, from 2021–22 to 2023–24.

Overall, the number of cases and of employees increased over the 5‑year period, and the number of exit interviews increased significantly after the first year in the 3‑year period.

In 2019–20, there were 64 cases, or 10% of 657 employees.

In 2020–21, there were 94 cases, or 12% of 761 employees.

In 2021–22, there were 138 cases, or 17% of 791 employees. The number of cases included 13 exit interviews.

In 2022–23, there were 133 cases, or 17% of 785 employees. The number of cases included 41 exit interviews.

In 2023–24, there were 178 cases, or 21% of 839 employees. The number of cases included 39 exit interviews.

Why do people contact the Ombuds?

People contact the Ombuds for different reasons—very often, they are looking for a sounding board as they explore a challenging situation. Other times, people want to brainstorm what resources or options may be available to them, or they may request that their concerns be flagged confidentially to other parties in the hopes of resolving a systemic irritant.

Services provided this year as a percentage of the total number of cases^{Note *}

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The chart shows 10 services, and for each service, it shows the percentage in relation to the total number of cases for this year. Since the Ombuds takes note of 1 or 2 services and topics per case, the percentages will add up to more than 100%.

Overall, acting as a sounding board accounted for the highest percentage of cases, followed by exploring options and avenues for resolution and by performing exit interviews.

The details for each of the 10 services follow:

• Acting as a sounding board accounted for 95% of total cases.
• Exploring options and avenues for resolution accounted for 28% of total cases.
• Exit interviews accounted for 21% of total cases.
• Anonymous feedback to management accounted for 10% of total cases.
• Information or tools accounted for 8% of total cases.
• Referral to another resource accounted for 3% of total cases.
• Coaching for self‑resolution accounted for 3% of total cases.
• Sought management involvement (with visitor’s permission) accounted for 2% of total cases.
• Sought other parties’ perspectives accounted for 2% of total cases.
• Shuttle diplomacy accounted for 1% of total cases.

Topics raised this year as a percentage of the total number of cases^{Note *}

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The image shows 12 topics as individual donut charts. For each topic, the percentage of the total number of cases is shown. Since the Ombuds takes note of 1 or 2 services and topics per case, the percentages will add up to more than 100%.

Overall, the highest percentage of cases was on the topic of organizational culture followed by leadership and management style and by concerns over various processes.

The percentages for each topic are as follows:

• Organizational culture represented 44% of the total cases.
• Leadership and management style represented 28% of the total cases.
• Concerns over various processes represented 28% of the total cases.
• Communication challenges and conflict represented 12% of the total cases.
• Wellness represented 11% of the total cases.
• Growth and development represented 7% of the total cases.
• Performance management represented 7% of the total cases.
• Values and ethics represented 7% of the total cases.
• Harassment and incivility represented 5% of the total cases.
• Official languages represented 4% of the total cases.
• Pay and benefits represented 3% of the total cases.
• Workload management represented 2% of the total cases.

Top topics over 5 years^{Note *}

This graph captures the top topics for 2023–24 and the percentage of cases in which they were raised for the previous 4 years.

Text version

The bar chart shows the top 8 topics for 2023–24 and the percentage of cases in which they were raised for the previous 4 years. Comparisons between years are limited because topic categories are fluid and contain some overlap.

In 2023–24, the highest percentage of cases was on the topic of organizational culture, representing 44% of cases. In the 4 previous years, the percentages were as follows:

• 35% in 2022–23
• 34% in 2021–22
• 28% in 2020–21
• Not available in 2019–20

The topic of leadership and management style represented 28% of cases in 2023–24, tying for second place. In the 4 previous years, the percentages were as follows:

• 30% in 2022–23
• 33% in 2021–22
• 16% in 2020–21
• 36% in 2019–20

The topic of concerns over various process represented 28% of cases in 2023–24, also tying for second place. In the 4 previous years, the percentages were as follows:

• 14% in 2022–23
• 11% in 2021–22
• 17% in 2020–21
• Not available in 2019–20

In third place was the topic of communication challenges and conflict, representing 12% of cases in 2023–24. In the 4 previous years, the percentages were as follows:

• 15% in 2022–23
• 22% in 2021–22
• 27% in 2020–21
• 30% in 2019–20

The topic of wellness represented 11% of cases in 2023–24 and was in fourth place. In the 4 previous years, the percentages were as follows:

• 18% in 2022–23
• 22% in 2021–22
• 48% in 2020–21
• 34% in 2019–20

The topic of growth and development represented 7% of cases in 2023–24 and tied for fifth place. In the 4 previous years, the percentages were as follows:

• 15% in 2022–23
• 9% in 2021–22
• 9% in 2020–21
• Not available in 2019–20

Also tying for fifth place was the topic of performance management, representing 7% of cases in 2023–24. In the 4 previous years, the percentages were as follows:

• 3% in 2022–23
• 4% in 2021–22
• 13% in 2020–21
• 19% in 2019–20

Also tying for fifth place was the topic of values and ethics, representing 7% of cases in 2023–24. In the 4 previous years, the percentages were as follows:

• 5% in 2022–23
• 4% in 2021–22
• 3% in 2020–21
• Not available in 2019–20

What I Heard this Year

Top topics broken down

    Organizational culture
   (raised in 78, or 44%, of total cases)

The most frequent concerns raised this year were about communication disconnect and change management. Many employees would like more frequent and timely updates from senior management about the organization’s vision and direction, particularly when things are changing. Many employees would also like more opportunities to engage in open dialogue about proposed changes that affect their work directly.

Examples of perceptions shared with me:

• The decision to discontinue the Audit Professional Employee Relations Committee was hard for many employees to understand and support, despite management’s efforts to explain it. Many audit professionals felt it was an unnecessary change that had negative impacts on their sense of belonging and opportunities for engagement.
• Sometimes an organizational change is announced and the people directly affected feel like they are an afterthought.
• The introduction of time‑sensitive financial restraint measures at the end of the 2023–24 fiscal year felt chaotic and insensitive to the impacts on individuals.
• Modernization and transformation seem to be happening at a high level and it is difficult to keep track of our progress along the journey.
• Innovation runs into obstacles related to risk aversion and our tendency to overcontrol.
• Collaboration and the free flow of communication among teams working on similar projects does not happen enough and it can feel like working in silos.
• Some managers describe a lack of delegation, empowerment, and accountability.
• Some employees feel we are pursuing too many priorities at once and would prefer a focused approach on key initiatives so that gains can be attained.

People also reached out to discuss issues related to diversity and inclusion, including

• a perception that the new Employee Resource Group model puts an additional burden of self‑organizing on employees who may already be confronting barriers in the workplace
• challenging conversations among colleagues pertaining to equity and marginalization
• managers seeking support or tools for facilitating constructive conversations on diversity and inclusion topics
• remarks or gestures that were disrespectful of an individual’s identity
• the desire to see more diverse perspectives represented at the senior management level

    Leadership and management style
   (raised in 50, or 28%, of total cases)

The most frequent concern raised with me in this topic category was dealing with an abrasive management style. People described situations where they felt feedback was provided in a disrespectful, condescending, and sometimes adversarial tone.

Other concerns include lack of trust in reporting relationships, insufficient clarity and direction, lack of listening, and feeling unsupported in one’s role or function.

    Concerns over various processes
   (raised in 49, or 28%, of total cases)

The top concern in this category was the fairness and transparency of staffing processes. For example, some people were disappointed by the use of non‑advertised appointments, while others questioned the effectiveness of the assessment tools used for evaluating candidates or the manner in which assessment results were communicated.

The other process raised most frequently is the performance audit process, particularly in terms of efficiency. Auditors describe the challenge of working faster to meet the expectations for timely and impactful audits, while maintaining quality, compliance with standards, and relationships with stakeholders. People described a variety of irritants, including timeliness of audit selection and resource allocation and multiple levels of review.

Other process concerns include

• lack of listening in consultation processes
• the implementation of the hybrid model, including the telework directive and return to office requirements
• delays and complications in the security clearance process
• confusion and dissatisfaction with the process of filing a notice of occurrence under the Workplace Harassment and Violence Prevention Directive
• overly complicated business processes

    Communication challenges and conflict
   (raised in 21, or 12%, of total cases)

Of the situations people discussed with me under this topic category,

• 10 were related to supervisor–employee dynamics
• 9 touched on relationships among colleagues
• 2 were related to conflict between groups or teams

Some of the common themes that arise in these situations include

• feedback being delivered or received in a manner the other person considers disrespectful or aggressive
• people seeking to lay blame when something goes wrong, rather than moving into solution mode
• colleagues failing to collaborate because of strong opposing views, lack of trust, or a sense of competing rather than working together

    Wellness
   (raised in 20, or 11%, of total cases)

Work stress and other mental health issues were the top topics in this category, followed by situations involving

• workplace accommodation
• return to office
• work‑life balance
• low morale

    Growth and development
   (raised in 13, or 7%, of total cases)

The main topic in this category is a concern over lack of growth and career development, including some audit professionals finding the promotional process rigid or unclear, or individuals feeling passed over for growth opportunities. Some Audit Services Group employees find their growth opportunities limited by small team sizes and would welcome additional career development support. I also heard from some new employees who felt their onboarding was insufficient.

    Values and ethics
   (raised in 12, or 7%, of total cases)

In this category, concerns were raised about the core values of respect for people and integrity. People described feeling disrespected and sometimes belittled, in writing, in conversation, and occasionally as part of a presentation at a committee meeting. Other people described ethical dilemmas that made them feel like their integrity was being challenged, such as

• being asked to do a work task quickly for expedience, when a more thorough approach would be warranted
• implementing decisions made at a senior level that they do not agree with or that they feel run counter to their personal values

    Performance management
   (raised in 12, or 7%, of total cases)

The most frequent cases raised with me in this category are situations where an employee is not meeting their manager’s expectations. Managers and employees alike describe the performance management process as stressful and demanding. In other instances, people got in touch with me for a sounding board as they prepared for a difficult feedback conversation, whether giving or receiving.

In Closing

Some observations and wishes as we move forward together

This report highlights some of the important issues raised with me over the past year. With 5 years in this role, I offer the following observations as areas of focus in our collective efforts to create the healthy, inclusive, productive workplace to which we all aspire.

Observations

The OAG has the people and the potential to be an exceptional place to work.

• When I ask departing employees what they most appreciated about working here, the vast majority have a similar response: the people, the mandate, and the work itself. Most employees also speak positively about the supervision they received while at the OAG. These seem like a solid foundation for a healthy and productive work culture.
• My supervisor ensures that I have what I need to do my job successfully. (Source: 2024 Office of the Auditor General of Canada’s Psychosocial Health and Safety Survey Results)

 Agree: 82%      Disagree: 18%

People are struggling to understand and align with the organization’s direction.

• Disconnects and competing narratives have emerged between different layers and groups within the organization. We have different perspectives on how things are going, and we don’t create enough meaningful opportunities to develop a common understanding of our vision and to unite around how to achieve objectives.
• Employees and management trust one another. (Source: 2024 Office of the Auditor General of Canada’s Psychosocial Health and Safety Survey Results)

 Agree: 29%      Disagree: 71%

When the pressure is on, behaviours can slip below what is acceptable.

• People have shared with me their experiences of workplace behaviours that should not be present. They have talked to me about feeling scorned, intimidated, or humiliated in meetings. Particularly at a time when the public service is having a renewed conversation on values and ethics, it is critical that we correct this.
• Organizational values are demonstrated at all levels. (Source: 2024 Office of the Auditor General of Canada’s Psychosocial Health and Safety Survey Results)

 Agree: 40%      Disagree: 60%

Wishes

My overall wish for the OAG is for every individual in the organization to thrive and contribute in a meaningful way.

For employees and managers at all levels:

• Know your own strengths and weaknesses. Understand your role in contributing to the organization’s vision. Check your alignment with the Code of Values, Ethics, and Professional Conduct regularly. Ask for feedback and commit to ongoing growth and improvement.
• Appreciate and foster the contribution of each of your colleagues. Respect the perspectives of colleagues from different educational, professional, and cultural backgrounds. If you see someone struggling, ask how you can help.
• Be prepared to have courageous conversations. When you run into conflicts or differences of opinion, listen to really understand the other person’s perspective. Approach disagreements with intellectual humility.
• Know your derailers, triggers, and stressors, and seek opportunities to self‑improve. Be curious and cultivate a growth mindset, know how to regulate and manage your emotions, and seek genuine upward feedback regularly. Never underestimate the impact you have on people.
• Know the climate you are creating. Pay attention to current processes, structures, systems, and leadership styles. Course-correct when necessary. Address employees’ perceptions and seek to understand the health of your team and organization, leveraging all data available.
• Focus on building relationships and trust. Steer your conversations to focus on rules of engagement, effective conflict management, values and ethics, and breakthroughs and possibilities. You have the power and responsibility to transform a workplace into an environment where people feel safe, empowered, valued, grateful, and motivated.

The last 3 points will have particular relevance for managers. They are adapted with permission from the Association of Professional Executives of the Public Service of Canada top 3 People Management Wishes for 2024.

And don’t forget, you are not alone. There are many resources available to support you, such as the union for Audit Services Group employees, informal conflict-management services, the designated recipient for complaints of workplace harassment and violence, the Employee Assistance Program, your manager, your colleagues, and me.

Please reach out for support when you need it.

Janet Campbell, Ombuds