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→About GCmobility: updated Interchange reference and added personal comms quote.
Although mobility rates will vary throughout the life cycle of the public service, we are witnessing drivers both within and outside government that are changing our perspectives on mobility. Internal drivers may include changing government priorities as well as changes in governing political parties. An example of an external driver is the rise of the Gig Economy. As reported by ITWorldCanada "The gig economy is coming on with incredible speed in Canada. According to [http://content.randstad.ca/hubfs/workforce2025/Workforce-2025-Randstad-Part1.pdf Randstad Canada’s Workforce 2025 report], nontraditional workers (i.e., contractors, consultants, remote and/or freelance workers) currently make up 20 to 30 per cent of Canada’s workforce."
Although mobility rates will vary throughout the life cycle of the public service, we are witnessing drivers both within and outside government that are changing our perspectives on mobility. Internal drivers may include changing government priorities as well as changes in governing political parties. An example of an external driver is the rise of the Gig Economy. As reported by ITWorldCanada "The gig economy is coming on with incredible speed in Canada. According to [http://content.randstad.ca/hubfs/workforce2025/Workforce-2025-Randstad-Part1.pdf Randstad Canada’s Workforce 2025 report], nontraditional workers (i.e., contractors, consultants, remote and/or freelance workers) currently make up 20 to 30 per cent of Canada’s workforce."
The government of Canada has a long history of leveraging external resources to support innovation, surge capacity and specialized skills acquisition. Some believe that these tools may be overused, leading to terms like "[https://www.policyalternatives.ca/publications/reports/shadow-public-service Shadow Public Service]" made up of contractors, consultants, casual workers and students. However, there has also been a history of a group of public servants that are been busy moving around government to work on exciting projects and this number seems to be growing. In 2007 the [https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12552 Policy on Interchange Canada] lead to Interchange Canada "an exchange program between the core public administration and other organizations in private, public and not-for-profit sectors in Canada and internationally.". in 2012 the Policy on Interchange was updated, demonstrating the government of Canada's continued interest in supporting mobility initiatives between the public service and other sectors.
The government of Canada has a long history of leveraging external resources to support innovation, surge capacity and specialized skills acquisition. Some believe that these tools may be overused, leading to terms like "[https://www.policyalternatives.ca/publications/reports/shadow-public-service Shadow Public Service]" made up of contractors, consultants, casual workers and students. However, there has also been a history of a group of public servants that are been busy moving around government to work on exciting projects and this number seems to be growing.
A growing number of HR innovation programs such as Canada's Free Agents, PCO Fellowships, TBS Talent Cloud and GCEntrepreneurs have been helping to formalize the structure, acceptance and utility of Gig workers within the Government. As the Gig economy starts to mature within a Government of Canada context, we have an opportunity to re-think what a public service might looks like.
The [https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12552 Policy on Interchange Canada] lead to Interchange Canada, "an exchange program between the core public administration and other organizations in private, public and not-for-profit sectors in Canada and internationally. "Since 1971, Interchange Canada has been facilitating temporary assignments of individuals in and out of the Core Public Administration. Assignments take place with other sectors including private companies, non-profits, educational institutions, and international organizations, among others." (Personal Communications: [[gccollab:blog/view/3258098/engcmobility-update-iteration-15fr|Peter Wesolowski]]). The Policy on Interchange continues to be updated including in 2007 and 2012, demonstrating the government of Canada's continued interest in supporting mobility initiatives between the public service and other sectors.
A growing number of HR innovation programs such as Canada's Free Agents, PCO Fellowships, TBS Talent Cloud, Canadian Digital Service (CDS) and GCEntrepreneurs have been helping to formalize the structure, acceptance and utility of Gig workers within the Government. As the Gig economy starts to mature within a Government of Canada context, we have an opportunity to re-think what a public service might look like.
Unlike the above average mobility rates of over 30% found in the Executive ranks of the public service, Gig workers can experience hyper mobility rates of 100% to 300%, where a rate of 100% would mean an employee would undertake an individual gig once a year, a rate of 200% would result in a new gig every 6 months , and a rate of 300% would result in a new gig every 4 months (or 3 gigs per year).
Unlike the above average mobility rates of over 30% found in the Executive ranks of the public service, Gig workers can experience hyper mobility rates of 100% to 300%, where a rate of 100% would mean an employee would undertake an individual gig once a year, a rate of 200% would result in a new gig every 6 months , and a rate of 300% would result in a new gig every 4 months (or 3 gigs per year).
GCmobility is most interested in the use case of Hyper Mobile, Gig workers that experience the same on-boarding and offboarding process that other employees experience, however in a more compressed schedule. Many departments have developed on-boarding and orientation frameworks that could take months or years to fully complete. GC Gig workers will compress that schedule into a matter of weeks, and this can put pressure on already strained internal business processes.
GCmobility is most interested in the use case of Hyper Mobile. In this context, Gig workers experience the same on-boarding and off-boarding process that other employees experience, however in a more compressed schedule. Many departments have developed on-boarding and orientation frameworks that could take months or years to fully complete. GC Gig workers will compress that schedule into a matter of weeks, and this can put pressure on already strained internal business processes.
If the Government of Canada is to be representative of the Canadian population, then we might ask ourselves...<blockquote>'''What would the Canadian Public Service look like with 30% of its work force designated as hyper mobile Gig workers?'''</blockquote>To [[gccollab:discussion/view/3160472/engcmobility-wiki-discussionfr|discuss this wiki page]] or any aspect of GCmobility join the [[gccollab:groups/profile/2183003/engcmobilityfrgcmobilitu00e9|GCmobility Community]]
If the Government of Canada is to be representative of the Canadian population, then we might ask ourselves...<blockquote>'''What would the Canadian Public Service look like with 30% of its work force designated as hyper mobile Gig workers?'''</blockquote>To [[gccollab:discussion/view/3160472/engcmobility-wiki-discussionfr|discuss this wiki page]] or any aspect of GCmobility join the [[gccollab:groups/profile/2183003/engcmobilityfrgcmobilitu00e9|GCmobility Community]]