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Work with Anthony P. Sheehan (view source)
Revision as of 14:42, 16 September 2022
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== Why This Page? ==
== Why This Page? ==
It’s no secret that it is becoming [https://www.hrreporter.com/focus-areas/recruitment-and-staffing/global-talent-shortage-at-15-year-high-report/356758 more and more difficult to attract and retain top talent]. The increased competitiveness of available opportunities, combined with the relative ease of talent mobility across the public service, is resulting in several vacancies across departments and agencies; and my team is no exception.
It’s no secret that it is becoming [https://www.hrreporter.com/focus-areas/recruitment-and-staffing/global-talent-shortage-at-15-year-high-report/356758 more and more difficult to attract and retain top talent]. The number of opportunities, combined with the relative ease of talent mobility across the public service, is resulting in several vacancies across departments and agencies; and my team is no exception.
I created this page to try and creatively tackle the problem and maintain an ongoing list of open positions within my team.
I created this page to try and creatively tackle the problem and maintain an ongoing list of open positions within my organization.
More importantly, this page provides you with additional information on my organization, my management style and the open positions; so that you may make a more informed decisions of whether to come work with us!
More importantly, this page provides you with additional information on my organization, my management style and the available positions to help you determine if working with us is the right fit for you!
== Opportunities ==
== Opportunities ==
Please also note the important disclaimers and additional information below.
Please also note the important disclaimers and additional information below.
Should any of the opportunities capture your attention, please reach out to me at [email].
Should any of the opportunities capture your attention, please reach out to me at anthony.sheehan@cas-satj.gc.ca
== Why work with us – More about myself ==
== Why work with us – More about myself ==
After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been trying to bring more Agile and Design Thinking practices to the GC to deliver better services to Canadians. I published an article in 2017 on this topic, which made the [https://canadiangovernmentexecutive.ca/dig/23_04/files/assets/common/downloads/publication.pdf cover page of the Canadian Government Executive magazine]. I was appointed the Chief Digital Officer of Courts Administration Service (CAS) in July 2022. Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining TC in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the [https://www.canada.ca/en/shared-services/corporate/next-generation-human-resources-pay-system.html NextGen HR & Pay innovative Agile Procurement Process]. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a public servant and as a leader. With this goal in mind, I recently participated in the [https://www.leadershipcanada.ca/ Governor General Canadian Leadership Conference] and the [http://canadabeyond150.ca/index-en.html Canada Beyond 150 Program]. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup alagarderie.ca. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.
After 10+ years in the private sector, including working as a producer in the video game industry ([https://www.ubisoft.com/en-ca/ Ubisoft]), I joined the public service in 2014. Ever since, I’ve been trying to bring modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the [https://canadiangovernmentexecutive.ca/dig/23_04/files/assets/common/downloads/publication.pdf cover page of the Canadian Government Executive magazine]. I was appointed the Chief Digital Officer of Courts Administration Service (CAS) in July 2022. Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining Transport Canada in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the [https://www.canada.ca/en/shared-services/corporate/next-generation-human-resources-pay-system.html NextGen HR & Pay innovative Agile Procurement Process]. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a public servant and as a leader. With this goal in mind, I recently participated in the [https://www.leadershipcanada.ca/ Governor General Canadian Leadership Conference] and the [http://canadabeyond150.ca/index-en.html Canada Beyond 150 Program]. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup [https://www.alagarderie.ca alagarderie.ca]. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.
You can find out more about me on [https://twitter.com/ForgabhAnLa Twitter] and [https://www.linkedin.com/in/anthonypsheehan/ LinkedIn].
You can find out more about me on [https://twitter.com/ForgabhAnLa Twitter] and [https://www.linkedin.com/in/anthonypsheehan/ LinkedIn].
=== Leadership Style ===
=== Leadership Style ===
We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – [https://www.executiveagenda.com/application/files/3215/6401/6016/fivedysfunctions.pdf pretty much what’s in here]. We have a Work Hard/Play Hard mentality which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, and also on fit and behaviors; as how you deliver results is just as important as the results themselves.
We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – [https://www.executiveagenda.com/application/files/3215/6401/6016/fivedysfunctions.pdf pretty much what’s in here]. In our team, we have a ''Work Hard & Play Hard'' mentality which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, and also on fit and behaviors; as how you deliver results is just as important as the results themselves.
I believe in self-empowered teams, supported by clear decision-making. I really liked some of the concepts in [https://www.principles.com/ Ray Dalio’s book Principles], especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get to better results quicker. I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.
Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimony of our success is when one of our employees gets a promotion, whether within our organization and beyond.
Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimony of our success is when one of our employees gets a promotion – of course, I prefer when it’s a promotion within our team
=== Work – Life Balance ===
=== Work – Life Balance ===
I believe that jobs in the GC are really good jobs. They are not the best paid jobs, but they come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing – and our salaries are paid from the taxes we collect from citizens. For me, this comes with the accountability and duty to “give it your all” and take your job very seriously. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations, I tell them when they fall short, we have difficult conversations when they fall short too often and I support them with the tools and training so they can get there. I do all this because its my job and we owe it to Canadians.
I believe that jobs in the GC are really good jobs. They are not the best paid jobs, but they come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing – and our salaries are paid from the taxes we collect from citizens. This comes with the accountability and duty to “give it your all” and take your job very seriously. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations, I tell them when they fall short, we have difficult conversations when they fall short too often and I support them with the tools and training so they can get where they need to be. I do all this because its my job and we owe it to Canadians.
=== Flexible Work Arrangement ===
At the same time, I know that outcomes are more important than outputs, that tired and stressed employees are not productive, that there’s more to life than work and that ultimately, a happy, engaged and competent workforce is one that will best serve Canadians. So it’s in this interesting context that I try to find the right balance of ''Work Hard & Play Hard'' and yes, having the right balance – or integration – of work and life is important to me personally and professionally.
I started my career at Ubisoft, where I was managing a team that was spread across Québec city, Montreal, San Francisco and Romania. Until joining the public service, I had always managed dispersed and asynchronous teams. I’ve grown in a culture where the results of your work are much more important than when and where you work. We try to hire the best. In return, we trust our team members to do their best and this means that they can – within applicable terms of conditions and rules – decide where and when they work, as long as it does not introduce risks and negatively impact team productivity. So aside from a few exceptions, roles in my team can be filled and performed from anywhere in Canada – where there’s good Internet connection J
=== Flexible Work Arrangements ===
I started my career in the private sector and until joining the public service, I had always managed dispersed and asynchronous teams. I’ve grown in a culture where the results of your work are much more important than the when and the where you work. We try to hire the best in our teams. In return, we trust our teams to do what they do best. This means that they can – within applicable terms of conditions and rules – decide where and when they work, as long as it does not introduce risks and negatively impact team productivity and service levels. Given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection :-)