Changes

We are often asked what solution are we proposing. The challenging response is that we actually don't have a solution. If the solution was easy as buying one IT products, commissioning one 3rd part independent report, implementing a tried and true governance model or any number of other potential solutions then the issue around mobility would not exist and nor would the GCmobility initiative. So our first approach is to try and define the problem of mobility. Perhaps the solution is to treat all mobile employees the same as with VIP Executives services, or perhaps we can just tweak an internal process, or maybe even a handshake agreement for two deputy heads to collaborate on a solution.

We are often asked what solution are we proposing. The challenging response is that we actually don't have a solution. If the solution was easy as buying one IT products, commissioning one 3rd part independent report, implementing a tried and true governance model or any number of other potential solutions then the issue around mobility would not exist and nor would the GCmobility initiative. So our first approach is to try and define the problem of mobility. Perhaps the solution is to treat all mobile employees the same as with VIP Executives services, or perhaps we can just tweak an internal process, or maybe even a handshake agreement for two deputy heads to collaborate on a solution.

==== What is the problem with mobility anyhow? I have moved around government for years without problems ====

=== What is the problem with mobility anyhow? I have moved around government for years without problems ===

Well Done! The Government of Canada is a mobile organization for sure! The data also suggests that if you have positive mobility experiences you most likely are an executive employee. Executives continually measure between a 30-40% mobility rates. In support of this mobility there are "Executive" processes for HR, IT, accommodations etc etc. Employees are hired, retired and moved continually. The problem is not IF we are mobile but HOW and at what COST. GCmobility is collecting stories of Mobility Failure. Some examples include persons with disabilities waiting over a year for accessible laptops, Subject matter experts not being approved to use the tools they need, security validation processes taking over 100 days, employees not getting paid the right amount or at all, vacation and other leave not being transfered appropriately, duplicated e-mail and network user accounts, and the list goes on.

Well Done! The Government of Canada is a mobile organization for sure! The data also suggests that if you have positive mobility experiences you most likely are an executive employee. Executives continually measure between a 30-40% mobility rates. In support of this mobility there are "Executive" processes for HR, IT, accommodations etc etc. Employees are hired, retired and moved continually. The problem is not IF we are mobile but HOW and at what COST. GCmobility is collecting stories of Mobility Failure. Some examples include persons with disabilities waiting over a year for accessible laptops, Subject matter experts not being approved to use the tools they need, security validation processes taking over 100 days, employees not getting paid the right amount or at all, vacation and other leave not being transfered appropriately, duplicated e-mail and network user accounts, and the list goes on.