1. The Quiet Crisis - Rhetoric or Reality? Authors: David Johnson and Andrew Molloy.
- Author
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Andrew, Molloy and David, Johnson
- Subjects
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PUBLIC administration , *PERSONNEL management , *CRISES - Abstract
This paper explores an emerging public service issue that was first popularized by the then Canadian Federal Clerk of the Privy Council, Jocelyn Bourgon, in her 1997 Report to the Prime Minister. In this report Bourgon asserted that the federal public service was confronting a "quiet crisis" with respect to its human resources management brought on by years of budget cuts, hiring freezes, early retirement policy, and other restraint initiatives. The fear was that this crisis would result in a public service with a depleted management cadre that could not replenish and rejuvenate itself over the following decade. We begin by highlighting Bourgon's statement within the scope of past and subsequent reports, other speeches and statements. A statistical picture is then developed to ascertain whether or not a crisis existed in terms of public service deviations from the norm. We then examine major "Quiet Crisis" based initiatives such as La Releve, and the policies, which were designed to promote renewal, recruitment, New Professionalism, retention and leadership. A series of questions follow. Was there ever really a crisis in the Public Service from the standpoint of the recruitment and retention of "new professionals," the training of "new professionals", accelerated promotion of entry and middle-level management personnel, and the mentoring of these "new" managers. Were the tensions and challenges facing the public service such as to merit the terminology of a crisis? Or was the "Quiet Crisis" simply a managerial technique designed for political and rhetorical reasons, to highlight a problem, to indicate severity, and to energize the government and public service to deal with this by promoting certain reform initiatives favoured by the Clerk? Did the use of "Quiet Crisis" language in the 1997 report aid the Clerk in the short-run, but harm the credibility of the Clerk, and the efficacy of such reports over the future? Was this the best way to build support for this policy initiative? Was there any other alternative, for dealing with a large, cumbersome bureaucratic entity? The paper concludes with a discussion of the longer-term problems such as employee succession and intergenerational change, which the 1997 Report, however imperfectly, gave, rise to. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]
- Published
- 2007