There’s an unspoken reality on hybrid work that we haven’t fully (or have barely) addressed in our change communications that I feel needs our attention …

I recognize there are many realities, barriers and systemic problems that need to be addressed within the public sector – some of which I’ve flagged in the past – but today I would like to address “pleateuing” as a risk to long-term growth of our employees and our ability to retain talent.

While this post uses the example of how plateauing can impact regional employees, the reality is proximity is just one barrier. Other barriers such as lack of diversity and inclusion can also impact one’s ability to see a long-term career for themselves if opportunities are not made available, or employees are not empowered and supported to compete for them.

When hybrid work plans emerged in the public sector, many regional employees became unsure of their fate and long-term careers in the public service. Some of these employees automatically received telework agreements, while others were forced to explore new departments/agencies, and many more questioned what this meant for their careers long-term.

The split among regional and NCR positions has always been there, but hybrid made many more opportunities available – highlighting that talent from across Canada could meet head office needs and the needs of Canadians.

But if we lose what was gained in the pandemic, and revert to a hybrid work culture that promotes proximity above talent, what does that narrative say to those employees outside the NCR or those within it who don’t see themselves here long-term.

If such opportunities are the exception and not the norm, are we really creating a hybrid culture where hybrid employees from across Canada equally, and equitably, take on roles of leadership or other senior roles outside of the NCR?

This is where many employees feel that their career can plateau, in other words hit a wall that would prevent additional growth in their career as a result of the proximity to Ottawa that is still largely insisted upon for many roles, teams, and organizations.

And what do employees often do when they hit said walls? They likely take proactive steps to address their career needs and goals, and pursue new opportunities for growth and development.

If our hybrid culture is the same across the public sector, and roles outside of Ottawa (including those in leadership) are few and far between, the reality is those new opportunities will likely be in the private sector and our ability to retain talent will be diminished.

We cannot think of hybrid work merely as where people work – in office or at home – but rather where talent resides and how we can empower it to meet our needs in serving Canadians.

This requires a much larger horizontal change across government and a new narrative where growth is in fact possible from coast to coast to coast.