A conversation with Aaron Schull, Managing director and general counsel, Centre for International Governance Innovation.
Jutta Treviranus, Director, Inclusive Design Research Centre discusses the centre's purpose, vision and mission of ensuring that emerging technologies and their associated practices are inclusive of everyone.
Kaveh Afshar discusses his experience working in the Chief Data Office at Environment and Climate Change Canada, and how that team works toward solving data problems through computer science, math and statistics.
Christiana Cavazzoni, Associate Assistant Deputy Minister and Deputy Chief Information Officer from the Department of National Defence, reflects on her ten year career in the public service, and how innovation has evolved.
How can we map data literacy within the public service, and how can organizations analyze their data competencies to further their data readiness and maturity?
In today's day and age, organizations must make experimentation an integral part of business to keep pace with market leaders. But if it's so vital, why aren't more organizations taking this approach? Nurturing curiosity, empowering every employee to spearhead change, and embracing failure can seem risky and inefficient.
Have you ever had an idea that has the potential to innovate the public service, and wished you had a peer group to act as a sounding board in developing and presenting it? On this episode, Tracey Snow, Acting Manager with the Canada Revenue Agency, talks about her experience with this.
In this episode, we sat down with Anil Arora, Chief Statistician of Canada, to discuss transformation within the public service and its impact on the way we use and interpret data.
In the digital sphere, the public service has come a long way in facilitating internal collaboration and adopting best practices from other governments and organizations. What skills and knowledge should we strive to increase, because as we discussed on a previous episode, what got us here isn't going to get us to the next level.
In an ideal organization, innovation can grow from the grassroots. Any person, at any level of the hierarchy, has the potential to shape the future – if their idea has potential. But is there room for meritocracy in a hierarchy?
You may have heard of their breakfast meetups, virtual coffees or their unconfernence, and wondered who are they? What do they do? Or perhaps even... why should you care?
Innovation can be personal. New ideas, such as Emotional Intelligence, can evolve and transform us. What can we do to to be better humans, individually, and foundationally as a species?
Some of the most valuable lessons we learn are shaped by specific experiences, both good and bad. On this episode, Keith Colbourne, Product Manager at the RCMP discusses how growth gained through personal experiences can lead to professional change.
How do you hire the right person for the job? In our federal public service, the conventional method demands that applicants use a rigid format, using specific keywords to map their education, skills and experience onto a defined list of essential and merit criteria. Canada's Free Agents went another way, assessing applicants against a set of behavioural characteristics, to great success. Our guest this episode says that whatever process we try to implement, in the end, it all comes down to first impressions.
A Surge Team is a group of employees with no ongoing files. Instead, they exist to tackle priority initiatives identified by Deputy Ministers and other senior government officials. The assignments are time sensitive, complex and innovative, and as such, depend on employees suited to this type of dynamic work. But how do you find the right people to perform in an environment of frequent change?
In 10 years, we've transformed from a public service where individual blogging and tweeting was considered career-endangering activity, to one that now hosts public-facing professional networking and collaboration platforms. Our guest this episode was at or near the centre of the projects that orchestrated our transformation from then to now.
Telework remains a contentious issue in the public service. Some groups use it extensively. Others grant it only in extreme circumstances and for limited periods of time, requiring proof of need in order to prolong the arrangement, because after all, how can you manage people you can't see? And how could a manager ever possibly consider teleworking?
Whether you're a citizen or a business, wading through policy, regulation and legislation can be difficult. How can a human being navigate thousands of words written in complex formal and legal vocabulary? Well, increasingly, we're trying to delegate that difficult work to a helper better suited to the task: software. By converting rules into code, we can concentrate instead on asking AI to provide us with the details pertaining to our situation, such as eligibility, benefits, obligations, and restrictions.
The Lead of the Paper Plane Exchange at the Canada School of Public Service, talks about how work and volunteer experience outside of the Government of Canada can contribute to meaningful innovation within the public service. An accessible version of this podcast can be found on the Canada School of Public Service’s external facing website.
Our guest this episode worked for a mega corporation before joining the public service and experienced first hand how any organization can be bogged down as it scales up in size and complexity. He believes that success is tied to a willingness to adapt, so what has his experience been like since joining the public sector? An accessible version of this podcast can be found on the Canada School of Public Service’s external facing website.