Sometimes, I Muse

The Employee Experience

All of these definitions thrown around are great and all; building resiliency and capacity and supporting learning and development are nice thoughts; and building frameworks is nice as it’s good to have a backbone and reference for future employees as guidance, but what is the outcome and action of all of this planning? What is actually being achieved with all of these skills growth projects and needs/gaps assessments?

How does succession management translate to action on the ground? What does this mean to the front line employees and people on the receiving end of our services? How does this serve the citizens of BC? When are we going to move from conversations about definitions and how important it is to build relationships and actually translate this into actual change in the real world? I’ve been in government for 7 months and heard so many buzzwords and talk about change and strategy, but I’ve seen so little real and measurable change and action. The future of BC and the government is in our hands, isn’t it? What’s standing in the way of results and forward movement? Can someone please explain why this all takes so long to translate into the real world?

And all of this talk about employee engagement is great, but you aren’t actually engaging us. At least, that is my experience. I feel totally disappointed and disengaged with my position. I am underutilized and bored out of my mind. I don’t even know why I am here being paid each day yet, I still show up and fill my time with helping anyone who asks me for anything and by engaging with your learning offerings in the hopes of advancing my position/career – hoping that I might make a real difference for the future of BC and especially, for all of the people who live here. I feel like I am wasting my time here and it’s incredibly frustrating.