CRA Public Affairs Branch Exit Survey Study - Quantitative Phase

Prepared for the:
Public Affairs Branch
Canada Revenue Agency
FINAL REPORT
November 2008
POR# 192-07
Contract #46558 -093776-011-CY

Prepared by:
Phoenix Strategic Perspectives Inc.

Le rapport complet en français sera fourni sur demande.

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Executive Summary

Phoenix Strategic Perspectives Inc.
Contract Number: 46558 -093776-011-CY
Date: 2007-09-20

The Canada Revenue Agency (CRA) commissioned Phoenix Strategic Perspectives Inc. to undertake research related to the exit survey process that the agency has put in place for employees leaving the Public Affairs Branch (PAB). The purpose of the exit interview process is to provide concrete support for the fourth objective of the 2006-2010 PAB strategic plan: "To achieve a productive workforce in a healthy workplace". Through this research, the PAB hopes to identify the main reasons causing employees to leave the PAB in order to determine and apply the most appropriate decisions to deal with the situation.

The target audience for this study includes all PAB employees who have officially announced their departure (temporary or permanent). Employees leaving the PAB for maternity or parental leave are excluded from this study.

To address the research objectives, this project uses a mixed methodology involving a quantitative survey and an initial set of in-depth interviews. This report presents the results of the set of 9 in-depth in interviews conducted between October 18, 2007 - February 1, 2008 among members of the first ‘group’ of departing employees. The objectives of the in-depth interviews were twofold:

1. To obtain robust, qualitative feedback in a sensitive area that can augment the survey data to increase understanding of why employees are leaving the PAB, and
2. To ensure that the questionnaire used in the quantitative phase of this study is as strong as possible.

Background

Interviewed participants occupied a variety of positions within the Public Affairs Branch of CRA including Senior consultant, Senior ATIP analyst, Programmer/analyst, Manager of correspondence, document control clerk, administrative clerk, and administrative support officer. The length of time participants had spent in their positions (i.e. the ones they are now leaving) varied from a few months to four years, though most have been in their positions for two years or less. Most of them worked elsewhere in the CRA before coming to PAB, but a few came directly to PAB when they joined the CRA.

Participants joined the PAB for a variety of reasons. A couple applied for a position at PAB because they were encouraged to do so and thought it would involve interesting work, while a few others said they did not feel challenged in their former positions and wanted a change which they felt PAB would offer them. One participant described his/her move to PAB as a promotion, another explained that he/she was sent to PAB as a result of the change from CCRA to CRA, and one described his/her move to PAB as a term/limited appointment in order to gain experience within the CRA.

Experience in PAB

The most common expectation when joining PAB was exposure to interesting and challenging work. Other expectations, identified by individual participants or no more than a couple, included receiving training to help carry job expectations at PAB, learning more about how the CRA works, working in a more relaxed environment, and working in an environment that provides room for advancement/career development. Most participants said their expectations were met, especially those who said they were looking for interesting and challenging work.

Nearly all participants described their work at PAB as personally fulfilling and interesting. They were unanimous that they were able to operate effectively and comfortably in their preferred official language, nearly all of them felt they had a certain amount of influence or control over their working conditions, and most described their relationship with their team or co-workers as good or very good.

All participants were able to identify positive aspects of work at PAB but the most frequently identified one was exposure to interesting and challenging work. Most participants were also able to identify areas at PAB which according to them need improvement. Only two of these, however, were identified by more than a couple of participants. One was the perception that there is limited room for career advancement/promotion within PAB (or that there are more opportunities elsewhere). The other was the perception that the workload can be heavy at times and therefore that work can be stressful and include too much pressure.

Main Reasons for Leaving PAB

Most of the interviewed participants who are leaving PAB are doing so for reasons of career advancement or promotion, including the increase in remuneration this provides. Among the remaining participants, one is retiring, another is taking a leave of absence for personal health reasons, and two are leaving because they are not content. Both participants who are leaving PAB because they are not content specified that they are leaving because of problems with their manager.

Most participants identified no additional factors as reasons for leaving PAB. In other words, the main reason given by most was their only reason for leaving. The only two reasons given in addition to the main reason related to the work environment at PAB and the PAB culture. Regarding the work environment, a couple of participants said that in addition to their main reason for leaving, they were also looking for a work environment that was less stressful in terms of work load. Regarding the PAB culture, another participant described it as very work-driven and explained that he/she is looking for a work situation in which employees interact in more than a work-related way (e.g. get together after work for a drink).

Most of the participants who will be starting a new job after leaving PAB identified career advancement as what attracted them most to their new position. This was described as important because it involved taking on more responsibilities, focussing on areas/issues closer to their area of expertise/training, and skills development (e.g. leadership). Some said that better pay was also an attraction. The two participants who were leaving PAB because of problems said they were less motivated by the attractiveness of the new position than by the desire to leave their old position.

Conclusion

Generally speaking, participants were positive about their experience working at PAB. As evidence of this, nearly all described their work as personally fulfilling and interesting, they were unanimous that they were able to operate effectively and comfortably in their preferred official language, nearly all felt they had a certain amount of influence or control over their working conditions, and most described their relationship with their team or co-workers as good or very good.

This positive experience was underscored by the fact that most are leaving PAB because of a promotion or career advancement, not because of discontent or dissatisfaction with PAB. Two employees are leaving PAB because of discontent, specifically dissatisfaction with their manager. However, both made it clear that they enjoyed their work at PAB and this was evident in the fact that both said they would stay at the Branch if they were not obliged to work with the manager in question.

Most of the participants who will be starting a new job identified career advancement as what attracted them most to their new position. This is noteworthy in that a few participants identified this as an area in need of improvement at PAB (i.e. providing more possibility for career advancement/promotion).

Date modified:

2009-06-23