Column: Dion Smith On Careers, Govt & More
[Opinion column written by the OBA's Dion Smith]
A government that believes in Bermudians must do more than employ them, it must prepare them to lead.
As I continue to engage with Bermudians throughout our community, one concern continues to surface in conversations.
It is a concern that deserves attention, It is not about salaries, benefits, or job security. It is about opportunity.
Many Bermudians working within the civil service expressed frustration that, despite their qualifications, experience, commitment, and willingness to take on greater responsibility, they do not always see a clear pathway for advancement.
These are not individuals asking for promotions simply because they have spent years in Government. They are people who have invested in themselves, gained qualifications, developed expertise, and dedicated their careers to serving Bermuda.
They are asking a reasonable question:
Does the civil service provide a genuine pathway for qualified Bermudians to advance and become future leaders?
The concern is whether the systems, policies, and culture within the civil service are truly designed to identify, develop, and advance Bermudian talent.
A Government that believes in Bermudians should not simply employ Bermudians.
It should deliberately prepare Bermudians to lead.
The Career Ceiling
Many employees describe reaching a point in their careers where progression appears to slow or stop. They continue to gain experience, pursue education, and demonstrate their ability, yet opportunities to move into more senior roles often seem limited.
No one is suggesting that promotions should be automatic. Advancement must always be based on merit, capability, and readiness.
However, merit requires opportunity.
Employees cannot gain leadership experience if they are never given the opportunity to lead. They cannot develop the skills required for senior positions if they are not provided with exposure, mentorship, training, and responsibility.
A person cannot be expected to climb a ladder that they are never allowed to reach.
This raises important questions.
Are qualified Bermudians being given the tools and opportunities necessary to prepare for advancement?
Are we developing future leaders, or are we simply filling positions?
The Importance of Mentorship and Knowledge Transfer
One of the most concerning themes emerging from conversations with employees is the importance of mentorship.
Strong organisations understand that knowledge must be shared. Employees must be coached, challenged, and given opportunities to grow.
Government should consider whether leaders are being encouraged and expected to develop the next generation of Bermudian professionals.
Are managers evaluated only on the performance of their departments, or also on their ability to develop people?
Are there structured mentoring programmes, work-shadowing opportunities, secondments, and leadership development plans?
If these systems exist, are employees aware of them and able to access them fairly?
If they do not exist, why not?
Recruitment and the Development of Bermudian Talent
Another important question concerns recruitment.
When senior or specialized positions become available within Government, Bermudians want confidence that qualified internal candidates are genuinely considered.
There may be times when international recruitment is necessary. Bermuda benefits from expertise and experience from around the world, and there are circumstances where specialized skills may not be available locally.
However, international recruitment should complement the development of Bermudian talent, not replace it.
The question is not whether the Government should ever recruit internationally.
The question is whether the Government has first done everything possible to identify, support, and prepare qualified Bermudians.
A transparent process would demonstrate that internal candidates are considered, local talent is developed, and overseas recruitment occurs only when necessary.
Planning for the Future
The increase in retirement age also requires serious workforce planning.
If experienced employees remain in senior positions longer, what is the strategy for those who are waiting for opportunities to advance?
Has the Government developed clear succession plans for critical positions?
How is institutional knowledge being documented and transferred?
How are emerging leaders being prepared?
No organization should depend on one person holding specialized knowledge indefinitely. A strong institution prepares for continuity and develops the people who will carry it forward.
A Conversation Bermuda Needs to Have
The issue is not whether Bermudians are capable.
Bermudians have proven themselves in every field, locally and internationally.
The question is whether our systems are designed to recognize, develop, and advance that capability within the Government.
Many Bermudians are not asking for special treatment. They are asking for fairness, transparency, and the opportunity to compete.
They want to know that their qualifications matter. They want to know that their dedication is valued. They want to know that there is a future for them within the very institution that serves their country.
If the Government truly believes in Bermudians, then the public should be able to see the strategy. Show us the career pathways. Show us the succession plans. Show us how Bermudian talent is being developed. Because the future leadership of the Government should not be left to chance. It should be intentionally built.
- Dion Smith is a former Opposition Senator
Read More About
Category: All
