Consultants uncovered major problems with leadership, culture and wellbeing, especially among staff in the further education section of the organisation, and warned that responding with superficial or short-term changes could make things even worse.
But they also presented their findings as ‘a significant opportunity rather than a setback’ and advised that ‘repair is possible’ alongside next year’s planned move of all sections of The Guernsey Institute into a purpose-built campus at Les Ozouets.
‘The feelings and sentiments exist with or without the report,’ said the consultants, in a summary of their findings provided to the Guernsey Press.
‘Now that this data has been brought to the surface, what really matters is what happens next. With deliberate action, this moment can serve as a turning point rather than simply a transition.
‘The feelings expressed indicate that staff care deeply about the purpose of the organisation, students and colleagues, and want their experience of work to improve. There is a hope from staff that this process will lead to meaningful change.’
The consultants’ study, based on staff surveys and focus groups, followed an earlier report in which nearly nine out of 10 teaching staff and leaders at the The Guernsey Institute revealed that they considered leaving their job in 2024.
The latest report found that workload is driving burnout, trust in leadership is eroding, welfare is inconsistent and fragile, and management standards are non-existent, especially at the College section of the organisation, formerly known as the College of Further Education.
Despite the consultants’ damning report, they also produced statistics showing that about two in every three staff felt able to be themselves at work, were motivated to do their best and proud of their organisation, and just over half felt generally positive about going to work.
‘Many comments reflected a deep sense of responsibility and a desire to uphold professional standards, even in the face of operational pressures. This collective commitment to impact represents a significant cultural asset for the organisation,’ they said.
‘The presence of strong intrinsic motivation provides a solid foundation for improvement, provided that structural and leadership issues are addressed in a timely and coherent way.
‘There is a lot of frustration, but repair is possible.
‘Any delays following this process will only serve to harden cynicism.’