Home > News

Sport integrity commissioner’s office criticizes working conditions at Cycling Canada

Report cited issues such as high staff turnover, gender-related disparities, and inadequate support for work-life balance

Canadian esports champs: A bunch of (virtual) maple leaf jerseys awarded

In July, the Office of the Commissioner for Integrity in Sport published a report that raised concerns over workplace conditions at Cycling Canada.  Deloitte Canada’s investigator Jessica Kearsey conducted the report, which began in October.

The report, known as a Sport Environment Assessment (SEA), was not an investigation. Unlike investigations, SEAs do not involve complainants or respondents. Instead, participants are asked to share their experiences through surveys and interviews.

Assessment surveys were distributed in both official languages to approximately 650 Cycling Canada members across various groups, including national and privateer athletes, internal staff, board members, commissaires, CAN-BIKE instructors, and more. Additionally, an invitation was sent to approximately 108 Cycling Canada staff to participate in focus groups. The surveys invited participants to provide both quantitative responses and free-form comments. The collected results were analyzed and organized into six core findings, covering: employee turnover trends, work/life balance, work leave policies, internal promotions, the process for addressing concerns or complaints, and the overall culture within Cycling Canada.

Employee turnover trends

The survey revealed that 60 per cent of Cycling Canada staff noticed significant changes in team composition, indicating high turnover. Focus group discussions identified four main themes contributing to turnover: budget constraints, high-performance demands, burnout, and communication challenges.

Focus group participants highlighted budget constraints as a major factor in employee turnover, citing stagnant core funding, rising travel costs, inflation, and declining revenue from Sport Canada and private sponsors. Financial challenges had led to layoffs, and concerns arose about transparency and potential discriminatory practices in these cuts. High-performance demands were also a key theme, with participants noting the pressure of high expectations and limited resources, particularly during Olympic cycles. Burnout and interpersonal conflict were identified as contributing factors, with a call for better organizational support and open discussions to address these issues. Communication challenges, exacerbated by the absence of an HR manager and poor succession planning, further complicated turnover’s impact, leading to gaps in information and frustration among staff and athletes.

Gender-related turnover and discrimination

One-on-one interviews revealed concerns about gender-related turnover within Cycling Canada. Participants observed a higher ratio of female coaches being released compared to their male counterparts, suggesting a potential gender bias in the turnover dynamics. Specific instances were noted, such as the termination of two female coaches from a team of 14, with one participant suggesting that being “vocal” might have contributed to one coach’s dismissal. Additionally, it was noted that women often occupied lower-level administrative and coaching roles, which were perceived as less prestigious compared to those held by men. Some participants felt that women were unfairly set up to fail, highlighting issues of discrimination and a lack of respect for female coaches despite equal qualifications and expertise.

Work/life balance challenges

Survey and focus group discussions revealed significant concerns about work/life balance among Cycling Canada staff. Approximately 41 per cent of survey participants reported challenges in maintaining this balance. Focus groups highlighted issues such as heavy workloads, inadequate compensation, and the irregular hours demanded by high-performance roles, which exacerbate difficulties in balancing professional and personal responsibilities. The discussion also pointed out the lack of support for working mothers and the pressure on women to forego family commitments, with some female staff feeling that their personal responsibilities were viewed unfavourably. One-on-one interviews further underscored these challenges, noting that some women hesitated to take on roles due to concerns about personal and family life impacts, and highlighted a perceived lack of flexibility and support from senior management.

Support for family responsibilities

A significant concern among participants was the perceived lack of support from the organization for managing family responsibilities, particularly affecting women with childcare duties. Issues were noted with the challenges of taking maternity leave, accompanied by insensitive remarks about its impact on the organization. There was a call for a more empathetic and supportive environment, including the need to explore various accommodation options. Concerns were also raised about the return from parental leave, emphasizing the importance of timely hiring of replacements and understanding the transition challenges. The discussion highlighted a perceived lack of empathy from senior management, particularly those without children, and noted how this dynamic might impact recruitment and retention. Additionally, there was concern that employees needing flexible schedules or early departures were viewed negatively, underscoring the need for better acceptance of diverse work arrangements.

Career advancement and promotion process

Survey results indicated mixed perceptions regarding equal opportunities for career advancement within Cycling Canada. Approximately 45.72 per cent of participants felt that opportunities were equal, while 25.71 per cent disagreed, highlighting significant concerns. Focus group discussions revealed a lack of clarity and transparency in the promotion process, with some roles evolving without formal promotion procedures. Gender dynamics were also examined, showing under-representation of women in coaching and senior management roles and historical patterns where no male staff reported to female staff. While some saw the organization’s “flat” structure as a limiting factor for traditional promotions, others pointed to gender imbalances in hiring practices. Positive trends were noted, such as female leadership programs and mentoring initiatives aimed at addressing these issues, though participants advocated for continued efforts and additional programs to foster inclusivity.

Complaints and internal communication

Participants showed varying levels of confidence in addressing complaints, particularly feeling more comfortable with Safe Sport violations than personal grievances. Concerns were raised about potential misuse of reporting mechanisms and a perceived lack of transparency and effectiveness in the internal complaint process. Issues included unclear navigation, inadequate resolution of complaints, and fears of contract non-renewal for those who raised concerns. The focus groups noted the importance of understanding and effectively engaging with existing policies, with some participants expressing skepticism about the process and others feeling disillusioned. Barriers such as unclear hierarchical structures and insufficient education on complaint mechanisms were highlighted. Additionally, interviews revealed concerns about limited job opportunities and potential reprisals for raising issues, leading to fears of job insecurity and reluctance to voice opinions due to possible negative impacts on employment status.

Organizational culture and inclusivity

To assess the culture within Cycling Canada, the report explored various aspects including transparency in communication, inclusivity, and support for team members. Survey results showed that 66.20 per cent of participants felt supported, while 33.80 per cent did not. Focus group discussions highlighted both positive aspects, such as camaraderie among colleagues, and significant concerns about trust, transparency, and accountability, particularly with senior management. Issues related to inclusivity and diversity were noted, with a perceived lack of diverse leadership and an exclusive “club” atmosphere hindering equitable career advancement.

Communication gaps and ineffective responses to suggestions for improvement were also highlighted, contributing to a sense of undervaluation and under-recognition among staff. While some recognized ongoing efforts to enhance diversity and inclusivity, concerns about the pace and effectiveness of these changes persisted. Additionally, there were reports of senior management mocking sensitivity training programs, undermining efforts to foster a respectful and inclusive environment. Participants noted a perception that coaching women’s cycling is seen as less prestigious compared to men’s, with negative comments suggesting some coaches are only suited for women’s teams. Concerns were raised about microaggressions from senior management, including a lack of understanding and inconsistent behavior standards. A “boy’s club” environment was reported, characterized by motivational tactics such as shaming and nicknaming, which contributed to a lack of psychological safety. Additionally, several participants, particularly women, experienced significant physical health declines due to organizational priorities overshadowing their well-being, which the report noted is troubling for a sporting organization focused on elite athlete coaching.

Conclusions from report

The report acknowledged that Cycling Canada has faced numerous challenges including limited budgets, evolving athlete needs, inflationary costs for competitions, and the increasing demands of international events like the Summer Olympics. These pressures have impacted athletes, coaches, and Cycling Canada staff, who describe their roles as demanding, with long hours, intense periods, and a lack of additional paid time for extra responsibilities. Concerns have emerged about potential systemic biases and gender discrimination, particularly affecting female coaches, especially those with young children. Staff members, passionate about their roles despite limited opportunities in Canada, feel compelled to remain silent due to a “dream job” status and fear of retaliation.

This silence, combined with a perceived “gatekeeping” power dynamic and a “gossipy” culture, has fostered deep distrust among staff and athletes, impacting morale and transparency. The assessment highlights a contrast with other national sporting organizations that appear to operate with greater transparency and without the cliquish culture reported at Cycling Canada. Many staff members, particularly those from affiliated agencies, find the environment uncomfortable, and recommendations from the assessment emphasize the need for a cultural shift at the senior management level. Participants suggest that increased sensitivity training would likely be ineffective and advocate for practical, concrete changes to address systemic issues and foster inclusivity. The findings called for a significant cultural transformation within Cycling Canada, with a focus on implementing effective measures to counteract bias and improve the overall work environment.

Cycling Canada’s response

Cycling Canada responded to the report by saying it is dedicated to enhancing culture, inclusion, and performance. In a statement, the organization said that ensuring a safe, welcoming, and discrimination-free workplace is a top priority, and the feedback from the Sport Environment Assessment Report will guide these efforts. Cycling Canada’s plan in response to the report includes increasing Human Resources capacity by contracting third-party support to review policies, address staff inquiries, and analyze exit interviews. This will include a focus on improving organizational culture through a full assessment and action plans, enhancing internal communication for greater transparency, and strengthening female staff mentorship programs with more development and networking opportunities. Additionally, they will expand education and training programs to ensure staff have the necessary skills for effective job performance.