RENUKA RAI | Thimphu
The Organizational Climate Survey (OCS) 2025, conducted by the Bhutan Qualifications and Professionals Certification Authority (BQPCA), reveals that the authority continues to maintain a generally positive and stable workplace environment, and a shared sense of national purpose.
However, the survey also reveals persistent and increasingly visible challenges related to staffing shortages, professional development opportunities, and institutional follow-through on staff feedback, raising concerns about the long-term sustainability of employee morale.
The survey, conducted internally in 2025, achieved a response rate of 73 percent, indicating a high level of staff engagement.
Employees were asked to reflect on their workplace experiences across five broad areas, including the work environment, job satisfaction, organizational culture, leadership and management, and professional development and well-being.
The Authority recorded an overall weighted score of 3.56 out of 5, placing BQPCA within the “good” organizational climate category and suggesting that the institution has a solid internal foundation despite ongoing operational pressures.
One of the clearest strengths to emerge from the survey is the level of confidence employees place in their immediate supervisors.
Many respondents described their supervisors as approachable, supportive, and open to consultation, creating a work environment where staff feel comfortable sharing concerns and seeking guidance.
The dominant leadership style within the Authority was identified as consultative, followed by participative approaches, reflecting a culture in which dialogue and inclusion are valued in day-to-day management practices.
This leadership environment has played a significant role in sustaining staff motivation, particularly in the face of resource and workload constraints.
Closely linked to this is the strong sense of organizational culture reported by employees. Many respondents expressed pride in being part of an institution entrusted with safeguarding educational quality, professional standards, and national certification systems.
A shared sense of purpose and commitment to nation-building emerged as a key driver of motivation, with staff frequently highlighting teamwork and collegiality as defining features of their workplace.
Even as workloads increase, employees noted that mutual support within teams has helped them cope with pressure and maintain a positive working atmosphere.
Job satisfaction levels were also generally positive, with many staff reporting that they feel secure in their roles and satisfied with their working relationships.
However, the survey suggests that this satisfaction is rooted more in interpersonal relationships and shared values than in institutional systems.
Employees indicated that while the human side of the organization remains strong, structural and systemic issues continue to limit their ability to perform at their full potential.
Among these challenges, staffing shortages stand out as the most consistently raised concern across the survey responses.
Employees reported that limited human resource capacity has resulted in heavier workloads, overlapping responsibilities, and increased pressure on existing staff.
As BQPCA’s regulatory responsibilities have expanded and its organizational structure has grown to include five councils, staff feel that workforce growth has not kept pace with rising expectations and demands.
Several respondents warned that prolonged understaffing could lead to burnout, reduced efficiency, and difficulties in maintaining service quality if not addressed in a timely manner.
Professional development and well-being emerged as another area of concern, receiving the lowest overall rating among the survey indicators.
Employees also expressed frustration over limited opportunities for structured training, career advancement, and skills development.
While many respondents reported being able to manage their personal work-life balance, fewer felt that the organization actively supports their long-term professional growth.
The absence of a clearly defined professional development framework was frequently cited, with staff noting that unclear career pathways could affect motivation and retention over time.
Feedback mechanisms were also identified as an area needing improvement. Employees indicated that performance feedback is often informal or inconsistent, making it difficult to understand expectations, identify areas for improvement, or plan for future growth.
While supervisors were generally viewed as supportive, staff felt that a more systematic approach to performance management would help align individual contributions with institutional goals.
The survey further highlights communication and coordination challenges within the authority, particularly across councils.
While teamwork within individual units was generally rated positively, respondents pointed to gaps in inter-council communication and collaboration.
Limited information sharing, they noted, can lead to duplication of effort and inefficiencies, undermining the coherence required of a national regulatory authority.
Strengthening coordination across councils was widely seen as essential to improving institutional effectiveness and fostering a stronger sense of collective ownership.
In terms of the physical and operational work environment, employees generally reported feeling safe and comfortable.
However, concerns were raised about the adequacy of resources and systems needed to carry out their work efficiently.
Although digitalization efforts have improved certain processes, staff reported that outdated technological systems and limited access to modern tools continue to affect productivity.
These constraints, when combined with staffing shortages, were seen as contributing factors to workload stress and delays in service delivery.
One of the more concerning findings of the survey is the perception among a majority of respondents that there has been little or no visible change since the previous year’s organizational climate assessment.
While some employees acknowledged modest improvements and others were uncertain, many felt that earlier feedback had not resulted in concrete action.
This perception raises the risk of declining confidence in internal feedback processes and the potential for survey fatigue, where staff may become disengaged if their concerns are not clearly addressed.
Despite these challenges, the survey findings suggest that trust in immediate supervisors remains strong, indicating a clear distinction in employees’ minds between supportive line management and broader organizational systems.
While staff feel heard and valued within their teams, confidence in institution-wide responsiveness and follow-through remains comparatively weaker, underscoring the need for stronger communication around actions taken in response to staff feedback.
In response to the survey findings, the report recommends that BQPCA develop a clear and transparent action plan focused on addressing staffing gaps, strengthening professional development systems, and upgrading technological and resource capacity.
Communicating progress and timelines to staff is also emphasized as a critical step in restoring confidence in organizational feedback mechanisms.
BQPCA has already initiated several institutional strengthening measures. The Authority has expanded its structure to five councils and recently welcomed new Program Officers under the Teaching Professional Council following recruitment approval from the Royal Civil Service Commission.
In addition, BQPCA is pursuing ISO 9001:2015 certification, an effort aimed at strengthening quality management systems and institutional accountability.
If achieved, BQPCA would become the first institution in Bhutan to receive this certification, with assessment results expected in the coming weeks.
Together with the findings of the BQPCA Annual Report 2024–2025, the Organizational Climate Survey 2025 is expected to serve as an evidence-based reference for guiding future reforms and improving institutional performance.
The survey presents an organization with a strong human foundation and a culture of trust and collaboration, while also highlighting systemic weaknesses that require sustained attention.
As BQPCA’s responsibilities continue to grow, aligning human resource capacity, professional development frameworks, and institutional systems with its expanding mandate will be critical.
How effectively the Authority translates staff feedback into visible and meaningful action in the coming months is likely to determine whether its positive organizational culture can be maintained and strengthened over the long term
