More collaboration, transparency and accountability from leadership is needed, with less gossip and playing favourites, while maintaining a passionate and results-driven workplace…

These are some of the key takeaways from the Culture Review of the Bermuda Tourism Authority has been released to BTA staff (SCROLL DOWN to read the full report, or click HERE).

The independent review utilised the Culture Framework Diagnostic, and gave a Culture Health Score of 57% against a benchmark of 73%.

Words like “Mistrust, unprofessional, domineering and siloed” were consistently used when interviewees described the current culture, the report states.

The 54-page report is available at bbc.bm. Here are some highlights:

(p8) The report indicates that the grievance policy and process is top-down, potentially compromising the integrity and confidentiality of the process.

(p7) There’s a need for a strong and experienced head of Human Resources to centralise responsibility for investigations into bullying, sexual harassment or other such serious issues.

(p18) Gossip and not taking responsibility are identified as traits that pose the most risk to the BTA’s workplace culture – with employees wanting more accountability from their leaders. Many employees also feel disconnected from strategies communicated by management. The report gives a culture positivity score of 60 out of 100.

(p19) Technology, Talent acquisition and development are strong and supportive of the BTA’s stated values of performance and accountability, collaboration, integrity and respect. However, all participants said leadership was the least supportive of those values, with teaming and recognition also not in line with company values.

(p24) To shift the culture in the right direction, employees rank teaming and leadership as priorities. The report recommends defining the, quote: “tone at the top” that leaders are communicating, and developing a training program to continuously upskill talent.

(p27) Leadership behaviours that could help drive a shift in culture, according to employees, are being fully present and open minded, empathising with others, and building relationships.

(p31) The report lays out a roadmap to transform the BTA’s culture over the next 8 months – starting with recruiting a Human Resources Leader, developing a Management Training and team building plan, and reorganising the Employee Handbook.

The publishing of this Culture Review comes after a stormy few months in which the BTA has faced heavy scrutiny following several high profile resignations, including Hazel Clark who resigned as Director of Global Business Development and Partnerships last December.

The review was ordered by Tourism, Culture and Sport Minister Owen Darrell last year to assess the environment within the BTA.

Wayne Caines officially resigned his position as chair of the BTA in February.

A statement from the BTA Board of Directors reads, “The Culture Review presents a roadmap of constructive recommendations aimed at improving internal communication, strengthening employee engagement, and creating a more cohesive, collaborative workplace culture.”

William Griffith, Acting Chairman, said, “This does not mark the end of the process – it’s a bold beginning… We believe that by addressing these internal challenges, we will emerge stronger, more resilient, and better equipped to serve Bermuda’s tourism industry and the Bermudian community with excellence.”