Employment Equity in the Public Service of Canada for Fiscal Year 2016 to 2017

Results and analysis

In an effort to meet our commitment for an employment equity report that goes beyond presenting representation rates for the reporting year, this section provides an analysis of the trends in representation and salary distribution over the past 10 years. Additional analysis of existing data highlights progress made over this period, from March 31, 2006, to March 31, 2016, while also identifying areas that require attention.

From 2006 to 2011, departments and agencies in the core public administration made steady progress in increasing the representation of employment equity designated groups within their workforces. However, from 2012 to 2016, there were slight decreases in the representation of persons with disabilities and of women.

Progress was in part because of the following initiatives in employment equity and diversity:

• strategic recruitment
• structured onboarding
• talent management
• leadership development
• commemorating cultural events
• information and awareness sessions
• training and development
• employee and leadership engagement

By March 2016, the core public administration had met and surpassed the legislated requirement for a minimum representation rate for each of the 4 employment equity designated groups. This means that the core public administration, overall, complied with the legislation, having met or being above the estimated workforce availability for each equity group. It is expected that the representation levels achieved will be sustained over the coming years through targeted strategies for government as a whole and for specific departments and agencies.

Representation by employment equity group

• Women comprise 54.4% of the employee population, with an estimated workforce availability of 52.5%.
• Aboriginal peoples are represented at 5.2% against an estimated workforce availability of 3.4%.
• Persons with disabilities are represented at 5.6% against an estimated workforce availability of 4.4%.
• Members of visible minorities are represented at 14.5% against an estimated workforce availability of 13.0%.

Figure 1 - Text version

	Women		Aboriginal peoples		Persons with disabilities		Visible minorities
	Representation (%)	Estimated workforce availability (%)	Representation (%)	Estimated workforce availability (%)	Representation (%)	Estimated workforce availability (%)	Representation (%)	Estimated workforce availability (%)
March 2006	53.8%	52.2%	4.2%	2.5%	5.8%	3.6%	8.6%	10.4%
March 2016	54.4%	52.5%	5.2%	3.4%	5.6%	4.4%	14.5%	13%

The representation of each of the designated equity groups above their workforce availabilities has been sustained over the last 4 most recent reporting years to March 31, 2016.

The overall employee population experienced a 10.3% decrease from April 1, 2011, to March 31, 2016, during which there was a downward movement in the representation of:

• women (-11.0%)
• persons with disabilities (-11.4%)
• Aboriginal peoples (-1.3%)

Nonetheless, the overall representation of each of these equity groups was maintained above their estimated workforce availability benchmarks.

Some departments and agencies have excelled in achieving and sustaining their equity group representation, having equitable distribution in all occupational groups, at all levels and within each region. Others are having performance challenges in the distribution of equity groups across occupational groups and levels but continue their efforts to attract, retain and improve work experiences, as shown by their:

• multi-year employment equity plans
• targeted outreach
• recruitment
• training and employee development opportunities

Percentage of departments and agencies that exceed representation rates

Table 1 shows the following:

• 82% of departments and agencies have achieved representation rates above their workforce availabilities for Aboriginal peoples and persons with disabilities
• 76% have exceeded the workforce availability for women
• 52% have exceeded the workforce availability for members of visible minority groups

Table 1. Number of departments and agencies that have surpassed workforce availabilities, March 31, 2016

Of the 181,674 employees who were indeterminate, had terms of 3 months or more, worked seasonally and were covered under the Employment Equity Act in the core public administration (as of March 31, 2016), 54% were women and 46% were men. This gender balance, which has remained the same for the last 10 years, is most closely reflected in the largest employment equity group, with 45% of visible minority employees being men and 55% being women. The male-to-female ratio for persons with disabilities is 48% men to 52% women.

Gender representation of Aboriginal peoples, persons with disabilities and visible minorities is shown in Table 2.

Table 2. Gender representation by 3 of the employment equity groups, March 31, 2016

A comparison of the 4 employment equity groups by number of employees in each group between 2006 and 2016 is shown in Figure 2.

Figure 2 - Text version

	Women	Aboriginal peoples	Persons with disabilities	Visible minorities
March 2006	95,013	7,381	10,169	15,112
March 2016	98,846	9,358	10,092	26,336

• contributes to achieving workplace equality and equity goals
• is an important lens in identifying and addressing equity issues and challenges in organizations

As noted in the Management Accountability Framework government-wide report for 2016 to 2017, representation levels of members of a visible minority group do not meet their availability in the labour market in half (50%) of large organizations.^{Footnote 6} Although overall performance exceeds targets, disaggregating by individual department/agency and occupational groups and levels points to areas for improvement. The following are being implemented to close gaps for each of the employment equity groups:

• strategies to attract university graduates and Indigenous students
• practices for onboarding, learning and development to enhance employees’ experience, from entry into the public service and throughout their career

In their workforce planning, departments and agencies upheld the principles of employment equity in ensuring that equity groups were not adversely affected by workforce adjustments in the middle of the past decade. For example, employment equity representation of members of visible minorities continued to improve, even during periods of a downturn in overall employee population. Although there were slight reductions in the representation of women, Aboriginal employees and persons with disabilities, the rate of their overall representation continued to surpass their workforce availabilities.

Representation of visible minorities had the greatest increase over this 10-year period, during which the Clerk of the Privy Council committed to increase the representation of employment equity groups, with a particular focus on members of visible minorities, demonstrating the impact that leadership can have on achieving results in employment equity and diversity.

Executive group

The representation of persons with disabilities in the Executive group has surpassed their workforce availability (5.1% versus 2.3%). However, women, Aboriginal peoples and members of visible minorities are represented below their workforce availability in this group.

Initiatives to improve the representation of women, Aboriginal peoples and members of visible minorities in the Executive group are being explored at both central agency and departmental levels. Targeted strategies to close these gaps include Aboriginal leadership development programs in departments and agencies.

These initiatives are preparing public servants to progress into executive leadership roles across government.

Scientific and Professional group

Of the 4 equity groups, only members of visible minorities are below their workforce availability in the Scientific and Professional group (represented at 18.3%, while their workforce availability is 19.2%, which translates into a gap of approximately 482 people). However, representation of members of visible minorities has increased year over year, even when there were decreases in overall employee population. In addition, the Scientific and Professional category has the highest representation of members of visible minorities compared with all other occupational categories in the public service. Visible minorities represent:

• 16.1% of the Administrative Support group, including Communications, Data Processing, Office Equipment Operation and Regulatory subgroups
• 15.7% of the Administrative and Foreign Service group, including Administrative Services, Commerce, Computer Systems Administration, Foreign Service, Financial Administration, Information Services and Program Administration subgroups

Technical group and Operational group

Women, persons with disabilities and members of visible minorities have traditionally been under-represented in the Technical group (for example, Engineering and Scientific Support, Electronics, Air Traffic Control, and Primary Products Inspection) and the Operational group (for example, Correctional Services, General Labour and Trades, and Ship Repair). The work being undertaken by networks such as Women in Science, Technology, Engineering and Mathematics is contributing to building current and future resource pools among equity groups to fill skills needs in departments and agencies while improving on the distribution of occupational group representation.

General observations

• The salary distribution patterns for equity group members follow a trend that is similar to that of the overall employee population.
• Fewer equity groups fall within the lower salary bands compared with 10 years ago, and there is no clustering of any of the equity groups at the lowest salary levels.
• Salary gaps between equity groups and the rest of the employee population have narrowed from 2006 to 2016 or have converged at certain salary bands.
• The salary distribution trends for persons with disabilities and for members of visible minorities are closest to the overall employee population trend in 2016.
• The percentages of persons with disabilities (13.1%) and members of visible minorities (13%) earning $100,000 per year and over is only 1 percentage point lower than the percentage of all employees earning in this salary range.
• The percentage of Aboriginal peoples (9.1%) and of women (11.4%) earning $100,000 and over tended to be lower than for the other equity groups and for the overall employee population.

Women

The general trend in salaries for women maintained a similar historical path, with more women than men in the low to medium salary ranges, and more men than women in the top ranges. As was the case 10 years ago, far more women than men earn between $45,000 and $60,000 per year, whereas in the salary ranges of $65,000 to $80,000 and $80,000 to $85,000, there are more men. Over the past decade, more women earned lower salaries in the lower salary bands, while more men earned higher salaries in the higher salary bands. The higher salary bands include salaries of $80,000 or more (see Figure 3).

Figure 3 - Text version

Salary range	Men, 2006	Men, 2016	Women, 2006	Women, 2016
Under $20,000	0.1%	0.2%	0.0%	0.2%
$20,000 to $24,999	0.0%	0.1%	0.0%	0.2%
$25,000 to $29,999	0.0%	0.1%	0.0%	0.3%
$30,000 to $34,999	0.9%	0.1%	1.0%	0.3%
$35,000 to $39,999	4.7%	0.5%	7.5%	1.2%
$40,000 to $44,999	7.8%	1.3%	15.4%	2.6%
$45,000 to $49,999	9.5%	5.8%	16.5%	11.1%
$50,000 to $54,999	17.8%	7.7%	20.3%	13.7%
$55,000 to $59,999	9.9%	7.2%	8.7%	10.9%
$60,000 to $64,999	7.3%	7.3%	4.3%	8.6%
$65,000 to $69,999	7.7%	7.6%	6.1%	7.0%
$70,000 to $74,999	7.5%	13.5%	5.7%	7.1%
$75,000 to $79,999	6.3%	5.7%	4.1%	5.5%
$80,000 to $84,999	5.1%	11.0%	3.0%	8.5%
$85,000 to $89,999	3.3%	4.3%	2.1%	4.2%
$90,000 to $94,999	4.6%	4.6%	2.0%	3.8%
$95,000 to $99,999	1.3%	6.0%	0.5%	3.5%
More than $100,000	6.0%	17.0%	2.8%	11.4%
Total	100.0%	100.0%	100.0%	100.0%

Aboriginal peoples

By 2016, more Aboriginal peoples earned within the mid-range to higher salary bands compared with 2006. At the highest salary levels, the proportion of Aboriginal peoples continued to be slightly lower than the rest of the employee population. The distribution trend over the past 10 years, however, is similar to the rest of the public service, except that a lower percentage of Aboriginal peoples are in the top earning bands of over $90,000. The persistent gap in representation of Aboriginal employees within the Executive group could be a contributing factor (see Figure 4).

Figure 4 - Text version

Salary range	Aboriginal peoples, 2006	Aboriginal peoples, 2016	Other employees, 2006	Other employees, 2016
Under $20,000	0.0%	0.0%	0.1%	0.2%
$20,000 to $24,999	0.0%	0.2%	0.0%	0.1%
$25,000 to $29,999	0.0%	0.3%	0.0%	0.2%
$30,000 to $34,999	1.4%	0.2%	0.9%	0.2%
$35,000 to $39,999	8.5%	0.8%	6.1%	0.9%
$40,000 to $44,999	15.9%	2.3%	11.7%	2.0%
$45,000 to $49,999	14.2%	10.8%	13.3%	8.6%
$50,000 to $54,999	21.2%	12.2%	19.0%	10.9%
$55,000 to $59,999	9.7%	9.9%	9.3%	9.1%
$60,000 to $64,999	4.1%	8.3%	5.8%	8.0%
$65,000 to $69,999	6.0%	8.2%	6.9%	7.3%
$70,000 to $74,999	6.1%	12.8%	6.6%	9.9%
$75,000 to $79,999	3.7%	5.0%	5.2%	5.6%
$80,000 to $84,999	2.4%	10.9%	4.0%	9.6%
$85,000 to $89,999	2.4%	3.7%	2.6%	4.3%
$90,000 to $94,999	1.5%	2.7%	3.2%	4.2%
$95,000 to $99,999	0.5%	2.6%	0.9%	4.8%
More than $100,000	2.4%	9.1%	4.4%	14.2%
Total	100.0%	100.0%	100.0%	100.0%

Persons with disabilities

The salary distribution pattern for persons with disabilities is almost identical to that of the overall public service employee population, except in the upper mid-range bands of about $70,000 to $80,000, where fewer persons with disabilities had earnings within these salary bands than the general employee population. However, at the highest salary bands of over $100,000, there is a convergence of persons with disabilities with other employees, as well as sporadically across the mid-range to upper salary bands. By 2016, salary gaps were minimal for persons with disabilities in comparison with other employees, except in the $60,000 to $70,000 bands. This pattern for persons with disabilities is similar to the distribution of visible minorities across all salary bands (see Figure 5).

Figure 5 - Text version

Salary range	Persons with disabilities, 2006	Persons with disabilities, 2016	Other employees, 2006	Other employees, 2016
Under $20,000	0.0%	0.1%	0.1%	0.2%
$20,000 to $24,999	0.0%	0.1%	0.0%	0.1%
$25,000 to $29,999	0.1%	0.2%	0.0%	0.2%
$30,000 to $34,999	1.2%	0.2%	0.9%	0.2%
$35,000 to $39,999	8.0%	0.8%	6.1%	0.9%
$40,000 to $44,999	13.6%	3.0%	11.8%	2.0%
$45,000 to $49,999	14.8%	10.4%	13.2%	8.7%
$50,000 to $54,999	19.6%	11.7%	19.1%	10.9%
$55,000 to $59,999	8.0%	9.4%	9.4%	9.2%
$60,000 to $64,999	4.1%	8.1%	5.8%	8.0%
$65,000 to $69,999	6.3%	8.0%	6.9%	7.3%
$70,000 to $74,999	6.0%	7.4%	6.6%	10.0%
$75,000 to $79,999	4.7%	4.4%	5.2%	5.6%
$80,000 to $84,999	3.6%	11.0%	4.0%	9.7%
$85,000 to $89,999	2.5%	3.9%	2.6%	4.2%
$90,000 to $94,999	2.7%	3.6%	3.2%	4.1%
$95,000 to $99,999	0.8%	4.2%	0.9%	4.6%
More than $100,000	4.0%	13.1%	4.3%	14.0%
Total	100.0%	100.0%	100.0%	100.0%

Members of visible minorities

The salary distribution trend for members of visible minorities mirrors that of the general employee population, including at the highest salary bands. Gaps are minimal across the spectrum of the salary bands from the lowest range to the highest over the 10-year period to March 31, 2016. Despite a gap in representation in the Executive group, as well as in 3 other occupational categories (Technical, Scientific and Professional, and Administrative Support), the salary distribution of visible minorities is similar to other employees across the salary band spectrum (see Figure 6).

Figure 6 - Text version

Salary range	Visible minorities, 2006	Visible minorities, 2016	Other employees, 2006	Other employees, 2016
Under $20,000	0.0%	0.2%	0.1%	0.2%
$20,000 to $24,999	0.0%	0.1%	0.0%	0.1%
$25,000 to $29,999	0.0%	0.3%	0.0%	0.2%
$30,000 to $34,999	0.7%	0.2%	1.0%	0.2%
$35,000 to $39,999	6.9%	0.7%	6.2%	0.9%
$40,000 to $44,999	12.7%	2.2%	11.8%	2.0%
$45,000 to $49,999	14.3%	9.1%	13.2%	8.6%
$50,000 to $54,999	16.5%	12.2%	19.4%	10.9%
$55,000 to $59,999	9.5%	8.9%	9.3%	9.2%
$60,000 to $64,999	6.6%	7.4%	5.6%	8.0%
$65,000 to $69,999	8.0%	6.8%	6.7%	7.3%
$70,000 to $74,999	6.0%	8.8%	6.6%	10.2%
$75,000 to $79,999	5.0%	5.8%	5.1%	5.6%
$80,000 to $84,999	4.7%	9.2%	3.9%	9.6%
$85,000 to $89,999	2.0%	5.6%	2.7%	4.3%
$90,000 to $94,999	3.0%	4.0%	3.2%	4.2%
$95,000 to $99,999	1.0%	5.6%	0.9%	4.7%
More than $100,000	3.2%	13.0%	4.4%	14.0%
Total	100.0%	100.0%	100.0%	100.0%

Women

Over the 10-year period to March 31, 2016, the percentage of women hired into the core public administration exceeded their workforce availability, averaging at 61.7%, while workforce availability is estimated at 52.5% and their internal representation is at 54.5%.

Aboriginal peoples

The representation rate of Aboriginal peoples in hirings into the public service was not consistently at their workforce availability level. Their departure from the public service was persistently higher than their workforce availability, intensifying over the past 3 years to the end of March 2016. The separation level (at 5.1% in 2016) is almost equal to their internal representation (at 5.2%), which may indicate the need for targeted retention strategies.

To better understand the experiences, challenges and workplace satisfaction issues for Indigenous employees, the Interdepartmental Circles on Indigenous Representation, led by the Deputy Minister Champion for Indigenous Public Servants, conducted a workforce retention survey in 2016 of current and past Indigenous employees. The survey’s results will inform senior leaders in the public service on the following to improve work experiences and counter this increasing trend in separations:

• recruitment
• retention
• workplace strategies

In addition, departments and agencies contributed to targeted recruitment initiatives led by the Office of the Chief Human Resources Officer. The pilot Indigenous Youth Summer Employment Opportunity program in the 2016 to 2017 fiscal year was successful in having almost 100 Indigenous students hired in 20 departments and agencies. Its success led to the extension of the program to the 2017 to 2108 fiscal year. The program will be leveraged as a strategy to implement a similar summer recruitment program for youth with disabilities.

Persons with disabilities

The separation rate of persons with disabilities is significantly above their workforce availability and above their internal representation levels. It has, however, remained fairly steady over the past 10 years. The rate of promotions for persons with disabilities decreased over this period, and the percentage among those hired continued to fall below their workforce availability.

Members of visible minorities

The representation of members of visible minorities in hiring into the core public administration steadily increased over the last 10 years, with significant increases over the past 4 years to levels that exceed their workforce availability and internal representation. Their rate of promotion also steadily increased substantially, to a high of 15.7% in 2016. In addition, separation is low among visible minority employees.

Renewal

The public service aims to attract a new generation to join the federal public service. There is focused attention on attracting university graduates and Indigenous students. Onboarding, learning and development strategies are being implemented to enhance the employee experience from entry into the public service and throughout an individual’s career.

New indeterminate hires between the ages of 20 and 34 continued to be represented above 50% of indeterminate hires as of March 31, 2016, despite experiencing a slight decrease from the previous year.

Employment equity, embracing diversity, and working toward greater inclusion

Monitoring and reporting on progress in employment equity in Canada’s federal public service now spans more than 2 decades. Overall, the core public administration has exceeded employment equity groups’ workforce availabilities. This overall representation above the benchmark has been sustained for the past 4 years. However, gaps persist for certain occupational groups and levels in some departments and agencies. Nonetheless, this sustained level of internal representation above workforce availability has resulted in great diversity in the composition of the public service workforce. Such diversity provides for fertile ground to reap the benefits of inclusion for all in achieving:

• a fully diverse workforce that reflects the diversity of Canada’s population
• full inclusion for all in federal public service workplaces

In general, departments and agencies have embraced the business imperative of a diverse workforce and are now exploring or implementing strategies to improve inclusiveness to address the differences among their diverse workforces. In addition:

• the President of the Treasury Board established the Joint Union/Management Task Force on Diversity and Inclusion in the Public Service to examine diversity and inclusion in the public service to make recommendations for improvement and develop an action plan
• deputy minister employment equity champions have sought the perspectives of the members of their respective groups in developing strategies for improved results in employees’ work experiences, career development and work environment
• a whole-of-government collaborative and consultative approach is being applied that involves central agencies, departments, bargaining agents, employee networks and stakeholders, with linkages and supports to individual departmental initiatives

For example, Health Canada’s planned organizational priority for the 2016 to 2017 fiscal year was targeted to “promote a corporate culture that supports workplace well-being, diversity, employment equity, mental health and respect.”^{Footnote 10} Health Canada has won national recognition as one of Canada’s Best Diversity Employers based on its exceptional workplace diversity and its inclusiveness programs. It is also a top employer for young people.

Advancing employment equity through continued collaboration

The Chief Human Resources Officer of the Treasury Board of Canada Secretariat leverages collective knowledge from across government and collaborates with the following to advance progress in employment equity beyond legislative obligations and policy compliance requirements:

• learning institutions
• functional communities
• employee networks

The Office of the Chief Human Resources Officer also coordinates the exchange of information and ideas among equity groups:

• on improving employees’ work experience and career development opportunities
• in building cultural competence for all in continuing to provide strategic and operational support to governance across the public service for employment equity and diversity

Employment Equity Champions and Chairs Committees and Circle

The governance model of senior leadership on employment equity and diversity continued throughout the 2016 to 2017 fiscal year to engage public servants and generate ideas and propose solutions to improve representation, work experience and outcomes for employees.

The Clerk of the Privy Council has appointed 3 deputy ministers to champion the networks for Aboriginal peoples, persons with disabilities and members of visible minorities. In each of these networks, departmental employee representatives work with the deputy minister champion to:

• advance ideas
• address issues
• provide solutions to improve the public service’s workforce and workplace

In addition, other work is underway to identify and address areas for each employment equity group that require further attention.

Champions and Chairs Circle for Aboriginal Peoples

The Champions and Chairs Circle for Aboriginal Peoples contributed to initiatives implemented across the public service to improve the representation of Indigenous peoples, their career development and their advancement. The Circle has:

• strengthened awareness of Indigenous peoples’ history and cultures
• advocated for a training curriculum across the public service on Indigenous awareness through the Canada School of Public Service

“The Champions and Chairs Circle for Aboriginal Peoples is setting the stage for future Indigenous public servants.”

Gina Wilson, Deputy Minister Champion for Aboriginal Employees

Training is proposed to be mandatory, particularly for middle and senior management. In this regard, Global Affairs Canada launched a network for Indigenous public servants at the EX minus 1 and 2 levels, in partnership with the already-established Indigenous network at the executive level to increase networking opportunities and awareness.

The Champions and Chairs Circle for Aboriginal Peoples provided feedback on an interim report on the representation of Indigenous peoples in the federal public service. This report identified challenges in:

• recruitment
• career development and progression
• the public service work experience for Indigenous employees

Recommendations to improve representation and work experience will be presented in a report on Indigenous representation by the Interdepartmental Circles on Indigenous Representation. This group was created on September 15, 2016, as a platform for action on “why Indigenous employees continue to express dissatisfaction with their public service employment experience” through a “deeper analysis” of their perspectives and experiences in the public service.^{Footnote 11}

Persons with Disabilities Champions and Chairs Committee

An important milestone in the work of the Persons with Disabilities Champions and Chairs Committee is the completion of the Federal Accessibility Strategy Action Plan for persons with disabilities across the federal public service. The committee also developed measures of success to assess and report on implementation results.

“We are building a federal public service where employees represent Canada in a workplace that is inclusive by design and accessible by default. Our actions, each day in the workplace now and tomorrow, build a more diverse, inclusive and accessible federal family because we keep caring to make a difference!”

Yazmine Laroche, Deputy Minister Champion for Persons with Disabilities

The strategy and action plan propose that accessibility by default is at the core of career management for persons with disabilities. This means that supportive considerations are built in at the initial design stages and on entry into the public service. Each employee who has a disability is to have an individual accessibility plan that is transferable with the employee throughout the employee’s career, whether it is a lateral movement or promotion, within a department or to another department. Transferability eliminates the need for repeated reassessments and renegotiations for supports to best perform the job.

Persons with disabilities have proposed a review and redefinition of terminologies and semantics in current legislation, policy instruments and communications so that there is more positive language referencing persons with disabilities. For example, the terminology of “duty to accommodate” needs to be redefined from the perspective that accessibility and accommodation are to be “by default” rather than being an obligation to the point of undue hardship on the part of the employer.

Visible Minorities Champions and Chairs Committee

The Visible Minorities Champions and Chairs Committee continued its focus on the 2-year priorities for the 2015 to 2016 and 2016 to 2017 fiscal years:

• an inclusive and respectful workplace
• career development

The Visible Minorities Champions and Chairs Committee working group on harassment and discrimination discussed:

• identifying and making known the sources of discrimination and harassment, as perceived by employees
• continuing to promote an inclusive workplace culture that embraces diversity while reducing harassment and discrimination

“It is important to be well organized and to appropriately identify the priorities for the Committee. The strength of groups, such as the Visible Minorities Champions and Chairs Committee, is in the ‘enormous power of persuasion’ to highlight things, share information, help people understand and to bring a range of perspectives to solve issues.”

Daniel Watson, Deputy Minister Champion for Visible Minorities

A working group on career development examined how to support the careers of visible minority employees for progression into the executive levels, where a gap persists. The working group is examining:

• what a successful career development initiative for visible minorities would entail
• the sustainability of career development for visible minorities for 2, 5 and 10 years

Of interest to the committee is knowing what contributed to the increased rate of promotions of visible minorities, as reported in the last annual report.^{Footnote 12} This information could be valuable in developing more inclusive career development strategies for visible minority employees.

The committee is also examining the barriers for visible minorities to access language training, and will explore an examination of the term “visible minorities” in line with international trends and the view to change this terminology. The term encapsulates various ethnicities who have different social, economic and life experiences. Information on progress in representation of this equity group has not been disaggregated to present a true picture.

Joint Employment Equity Committee

The Joint Employment Equity Committee is a national union-management consultation forum that reviews, discusses and makes recommendations on employment equity and diversity issues, challenges, initiatives, policies and practices in the federal public service. In addition to bargaining agents, membership includes representatives from:

• the Treasury Board of Canada Secretariat
• the Public Service Commission of Canada
• departments and agencies

The committee invites experts and other communities, such as the federal youth networks, to collaborate on developing, implementing and revising policies and practices across the public service that may affect equity groups.

The availability of more comprehensive data on the composition of each of the employment equity groups will help show:

• progress in representation levels
• where the most action is required to improve on results achieved

The committee is also interested in data on transgendered representation. It has also provided feedback to the Canada School of Public Service on the newly launched Indigenous Learning Series aimed at building public servants’ knowledge and understanding of Canada’s shared history through themes of:

• recognition
• respect
• relationships
• reconciliation with Indigenous Canadians

New and emerging policy areas for diversity and inclusion

Although the Employment Equity Act of 1996 designated 4 groups for equity considerations in employment, the evolving societal and human rights context has extended the spirit of equality and equity to other equity-seeking groups, such as the LGBTQ2+^{Footnote 13} community. Despite no specific policy, grassroots efforts in departments and agencies have led to the creation of the Positive Space initiative. This initiative has provided members of the LGBTQ2+ community with a means to:

• have their voices heard
• have issues and challenges addressed to improve their experiences in the public service

Departments and agencies have established networks for their LGBTQ2+ employees and have designated ambassadors to help advocate on their behalf in finding solutions to particular workplace issues and challenges to inclusion and well-being.

Joint Union/Management Task Force on Diversity and Inclusion in the Public Service

The Joint Union/Management Task Force on Diversity and Inclusion in the Public Service is an example of employer engagement with employee representatives and bargaining agents to mutually work toward:

• finding solutions to current issues and challenges that face the public service
• planning to meet future needs of the public service

The Task Force:

• undertook a comprehensive examination of diversity and inclusion, examining international and national practices, including the private sector, the banking industry and provincial jurisdictions
• engaged public servants across the country to inform its recommendations for the federal public service

The Task Force published a progress update report that outlined areas for which actions would be recommended and outlined in its final report:

• leadership and accountability
• people management
• education and awareness
• an integrated approach

The Office of the Chief Human Resources Officer will work with partners across government to:

• review and consolidate the 44 recommendations from the Task Force’s final report and from other reports on diversity and inclusion
• implement, in an integrated manner, the recommendations to strengthen diversity and inclusion in the public service

Interdepartmental Circles on Indigenous Representation

The Interdepartmental Circles on Indigenous Representation were launched on September 15, 2016, to analyze issues and opportunities faced by Indigenous employees at each stage of the employment continuum. They produced an interim report that identifies where action is required to establish a public service culture of inclusion, respect and accountability, and in which racism, discrimination and harassment are effectively addressed. The Interdepartmental Circles explored a deeper analysis that was included in their final report, with recommendations on:

• retention issues for Indigenous employees
• opportunities for Inuit and employment in the North

Indigenous Youth Summer Employment Opportunity program

During summer 2016, the Treasury Board of Canada Secretariat’s Office of the Chief Human Resources Officer implemented a pilot summer youth employment program for Indigenous post-secondary students, where almost 100 Indigenous students worked in 20 federal departments and agencies. Hiring managers also identified work opportunities for continued student employment in most cases.

The success of the pilot resulted in extending the program to youth with disabilities for summer 2017, in addition to a continuation of the Indigenous Youth Summer Employment Opportunity program, which is expected to be expanded to better serve youth outside the National Capital Region. These targeted student employment initiatives aim to increase the representation of these equity groups within the public service by encouraging their career choice of public service through an enhanced work experience that is supported with:

• structured onboarding
• learning and development sessions
• mentoring
• cultural events and extracurricular activities
• living accommodation for participants from outside the National Capital Region

Participants gave positive evaluations of their work experience in the summer pilot youth employment programs. Departments and agencies have also implemented targeted student employment initiatives to attract university graduates in order for them to gain work experience in the public service and to continue to pursue the federal public service as their choice for a career.

It is anticipated that the success of this program will help inform other youth initiatives.

Whole-of-government Inuit employment plan: Pilimmaksaivik

“Pilimmaksaivik” is an Inuktitut word chosen by Inuit employees as the name for the new Federal Centre of Excellence for Inuit Employment in Nunavut. It translates roughly as “a place to develop skills through observations, mentoring, practice and effort.” As such, it was the perfect name for the new whole-of-government initiative to help departments and agencies in Nunavut:

• build a representative public service in Nunavut
• help meet Canada’s obligations under the Nunavut Agreement

Since its launch in May 2016, Pilimmaksaivik’s Iqaluit-based team has mobilized local staff and managers, partner departments, and central agencies to build the tools to facilitate the transformative change that is needed to strengthen Inuit employment in a culturally appropriate manner.

Statistical tables to be published

1. Distribution of public service of Canada employees by designated group according to department or agency
2. Distribution of public service of Canada employees by designated group and region of work
3. Distribution of public service of Canada employees by designated group and occupational group
4. Distribution of public service of Canada employees by designated group and salary range
5. Hirings and promotions into the public service of Canada by designated group, and separations from the public service of Canada by designated group
6. Distribution of public service of Canada employees by designated group and age range
7. Representation of public service of Canada employees by designated group and fiscal year