Employment Equity in the Public Service of Canada for Fiscal Year 2021 to 2022

1. Generate and publish data for a more accurate picture of representation gaps

Creating a representative and inclusive workplace that reflects the population it serves begins with improving the availability and reliability of existing data.

Access to disaggregated data is critical to understanding gaps in representation and informing decisions for action. In 2021–22, TBS made it a priority to release an unprecedented amount of disaggregated data on the Diversity and inclusion statistics web page that provide views into the composition of employment equity subgroups. TBS’s Office of the Chief Human Resources Officer (OCHRO) launched an online interactive data visualization tool in April 2021 that allows users to manipulate data on the demographics and employment equity of human resources for the core public administration. This tool is continuously updated with the latest data as it becomes available.

Improving the accuracy and timeliness of data was another TBS priority in 2021–22. Representation numbers are based on employees who have chosen to self-identify, and the effectiveness of the self-identification process is key to measuring progress in rates of representation, hiring, promotion and separation. The Self-Identification Modernization Project, launched in 2020, aims to increase the accuracy, depth and breadth of this data across the Government of Canada. In 2021–22, the project began implementation, with the self-identification questionnaire becoming available on a new, centralized application hosted by TBS. This change will:

• provide more timely and reliable data
• improve accessibility for persons with disabilities
• make updating the questionnaire easier
• eliminate the need for employees to self-identify when they change departments

Privacy considerations also prompted TBS to develop guidance on the proper use of confidential data. The new application will also provide more control over data security and access. It will also enhance privacy.

The new self-identification questionnaire was updated in consultation with equity-seeking groups. It offers an expanded set of identity options (for example, gender, ethnic origin, 2SLGBTQIA+^{Footnote 3}) that enable all employees to see themselves represented within the public service.

In 2021–22, the Public Service Commission of Canada’s (PSC’s) diversity and inclusion research and data focused on three initiatives:

1. The PSC created a workforce macrosimulation tool, which can project renewal and representation in the public service using different scenarios that include employment equity representation. Each year or upon request, the PSC provides deputy heads and heads of human resources with customized estimates of the level of recruitment required to meet the goal of hiring 5,000 net new employees with disabilities.
2. The PSC also manages a data visualization hub, which offers interactive visualizations of data for departments to explore employment equity information and recruitment trends. This complements TBS’s interactive data visualization tool, which provides the official employment trends and demographic statistics as well as reference data pertaining to employment equity workforce availability benchmarks.
3. The Employment Equity Research Working Group, established and chaired by the PSC, is an interdepartmental group for economists, statisticians and experts in the field of employment equity to share information and research on barriers to employment equity groups.

The PSC plans to publish the following updates and new reports on employment equity, diversity and staffing processes:

• a Diversity and Inclusion Scorecard will monitor the progress of diversity and inclusion in federal workplaces by analyzing the career progression of applicants, indeterminate staff and employees leaving the public service by comparing annual trends of related demographic variables
• analyses published every two years on trends in hiring, movement, citizenship and separation for employment equity groups and subgroups
• thematic reports on persons with disabilities and employment equity groups based on Statistics Canada’s 2021 Staffing and Non-Partisanship Survey (SNPS) results, with reports developed in consultation with key stakeholders
• integration of new questions for the SNPS to collect data and explore perceptions of equity-seeking groups, including questions on sexual orientation and religion and on demographics, such as marital status and family status

2. Increase the diversity of senior leaders of the public service

Increasing diversity among senior leaders of the public service is key to establishing a culture of inclusiveness that will help combat racism and address systemic barriers. Efforts include recruitment and promotion through developmental programs that offer mentoring and sponsorship opportunities to high-potential employees who may face barriers. Representation at the senior level matters because when decision-makers have diverse backgrounds, biases and barriers can be identified and broken. Seeing leaders resemble one’s own background also provides inspiration and aspiration. Diversity brings together different ideas, stronger innovation and ultimately better service for Canadians.

In June 2021, the Clerk of the Privy Council sent a Message and guidance for letters on the implementation of the Call to Action on Anti-Racism, Equity and Inclusion to deputy ministers, heads of separate agencies and heads of federal agencies. The Clerk asked them to outline their progress on the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service.

The Clerk subsequently received letters on implementation that detail the actions of federal organizations and early impacts.

Since its release, the Call to Action has helped generate some positive momentum, including:

• a greater number of Indigenous, Black and other racialized employees have been appointed to leadership positions than they have in the past
• the number of anti-racism secretariats and dedicated task teams has more than tripled since the Clerk issued the Call to Action
• departments have put in place targeted initiatives to support the career development of Indigenous, Black and other racialized employees
• new and existing employee networks and communities continue to:
  • speak up in their organizations and across the public service
  • lead initiatives
  • work together to advance the Call to Action and improve workplaces for Indigenous employees, Black and other racialized employees, religious minority employees, 2SLGBTQI+^{Footnote 4} employees, and employees with disabilities

More examples of early actions can be found in the Clerk’s 29th Annual Report to the Prime Minister on the Public Service of Canada. As work progresses on the Call to Action, there will be increased attention on which activities are translating into results.

Through OCHRO, in 2021–22, TBS established two tailored talent-enabling strategies to increase representation and reduce barriers for Black and Indigenous executives. These strategies, co-developed with partners and employee networks, provide a framework to meet equity, diversity and inclusion commitments that have specific goals and actions in key areas, including succession planning and leadership development. Work continues in supporting a change in culture that is lasting and inclusive. Current challenges are biases in human resources processes and limits to data allowing for continuous monitoring and improvement of implementation of the talent-enabling strategies.

In 2022–23, OCHRO will focus on the development of a performance measurement framework to ensure that progress can be clearly defined when assessing the two tailored talent-enabling strategies.

OCHRO continues to increase diversity through the Executive Leadership Development Program. This program, launched in 2016, had a record year for diversity in 2020:

• 63% of participants were women
• 52% of participants were from at least one other employment equity group
• 7% of participants were Black

The 2021 cohort achieved a new record, with 61% of participants identifying as a member of one or more of three employment equity groups (visible minorities, Indigenous peoples and persons with disabilities).

OCHRO also developed guidance and training for senior managers involved in executive talent management to facilitate the objective assessment of talent. As part of the Assistant Deputy Minister talent management cycle in winter 2022, OCHRO designated Deputy Head Inclusion Stewards for functional clusters of departments to help identify and mitigate unconscious bias and foster inclusion. OCHRO’s expectations of leaders will be reviewed to emphasize a people-first approach, with a particular focus on respect and commitment to diversity. A new iteration of Deputy Head Inclusion Stewards will be implemented as part of the 2022‒23 Assistant Deputy Minister talent management cycle, and an implementation package will be shared with departments to support them in adapting the Inclusion Stewards initiative into talent management for other groups and levels. In addition, the self-identification modernization efforts will continue to progress toward a new questionnaire, which will allow for richer data collection on the career progression of diverse executives.

The Mosaic Leadership Development Program provides equity-seeking employees from under-represented communities with opportunities to overcome barriers and successfully enter the executive group. It has four main components:

1. sponsorship
2. a multi-dimensional learning curriculum
3. experience-building opportunities
4. assessment by a diverse selection board against an EX-01 position identified by the organization

In 2021–22, the program was preparing to launch its first cohort of 38 participants from 36 federal organizations.

The Mentorship Plus program supports career progression for equity-seeking groups. This program enhances traditional mentorship by adding the element of sponsorship. Pairing employees with executive mentors and sponsors improves career mobility, provides participants with better visibility, and offers access to development opportunities. In 2021–22, the Mentorship Plus program had been implemented in 48 organizations across the public service.

3. Address systemic barriers

Systemic barriers result from seemingly neutral systems, policies and practices, traditions or cultures that disadvantage certain individuals or groups of people.^{Footnote 5}

Amendments to the Public Service Employment Act received royal assent on June 29, 2021. These amendments:

• reaffirm commitment by the Government of Canada to foster a public service that represents Canada’s diversity
• require that the establishment or review of qualification standards include an evaluation of bias and barriers for members of equity-seeking groups
• require that the design and application of assessment methods include an evaluation of bias and barriers for members of equity-seeking groups, and that reasonable mitigation efforts be made
• provide explicit authorities to investigate and audit bias or barriers that disadvantage members of equity-seeking groups
• expand the preference for Canadian citizens in external advertised staffing processes to include permanent residents

To align with this amendment, the Policy on People Management, which governs the Directive on Student Employment, has been amended to:

• include a definition of “Canadian students”
• provide students who are permanent residents with a preference for appointment equal to those who are Canadian citizens

In 2021, the Government of Canada established the 12-member Employment Equity Act Review Task Force to work at arm’s length from the government and conduct a comprehensive review of the Employment Equity Act. Its mandate is to study, consult and advise on how a renewed employment equity regime could be modernized.

The task force is engaging with stakeholders on renewing the Act and is considering the experiences of:

• women
• 2SLGBTQI+ Canadians
• Indigenous peoples
• Black and racialized Canadians
• persons with disabilities
• other under-represented groups in federally regulated workplaces

The task force’s goal is to ensure that the Act reflects the realities of today’s workplaces. The task force has been asked to make concrete, independent and evidence-based recommendations to the Minister of Labour on how to modernize the Act.

OCHRO has worked closely with the task force’s secretariat to provide its members with the perspectives of employees working in the core public administration. In addition, the Chief Human Resources Officer has made recommendations to the task force on aspirational and pragmatic changes to advance equity, diversity and inclusion in the public service. These recommendations were based on over 100 written submissions and feedback received in 10 engagement sessions with over 600 employees, including:

• equity-seeking employee networks
• managers
• designated senior officials for employment equity, diversity and inclusion
• members of Employment Equity Champions and Chairs Committees and Circle

In 2021–22, to address accessibility issues and to support the Accessibility Strategy for the Public Service of Canada, developed in response to the Accessible Canada Act, TBS’s Office of Public Service Accessibility:

• continued to manage the five-year, $10 million Centralized Enabling Workplace Fund (2019–24) to invest in innovative and experimental ideas, projects and initiatives to improve workplace accommodation practices and remove systemic barriers that create a need for individual accommodation. Examples of projects that the fund supported include:
  • the Lending Library Service pilot project, which offers short-term public service employees who have disabilities or injuries access to specialized accessibility services, workplace accommodations, and loans of software and hardware
  • a lighting pilot project to test lighting solutions to reduce barriers for public servants who have light sensitivities, in collaboration with Public Services and Procurement Canada and National Research Council Canada
  • the Neurodiversity Recruitment Pilot project to recruit and onboard neurodivergent talent into the federal public service in partnership with Shared Services Canada, the Financial Transactions and Reports Analysis Centre of Canada, and the PSC
• supported the launch of the Government of Canada Workplace Accessibility Passport, which streamlines the workplace accommodation process and documents an agreement on the tools and support measures employees need to succeed in their jobs
• launched the Accessibility Self-Assessment Tool to support departments and agencies in drafting their first accessibility plans

To improve accommodation practices, the Management Accountability Framework was used to advance accessibility across government. Although most federal organizations collect some information on their accommodation process, most departments and agencies have more work to do to meaningfully improve their accommodation processes and the experiences of persons with disabilities in the public service.

Published in 2021, English and French: Towards a Substantive Equality of Official Languages in Canada explores modernization of the Official Languages Act through administrative measures to promote the substantive equality of both official languages. OCHRO is exploring options for a new second-language training framework for the public service that would make bilingualism more accessible to all public servants. The framework will:

• be developed to ensure quality instruction and be adapted to learners’ specific needs, including Indigenous people and persons with disabilities
• include options for remote language training to meet the needs of a more dispersed workforce
• establish the principles, objectives and expectations for language training that should be common to all departments, while developing approaches to address specific departmental realities

In 2022 and 2023, OCHRO will discuss barriers to language training with members of employment equity groups for inclusion in the language training framework.

Some departments have taken the lead to ensure that official languages training is available to members of employment equity groups. For example, Public Services and Procurement Canada has been running a bursary program since 2017. Its Second Language Scholarship Program was created to remove barriers to career advancement for Indigenous employees, employees who are visible minorities, employees with disabilities and, since 2022, 2SLGBTQIA+ employees. This initiative provides second language scholarships of up to 250 hours of individual language training to indeterminate employees across the department.

In December 2021, the PSC posted an additional advertisement for Indigenous candidates interested in the Recruitment of Policy Leaders (RPL) program because no candidates who self-declared as Indigenous had qualified in the previous two RPL processes. The assessment of most candidates has been completed, with five Indigenous candidates successfully placed in the RPL pool (EC-05 to EC-07). An additional six Indigenous candidates were offered the opportunity to be included in the Emerging Talent Pool (EC-04), and two candidates accepted. There are plans to launch RPL advertisements that are more focused toward Indigenous peoples and persons with disabilities.

The Audit of Employment Equity Representation in Recruitment, published by the PSC in January 2021, showed that employment equity groups did not remain proportionately represented throughout the five stages of the appointment process. Three recommendations were made to help identify and eliminate potential barriers and biases in appointment processes, with the PSC being responsible for several key deliverables. Eight of 14 PSC deliverables have been closed, and 87% of organizations have initiated a review of their staffing frameworks and practices. To address the audit’s results and recommendations, the PSC developed and updated guidance on staffing options to increase representation. The PSC has taken the following actions, among others:

• requiring training for hiring managers on unconscious bias in recruitment
• encouraging the use of diverse selection boards
• strengthening employment equity obligations for deputy heads, including the need to review their staffing frameworks and practices to ensure barrier-free appointment processes for employment equity groups
• issuing guidance on updating employment systems in collaboration with TBS
• working with the Canadian Association for Supported Employment to identify supports needed for persons with disabilities
• establishing an inventory of persons with disabilities in partnership with the Human Resources Council
• expanding the Assessment Accessibility Ambassadors Network (accessible only on the Government of Canada network) to continue to support the human resources community in improving accessibility of appointment processes

An audit on employment equity representation in acting appointments is underway, as are plans for an audit on biases and barriers in the pre-assessment process.

In response to the Horizontal Audit of Student Hiring Under the Federal Student Work Experience Program, released by the PSC in August 2021, OCHRO is working with the PSC to ensure fair access to employment for students from equity-seeking groups and enhance recruitment and retention support.

TBS and the Professional Institute of the Public Service of Canada both embrace the importance of making the language of collective agreements as gender-neutral and inclusive as possible to avoid bias against a particular sex, social gender or gender identity. The Joint Committee on Gender-Neutral and Inclusive Collective Agreement Language was established and has developed two practical guides to help the parties integrate gender-neutral and inclusive language into existing collective agreements and in future drafting of provisions during collective bargaining.

OCHRO has made contributions to Future of Work initiatives on remote, hybrid and telework arrangements through guidance and direction to organizations, with a focus on the duty to accommodate and accessibility. A refreshed web presence promotes a barrier-free workplace through flexible and equitable working arrangements, including Guidance on Optimizing a Hybrid Workforce, published in May 2022, with guidance effective as of November 2021.

4. Establish the right benchmarks

Benchmarks are used to guide the development of strategies that will strengthen diverse representation throughout the federal public service.

In 2021–22, in support of the Employment Equity Act Review Task Force secretariat, OCHRO continued to work with partners to ensure that the public service applies appropriate benchmarks for assessing representation in the federal public service. The current employment equity benchmark for the public service is workforce availability (WFA). WFA includes Canadian citizens and permanent residents (as of March 2022) who are active in the labour market and are at least 15 years of age and is based on occupations in the Canadian workforce that correspond to the occupations in the public service.

The review of the benchmark stems from three main concerns expressed by stakeholders:

1. using WFA to report on representation for employment equity groups may not provide an accurate picture of the workforce and may be too low for what would be required if Labour Market Availability (LMA) were applied
2. WFA and LMA are based on census data (the most recent is the 2016 Census), which may not reflect the fast-changing composition of the Canadian labour market
3. benchmarks by disaggregated employment equity groups are not currently available

In 2021–22, OCHRO began to review the common understanding of the criteria being applied and consulted with partners to review current practices and potential changes that would improve demographic projections and benchmarks for disaggregated data. OCHRO will conduct further analysis and consultations in 2022–23 and will provide recommendations to the Employment Equity Act Review Task Force.

5. Engagement and awareness

Much of TBS’s work on employment equity is co-developed with the diverse communities it serves. We recognize the importance of valuing the experience and expertise of public servants to complement the data that we are collecting. We want to amplify those voices and connect public servants with the issues and ideas that impact their workplaces. TBS is committed to increasing awareness of diversity and inclusion by leveraging the experiences of community stakeholder groups and fostering ongoing dialogue for positive change.

Through the Centre on Diversity and Inclusion (CDI), TBS engages key partners and stakeholders to co-design initiatives, share information and best practices, and consult on key questions. Stakeholders and partners include:

• the Designated Senior Officials on Employment Equity, Diversity and Inclusion^{Footnote 6} community of practice
• over 20 equity-seeking employee networks
• the Employment Equity Champions and Chairs Committees and Circle
• organizational anti-racism secretariats
• the Human Resources Council

In 2021–22, CDI consulted stakeholders and partners on a variety of initiatives, including:

• the Mosaic leadership development program
• the Maturity Model for Diversity and Inclusion
• developing a model for leadership expectations for the public service
• improving quantitative and qualitative disaggregated data

These CDI initiatives also enabled the PSC to receive feedback on:

• regulatory initiatives that support diversity and inclusion
• topics for future audits on diversity and inclusion
• investigative authorities

The Federal Speakers’ Forum on Diversity and Inclusion gives opportunities to public servants to share their stories and discuss their lived experiences, which raises awareness of diversity and inclusion topics and helps shift mindsets and behaviours by opening hearts and minds. In 2021–22, this program successfully matched 111 speakers with various Government of Canada events.

In fall 2021, in partnership with CDI, Statistics Canada and Canadian Heritage, the Canada School of Public Service (CSPS) hosted a three-day Diversity and Inclusion Conference focused on moving from awareness to action. Attended by over 6,000 participants, this event showcased results of several departments and agencies in response to the Clerk’s Call to Action. Panellists at the conference discussed topics such as:

• how diversity and inclusion lead to culture change
• privilege and unconscious bias
• allyship
• tools and networks to strengthen diversity and inclusion practices

The goals of the conference were to:

• share innovative and functional practices
• outline past accomplishments and plans for future work
• provide data, share tools and discuss the existing support networks to create and sustain a work environment and culture that is diverse and inclusive by default

In 2021–22, the CSPS held 56 virtually facilitated sessions of courses on the Positive Space Initiative:

• “2SLGBTQI+ Awareness” (1,083 registrants)
• 36 virtually facilitated sessions of the course “Positive Space Initiative: Becoming an Ambassador for 2SLGBTQI+ Inclusion” (613 registrants)

CSPS also:

• launched a new job aid called “Being a 2SLGBTQI+ Ally”
• hosted three events on 2SLGBTQI+ inclusion for a total of 3,816 participants
• continued to provide learning sessions on preventing harassment and violence, with over 349,000 registrants on CSPS’s three online self-paced platforms
• developed and launched an online tool to support knowledge retention and engage employees on this topic; the MyHealthyWorkplace.ca site had over 6,000 users in 2021–22
• launched 22 complementary tools and resources for employees, managers, health and safety committees, and designated recipients
• hosted four events on healthy workplaces for a total of 4,354 participants

Equal pay for work of equal value: the Treasury Board of Canada Secretariat

The Government of Canada is committed to creating an inclusive public service where women receive equal pay for work of equal value. Amendments to the Pay Equity Act were adopted and came into effect on August 31, 2021. The Act introduces a new proactive pay equity regime for federally regulated workplaces that have 10 or more employees. Such workplaces include:

• federally regulated private and public sectors, including the federal public service
• parliamentary workplaces
• the prime minister’s office and ministers’ offices

Under this regime, employers must proactively examine their compensation practices to ensure that they are providing equal pay to men and women doing work of equal value.

For additional information on the new pay equity regime, see the Government of Canada’s Equal pay for work of equal value web page.

“A place for us too”: Indigenous IT recruitment in the Government of Canada – Employment and Social Development Canada

The IT Apprenticeship Program for Indigenous Peoples, led by the Office of Indigenous Initiatives of Employment and Social Development Canada, is a Government of Canada initiative for First Nations, Inuit and Métis peoples. It is a pathway to employment in the federal public service for Indigenous peoples who are interested in information technology (IT).

By focusing on a person’s potential instead of their educational attainment, the program removes one of the biggest barriers to employment in the digital economy. The program was developed by, with and for Indigenous peoples from across Canada. It incorporates the preferences and needs of Indigenous learners while recognizing the importance of community.

Indigenous apprentices are hired at the entry level of the IT group (IT-01 or equivalent) for a 24-month term, during which they gain on-the-job work experience and receive formal training and mentorship. At the end of the program, successful apprentices receive a recognized digital certificate. In 2021–22, the program received more than 100 applications from Indigenous peoples across Canada, and 25 Indigenous IT apprentices were hired. By September 1, 2022, the numbers had grown to 200 applications and 45 Indigenous IT apprentices hired. The program has a goal of 75 Indigenous IT apprentices hired in 2022–23 and 150 Indigenous IT apprentices hired in 2023–24.

Knowledge Circle for Indigenous Inclusion: Canadian Heritage

To support departments with implementing the Many Voices One Mind: A Pathway to Reconciliation action plan, the Knowledge Circle for Indigenous Inclusion (Knowledge Circle) was launched in 2018. The Knowledge Circle acts as a focal point and a source of expertise that:

• supports Canadian Heritage’s Deputy Minister Champion of Indigenous employees to create transformational change for Indigenous inclusion
• provides support and guidance to Indigenous employees and public service executives and managers
• provides safe spaces for conversations about well-being in the workplace

In 2021–22, Canadian Heritage’s Deputy Minister Champion provided the following:

• oversight of tracking, monitoring and reporting on implementing the action plan
• support for the Clerk’s Call to Action by measuring the department’s progress and driving improvements in employees’ workplace experience

The 2019–20 Departmental Progress Scorecard Summary Report was published in October 2021. It shows some progress in hiring of Indigenous peoples, but it also shows that Indigenous peoples continue to face multiple barriers to employment, career development and advancement opportunities. The 2021–22 scorecard’s statistical analysis indicates:

• inconsistencies in departmental recruitment and retention practices
• a need to strengthen cultural competency
• a need for enhanced efforts in addressing data gaps when tracking Indigenous inclusion

The Knowledge Circle launched the following new initiatives in July 2021:

• the Career Roadmap and Learning Chart for Indigenous employees, which was integrated with OCHRO’s Career Pathways for Indigenous Employees web portal and CSPS courses
• the Indigenous Speakers and Ambassadors Circle in collaboration with OCHRO’s Federal Speakers’ Forum on Diversity and Inclusion
• 27 wellness Talking and Sharing Circles that had a total of 350 participants, with guidance to support access to safe spaces grounded in culturally relevant and respectful guiding principles; these gatherings were particularly timely following the tragic revelation of unmarked graves of Indigenous children that had attended Indian residential schools

The Knowledge Circle also worked with a variety of Indigenous departmental collaborators on other initiatives for Indigenous inclusion, including:

• the Indigenous Wellness Strategy to provide wellness resources to:
  • promote Indigenous mental health and well-being
  • complement existing human resources programs, departmental Indigenous lodges programming, Elders services and the Employee Assistance Program
• the Executive Coaching and Counselling Circle
• the Indigenous Career Navigators Circle to support First Nation, Inuit and Métis employees’ career progression, the Career Navigators recruitment poster, and hiring managers who seek Indigenous candidates
• training of 15 Indigenous employees as facilitators for the Talking and Sharing Circles
• a National Advisory Circle of Elders and Knowledge Keepers to provide culturally competent guidance and safe spaces for conversations about policies and programs that aim to enhance Indigenous inclusion

Joint Report on the Use of Indigenous Languages: Public Service Alliance of Canada and the Treasury Board of Canada Secretariat

The Public Service Alliance of Canada and TBS are finalizing a Joint Report on the Use of Indigenous Languages in the federal public service that stems from memorandums of understanding in the collective agreements for the PA^{Footnote 7} and EB^{Footnote 8} groups and Parks Canada employees to:

• review the use of Indigenous languages in the public service
• examine Indigenous language skills in the performance of employees’ duties
• consider the advantages that Indigenous language speakers bring to the public service

The report will present the results of this first inquiry into the use of Indigenous languages in the federal public service. Information was gathered using two questionnaires, one for organizations and another for teams. Data was collected between October 21, 2021, and January 10, 2022. Twenty-five organizations were selected to participate based on their mandates, their interaction with Indigenous communities, or their impact on Indigenous communities.

Indigenous learning: Canada School of Public Service

In 2021–22, CSPS offered various learning products in its “Indigenous Learning” series, including seven self-paced courses and five instructor-led courses in virtual classrooms, on the history, cultures and perspectives of First Nations, Inuit and Métis in Canada. Course registration increased from 73,270 in 2020–21 to 93,895 in 2021–22.

CSPS Indigenous Learning events partnered with Elders, Knowledge Keepers, and Indigenous and non-Indigenous experts to hold 12 events for more than 54,000 participants on a number of topics, including:

• reconciliation
• cultural safety
• Canadian policies toward Indigenous peoples and their impact
• lived experience of First Nations, Inuit and Métis peoples

For example, CSPS’s Indigenous Learning team partnered with the Prairie Federal Council to offer a high-profile event to mark the first National Day for Truth and Reconciliation, which attracted over 16,000 participants from across the federal public service. The Indigenous Learning team also partnered with the BC Federal Council to host an event to deepen knowledge of the legacy of residential schools and reconciliation.

Indigenous Student Employment Opportunity: Public Service Commission of Canada

The Indigenous Student Employment Opportunity (ISEO) supports Federal Student Work Experience Program (FSWEP) participants who self-declare as Indigenous by providing:

• support services such as mentorship and coaching
• tools and guidance to managers to help provide a culturally appropriate workplace experience for Indigenous students

In 2021–22, 230 students registered for ISEO activities, which included onboarding, training and mentoring events with Indigenous federal employees from diverse backgrounds. In addition, the PSC implemented a new marketing and outreach campaign, which resulted in a significant increase of FSWEP applicants who self-declared as Indigenous. The Government of Canada’s Indigenous Centre of Expertise will continue to work with its partners to promote the ISEO with outreach and advertising.

Indigenous Career Pathways: Public Service Commission of Canada

Indigenous Career Pathways (accessible only on the Government of Canada network) facilitates matching between hiring managers and Indigenous candidates who have participated in the ISEO. Candidates build a profile that outlines their field of study, preferred work locations, spoken and written languages, and competencies, and managers review and choose suitable candidates for potential employment opportunities. Indigenous Career Pathways offers continuous intake; as of March 31, 2022, there were 16 Indigenous graduates and 12 Indigenous employees prequalified in departmental pools. In 2021–22, efforts to promote Indigenous Career Pathways as a tool for hiring managers resulted in over 200 referral requests from hiring managers. In 2022–23, the PSC will:

• conduct additional outreach, advertising and marketing to promote employment opportunities for Indigenous peoples
• continue to support departments in hiring Indigenous peoples through its inventories
• continue to promote its Indigenous Recruitment Toolbox (accessible only on the Government of Canada network), which provides resources to equip managers to hire Indigenous peoples and increase human resources professionals’ knowledge of how to provide guidance

Accessibility Strategy: Office of Public Service Accessibility

The Office of Public Service Accessibility undertook the following activities in 2021–22:

• expanded the Accessibility Hub, a centralized online repository where employers can find information and best practices on various accessibility initiatives, including those for employing persons with disabilities and for accessibility of the workplace
• encouraged dialogue and capacity-building for accessibility in the public service by organizing learning events open to all public servants to mark the International Day of Persons with Disabilities and National AccessAbility Week
• worked to improve measurement by collaborating with Statistics Canada to develop a pilot project to create a hub for departments to share data on persons with disabilities hired into the public service
• supported shared leadership across the public service through a multi-level governance structure to drive and sustain the removal of barriers to accessibility

The President of the PSC, TBS’s Deputy Minister of Public Service Accessibility and the Chief Human Resources Officer sent a letter to all deputy heads of federal departments to:

• highlight the representation gap of persons with disabilities in their organizations and the estimated level of recruitment required to close this gap
• provide tools to improve the hiring and retention of persons with disabilities in support of the Government of Canada’s commitment to hire 5,000 persons with disabilities by 2025

Official Languages Centre of Excellence: Office of the Chief Human Resources Officer

The Directive on Official Languages for People Management was reviewed to identify and remove barriers for employees who are not able to meet the linguistic requirements of EX-02 to EX-05 bilingual positions because of language-related disabilities. The amended directive went into effect in September 2021.

Public Service Commission of Canada recruitment initiatives

The Federal Internship Program for Canadians with Disabilities (FIPCD) supports the Government of Canada’s commitment to hire 5,000 new people with disabilities by 2025 through 125 two-year internships over five years (2019–24). The FIPCD contributes to increased diversity through intersectionality given that many interns also self-identify as visible minorities, Indigenous peoples and/or women. In 2021–22, the program worked to identify candidates across Canada in collaboration with 21 employment agencies and the Canadian Association for Supported Employment. Interns and their managers receive support from these agencies throughout their two-year program, which has been instrumental in hiring and integrating interns. Onboarding, integration and development is a collaboration between managers, interns, their supported employment specialist and the program.

• In Cohort 1 (internship from September 2020 to 2022), 20 interns were hired by eight organizations in entry-level positions. Fourteen are now indeterminate employees, and four have had their terms extended.
• In Cohort 2 (internship from August 2021 to 2023), 55 interns were hired by 28 organizations. Four interns have already been hired indeterminately.
• In Cohort 3 (internship from September 2022 to 2024), 14 interns were hired by 12 organizations.
• Cohort 4 will consist of 36 interns to be hired by 20 organizations for entry-level positions in the AS, BI, CR, EC, EG, FB, GT, IS, IT, PM, RE and SP occupational groups.^{Footnote 9}

Internships will take place across Canada in 17 cities (12 of which were new to the program in 2021–22) in British Columbia, Alberta, Ontario, Quebec, and Newfoundland and Labrador.

The Employment Opportunity for Students with Disabilities (accessible only on the Government of Canada network) (EOSD) supports Federal Student Work Experience Program (FSWEP) students who self-declare as having a disability by:

• providing student employees with supports such as mentorship and coaching
• providing tools and guidance to managers to help them provide an inclusive and accessible workplace experience for students with disabilities

In 2021–22, 573 students with disabilities were hired through FSWEP. Of these, 110 registered to participate in EOSD summer activities, which included onboarding, training, a mentorship program and networking events.

The Virtual Door to Talent with Disabilities (accessible only on the Government of Canada network) is an inventory of graduates who have participated in the EOSD. It facilitates hiring of former EOSD students who can be hired through student bridging after graduation. Candidates create a profile that outlines their field of study, preferred work locations, spoken and written languages, and competencies. Hiring managers can review these profiles and choose suitable candidates for potential opportunities.

In 2021–22, the inventory had 71 referral requests from 50 departments. The inventory offers continuous intake and, as of March 31, 2022, included 51 graduates. The PSC will:

• conduct further outreach, advertising and marketing to promote employment opportunities
• continue to support departments in hiring persons with disabilities through its inventories

The Government of Canada’s resources for post-secondary recruitment (PSR) provide recent graduates with access to jobs in the public service. Recruitment campaigns have evolved over the years to adapt to legislative changes, government priorities and the staffing environment. The 2021 PSR campaign included an inventory that had an area of selection for persons with disabilities at the PM-01 level, which yielded 200 qualified candidates with disabilities who are ready for hire. The 2022 PSR campaign was not restricted to any employment equity group and will continue to align programming with lessons learned through various initiatives to ensure a diversified pool of candidates.

To attract the talent of people with disabilities to federal positions, the PSC implemented a new marketing strategy in 2021–22 that used paid advertising and marketing campaigns to promote self-declaration among job seekers with disabilities. The campaign resulted in a 30% increase in applicants from the previous year who self-declared when they applied to government positions. The PSC will also continue to promote its Hiring persons with disabilities: Managers Toolkit (accessible only on the Government of Canada network), which provides resources to help managers hire persons with disabilities and increase human resources professionals’ competence in providing advice and guidance.

A joint Human Resources Council and PSC working group was established following the coming into force of the Accessible Canada Act to develop inventories of persons with disabilities available for hire to federal organizations. This working group has launched three inventories and is creating a fourth:

• Careers in policy and data analysis (EC-01 to EC-05): Advertised from March 31, 2021, to March 31, 2022. As of September 1, 2022, 279 candidates have been added to the pool of partially assessed candidates; 23 candidates have been hired.
• Digital careers (IT-01 to IT-04): Advertised from March 31, 2021, to March 31, 2022, the PSC has referred 773 applicants to the IT functional community. This community works within TBS and is responsible for assessing and referring candidates. As of September 1, 2022, 12 candidates have been added to the list of partially assessed candidates; three candidates have been hired.
• Senior financial analysts (FI-03): Advertised from October 29, 2021, to November 24, 2021, the financial management functional community has completed the assessment of all 85 candidates. As of September 1, 2022, 10 candidates have been added to the pool of fully assessed candidates.
• Career in sciences (BI-02): The PSC is working with seven departments to launch a BI-02 staffing process in late fall 2022. As of September 2022, these departments have developed their recruitment and assessment strategies, and information sessions with interpretation in American Sign Language and subject matter experts are being organized to answer applicants’ questions.

The working group is also exploring the feasibility of establishing an interdepartmental database of previously assessed candidates with disabilities who could be considered for job opportunities across the public service without having to reapply. The PSC will:

• continue to support departments in hiring persons with disabilities through outreach and engagement and through the PSC’s recruitment programs and services
• continue to work with organizations that represent persons with disabilities to promote employment opportunities and the importance of self-declaration

To support federal organizations with guidance on accessible and inclusive assessment, the PSC and 33 ambassadors from 24 departments and agencies met regularly in 2021–22 to discuss cases, issues and best practices. The PSC provides consultations and services on assessment accommodations and inclusive assessment on an ongoing basis.

In July 2021, the PSC communicated the Changes to the Appointment Delegation and Accountability Instrument for deputy heads that took effect on April 1, 2022. The changes are to:

• ensure that a review of systems, policies and practices that are related to appointments takes place where under-representation has been identified
• establish training prerequisites for sub-delegation, which must include training on unconscious bias
• confirm that completion of the CSPS course “Inclusive Hiring Practices for a Diverse Workforce” (H205) is mandatory for employees who have been sub-delegated with staffing responsibilities

To support accessibility in assessing candidates, the PSC developed its Guide on Biases and Barriers in Assessments (accessible only on the Government of Canada network) to remove or mitigate biases and barriers in the assessment process. In addition, the Assessment Accessibility Ambassadors Network will continue to:

• support the human resources community in applying best practices in accessible and inclusive assessment
• support the community in mitigating barriers and biases when assessing candidates

New disability inclusion course and e-learning modules on neurodiversity: Canada School of Public Service

In 2021–22, CSPS:

• produced a video in collaboration with Accessibility, Accommodation and Adaptive Computer Technology program of Shared Services Canada on how to make documents accessible (3,500 unique page views)
• piloted a new course, “Disability Inclusion Course and Identifying Barriers to Accessibility” (INC 115), in collaboration with the Office of Public Service Accessibility
• hosted seven events on accessibility that had a total of 10,544 participants
• continued its work on redesigning the course on workplace accommodation for federal public service employees and worked with the Office of Public Service Accessibility on piloting e‑learning modules on neurodiversity

Audit on the representation of racialized people in the federal public service: Canadian Human Rights Commission

The Canadian Human Rights Commission launched its Employment Equity Horizontal Audit on the Employment of Racialized People in Management and Executive Positions in the Public Service in July 2020. The commission surveyed 47 departments and agencies that have 500 or more employees on each organization’s employment equity programs and randomly selected a sample of 18 organizations for the full employment equity audit. The commission will issue confidential individual employment equity reports to departments and agencies on its findings. In cases where the organization has not or only partially met the requirements of the Employment Equity Act, the audit report will:

• include a Management Action Plan that will set out what the department or agency must do to comply
• indicate deadlines for compliance

The commission expects to publish a sector-wide report on its findings in fall 2023.

Recruitment strategy: Visible Minorities Champions and Chairs Committee

The vision of the Visible Minorities Champions and Chairs Committee (VMCCC) is to be responsive and relevant to the needs of racialized employees in the federal public service. In 2021–22, the VMCCC worked on revitalizing its membership by developing a recruitment strategy. This revitalization work included:

• developing a new questionnaire for committee members
• reviewing the terms of reference for the VMCCC’s Steering Committee
• developing an engagement strategy to promote the work of the VMCCC
• maintaining a continued focus on increasing membership

The VMCCC’s Steering Committee researched and advocated for adding anti-racism as an additional factor to the 13 factors set out by the National Standard of Canada for Psychological Health and Safety in the Workplace. Anti-racism would fall under the category of any other chronic stressor that may be identified by workers. The Deputy Minister Champion, who chairs the VMCCC, approved this proposal.

The VMCCC’s Steering Committee also hosted a focus group as part of its review of the Employment Equity Act in 2022. This was to ensure that the national committee had a dedicated platform to receive feedback, separate from the broad consultations, as the Act is what informs the committees’ existence.

Federal Internship for Newcomers Program: Immigration, Refugees and Citizenship Canada

Immigration, Refugees and Citizenship Canada (IRCC) has managed the Federal Internship for Newcomers (FIN) Program since 2010. The program provides qualified newcomers to Canada with work experience, training and mentorship to help them overcome the challenges of integrating into federal government workplaces. This year, over 77% of candidates are from racialized backgrounds, and 82% are from all employment equity groups. In 2021–22, the program:

• provided support to more than 1,000 newcomers through IRCC-funded organizations that serve immigrants, including application and interview preparation, on-the-job training, and mentorship:
  • this support has helped enhance newcomers’ success in employment outcomes, with:
    • 92% of interns who responded to surveys indicating that they found employment within three months of their internship
    • 88% of managers indicating that they extended their candidates’ short-term employment
• created candidate pools of over 180 newcomers through a process that removed or mitigated as many biases and barriers in assessments as possible in line with amendments to the Public Service Employment Act:
  • these candidate pools led to placements for 94 candidates (79% of available candidates) in over 27 federal government organizations
• helped managers create inclusive workplaces by analyzing their needs, providing support and connecting them with the suitable candidates:
  • IRCC developed four tip sheets on cross-cultural communication, virtual work, providing feedback and unconscious bias to support managers as they increase diversity in the workplace; IRCC will develop additional tip sheets on inclusive onboarding and fostering a sense of inclusion and belonging in the workplace
• provided training to hundreds of public servants in more than 20 departments and agencies who participated in the FIN Program’s human resource process and volunteered to mentor FIN candidates:
  • training included aspects of screening applications of newcomers and conducting culturally competent interviews; participants also learned about newcomers’ skills, developed leadership and intercultural competencies, and became ambassadors for the FIN Program

In 2022–23, the FIN Program will continue to enhance processes and provide additional opportunities to newcomers.