Administrative Tribunals Support Service of Canada

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• My organization has set recruitment goals for:
  • Indigenous peoples
• Work is underway to set goals.

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

The Administrative Tribunals Support Service of Canada (ATSSC) prioritizes the use of data on the 4 employment equity groups shared by the Treasury Board Secretariat (TBS) to set quantitative recruitment objectives. The organization has an overall representation gap for Indigenous peoples (-5). While the ATSSC doesn’t have a representation gap for visible minorities as a whole (+29) and it does not have access to disaggregated data on Black or racialized persons to determine if there are representation gaps for these sub-groups, there are a few gaps in some occupational groups that the ATSSC will be addressing. The goal established by the ATSSC which was communicated to managers is to eliminate all representation gaps.

While a focus was placed on eliminating gaps, the ATSSC’s Equity, Diversity and Inclusion (EDI) Strategy sets the objective of increasing diversity at all levels of the organization by going beyond the numbers related to the representation of designated groups in order to focus on individuals. In practice, this translates into an increased awareness of unconscious biases and especially of barriers to employment. For this reason, inclusive hiring training sessions have been delivered to all hiring managers and are mandatory for all those holding a staffing sub-delegation. This training, developed and delivered internally, addresses all hiring stages, from the development of a hiring strategy to its implementation. The ATSSC has also developed a guide which is accessible to all staff on its intranet site.

The members of the EDI Committee developed the Equity, Diversity and Inclusion Strategy together and set its directions. They undertook a major consultation with staff and management (over 150 individuals took part in the discussion groups) to validate the proposed Action Plan.

The Human Resources Team provides the EDI Committee and our governance committees with a progress report on the Action Plan every 6 months. We take this opportunity to review the objectives to ensure that they are always current. We reviewed the elements of the Call to Action in January 2024, and proposed some additions to senior management. Staff members may consult and suggest improvements during consultations with the EDI Committee.

Because of its small size, it is difficult for the ATSSC to develop and implement its own self-identification questionnaires that would provide additional data on subgroups and new information on other groups seeking equity. As such, the ATSSC looks forward to the launch of Treasury Board Secretariat’s updated Self-Identification Questionnaire for the public service to access information on other possible gaps.

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

Objectives to foster greater inclusion are defined in the Equity, Diversity and Inclusion (EDI) Strategy and in the 2022-2025 Action Plan of the Administrative Tribunals Support Service of Canada (ATSSC). Specific actions are included in the strategy objectives, such as Leadership by example, A safe and inclusive workplace, Representation, Awareness, and Service to the public. The ATSSC’s EDI strategy focuses on creating an equitable, diverse and inclusive workplace where all employees have a voice and opportunities to contribute. The ATSSC strategies on accessibility and talent acquisition as well as actions taken on mental health and wellbeing are aligned with also this objective and will help ensure the organization makes meaningful progress.

It has become standard practice to systematically consult with the EDI Committee during the development and implementation of people management initiatives. This is now entrenched in the culture of the organization, and it can be observed in the increasing number of individuals who take part in the monthly committee meetings. They know that their opinions and their perspectives matter.

In the 2023 Public Service Employee Survey, the ATSSC’s results on inclusion are better than for the public service as a whole. However, the ATSSC believes that more can be done. Almost half of Black or racialized employees believe that the organization is not doing enough to promote anti-racism and would not feel comfortable in expressing themselves if they were victims of racism. This finding is worrisome, because it shows that there is still a lot of progress to be made. To respond to this concern, the organization, in collaboration with the EDI Committee, developed an anonymous and confidential consultation tool to better understand the concerns of the Black and racialized population and explore possible solutions.

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

The Equity, Diversity and Inclusion Strategy and the Action Plan of the Administrative Tribunals Support Service of Canada (ATSSC) defines the means that will be used to measure progress, such as Public Service Employee Survey (PSES) results, internal pulse surveys, demographic analyses, and the review of learning plans. Consultations were held throughout the entire organization to establish these performance measurements approaches and they were communicated through intranet postings.

Over the past years, the organization faced a considerable challenge because its human resources management system had significant limitations that impacted its ability to conduct staff mobility analysis, particularly regarding promotions. The migration to MyGCHR in May 2024 considerably improves the organization analytics capabilities.

In the Fall 2024, the ATSSC will measure the mobility of its staff and determine whether the rates of retention, acting opportunities and promotions are different for members of equity groups. The ATSSC will also analyze this information and compare it with the results of the PSES and those for the public service as a whole as published by the Public Service Commission. These results will be communicated to senior management, so that they can share them with their staff. These results will help identify areas of focus and inform future activities to be undertaken.

The ATSSC is now exploring the possibility of implementing a pulse survey to measure well-being and inclusion on a regular basis. This would enable us to measure progress concretely and to act promptly if concerns are identified.

The EDI Committee plays a frontline role in each of these activities and results of these analyses are openly shared with them on a regular basis. Solutions are developed in collaboration with the Committee members before being proposed to senior management.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Qualitative objectives are in performance management agreements.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

The performance agreements for all members of the Executive (EX) Group and the Law Management Group (LC) include a performance measure on equity, diversity and inclusion. This includes implementing the guidelines of the Call to Action by:

• setting clear multi-year objectives for inclusion and recruitment and promotion of Indigenous peoples, Black persons and racialized individuals
• measuring progress frequently
• establishing accountability mechanisms for the results obtained
• taking concrete measures to meet the objectives of existing guidelines to fight against all forms of racism, discrimination and hatred
• fostering a culture of accessibility and inclusion in the organization

To foster inclusive and respectful practices within the work environment, the performance indicators for EXs and LC s include ensuring that staff members take at least 6 hours of training on diversity and inclusion every year, and that managers and senior executives (EXs and LC s) take at least 9 hours.

EXs and LC s must also:

• promote the resources and training sessions available through government-wide and corporate networks
• regularly discuss issues of equity, diversity, inclusion and accessibility with staff
• use organizational events to encourage dialogue on the fight against racism and the creation of an inclusive work environment
• actively recruit members of equity-seeking groups by prioritizing employment programs for students who are Indigenous, persons with a disability or members of visible minorities
• use the unbiased selection tools recommended by Human Resources
• take the training on unconscious bias provided by the Canada School of Public Service and the internal training on inclusive staffing practices intended to eliminate barriers and obstacles
• offer language training to personnel who wish to improve their official second language proficiency

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• Work is underway to develop an approach to sponsorship.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

Work is under way to develop a sponsorship approach within the Administrative Tribunals Support Service of Canada (ATSSC).  The organization has already taken certain steps through its Talent Management Program, which is designed to help individuals who show a high level of ability and engagement and who aspire to hold more important and critical positions within the organization. Selected individuals must demonstrate competencies and attitudes that support anti-racism, diversity and inclusion. Further, 8 out of 9 participants from the last cohort are members of at least one employment equity group. To support program participants, a call-out was issued to identify executive-level mentors.

The organization’s intent is to implement the Mentorship Plus initiative in Fall 2024, and to open applications to staff members at feeder group levels (1 or 2 levels below an Executive Group position [EX]) who are Black, racialized, Indigenous or persons with a disability. The intent is that all persons in our organization from the EX Group at levels 3 or 4 (EX-03 and EX-04), mentor at least one person. If the number of applications exceeds the mentors available within the ATSSC, the organisation will call upon the network of mentors at the Canada School of Public Service.

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• I have personally endorsed at least one recruitment campaign for:
  • Indigenous employees

Please provide details.

The Chief Administrator supported an initiative to recruit Indigenous persons and persons with a disability for an EX-03-level position in 2022. These 2 groups were targeted in the Area of Selection with the goal of closing the existing representation gaps in management positions within the organization. Unfortunately, the staffing process was unproductive.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has not prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement.

How is your organization prioritizing official language training?

The Administrative Tribunals Support Service of Canada (ATSSC) actively encourages all employees, including Indigenous, Black, or other racialized persons, to improve their proficiency in their second official language by suggesting training opportunities. All staff members can express their interest to their manager, who will then review the options and budgets available. The training is offered to everyone, whether or not mastering the other official language is a job requirement. This approach enables the organization to encourage staff members to improve their skills, which ultimately improves their access to bilingual positions in the future and reduces barriers to employment.

In anticipation of the changes to the Official Languages Act (OLA), the ATSSC will develop an official languages strategy in 2024. Consultations will be organized to understand the needs and concerns of our staff. In June 2025, a change in the OLA will become effective, guaranteeing persons working in bilingual regions the right to be supervised in the official language of their choice. As this change will increase the need to have bilingual supervisors, the organization will continue to focus efforts on ensuring that all staff members have access to linguistic development opportunities. This will ensure that a large number of individuals can qualify for supervisory positions in the future, including those from employment equity groups, such as Indigenous, Black or racialized persons.

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

Training in Indigenous languages is not specifically offered to our staff; however, if there was a need, this would be a possibility.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).
• Material supports are provided for employee networks and communities (e.g., dedicated funding, FTE support, allowing time to engage in activities)..

Please provide additional detail about how your organization engages with and supports employee networks and communities.

The Administrative Tribunals Support Service of Canada (ATSSC) implements several initiatives to support networks and communities, in particular through the Equity, Diversity and Inclusion (EDI) Committee. This Committee, which includes members from across the ATSSC , meets regularly to help create an equitable, diverse and inclusive work environment, in accordance with the ATSSC’s EDI Strategy and 2022-2025 Action Plan. The Human Resources team supports the committee by participating in the creation and development of new initiatives, coordinating the committee’s activities and communications, and maintaining a GCXchange page.

The ATSSC also designates champions responsible for supporting various initiatives within the organization. The EDI and Accessibility Champion plays a critical role in raising awareness of issues and promoting matters related to EDI and accessibility. This individual serves as spokesperson and ambassador, contributes to the development of policies and programs, represents the ATSSC at meetings across the public service, promotes best practices, and facilitates collaboration.

The EDI Committee is consulted systematically on each initiative that affects individuals. In recent years, the Committee members had an opportunity to contribute to the Mental Health Strategy, the Health and Safety Program, the Employment Systems Review, the changes made to the Talent Management Program, the Talent Acquisition Strategy, the Workplace Violence and Harassment Program, the Accessibility Plan, and the Hybrid Work Strategy, to name only a few. The Committee will also have a significant role to play in the coming months during the development of the Official Languages Strategy.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.
• Work is underway on our integrated business plan and/or mental health plan to embed anti-racism, equity and inclusion work.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• Work is underway to develop this calendar at my organization.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

Work is under way to share a calendar which serves to help avoid organizing meetings and activities during religious, spiritual, or cultural events within the Administrative Tribunals Support Service of Canada (ATSSC). The organization will use the calendar developed by the Canadian Centre for Diversity and Inclusion, with which ATSSC has had a partnership for the last 3 years. The diversity calendar will be accessible in PDF format, but also in a format compatible with Microsoft Outlook. The second option will enable staff to integrate all religious, spiritual and commemorative celebrations and events directly into their work calendars. This will prevent the scheduling of events such as all-staff meetings or hearings on those days. This tool is expected to be available at the end of Spring 2024.

The ATSSC will encourage senior management to actively promote the use of the diversity calendar within the organization. Instructions on how to use the calendar have been developed, and senior management will be expected to communicate with all staff members the importance of being aware of these events. Senior management will be asked to send emails to remind their staff that they have access to this calendar and will also be asked to consider these events as they plan their work agendas.  By implementing these promotional and communication strategies, senior management will play a crucial role in the promotion of inclusion and diversity within the organization.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

The quality and availability of data are important barriers. For example, our former Human Resources management system could not provide access to key demographic data points on mobility. The shift to MyGCHR in May 2024 is expected to address many of these limitations.

The fact that we are a small organization represents a challenge in terms of the resources available to make progress on anti-racism. Many priorities such as accessibility, official languages, mental health, and values and ethics are typically assigned to the same few individuals in the organization, and it is often necessary to prioritize our work or be selective on the activities to be undertaken. It is acknowledged that these files are complementary and must be considered together, but the fact remains that the expectation to make progress on each of these priorities with limited resources is challenge that limits our ability to move forward as quickly as we would like.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

The Equity, Diversity and Inclusion (EDI) Committee of the Administrative Tribunals Support Service brings together a wide range of identities and plays a crucial role in the inclusion of staff members who have several identity factors. By bringing together these different perspectives within the same committee, we ensure that the concerns and needs of each group are represented and taken into consideration in our policies, programs, and organizational practices. This broad and inclusive approach to EDI enables us to address the various aspects of diversity in an integrated and consistent manner. By actively encouraging the participation of these groups in our EDI Committee, we create an environment where each voice is valued, and each person feels included and heard. In this way, the EDI Committee reflects our engagement to create a respectful, equitable and inclusive workplace for every person in the organization, regardless of their identity or community affiliation.

The ATSSC also promoted the use of pronouns identifiers in signature blocks and MS Outlook profiles and inclusive language in corporate communications to foster a more inclusive place of work.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

While the Administrative Tribunals Support Service of Canada (ATSSC) had begun working more intensely on building a representative workforce and inclusive work environment through the Equity, Diversity and Inclusion (EDI) Strategy it launched in 2022, the Clerk’s Call to Action added weight and importance to our equity, diversity and inclusion initiatives, strengthened the need for discussions and accountability and brought to light the injustices and barriers faced by Black, racialized and Indigenous staff members.  All-staff sessions in which speakers discussed micro-aggressions created awareness amongst many individuals who never lived these types of experiences. This will hopefully be an important step in fostering a speak-up culture.

In addition, the organization has refined how it shapes its people management initiatives. The EDI Consultation committee is now relied upon to provide its insights on all human resources initiatives being developed at the ATSSC. Further, many internal surveys now add demographics for equity-seeking group to enable the organization to understand their perspectives, and how it differs from other employee groups.

The Call to Action’s requirement to set quantitative goals and focus on disaggregated data helped emphasize the importance of understanding workforce trends beyond what has typically been available.  To this end, it highlighted the importance having access to meaningful data on our workforce, but also helped underscore the gaps that must be addressed to effectively equip senior management with the information it requires to support its decision-making. This enhanced focus on people management data has the potential to positively impact how the organization manages its workforce and informs actions that will shape its work culture.