Federal Economic Development Agency of Northern Ontario

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?

• 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 Federal Economic Development Agency for Northern Ontario (FedNor) was established as a standalone department on August 12, 2021, to strengthen the economic development of Northern Ontario. As such, FedNor is in the midst of developing many policies, programs and tools to fulfill it’s obligations as new department, including setting goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people.

FedNor is compiling labour market availability and an analysis will be completed by end of June 2024. FedNor will be setting targets in line with the ones from the Office of the Chief Human Resources Officer and Public Service Commission, once received. FedNor will communicate the goals early July 2024 to the management team (middle management and above).

Although FedNor has not established its targets yet, Management has been committed to diversity in staffing in recruiting and promoting Indigenous peoples and Black and other racialized people. FedNor has made it mandatory for recruitment board members to have completed the Inclusive Hiring Practices for a Diverse Workforce (COR120). This was accomplished in January 2024 and is ongoing.

In order to set goals, Management asked employees to complete the self identification declaration in the Government of Canada’s standardized Human Resources management system called MyGCHR, in 2023-2024, to analyze its current demographic and measure progress in years to follow.

One of the main challenges that FedNor has faced as a standalone organization is the limited or lack of information/data available specific to Northern Ontario. This is being mitigated by internally developing processes and tools, and are looking at leveraging on historical data to set goals and targets in the upcoming years.

Question 2

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

• Work is underway to set goals.

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).

FedNor is working to foster greater inclusion. As mentioned in the previous question, FedNor has made it mandatory for recruitment board members to have completed the Inclusive Hiring Practices for a Diverse Workforce (COR120). Starting in 2023-2024, FedNor has added 5 mandatory courses for all employees, to have taken by April 2024. These are: Gender Based Analysis +, Applying tools and best practices; Moving from Bias to Inclusion; Adopting and Inclusive Mindset at Work; and Addressing Disability Inclusion and Barriers to Accessibility.

FedNor is developing an Indigenous Cultural Competency Learning Policy, which will create more awareness and understanding of Indigenous people, their history and culture. The intent of the policy is to enable employee’s knowledge, behaviors and values essential to fostering positive and productive relationships with Indigenous people, communities and clients.

FedNor is creating opportunities for greater inclusion through outreach, including creating and developing new relationships with various minority groups in Northern Ontario, such as Indigenous organizations and racialized groups, privileging external recruitment/staffing processes rather than only internal processes, and having regular conversations with employees as it relates to Employment equity, inclusion and diversity through FedNor’s communication channels.

FedNor has been and continues to prioritize employment equity through it’s staffing processes. This work will be ongoing.

FedNor will be using the following metrics to analyze its progress: the Public Service Employee Survey results, Pulse Surveys, Exit Interviews and internal Human Resources data.

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?)?

FedNor is currently working on establishing targets, expected in June 2024. Once the targets are established, these will be communicated to all FedNor employees via an all staff meeting following up with intranet message. FedNor plans on providing additional guidance to the management level (middle management and above) on how they can participate in reaching the corporate goals.

FedNor holds bi-weekly management level meetings to discuss various topics. We will be using this instrument, to communicate on a bi-yearly basis, a presentation on the demographics and improvements on meeting our targets.

FedNor is exploring various sources of information to set its targets, including the ones to be provided by Chief Human Resources Officer and Public Service Commission, information provided from our internal policy group on available resources in Northern Ontario, and leverage on our limited historical data.

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.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

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

One of the objectives for all executives for 2024-2025, as it is for all public servants is to advance Reconciliation, Anti-Racism, Equity, Inclusion and Accessibility in the Public Service. This objective will be trickled down to every step within hierarchy of FedNor.

For 2023-2024, FedNor has encouraged intersectionality and regional diversity by introducing a non-barrier tool added wording to posters to prioritize employee groups; aligned with recent changes to the Public Service Employment Act, conducted assessments that are inclusive, accessible and remove or reduce barriers for equity-seeking groups – this was accomplished in all staffing processes; and observed official-language obligations, by identifying appropriate language profiles for positions, and supporting official languages learning. In order to demonstrate the importance of official language learning, FedNor will be hiring, on a permanent basis a second language teacher to increase accessibility language for all levels.

As mentioned previously, in 2024-2025 FedNor is also looking at modeling and implementing the Indigenous Cultural Competency Learning Policy, which is currently being developed.

FedNor has developed a common approach for succession planning, where inclusion, diversity and equity is a key factor in our succession planning/talent management.

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.  

FedNor has 3 senior executives reporting directly to the Deputy Minister which allows more direct and open discussions.

FedNor is working on an official call-out for all its executive management team (comprised of 7 – including senior management), that will provide information and guidance on sponsoring Indigenous, Black and other racialized employees, the meaning of sponsorship for FedNor and how to move forward in 2024-2025.

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?

• Work is underway so that I will personally endorse at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

As mentioned previously, FedNor is a newly established organization. Our Human Resources department is stabilizing and work is underway to reach out to various minority groups within Northern Ontario, including Indigenous, black and other racialized groups organizations. The objective is to liaise with these organization to leverage their platforms to post our job posters, attract a diverse pool of applicants, provide tools and references to these groups regarding the application process, and in return, will allow a greater pool of diverse and available resources for FedNor.

FedNor’s Human Resources department are also planning in participating at various recruitment campaigns on college/university groups within the Northern Ontario region to attract new and diverse talent to reflect the population FedNor serves.

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?

FedNor has engaged in a contractual agreement for language training and has created a new permanent position, a Second Language Teacher, to support and provide more opportunities for learning to FedNor staff. We are looking to fill the position permanently in 2024-2025.

FedNor is prioritizing official language training for all it’s employees.

FedNor partnered with Canada Economic Development for Quebec Regions engage in an activity called Language Twinning. This activity consist in partnering individual employees from each organization to participate in a conversation in their second language, 60 minutes every week to build confidence and improve in the second language.

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

Nil.

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).
• Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

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

FedNor has provided support and/or invested resources for organizational employee networks and communities though its participation in Regional Development Agency meetings. These Regional Development Agency meetings are currently taking place for Human Resources (various fields within Human Resources) and Chief Financial Officer level, and is expanding in various other functions within the organization such as Program delivery and policy.  

FedNor is also an active member of an additional Chief Financial Officer community with the Office of the Controller General.

FedNor also has various champions, who communicate and champion their field.

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.

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.  

Although the organization does not hold many major meetings, important dates are routinely communicated in our intranet and teams channel. Our Champion of Equity Diversity and Inclusion highlights different commemorative and important dates through these channels.

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.

As a new department, FedNor is still in the process of developing foundational policies and procedures necessary for all government departments.

Recruitment and retention are significant challenges in Northern Ontario because of its proximity and distance from major centers, there is a limited available talent in the region (skills and language barriers) and as such limited growth opportunities for upward mobility or lateral transitions.

While FedNor understands and agrees with the foundation and the importance of the Call to Action, being a small department can mean resources are limited. That being said, it is challenging to work on additional key activities and initiatives to develop and would require additional support from the Office of the Chief Human Resources Officer in order to advance some of the initiatives.

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.

FedNor is undertaking several activities and initiatives 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.

FedNor was an early adopter of the Government of Canada Workplace Accessibility Passport (the Passport), which helps federal public service employees get the tools, supports and measures they need to perform at their best and succeed in the workplace. It facilitates recruitment, retention, and career advancement for persons with disabilities.

A training list has been established for all employees and managers accordingly, continuous Indigenous training is included as part of an internal policy which require yearly training. FedNor will also hold new employee sessions as part of the onboarding process, which will include the introduction of policies, security briefing and harassment awareness (currently underway).

There will also be ongoing conversation through FedNor’s Champion of Equity Diversity and Inclusion including monthly awareness sessions and reading material.

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. 

As a new department, FedNor has been working on stabilizing all its internal activities including implementing the Call to action.

With this major change in mind (the transition to a standalone organization) and activities, increasing discussions around employment equity as a whole and a better understanding of the underlying issues for minority groups, as well as an understanding of needing a more diverse workforce.

We see this through day-to-day conversations with employees during meetings, the desire to learn more on various subjects regarding indigenous communities, racialized groups, people with disabilities and increase of training in dealing with differences, harassment, policies, recourses available, etc.