Royal Canadian Mounted Police External Review Committee

Self-assessment on the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service

Read the full unanswered self-assessment that was sent to deputy heads in April 2024.

Read the message to deputy heads that accompanied this self-assessment.

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
- Black people
- 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?

As a micro organization with positions requiring specialized education (i.e. persons with a law degree in good standing in the Bar of the provinces or territories of Canada or the Order of Notaries of the province of Québec) the Royal Canadian Mounted Police (RCMP) External Review Committee (ERC) is limited in its recruitment and promotion options. We have had difficulty finding qualified candidates who are part of one of the recruitment groups. Due to the lack of career progression opportunities available at micro-organizations, attracting qualified candidates is difficult.

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).

The ERC is using data from the employee self-identification questionnaires, the Public Service Employee Survey results, and the ERC employee pulse survey results to set hiring goals as well as policy and program goals.

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 ERC is using observations as well as data collected from follow up ERC employee pulse surveys to track progress. As a micro-organization one person is both the Chief Data Officer and Head of Audit and Evaluation, we do not have any regional management. All results are communicated with the executive management team and lessons learned/insights gained from this data is shared with all staff by email and in staff meetings.

These results are also part of various ERC reports including the ERC Accessibility Report and the Multiculturalism Report.

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.

As a micro-organization with just three executives at the management table, including the deputy head, this is managed on an ongoing basis throughout the year using hands-on approach as the results are apparent right away.

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?

My executive team has sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.

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.

As a micro-organization, the ERC has a limited number of employees who identify as Indigenous, Black or other racialized group. Sponsorship/mentorship has been offered to all ERC employees in order to ensure that those employees who are not comfortable self-identifying are offered sponsorship/mentorship opportunities.

Sponsorship includes mentorship sessions between employees and their managers with time dedicated to discussing career progression and learning opportunities. Coaching sessions are provided for new managers with certified professionals (which is being expanded to include team meetings).

The ERC also supports employee development including the attendance of leadership training for employees.

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.

The next recruitment campaign that will be launched for the ERC will focus on Indigenous, Black or other racialized candidates. Due to the small nature of the ERC we do not have many recruitment campaigns.

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 prioritized official language training for:
- Indigenous employees
- Black employees
- Racialized employees

How is your organization prioritizing official language training?

As a micro-organization, the ERC has a limited number of employees who identify as Indigenous, Black or other racialized group. Official Language training has been offered to all ERC employees in order to ensure that those employees who are not comfortable self-identifying are given the language training required to advance in the Federal Public Service.

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

As a micro-organization, the ERC does not have the resources to offer Indigenous language training; however, any requests from employees for Indigenous language training would be approved.

Question 8

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

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.

As a micro-organization the ERC does not have the resources for internal employee networks. The ERC supports Federal Public Service wide employee networks and allows employees time to engage in activities. Information regarding employee networks is shared with all employees.

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?

My organization currently has a calendar for this purpose.

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

The ERC has an Outlook calendar that is shared with all employees, we also send out emails marking various cultural and religious events to all staff.

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.

Lack of resources as a micro-organization
Lack of candidates interested in joining a micro-organization

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?