Canadian Grain Commission

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 Canadian Grain Commission (CGC ) has set goals to address significant areas of underrepresentation in its workforce. Current goals include improving the representation of persons with disability across the organization, improving representation for all employment equity groups in Grain Inspector positions, and strengthening the recruitment rates of Indigenous people. Over the last year, progress has been made in many of these areas including closing the employment gap for racialized employees in Grain Inspector positions and long-term acting appointments for Indigenous employees exceeded the expected rate. Additionally, there has been progress in many key indicators of positive employment outcomes for persons with disabilities including improved overall workforce representation, better representation in mid-level positions and upward trends in the maximum earning potential for members of this employment equity group.

Goals are reported to the Executive Management Committee in a workforce analysis report twice each year. Periodic updates are shared with all employees through a quarterly newsletter. Discussions about recruitment and promotion priorities regularly take place between Human Resources staffing advisors and hiring managers to ensure that they consider the Canadian Grain Commission’s Call to Action recruitment and promotion priorities in their hiring processes. The Canadian Grain Commission has a strategy to build a diverse workforce. This strategy has been supported by incorporating the Call to Action, Many Voices One Mind, and the Accessibility Plan as a corporate priority. These good business practices have contributed achieving the Canadian Grain Commission’s goals of improving representation of employment equity group members.

The lack of recent data makes it difficult to set meaningful goals. There is a lack of data on the availability of racialized and Black workers in the external workforce. The most recent workforce availability estimates are based on 2016 census data or the 2017 Canadian Survey on Disability. Because the information is old, even renewed goals may not accurately reflect the Canadian population.

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 Canadian Grain Commission has set goals to foster greater inclusion. Managers are expected to contribute to equitable and transparent opportunities for all diversity groups and individuals in the workforce. To help build a workplace that is respectful, free of discrimination, and has a culture of diversity and inclusion, each division has an action plan to respond to areas of concern and trends from the 2022 Public Service Employee Survey. Some of the action plans incorporate a focus on improving inclusion through a variety of intentional activities. Examples activities include improving supports for career development, creating awareness about how to manage and resolve conflict, providing career coaching services, and improving understanding of the Canadian Grain Commission’s Values and Ethics Code.

As a small department, the Canadian Grain Commission faces challenges when exploring options to use disaggregated data to support effective goal setting. Guidance and standard metrics from the Central Agencies are needed to help overcome this challenge and better position departments to update and define inclusion 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 Canadian Grain Commission has developed an approach for measuring and reporting progress towards recruitment and representation goals. Twice each year, the Executive Management Committee receives a workforce analysis package that includes employment equity metrics, including progress towards goals. Many approaches to measurement rely on comparing self-identification information against workforce availability estimates. Other measurements may be used depending on the goal or initiative being monitored. Information and updates are provided to all employees though a quarterly newsletter.

The Canadian Grain Commission does not have a Chief Data Officer, but other experts on data and analytics help ensure its measurement and reporting approaches are statistically sound, compliant with best practices, and easy to understand and use. The Employment Equity, Diversity and Inclusion Program is subject to audit by the Audit and Evaluation Services team, which will provide recommendations for improvement if/when the program is reviewed. This team may be engaged in the future to proactively plan evaluation strategies for specific strategies or initiatives.

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.
• A lack of progress towards representation and inclusion goals results in consequences.

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

The Canadian Grain Commission uses performance management practices to establish accountability for results. Over the last several years, qualitative work objectives related to the Call to Action have been included in performance agreements for all employees.

As an example, during the 2023 to 2024 fiscal year the Canadian Grain Commission’s leadership approved the use of a common work objective as part of the performance management cycle. The intent of the work objective was to emphasize the vital role all employees have in advancing diversity and inclusion, bolster accountability mechanisms, and create shared expectations of the Canadian Grain Commission’s values. The common work objective stated that the “Canadian Grain Commission is to foster a culture of accessibility and inclusiveness by undertaking the responsibilities outlined in the Canadian Grain Commission’s Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion and other corporate plans such as the Accessibility Plan.”

For the 2024 to 2025 fiscal year performance management cycle, all Executive performance management agreements incorporate the Government of Canada’s priorities promote wellness, diversity and inclusion and advance anti-racism and accessibility. As an expectation of good performance, this priority is expected to cascade through all levels of the organization.

• Canadian Grain Commission Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion 
• Accessibility plan at the Canadian Grain Commission 

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?

• Neither I nor my executive team have 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.  

There are a variety of supports available at the Canadian Grain Commission. These supports are designed to support the career development of high-performing employees from diverse backgrounds. Due to the small size of the organization, partnerships with external organizations are particularly important and are leveraged to provide career supports to employees. Examples include supporting aspiring leaders in using Executive Counselling Services and participating in the Mosaic Leadership Development program. Informal mentorship and sponsorship occur across the organization and includes racialized 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?

• I have not personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

Work has not started in this area due to a number of changes at senior Executive levels of the Canadian Grain Commission. Despite these changes, there have been initial discussions regarding planning an effective recruitment campaign for Indigenous, Black, and/or other racialized candidates.

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:
  • Racialized employees

How is your organization prioritizing official language training?

Due to budget constraints, the size of the organization, and operational requirements the Canadian Grain Commission receives few requests for official language training. Employment equity considerations are included when preparing rationales to support requests for training approval. In the 2023 to 2024 fiscal year, the Canadian Grain Commission was able to support one employee, who self-identifies as a racialized employee, for full-time language training. Future requests from employees who belong to equity deserving groups will be considered and prioritized in a similar manner.

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

The Canadian Grain Commission has not provided Indigenous language training to employees. Last fiscal year, learning resources were shared via the Canadian Grain Commission’s Employment Equity, Diversity and Inclusion Viva Engage community as part of a reminder to employees about Indigenous Languages Day. Resources and options to pursue Indigenous language training as part of individual learning plans will be provided to employees upon request. 

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).
• 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.

The Canadian Grain Commission has a National Employment Equity, Diversity, and Inclusion Committee (NEEDIC) that takes a holistic approach to representing all equity-deserving employees. Their primary area of focus for the 2024 calendar year is to lead promotion, awareness, and education activities for the organization. The committee also serves as a forum for consultation and contribute to decision making. These functions are supported through a well-established governance structure, which includes Executive co-champions and a detailed Terms of Reference that outlines the roles and responsibilities of champions, Human Resources Advisors, Committee Chairs, and members.

Although there is no dedicated budget for the Committee, the Head (Executive Director) of Human Resources approves committee expenditures when needed. In addition, each committee member is supported with committing one day per month to work on committee priorities and is provided resources and time to attend in-person planning meetings. Committee members have confirmed that they are supported by their supervisors to dedicate time to NEEDIC’s work but noted that it can be challenging to balance this with operational pressures and that success requires manager support and understanding.

The Canadian Grain Commission also has an active Managers Community with the goal of fostering a skilled, united, and engaged managers community. The community holds meetings on topics of importance to managers, including discussions with Human Resources to ensure two-way communication about the learning needs of managers and their employees. In the 2023 to 2024 fiscal year, discussions have included barriers in the hiring process, how to make hiring more inclusive, accessibility at the CGC, and an overview of the recently launched Indigenous Career Navigator Program. 

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.
• Anti-racism, equity and inclusion work has been embedded in regional and/or branch plans.

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.  

During the 2023 to 2024 fiscal year, NEEDIC launched a shared Outlook calendar that is regularly updated with important commemorative dates and events. The launch of the calendar was promoted through a message to all staff. Detailed instructions on how to add the calendar to an Outlook account are available on an intranet site and are given to new employees as part of the NEEDIC orientation material. The calendar is regularly promoted when messages are sent by NEEDIC to all employees.

The NEEDIC quarterly newsletter is also used to emphasize the importance of significant periods and specific dates. For example, the newsletter published in quarter four of last fiscal year included the dates of Lohri (Hindu, Sikh), Chinese / Lunar New Year, Seollal (Korean New Year), start of Ramadan (Muslim), Nowruz (Persian New Year), Purim (Jewish) and Holi (Hindu). The list of dates in the newsletter also includes the suggestion to avoid scheduling major meetings and events during significant religious and cultural periods. The newsletter and calendar instructions also invite suggestions for additional dates of observance to be included.

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.

1. The Canadian Grain Commission is a small organization of less than 500 employees spread across Canada, with limited resources and a range of competing operational and strategic priorities. The Call to Action has been integrated into many departmental plans to ensure it remains a high-level priority that receives consistent focus and attention. However, the organization does not have the resources to advance work in every area at the same time. Efforts must be prioritized towards addressing areas that have the greatest need for improvement. 
2. The Canadian Grain Commission has a very small number of executive positions. This presents challenges for implementing programs to prepare employees for promotion to the executive level. The organization is committed to developing employees and offering informal leadership roles with consideration to succession planning at all levels in the organization.
3. The small size of its workforce and relatively low turnover rate at the Canadian Grain Commission limits realistic and attainable options for recruitment and promotion. Despite this challenge, the Canadian Grain Commission focuses on continuous improvement by making progress in specific areas and supporting the retention of a diverse workforce in highly specialized fields.

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 Canadian Grain Commission offers activities to raise awareness about intersectionality and promote diversity. For example, quarterly Diversity Speaker Series events host experts and/or people with diverse lived experience who speak to CGC employees on a variety of topics. Past topics have included privilege, invisible disabilities, Indigenous People in Canada, accessibility and Being Black in Canada. These sessions raise topics related to intersectionality and are designed to promote conversations about diversity. They are well attended, and participants regularly report that the speakers teach information that staff can apply at work and in their personal lives. Additionally, NEEDIC includes employees from diverse backgrounds and provides a forum to discuss how work is experienced from different perspectives.

There is more work to do in this area. As part of the phased approach to implementing work on the Call to Action, the Canadian Grain Commission expects to launch additional initiatives to continue progress in the upcoming years. Plans may be influenced by the launch of the modernized self-identification questionnaire, which may allow the organization to better understand the diversity of its workforce and implement new programs and supports that meet employee needs in meaningful ways.

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. 

1. The forward direction of the Call to Action has been adopted as a cornerstone of the Canadian Grain Commission’s priorities. It has been integrated into several key plans that reflect the inclusive culture that is expected of all employees. This includes, but is not limited to, the Canadian Grain Commission 2024 to 2025 Departmental plan, key deliverables, areas of focus, 2023 to 2027 Departmental Sustainable Development Strategy and the Science Strategy. This approach has ensured the Call to Action remains a key deliverable and that commitments made by the organization to advance a diverse and inclusive culture are reinforced. As work to meet corporate commitments progresses, the gradual change in culture is expected to continue.
2. There has been an increased focus on how staffing and recruitment practices can be modernized and made more inclusive by design. This shift in culture has been facilitated by the changes to the Public Service Employment Act, which has raised awareness about the negative impacts of bias and barriers, as well as the Canadian Grain Commission’s focus on investing in our people to foster an inclusive, adaptable, and engaged workforce. Additional work to meet the expectations of the Call to Action will continue to reduce the barriers that people from equity-deserving groups face and improve access to opportunities.