Canadian Human Rights 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?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Black people
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous employees
  • Black employees
  • Racialized employees

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 Commission has a multifaceted recruitment strategy that includes setting recruitment goals and promotion goals for Indigenous, Black, and other racialized employees. The strategy also includes mentorship, sponsorship, and other human resources initiatives.

The Commission is made up of a diverse group of individuals, many of whom have personal histories and lived experience with the very kinds of discrimination that the Canadian Human Rights Act exists to protect against.

The annual figures reported publicly by the Treasury Board of Canada Secretariat show a steady increase in the proportion of Commission staff who self-identify as racialized and who also grant permission to have their data published. The Commission continues to foster a culture in which more and more racialized people, and members of all equity-deserving groups, feel comfortable self-identifying.

The Commission is also mindful of how our data collection is a snapshot in time that is constantly fluctuating as employees leave and join the Commission.

While the Commission's representation figures are an indicator of progress, there are still gaps in Indigenous recruitment and retention that need addressing. The Commission will continue to make efforts to exceed representation targets established by the Employment Equity Act.

The Commission is taking ongoing steps to encourage diversity, and to nurture the careers of Indigenous, Black, and other racialized employees:

• We are leveraging non-advertised appointments — including acting appointments — to increase representation of the four groups designated under the Employment Equity Act.
• We currently have one employee of intersectional identity participating in the Treasury Board’s Mosaic program. As part of this program, we will be providing a meaningful, experiential assignment in an executive position that focuses on the employee's areas of growth. The Mosaic Program is designed to develop equity-deserving employees at the EX minus 1 level to support their entry into the executive cadre. The program is highly competitive, with cohorts limited to 50 people from across the federal government.
• We are at the final stages of developing a Mentorship Plus Program to increase representation of equity-deserving groups in leadership positions. The program will help remove barriers for high-potential employees from equity-deserving groups, and ensure they are supported in achieving their career goals.
• Understanding that advocating for employees is as important as mentorship, we are developing a Sponsorship Pilot Program for Indigenous, Black, and other racialized employees. With an intended launch in 2024–25, the pilot will provide key insights and serve as a model for future programs.
• The Commission is also committed to using other existing programs within the federal government — including conducting outreach to various federal employee networks — to support Commission staffing objectives.

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).

Setting goals and working to foster greater inclusion remains a priority across the Commission. The action items from our Anti-Racism Action Plan and our 2023–2025 Accessibility Plan are now imbedded across our organization. Every executive at the Commission must account for their team's progress in implementing both plans, and are assessed in their yearly performance evaluations.

Our approach to fostering and measuring inclusion is evergreen. The feedback the Commission received this past year from racialized communities, stakeholders and Commission employees — past and present — has broadened our perspective and motivated us to make further improvements.

The Commission was encouraged by the results of the 2022–2023 Public Service Employee Survey. It is a survey that goes out to public service employees, and is administered by Statistics Canada, the Office of the Chief Human Resources Officer, and the Treasury Board Secretariat. The survey is voluntary and confidential and is open to indeterminate employees, as well as term, seasonal and casual employees, student employees, and Governor in Council appointees.

The Hill Times uses the survey results to rank federal departments and agencies based on the index that was developed by Jake Cole (a former federal public servant), who was inspired by Gallup Organization's, “Great Places to Work.”

This past year, the Canadian Human Rights Commission was ranked first out of 68 federal departments and agencies.

Following a meticulous examination of the survey results, the Commission confirmed that 205 of its employees participated in the survey, with 68 individuals self-identifying as racialized. This means that almost all Indigenous, Black, and other racialized individuals working at the Commission at the time of the survey participated in it.

When asked (Survey Question 23) if they feel safe about their career when discussing racism, 89 percent of Commission-wide respondents answered yes, and 77% of racialized Commission respondents answered yes.

When asked (Survey Question 48) if their department or agency promotes workplace anti-racism, 88 percent of Commission-wide respondents answered yes, and 71% of racialized Commission respondents answered yes.

The Commission continues to look at ways to engage staff, including racialized staff, to better understand their employee experience. This includes an internal feedback mechanism that will protect the identity of employees looking to submit comments, questions or concerns. We have also enhanced our Memorandum of Understanding with the Ombuds for Small Departments and Agencies to give Commission employees the chance to provide confidential feedback. This includes insights into their reasons for staying with or departing from the Commission. These voluntary and private stay and exit interviews serve as a temporary solution while we work towards an internal program.

The Commission has a learning matrix that includes courses on inclusivity, intersectionality, accessibility, anti-racism and being an ally.

The Commission also has an employee driven advisory committee on decolonization and anti-racism that reviews and provides advice on major operational policies and guidelines, communication products and Commission-wide strategies. In addition, we have a mental health network. These networks are designed to establish greater inclusion and brave space for equity-deserving groups.

The Commission is committed to providing employees with a psychologically healthy, safe and respectful environment to do their important work providing people in Canada with a clear path to human rights justice.

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?)?

In 2023–24, the Commission appointed a Director of Inclusion, Diversity, Equity, Accessibility and Anti-Racism, reporting directly to the Chief Commissioner and the Executive Director.

The Inclusion, Diversity, Equity, Accessibility and Anti-Racism Director brings with her to the role her lived experiences as a self-identifying racialized woman. She is responsible for leading the Commission-wide implementation and evolution of the Commission’s Anti-Racism Action Plan and our 2023–25 Accessibility Plan. This work includes developing a new, comprehensive measurement framework to track and report on the Commission’s progress in addressing anti-Black racism and other forms of systemic racism, as well as in eliminating barriers faced by people with disabilities.

The Inclusion, Diversity, Equity, Accessibility and Anti-Racism Director is reviewing components of various frameworks and providing recommendations that will allow the organization to monitor and evaluate progress towards the immediate actions established by the Clerk of the Privy Council.

The Inclusion, Diversity, Equity, Accessibility and Anti-Racism Director is also in the process of recruiting employees from across the Commission to participate in a focus group to support the design and implementation of this framework. Externally, plans are underway to establish an advisory committee comprised of external stakeholders, including civil society groups and bargaining agents. By 2025, reporting outcomes will be strengthened and streamlined through a process that can be utilized by all sectors of the Commission. 

Consequential accountability

Question 4

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

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.
• 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.

Every executive at the Commission has specific quantitative goals and qualitative objectives built into their annual performance management agreements. They each must account for their team's progress in implementing concrete anti-racism, accessibility, and inclusion actions — outlined in the Commission’s Anti-Racism Action Plan and 2023–25 Accessibility Plan.

The Commission has included the Call to Action and other anti-racism commitments in its Executive Performance Managements and Individual Learning Plans to ensure accountability. 

If a Commission executive does not show progress towards their representation and inclusion objectives, their year-end performance ratings are affected, and may result in consequences.

The Commission appointed a Director of Inclusion, Diversity, Equity, Accessibility and Anti-Racism, who reports directly to the Chief Commissioner and the Executive Director. She is responsible for providing leadership in the implementation of the Commission's Anti-Racism Action Plan and 2023-25 Accessibility Plan This includes setting quantitative and qualitative objectives and goals in both, measuring results, and ensuring accountability.

The Inclusion, Diversity, Equity, Accessibility and Anti-Racism Director is also developing a measurement framework to identify specific indicators for performance assessments of staff, managers and executives. Using an equity lens, these indicators will touch upon all Commission’s mandates and will be linked to tangible progress.

Through the Canada School of Public Service, the Commission now has an organization-wide training roadmap for staff. Through this mandatory training for existing and new staff at the Commission, employees will gain a deeper understanding of anti-racism, anti-ableism, anti-discrimination, inclusion and allyship. In addition, Governor in Council appointees have committed to completing this same training.

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?

• I have 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 previously mentioned, we are pleased to be sponsoring an employee of intersectional identity through the Mosaic program.

In addition, the Commission has most recently included in an EX-02 poster an organizational need which stated: “Given our commitment towards our anti-racism and employment equity action plans and the Clerk’s 2023 call to action, we intend to consider candidates who self-identify as being a member of at least one of the following equity-deserving groups: Indigenous or visible minorities (Black or racialized) to increase the representation in senior leadership.”

As well, since its 2023 progress report, the Commission has provided appointments and acting positions to several executives who self-identify as Black and/or racialized.

The Commission is currently working on a staffing process that aims to appoint an Indigenous, Black, or racialized person to a senior leadership position by the end of the summer.

In addition to these actions, the Commission continues to nurture our mentorship and sponsorship programs as vital initiatives aimed at promoting diversity, equity, and inclusion. Our mentorship program pairs seasoned leaders within the Commission with employees seeking guidance, support, and career development. The program emphasizes learning, skill enhancement, and professional growth through personalized one-on-one relationships. Mentors provide invaluable advice, share knowledge, and offer insights to help mentees navigate their career paths effectively.

The Commission’s mentorship program addresses systemic barriers faced by high-potential employees, particularly those from underrepresented groups such as Indigenous, Black, and other racialized individuals, as well as people with disabilities. Sponsors in this program play an active role in advocating for their mentees, ensuring they are considered for developmental opportunities and career advancement.

As previously mentioned, the Commission is also developing a Sponsorship Pilot Program for Indigenous, Black, and other racialized employees. With an intended launch in 2024–25, the pilot will provide key insights and serve as an implementation model for future programs.

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
  • Black employees
  • Racialized employees

Please provide details.

The Commission has endorsed more than one recruitment campaign, and continues to endorse others for Indigenous, Black and other racialized employees.

As already mentioned, the Commission is participating in Treasury Board's Mosaic Program, and are currently sponsoring one successful candidate, of intersectional identity.

In addition — also previously mentioned — the Commission has most recently included in an EX-02 poster an organizational need which stated: “Given our commitment towards our anti-racism and employment equity action plans and the Clerk’s 2023 call to action, we intend to consider candidates who self-identify as being a member of at least one of the following equity-deserving groups: Indigenous or visible minorities (Black or racialized) to increase the representation in senior leadership.”

As well, the Commission has provided appointments and acting positions to several executives who self-identify as Black and/or racialized. 

The work does not stop there. In support of the Clerk’s call to appoint, sponsor, support and recruit Indigenous, Black, and other racialized employees and candidates, the Commission is taking a recruitment approach that disaggregates our employment equity groups beyond our legislative requirements. The Commission has disaggregated its data further by occupational groups to ensure there is representation at all levels of the organization. For example, based on the four designated groups, how many are represented in various occupational groups (i.e., executive, administrative, etc.). This commitment includes short-term numerical goals that focus on removing the occupational category representation gaps for Indigenous, Black, and other racialized.

Through these efforts, we are advocating for better recruitment through staffing to improve representation of the four designated groups across occupational group categories.

Finally, the Commission has updated its staffing policy aiming at strengthening diversity and inclusion and eliminating or mitigating biases and barriers faced by equity-deserving groups. These updates have been based on the changes to the Public Service Employment Act (July 2023). For example, our updated staffing policy mandates that hiring managers have been trained to identify potential biases and barriers that disadvantage members of equity-deserving groups in the hope of eliminating those barriers and mitigating the risks.

The Commission is also taking ongoing steps to encourage diversity and nurture the careers of Indigenous, Black, and other racialized employees. We are leveraging non-advertised appointments — including acting appointments — to increase representation of the four groups designated under the Employment Equity Act. 

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?

The Commission is prioritizing official language training for Indigenous, Black, and other racialized employees. Effective April 1, 2024, the Commission has updated its guidelines on official language training so that, through a triage approach, second language training is prioritized for Indigenous, Black, and other racialized employees who are seeking career growth.

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

The Commission does not offer Indigenous language training.

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 Commission has made it a priority over the past several years to involve Indigenous, Black and other racialized employees, as well as employee networks in regular decision-making and input into the Commission’s public advocacy and other initiatives. There are now established governance structures in place to support employee networks and communities.

In 2021, the Commission formalized this work and established governance structures by creating the Decolonization and Anti-Racism Consultation Committee. It comprises a diverse team of Commission employees who, among several other responsibilities and functions, provide the perspectives of people with lived experience with racism to inform the evolution of the Commission's work.

• The Decolonization and Anti-Racism Consultation Committee is an employee driven committee with members that range from entry level to managers across all occupational classifications. Material supports are provided by ensuring that members are permitted to use 10-15 percent of their work time to dedicate to the Decolonization and Anti-Racism Consultation Committee activities, thereby granting allocated work hours for meaningful participation.
• The Decolonization and Anti-Racism Consultation Committee is consulted on major operational policies and guidelines, communication products and Commission-wide strategies. The Decolonization and Anti-Racism Consultation Committee is uniquely positioned to have a "seat at the table" — having been established as one of three major committees that are consulted to review operational matters and strategy.
• It also reports to the other two committees every 6 weeks. (The other two committees are: Senior Executive Management Committee and Commission Executive Management Committee).
• In January 2024, the Decolonization and Anti-Racism Consultation Committee held three-day strategic planning sessions to clarify the role of the Committee within the Commission and develop governance structures. Based on these sessions, members collectively outlined guiding principles to work towards a comprehensive action plan with the approval of senior leadership.

The Commission’s Mental Health Network provides guidance and recommendations on developing and implementing the Commission’s second Mental Health Action Plan. The updated plan aims to support the physical and psychological health and safety of Commission employees. It is also responsible for:

• Supporting the Commission’s Mental Health Co-Champions in developing and ensuring the sustainability of a psychologically healthy and safe workplace.
• Establishing key objectives to continually improve psychological health and safety in the workplace and ensuring that psychological health and safety are part of all organizational decision-making processes.
• Informing the development, execution and/or overall strategic direction of the Commission’s work on mental health through an intersectional and inclusive lens.
• Organizing and hosting initiatives to promote mental health in the workplace in support of the Mental Health Action Plan.
• Collaborating with the Commission’s Inclusion, Diversity, Equity, Accessibility and Anti-Racism Director and related committees, and with Workplace Health and Safety Committees and representatives to achieve progress on shared objectives.

Finally, the Commission’s Accessibility Steering Committee meets regularly to discuss strategies on the Commission’s 2023–25 Accessibility Plan and progress report. It is also responsible for:

• Liaising with branches, divisions, executives, and employees that are not part of the Committee to ensure their views and concerns are included in the Committee’s work.
• Creating an inclusive and accessible space for Committee members to identify barriers and discuss issues relating to mental health in the workplace.

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.  

In recent years, the Commission has ensured that our workplace calendars are inclusive to all religious and cultural periods. In early 2021, the Commission implemented an organization-wide calendar solution to include all religious holidays and cultural periods. Managers are actively consulted and seek input from employees prior to scheduling mandatory events.

This inclusive calendar is used across the Commission. Managers are provided with guidance on how to accommodate employees and prevent discrimination, including with regard to the accommodation of major religious or spiritual beliefs and observances. 

As part of its internal communications strategy, the Commission promotes these religious, spiritual and cultural periods with 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.

• Limited resources and no additional funding for the Commission continues to put a strain on the scope of our activities. In particular, it limits the kinds of improvements the Commission can make to how it collects data, how it centralizes talent management information, and how it carries out key Public Service Performance Management objectives. It also limits the kinds of learning and training the Commission can offer employees. 
• Disclosing the Commission’s employment equity related data collection is a large obstacle standing in the way of measuring our anti-racism and other progress. Given the Commission’s small population, we need to suppress results for safeguarding confidentiality. This means that our employment equity representation data often goes under-reported.
• High volume of corporate reporting requests (to measure our progress) have put new demands on the Commission’s Human Resources Division, who have had to become data specialists almost over-night, and in additional to their regular role. It is not an ideal way to track meaningful progress and develop new strategies and policies.
• Central agency delays in implementing a new centralized self-identification system for the core public administration remains a significant barrier. This system will allow the Commission to gather more meaningful data in real time to report on, enhance and support a diverse workforce. 
• Departures are impactful on our numbers and goals since the Commission is a small organization. Career progression is harder to foster in a small organization, where positions are limited. As a result, it is often the case that talented people must reluctantly leave the organization in order to grow their career. Adequate funding is a part of this ongoing challenge and risk.

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.

With a close understanding of intersectional issues, the Commission is taking actions to support Indigenous, Black and other racialized employees who are also members of other equity-deserving groups, especially those with mental health issues, including those stemming from trauma. 

First, the Commission is using input from Indigenous, Black, and other racialized employees to develop and finalize our Mental Health Action Plan and other mental health supports for employees.

• As part of this process, the Commission will be exploring how the psychological safety of racialized staff is affected at work. The Commission will design responses such as hosting dialogue sessions, pursuing leadership training and tools for managers and supervisors, and exploring other forums to address these concerns.
• The Commission regularly reminds employees that they are not alone, and that various supports are available to them: through the Employee Assistance Program; through the independent Office of Ombuds for Small Departments and Agencies; through the LifeSpeak Web-based service; and through support from supervisors, managers, directors and fellow colleagues.
• The Commission has strengthened support for employees through the Employee Assistance Program by ensuring employees can specify their preferred racial or other background of the counsellor assigned to them.
• The Commission is currently working on developing its Mental Health Action Plan 2024–2025. The process incorporates the outcomes from employee consultations on the 13 Factors of Psychological Health and Safety, and includes a review of the Action Plan from a racial trauma and psychological safety perspective.

Second, as part of its 2023 Accessibility Progress Report, the Commission consulted with employees, unions and employees from the Decolonization and Anti-Racism Consultation Committee to hear their intersectional perspectives on any barriers they experienced and suggestions on how we can further improve.

As previously mentioned, the Commission is exploring several options for employees to provide input directly to management on issues of racism and discrimination. These options currently include, but are not limited to: exit and stay interviews, periodic pulse-checks with Commission staff, and a confidential feedback mechanism.

Third, the Commission continues to prioritize learning engagements and professional development sessions all aimed at raising awareness among staff and management about anti-racism, intersecting forms of systemic discrimination, bias and inclusion principles.

• Over the past year, this training has included both in-person as well as virtual seminar style interactive discussions.
• The Commission has held organization-wide events, as well as three interactive training events for the Complaints Services Branch led by anti-racism experts.
• Building off the success of these, there are already more being planned.
• All of these training sessions are approached with the awareness that while these conversations can be difficult or uncomfortable, there is great value in having open dialogues where people can share and be heard.

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. 

The Commission has seen positive impacts on the culture of our organization from the implementation of a forward direction on these issues — both since the Call to Action and from earlier efforts to address systemic racism.

The Commission was also encouraged by the results of the 2022–2023 Public Service Employee Survey. The Commission disaggregated the survey results to better understand how they reflect the workplace experiences of Indigenous, Black and racialized staff. This data can be found in our most recent anti-racism progress update.

In closing, we note that this Call to Action update is the Commission’s second update to the Privy Council Office. Our first was delivered to the Clerk in 2021, entitled, Walking the Talk: An Open Letter on the Canadian Human Rights Commission’s implementation of the Clerk’s Call to Action on Anti‑Racism, Equity and Inclusion.