Canadian Institutes of Health Research

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
• My organization has set promotion goals for:
  • Indigenous employees
• 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 Institutes of Health Research's (CIHR) commitment to fostering inclusion for Indigenous Peoples, Black, and other racialized individuals is articulated in its Strategic Plan, particularly within the Organizational Excellence priority. The Strategic Plan was established in 2021 for all CIHR employees, and progress and achievements are published yearly. Per the CIHR Strategic Plan, two primary recruitment goals were established:

1. Development and implementation of equity, diversity and inclusion-related activities to support the modernization of the policy suite, develop evidence-based recruitment strategies, and address systemic barriers.
2. Develop a human resources strategy to recruit and retain First Nations, Inuit and Métis

These goals manifest into actionable subgoals:

1. Targeted recruitment
2. Best practice partnerships
3. Staffing policy framework
4. Managerial commitment
5. Transition to the Public Service Resourcing System (PSRS)
6. Managers' toolkit

These goals are informed by data from the Public Service Employee Survey (PSES), workforce availability statistics, HR dashboards, and corporate priorities. While specific quantitative targets for recruiting and promoting Indigenous Peoples, Black, and other racialized individuals are yet to be established, CIHR is actively addressing equity gaps through various recruitment initiatives. Furthermore, CIHR is developing an Employment Equity Action Plan, scheduled for completion by the end of fiscal year 2024-2025, following extensive consultations with employee networks.

Effective strategies for advancing these objectives include utilizing monthly dashboards to monitor workforce composition against availability data, facilitating ongoing progress evaluation, and implementing an annual Action Plan as part of the Strategic Plan to outline tangible deliverables and ensure alignment with overarching goals.

However, challenges persist due to the absence of defined quantitative targets for hiring across entry-level, mid-level, and executive positions, hindering the prioritization of specific focus areas. Addressing these challenges will require continued dedication and innovative approaches to achieve CIHR's inclusion objectives.

• CIHR Strategic Plan 2021–2031

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).

CIHR’s goals to foster greater inclusion for fiscal year 2023-2024 can be found in the CIHR Strategic Plan and the CIHR Accessibility Plan.  

These goals manifest in various activities and initiatives:

1. Mental health and well-being initiatives:
   • Implemented a Mental Health Ombuds Service providing a safe space for discussing well-being, diversity, and inclusion;
   • Developed an updated Mental Health Strategy and Action Plan to reduce stigma and embed psychosocial factors into our culture.
2. Workplace inclusivity culture:
   
   • Commemorative holidays are communicated to all employees through internal channels;
   • Land acknowledgement before meetings.
3. Mandatory training: 
   
   • For fiscal year 2023-2024, grade 4-11 employees are required to take the following training: 
     • Preventing Harassment and Violence in the Workplace for Employees; and 
     • Equity, Diversity, and Inclusion in the Workplace from the Indigenous Learning Series. 
   • For 2023-2024, grade 12+ employees are required to complete the following mandatory training:  
     
     • Preventing Harassment and Violence in the Workplace for Employees;
     • Preventing Harassment and Violence in the Workplace for Managers and Committees/Representatives;
     • Navigating Challenging Situations with Diplomacy and Tact;
     • A course from the Indigenous Learning Series;
     • Moving from Bias to Inclusion.
4. Learning series:
   
   • CIHR hosted Learning Events regarding inclusion.
5. Inclusive procurement:
   
   • CIHR recycled thousands of kilograms of paper and donated surplus office supplies to the Waste Diversion Program. 
   • CIHR met with Economic Development Officers from Indigenous communities to request assistance identifying Indigenous networks, including Knowledge Keepers and Elders. 
6. Engagement:
   
   • The External Advisory Committees on Accessibility and Systemic Ableism was established to co-develop an action plan to help CIHR become an actively anti-ableist organization;
   • Fully accessible virtual engagement sessions and surveys were used to inform the development of anti-ableist approaches; and
   • Held the Anti-Black Racism Dialogue in Health Research Funding System discussion with Black researchers.

CIHR uses the following to identify progress areas of improvement:

• Public Service Employee Survey results;
• Human Resources (HR) dashboards;
• Accessibility Progress Report; 
• Employment Equity Reports.

Accessibility - CIHR

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 Strategic Action Plan outlines employment equity goals, which are monitored through an annual Action Plan. Progress is tracked via a bi-annual dashboard, with updates shared internally mid-year and externally at year-end on CIHR's website.

To gauge progress on the Call to Action, CIHR employs various reports and tools.

The Self-Identification Survey, known as "Count Yourself In," is facilitated through CIHR's HR management system, MyGCHR. A yearly campaign encourages employees to update their employment equity records, resulting in a notable increase in new hire survey completion rates, indicating enhanced engagement.

The Public Service Employee Survey (PSES) undergoes thorough analysis by the Office of Internal Audit annually. A comprehensive report and briefing are then provided to CIHR's executive team, followed by a communication strategy to inform employees about findings.

The CIHR Employee Exit Survey gathers feedback from departing employees and students, offering them the opportunity to provide candid feedback anonymously. Aggregate-level data analysis identifies departure-related patterns or trends.

Mandatory reporting includes the Employment Equity and the Accessibility Progress Report. Additionally, the Employment Equity Action Plan, currently in development, will provide a framework for measuring targets and implementing initiatives outlined in the Call to Action.

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.
• Work is underway to develop approaches to establish accountability for results in either of these processes.

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

CIHR employees have the following mandatory commitments for performance management:

• For Grade 4-11 employees:
  • Participate in creating a healthy, respectful workplace and identify and maximize opportunities to improve how you operate in a hybrid model.
  • In line with the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service, Many Voices One Mind: A Pathway to Reconciliation, and the CIHR Accessibility Plan, take meaningful action to combat all forms of racism, discrimination and hate, and foster a culture of accessibility and inclusiveness.
• For Grade 12+ employees:
  • Support the strategic vision of CIHR by implementing the Agency's Strategic Plan and corporate priorities.
  • Implement the forward direction for the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service, the Many Voices One Mind: A Pathway to Reconciliation, and the CIHR Accessibility Plan. This includes taking meaningful action to combat all forms of racism, discrimination, and hate, in order to foster a culture of accessibility and inclusiveness.
  • Build and promote a healthy and respectful workplace based on civility and respect.

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.
• 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.  

CIHR has piloted a mentorship program open to staff at all levels. The purpose of the mentorship program is to build leadership capacity amongst staff and support the development of skills and competencies. Mentees express their specific interests and career goals so they can be matched with a mentor who can look for opportunities to involve the mentee. The mentor nurtures a productive relationship that promotes and respects the mentee’s development and goals.

CIHR’s senior leadership is supportive of the development of Indigenous Peoples and Black and other racialized employees to prepare them for leadership roles. Employees are supported and encouraged to participate in leadership programs such as the Government of Canada's new Advanced Leadership Pilot Program, which is tailored to enhance the capacity of Black and Indigenous leaders.

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.

Acknowledging the ongoing challenges that Indigenous Peoples encounter within the labour market and the need to have Indigenous voices with lived experience contributing to the Indigenous Health Research space, CIHR ran a targeted Indigenous recruitment campaign aimed at addressing existing equity disparities.

Indigenous Recruitment: Project Lead, Indigenous Health Research

• External advertised process for targeted recruitment (area of selection restricted to Indigenous candidates);
• The board had Indigenous representation at all stages of assessment; and,
• Human Resources Branch will be leading a “lessons learned” session to discuss the process in its entirety and identify areas of improvement for future targeted staffing process.

CIHR ran a comprehensive staffing process that applied volume management strategies in the application screening process, particularly for persons with disabilities and Indigenous Peoples, as this is where there exist current gaps in our workforce. By initially focusing on candidates who self-identify as belonging to these underrepresented groups, the organization ensures that individuals facing systemic barriers have a more equitable chance to advance in the selection process.

Collective Staffing Process: Advisors, Associates, Analysts, Leads and Senior Advisors

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?

Employees in non-imperative positions are prioritized for language training, in addition to employees who are part of leadership programs.

CIHR does not have a formal talent management program, however, work is underway to support this space.

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

CIHR has renewed its Memorandum of Understanding (MOU) with the Knowledge Circle of Indigenous Inclusion (Heritage Canada).

Under this MOU

The Knowledge Circle of Indigenous Inclusion will serve as the management authority and work with the Indigenous Employment Exchange Network (IEXN) and other regional Indigenous networks.

Together, they will develop an annual business plan focusing on:

• Strengthening networking, engagement, and communication opportunities for Indigenous employees;
• Providing culturally competent guidance and support to public service managers and leaders;
• Sharing promising practices for Indigenous inclusion and reconciliation;
• Conducting research and analysis to guide future Indigenous inclusion efforts;
• Establishing a safe space for conversations and providing culturally relevant services; and,
• Offering learning and development opportunities for Indigenous employees to support career progression.

CIHR will continue to promote this MOU to employees to enhance Indigenous inclusion, support career advancement for Indigenous employees, and contribute to reconciliation efforts.

Question 8

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

• 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.

CIHR has employee networks such as:

• Persons with disabilities; and
• CIHR Anti-Racism, Equity, Diversity, Inclusion and Accessibility (CAREDIA) Committee.

These groups are consulted on various initiatives within CIHR including:

• Employment equity;
• Accessibility;
• Staffing processes (i.e., diverse assessment boards); and
• The development of human resources programming and policies

Champion program:

• A renewed Champion program has been recently approved. A CAREDIA Champion will be named in the coming weeks.

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.  

CIHR does not currently have a calendar that highlights significant religious, spiritual, and cultural events.

Work with the internal networks to gather a list of all significant religious, spiritual, and cultural events and input those dates in CIHR’s events calendar is underway. The calendar will be accessible to all staff members through the Intranet.

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.

While CIHR's progress in these areas is regularly published, there is room for improvement in the dissemination of this information to employees. There is a pressing need for alternate channels beyond website publication or routine emails to ensure comprehensive communication of progress updates.

Time constraints also pose a significant challenge, as interest groups struggle to balance their committee responsibilities with daily work tasks. The absence of a clear Champion exacerbates this issue, hindering efforts to garner widespread support and buy-in for initiatives.

Furthermore, some employees raised concerns related to their hesitation in voicing their experiences related to the Call to Action. This reluctance underscores the importance of fostering a culture of inclusivity and the need for safe spaces within the workplace.

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.

Interest groups consulted generally found this question challenging to answer, noting a lack of tangible actions taken and/or communicated from the organization.

However, some progress has been made regarding CIHR’s ongoing commitment to support persons with disabilities. For example, CIHR's tailored ergonomic program ensures individualized assistance for persons with disabilities, while our adherence to the Duty to Accommodate policy guarantees necessary accommodations for employees. In spring 2024, all staff completed mandatory training on preventing workplace violence and harassment, complemented by regular articles shared through our internal communication channels. The Occupational Health and Safety committee's diligent work led to the comprehensive update of our Policy on Prevention of Workplace Violence and Harassment, in 2024. Additionally, CIHR's intranet hosts a range of support measures, including resources on Indigenous health, to help ensure accessibility for all.

Furthermore, on December 15, 2023, in adherence with the amended Canada Labour Code regulations, federally regulated workplaces (including CIHR's building) were mandated to offer complimentary access to menstrual products in all washrooms. This policy has been successfully implemented in the CIHR workplace.

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. 

In the first year of implementing the forward direction of the Call to Action, we have noted small changes that have impacted the organizational culture of CIHR. By having regular conversations and taking deliberate steps to advance the Call to Action, a more open and inclusive culture is being fostered. For example, during consultations, it was noted that employees' ability to express their comfort level (or lack thereof) in providing feedback represents a positive stride forward in advancing a positive organizational cultural of inclusivity.

CIHR recognizes that changing an organizational culture is a gradual process, and rushing the process may undermine the effectiveness of these efforts. CIHR will continue the work in engaging key interest groups and acknowledge the significance of fostering meaningful progress together.