Canadian Northern Economic Development Agency

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

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 Northern Economic Development Agency (CanNor) is a micro-Agency with a small and diverse team of approximately 120 employees. Our headquarters are located in Iqaluit, Nunavut, with regional offices in Yellowknife, Northwest Territories, Whitehorse, Yukon along with a liaison office in Ottawa.

CanNor works with Northerners, Indigenous groups, communities, businesses, organizations, and other federal departments to help foster long-term, diversified and dynamic economic sustainability in Nunavut, Northwest Territories, and Yukon, while also contributing to Canada's economic prosperity.

CanNor also hosts Pilimmaksaivik, the Federal Centre of Excellence for Inuit Employment in Nunavut. Pilimmaksaivik plays a leadership role in coordinating a government-wide approach to building a representative public service in Nunavut and supporting Canada’s commitments to implement Article 23 of the Nunavut Agreement, including identifying and removing barriers to Inuit employment. Pilimmaksaivik is currently leading a process to update the Government of Canada’s whole-of-government Inuit Employment Plan (2023 – 2033), and as part of this process, CanNor is also updating its own Inuit Employment Plan and targets.

CanNor’s Inuit representation has steadily increased over the years and is now over 50%. CanNor’s multi-year Inuit Employment Plan outlines the Agency’s commitments and initiatives aimed at increasing and maintaining Inuit representation to a representative level (85% Nunavut Inuit), while promoting the career advancement and retention of existing Inuit employees. Over the years, CanNor has developed and implemented best practices in the recruitment, development and retention of our Inuit employees including:

• using enhanced plain language job advertisements;
• using social media and job ads translated into Inuktut to broaden our reach;
• encouraging the use of Inuktut in our workplaces;
• providing opportunities for Inuktut language training; and
• implementing a comprehensive talent management process for Inuit employees in Nunavut.

Similar Treaty obligations exist in the Yukon to develop a representative public service in that territory (22.3% Indigenous) and, as such, we are actively working with our partners in implementing the new 2023-2028 Yukon Representative Public Service Plan. This plan includes reducing and removing barriers experienced by Yukon First Nations and Indigenous Peoples and supporting employee development.  

In addition to increasing the representation of Inuit, First Nations and Indigenous Peoples, CanNor is also focused on the recruitment of Black and other racialized people. We support these efforts with mandatory training on diversity and inclusion for hiring managers.

We will continue to promote CanNor as an employer of choice across the North for people of all backgrounds, that is inclusive and representative of the communities we serve.

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).

As a small Agency with offices across the three northern territories, CanNor places a strong emphasis on community and inclusion. We continue to build and reinforce this culture through education, communication, recruitment, and measurement.

In 2020, CanNor introduced Learning Roadmaps to guide employees through mandatory training and optional professional development. These roadmaps emphasize diversity and inclusion, covering topics such as unconscious bias, gender-based analysis, and Indigenous awareness.

CanNor’s Diversity, Inclusion and Accessibility Champions regularly celebrate diversity and inclusion at CanNor with emails to staff highlighting various cultural, religious and historical events. The Agency is reviewing and updating its calendar of events in conjunction with a calendar provided by the Canadian Centre for Diversity and Inclusion.

CanNor strongly believes that diversity and inclusion are essential elements of a fair and respectful workplace. While CanNor has been at the forefront in establishing diversity-focused hiring practices, there is still work to be done. We are committed to reducing systemic barriers for all employees, particularly those from under-represented communities and look forward to expanding existing best practices and initiatives to help foster greater inclusion across CanNor.

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?)?

As a small agency with no in-house evaluation team or Chief Data Officer, CanNor has been using the Executive Performance Management Process to identify and measure each executive’s progress towards meeting the Agency’s goals. We also rely on results of the Public Service Employee Survey, internal human resources data, as well as informal discussions and feedback from managers and employees to help us measure our progress.

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.

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

As mentioned previously, CanNor uses the Executive Performance Management Process to establish executive accountability for the Agency’s results towards diversity and inclusion goals. Due to the recruitment challenges experienced in the North, CanNor has focussed its performance objectives on ensuring managers are aware of the importance of Article 23 of the Nunavut Agreement and the goal of 85% Inuit representation as well as our Inuit Employment Plan (IEP) targets, and other employment equity objectives. Executives in Nunavut have additional performance goals related to Inuit talent management, ensuring they actively support the talent management goals of their Inuit employees. They also prioritize continued professional growth and development related to government or professional knowledge, skills, Inuit language and cultural experience.

As an agency based primarily in the North, supporting diversity at the leadership level, through talent management and recruitment, is a priority for CanNor. It ensures that our leadership reflects the population of the North and it facilitates efforts to connect with partners and build strong relationships in the communities we support.

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.  

As a small agency, CanNor relies on Government of Canada leadership programs to support its employees to develop leadership competencies and prepare them for leadership roles. With a small number of executives and employees, distributed across four offices, it has found success in using a larger talent management approach with a scalable approach to sponsorship and support for Inuit, other Indigenous, Black and racialized employees, for programs such as:  

• Sivuliqtiunirmut Ilinniarniq Leadership Training (SILT): Inuit candidates who express an interest in leadership roles are encouraged to apply to this multi-phase supervisor and leadership development program led by Pilimmaksaivik in partnership with Canada School of Public Service. This training is focused on supporting the development of competencies and experiences of Inuit employees working for the Government of Canada in Nunavut as they prepare for new leadership roles in their respective workplaces. These employees continue to be given opportunities to grow and develop their leadership skills.
• Mosaic Leadership Development Program: CanNor encourages employees at the EX minus 1 level who belong to a designated employment equity group and/or a 2SLGBTQIA+ community and are interested in progressing to a leadership role, to consider applying for the Mosaic program led by the Office of the Chief Human Resources Officer (OCHRO).
• Development programs from the Canada School of Public Service: CanNor employees are encouraged to consider programs such as the Aspiring Directors Program, the Executive Leadership Development Program and the Directors General Program.

At CanNor, Inuit employees participate in the Inuit Talent Management Program and receive support from executives to develop and progress in their careers. CanNor is looking at ways that this approach can be expanded more broadly to other employee equity groups and all 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.

As previously mentioned, at CanNor, we are committed to being representative of the public we serve across the North and meeting our treaty obligations with respect to the recruitment, retention and development of northern Indigenous employees.

As CanNor’s President, I am pleased to be one of four new Indigenous Co-Champions working alongside Gina Wilson, Deputy Minister Champion for Indigenous Employees. I’m looking forward to taking personal leadership in supporting the work for Inuit employees, in particular around how we support Inuit employees that are outside of the catchment area of the current targeted programs.

In support of our commitments to Article 23 of the Nunavut Agreement, all recruitment campaigns for positions in Nunavut prominently feature that preference will be given to Nunavut Inuit candidates above other candidates. Over the course of the year, we will also be working with partners such as the Public Service Commission to implement a similar approach to meet our commitments under the Yukon Representative Public Service Plan.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• Work is underway to develop an approach to prioritizing 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?

As an agency located in the North, serving Northern communities, the language of work in CanNor’s offices in the three northern territories is mostly English or local Indigenous languages. CanNor does encourage and support official language training for employees. We are working on a plan that will prioritize official language training for employees, in particular for Indigenous, Black and other racialized employees, as part of their talent management discussions with managers.

As mentioned in the next question, CanNor also supports Indigenous language training. It is important to have staff that can liaise in local Northern Indigenous languages to facilitate engagement and partnerships.

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

CanNor is very proud to offer access to full-time Inuktut language training through Pilimmaksaivik’s programs. This training forms part of the employee’s Inuit Talent Management Plan. To date, CanNor has proudly supported one Inuk employee to complete full-time Inuktut language training in 2023 and a second Inuk employee will be starting the same program in the fall of 2024.

Furthermore, in 2023, the Policy team contracted an Inuktut language teacher to offer Inuktut training to their staff in the Ottawa office.

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.

CanNor Inuit Employee Network: Based out of CanNor headquarters in Iqaluit, Nunavut, all Nunavut Inuit employees in the Agency are invited to take part in the network’s bi-monthly meetings. The network is co-chaired by CanNor’s Senior Advisor of Inuit Community Relations and an employee co-chair selected by the network. The network works to promote training opportunities, offers peer support, discusses mentorship opportunities and identifies innovative activities to promote cultural awareness across the Agency. The network also provides Inuit with the opportunity to identify and discuss barriers and solutions for the benefit of Inuit staff, CanNor management and the Agency as a whole.

Kittuaq Network (formerly known as the Federal Inuit Employees Network): This community of practice is for all Inuit employees in the federal government in Nunavut. The Network is convened by Pilimmaksaivik and aims to create a sense of community among Inuit employees. Meetings are offered in-person and virtually; country food is served, and Inuit guest speakers are regularly invited to share their valuable knowledge and experience.

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 regional and/or branch plans.
• Work is underway on our integrated business plan and/or mental health plan to embed anti-racism, equity and inclusion work.

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.  

CanNor does have a calendar prepared and maintained by the Communications team and is a helpful consultation tool for communicating to staff about key dates for religious, spiritual and cultural periods. Work is underway to update this calendar based on the Diversity Calendar prepared by the Canadian Centre for Diversity and Inclusion.

As an organization, CanNor informs employees of religious and spiritual holidays and supports executives and employees in avoiding holding major meetings and events during these periods.

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.

• CanNor continues to face challenges in the recruitment and retention of employees across the North due to the competitive labour markets in all three territories where all levels of government, Indigenous organizations, and the private sector are aiming to recruit the same talent. In most cases, the territorial governments and the private sector offer more attractive salaries and benefits packages.
• As a small agency working in the North, it is more difficult for CanNor to approve requests for short-term leave for education or language training for operational reasons. When a short-term leave is approved, due to recruiting challenges in the North, it is very hard to back-fill short-term vacancies therefore, positions often remain vacant for the entirety of the employee’s leave. This puts tremendous pressure on CanNor’s operations. CanNor will continue to look for other ways in-house, to provide developmental opportunities.
• Our primary focus in the Yukon, Northwest Territories, and Nunavut remains on recruiting and retaining Indigenous employees. This emphasis stems from workforce availability considerations and specific legal obligations in Nunavut and Yukon. However, gathering northern-specific workforce data for all underrepresented groups poses challenges due to their relatively small numbers. The Nunavut Inuit Labour Force Analysis, developed by Employment and Social Development Canada with support from Pilimmaksaivik, extensively covers Inuit demographics in Nunavut. Unfortunately, no equivalent data exists for other territories or underrepresented groups. This lack of baseline information complicates our efforts to recruit underrepresented employees and hinders progress reporting.
• Understanding our workforce and tracking results hinges on self-identification. OCHRO is actively working on modernizing employee self-identification processes and enhancing timely data sharing. We eagerly anticipate implementing these improvements to help us gain a more accurate picture of our workforce and to better identify areas of underrepresentation.
• Creating employee networks poses challenges in smaller departments and agencies due to the limited pool of potential participants. In a small organization like CanNor, employees from underrepresented groups may experience burnout, participation fatigue, tokenism, and compromised privacy due to the small numbers involved. We continue to promote government-wide networks so that our staff can participate in such communities on a larger scale.
• As a micro-agency operating in the North, one of CanNor’s primary barriers is trying to match the pace and scope of work that much bigger departments can accomplish. Our top priority is to assist and support our Northern partners. We provide expert advice and financial help to boost their capacity, aiming to build diverse and dynamic economies that are sustainable and prosperous in the long term. Promoting and creating opportunities to support Equity Diversity and Inclusion, Official Languages and reconciliation are foundational to our work, and addressed in a way that reflects our Northern context.

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.

CanNor is committed to building a culture where all employees feel welcomed, supported, and empowered to bring their whole selves to work. As a micro-agency, CanNor has Champions at the Executive level for Diversity, Inclusion and Accessibility who promote inclusivity and anti-bullying (e.g. Pride Week, Moose Hide Campaign Day, Orange Shirt Day and Red Dress Day) to keep these values top of mind, in a way that can be supported in an agency of our size. Managers are encouraged to look for opportunities to remove barriers in recruitment and retention activities.

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. 

For CanNor, the Call to Action has:

• reinforced the federal government’s commitment to making real change on anti-racism, equity and inclusion, to CanNor employees.
• provided a model for bold change in these areas.
• provided common goals that employees can take to contribute to the Agency’s success in these areas, knowing their actions are aligned with the Call to Action.