Canadian Nuclear Safety 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
  • Racialized people

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?

Currently, the Canadian Nuclear Safety Commission (CNSC) does not distinguish between both black and racialized employees, instead the term “members of visible minorities” is used to reflect employees who identify as either black or racialized employees.

The CNSC uses various data sources, including Public Service Employee Survey (PSES) and Pulse Surveys and Employment Equity (EE) hiring goals, to inform and prioritize our Equity, Diversity and Inclusion (EDI) strategies.

In accordance with the Employment Equity Act, the CNSC is required to conduct a periodic Employment Systems Review (ESR). The ESR conducted in 2020, recommended establishing new Employment Equity Hiring Goals (2022-25) to improve workforce representation across all occupational categories and the four Employment Equity Designated Groups (EEDGs). The four CNSC employment equity designated groups (EEDGs) are: women, members of visible minorities, Indigenous peoples and persons with disabilities. These new hiring goals ambitiously aim to align our workforce with the National Labour Market Availability and correct historic and systematic disadvantages experienced by these groups.  At this time, the CNSC does not have the permission or ability to collect employment equity data beyond the current 4 EEDGs laid out in the Act.

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.
• 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).

The CNSC consistently demonstrates high engagement in the Public Service Employee Survey (PSES), with a response rate of 72.3% in 2022-23, specifically monitoring employees’ views on questions related to a healthy, respectful, and inclusive workplace. The PSES results are used as a key measurement tool by senior management to gauge how the CNSC is doing as an employer and better understand the employment experience of our employees.

In addition, the CNSC uses the following metrics and data to measure its progress:

• Employment Equity Annual Reports
• Pulse surveys focused on employment experience themes
• Exit surveys and exit interviews
• Onboarding surveys
• Employment Systems Review (ESR)
• Organizational Health data sets

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 CNSC has developed an approach to measuring our progress that goes beyond our workforce analysis that is reported annually in the CNSC’s Annual Employment Equity report.  Our people management actions and decisions are informed by data and evidence. Human Resources works in concert with the Chief Audit Executive also responsible for Values and Ethics, to align our efforts.

Aside from the organization’s continued engagement in the PSES, we have applied a Gender-based Analysis Plus (GBA+) lens to all our employee listening activities so that we can report on the employment experience for all segments of our employee population.  These results are presented to Executives and shared with all employees; presentations also include recommendations for action to address gaps or reinforce good practices that the organization needs to keep doing. 

More recently, the CNSC approved a measurement framework for our Flexible Work model that embeds identity factors as a key aspect of understanding how we are performing as an organization against our model and ensuring that we continue to deliver sound regulatory outcomes for Canadians.  This measurement framework is shared with all employees.

CNSC reports on progress using both legislative and employee listening approaches. CNSC reports annually to meet Employment Equity Act requirements – this is communicated and posted internally and externally on our website.  All results and reports of any internal employee listening campaigns on various employment-related topics are shared via email and posted on our internal websites.  This includes all PSES and Pulse Survey data.

As part of our people management approaches, we have also established an Annual Organizational Health report covering human resource data sets that indicate the capacity and health of our full workforce. Identity factors are captured and presented to inform both management and staff along with recommendations for 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.

• Executive Performance Management contracts include talent management objectives with respect to ensuring diversity in succession planning and talent management.
• Data regarding the EE representation of the current executive cadre and future identified successors (pipeline) is monitored internally. This allows us to identify gaps and/or progress and continue to work towards achieving greater representation.
• Employment Equity hiring goals is monitored and considered for talent management purposes.
• All managers have access to the EE representation data for their business unit to inform actions and decision making.

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.  

The CNSC is developing an internal aspiring leaders’ program and will be including EE representation criteria for the program.

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.

As part of the CNSC's priority to advance reconciliation and build trust relationships with Indigenous peoples and hire more Indigenous peoples into the workforce, we have implemented serval initiatives such as:

• Participation in the Indigenous Student Internship Program (ISIP) launched by the University of Saskatoon resulting in the hiring of students from this program.
• Launch of the CNSC Indigenous Student Inventory through the various platforms such as the CNSC website, Government of Canada Jobs, Universities, Colleges, LinkedIn, and some Indigenous organizations, which allowed us to recruit students across the organization. The result of this process may be used to staff current and future student positions, at various CNSC locations.
• Participation in the Indigenous Student Career Fair at the University of Saskatoon as an employer of choice after consultation with various Indigenous student groups and partners on campus. This outreach event results in promoting the CNSC, our job opportunities, gain cultural awareness, and student recruitment.
• Leverage of the Information Technology (IT) Apprenticeship Program for Indigenous Peoples to hire apprentices. The program aims at giving better access to Indigenous people to federal public service jobs and providing them with meaningful training and on-the-job support in key functional areas of the information technology community.
• Organized in collaboration with the University of Saskatchewan the second annual Science, Technology, Engineering and Mathematics (STEM) Workshop for Indigenous Girls in Saskatoon, Saskatchewan. This workshop promotes gender balance in STEM fields including the nuclear sector and encourage girls to strive to meet their potential.

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?

The CNSC continues to focus on weaving the EDI goals into all aspects of the organization. This includes its commitment to developing the linguistic capacity it needs to deliver on its mandate and cultivate a positive attitude towards linguistic duality, encouraging the use of receptive bilingualism and shift the emphasis towards openly using a second language rather than perfecting it.

The CNSC goal for the Official Languages program is to increase the awareness of the obligations of the Official Languages Act, improve the linguistic capacity of the Executive cadre and its pipeline, as well as create a solid framework of policies, directives, and processes. The CNSC prioritizes second language training based on the current and future needs of the organization. As a science-based organization, the CNSC frequently faces challenges in hiring staff due to the STEM labour market, particularly in the nuclear industry.

CNSC’s 3-year Official Languages Strategy will ensure that we’re working towards one of our EDI goals of creating an inclusive workplace.

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

N/A

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 CNSC engages and provides support to employee networks through various forms. At the CNSC, we have six employee networks. Each network is governed by network co-chairs and Champions to help lead and support the network.

Executives across the CNSC champion various EDI initiatives including our Employee Networks, official Languages (OL), etc. Progress against our EDI plans are discussed at the executive table, along with our Departmental Audit Committee.

These employee networks also have dedicated funding that can be allocated for activities, training, conferences, etc. based off their annual strategic plan. The funding is managed and administered from the Equity, Diversity and Inclusion (EDI) Hub budget.

In addition to the funding, the employee networks are provided with support from the Human Resources Directorate (HRD) EDI Hub team. This support is provided in the form of strategic oversight, advice and guidance, communications, event planning, and facilitating procurement processes to access goods and services. Employee networks are encouraged to attend, host and lead events that are internal and external to CNSC.

Our six employee networks (Accessibility Network, Black Employee Network, Diverse Employee Network, Indigenous Network, Pride Network and Women in STEM Network) are an invaluable source of insights into the employee experience within the organization. They play a key role in providing members with a sense of community and belonging. We will continue to collaborate and support the employee networks to strengthen their role as a key part of the accountability and transparency approach we intend to maintain and improve upon.

Finally, as policies and programs are designed, broad consultations seek to reflect the views of various internal stakeholders including our employee networks. As an example, while updating directions on Working Alone, adjustments were made to highlight identity factors that may pose increase health and safety risks to employees to further inform safety planning when carrying out specific work.

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.
• 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 has not yet started to develop this calendar for my organization.

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

N/A

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.

As a small separate agency, the CNSC has allocated full time equivalent (FTE) effort to the EDI agenda however, we must prioritize that effort and we are not always able to access the same tools, resources, and programs which means that we need to build our own. As an example, the CNSC will need address its own systems issues to launch the modernized Self-ID as we do not have access to Treasury Board of Canada Secretariat Tap portal. Delays in finalizing the self-identification form or specific direction from central agencies where we have reporting requirements means that we are delayed in finding a system solution to collecting and housing new self-id related workforce data.

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 CNSC continues to make steady progress in creating an inclusive workplace that is representative of the Canadian labour market but acknowledges that there is more work to do. This work, along with the efforts of the employee networks, the ongoing safe-space conversations, and the integration of inclusive behavioural indicators into executive selection and performance, will not only improve the representation of equity-seeking groups, but also create a respectful and inclusive workplace.

To ensure that it continues to make progress in fulfilling its equity, diversity and inclusion targets, the CNSC undertakes several activities:

• Open learning sessions are offered to all staff to build EDI awareness and share the lived experience of others.
• TechTalks offered to provide information on the accessibility features of the CNSC’s digital environment tools (MS365).
• Internal training programs – Fierce Conversations and Emotional Intelligence – build relationship capabilities to ensure employees are equipped to navigate conversations within the workplace.
• Employee networks continue to contribute to creating a safe and inclusive environment where everyone feels free to bring their whole selves to work. This has provided a space for meaningful learning and thought-provoking conversations.
• Regular “Ask me anything” opportunities for our Executive Team during all-staff CNSC townhall events and roundtables Townhall events also include “terms of engagement” to ensure all interactions, verbal or digital, remain respectful
• The Management Committee meetings continue to be open to all employees, who can observe them virtually.
• Pulse surveys integrate identity factors into employee listening activities to ensure we are collecting the full range of employment experiences in the organization.
• Offer a confidential externally sourced Internal Conflict Management System Coordinator and leverage the Ombuds service for Small Departments and Agencies giving employees confidential spaces to raise and think through employment or work relationship issues
• New Employee and Family Assistance Program offers many services to employees including the opportunity to ask for support from a counsellor who identifies similarly to the employee as well as online cognitive behavioral therapy options for those not ready to speak with an individual counsellor.

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. 

Since implementing small changes following the Call to Action, the CNSC culture has revealed both positive change and highlighted areas of opportunity.

A few noteworthy aspects:

• The CNSC endorsed a recruitment campaign for Indigenous employees, we track progress from application to onboarding to retention.
• CNSC has explored partnerships with organizations like Employer Assistance and Resource Network (EARN) to recruit and retain persons with disabilities
• Embedded anti-racism work in the CNSC departmental plan, CNSC plan and health and wellness actions.
• Invested in resources in CNSC employee networks and staff, ensure the creation of safe spaces for their voices to be heard so they can support the organization’s efforts in advancing the forward direction on the Call to Action.
• In October 2023, the CNSC conducted a Pulse Survey, and the results showed positive increases:
  •  “The CNSC Implements activities and practices that support a diverse workplace”. (increased from 86% to 88%)
  • “Overall, I feel valued at work.” (increased from 76% to 87%)
  • “I would describe my workplace as being psychologically healthy.” (increased from 77% to 82%)
  • “In my work unit, individuals behave in a respectful manner.” (increased from 88% to 93%)
  • “The people I work with value my idea and opinions.” (increased from 86% to 91%)
  • “My supervisor provides a safe space for me to raise issues or concerns that are important to me.” (increased from 77% to 91%)