Canadian Space 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
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous 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 Canadian Space Agency (CSA) uses a combination of workforce availability, population data and government-wide and organizational priorities to set its objectives. The following are examples of recruitment goals for Indigenous and Racialized people:

• Targeted selection processes and at-level inventories
• Increase of non-advertised and non-imperative staffing
• Prioritize hiring students from these groups
• Prioritize language training for these groups
• Professional development program for Indigenous and visible minorities (EX minus 1)
• Assignment and Acting opportunities for Employment Equity group members, allowing exposure to management and networking opportunities.

These objectives are communicated through the CSA’s Strategic Recruitment Plan and the Employment Equity, Diversity and Inclusion Plan. Statistics and a thorough analysis on population data is completed every 6 months and shared with employees. They are communicated via messages to all employees and posted on the intranet. 

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

The CSA is continuing to set goals to foster greater inclusion, as it is a part of our yearly objectives. The following are examples of implemented and ongoing initiatives:

• Second year of the Mentorship + program (21 Mentoring participants and 11 Sponsorship participants)
• Targeted Employment Equity Initiative (replacing Mosaic program): first cohort in 2023-24 (EX minus 1 equivalent, 9 active participants), second cohort in 2024-25 (EX minus 2 equivalents, 30 participants). Personalized counseling services provided to 1^st cohort.  Implementation of a toolbox including an inventory of recommended Canada School of Public Service courses already available.
• Talent Management Initiative: Participants in the Targeted Employment Equity Initiative are highlighted during succession planning discussions and the year-end performance and talent management exercise via a dashboard that includes participant demographics.
• Our organization has a champion and co-champion for Indigenous Peoples and communities.
• Talent Management Initiative: Employment Equity Initiative participants are present in all succession planning discussions and talent management plans and placements.
• Developed and provided in-house training on eliminating systemic barriers.
• Focus on the mental health program (including monthly newsletters, a new Co-champion for mental health, support from ambassadors, events for employees, regular messaging, and tools and tips from Human Resources).
• The first three-year Accessibility Plan and Progress Report were completed. Year two of the Plan is currently underway.
• Selection boards must include at least one member from an Employment Equity group during selection process evaluations/assessments.
• Review of evaluation material to reduce biases and barriers.
• The following trainings for managers are mandatory: Inclusive Hiring Practices for a Diverse Workforce, Harassment and Violence Prevention for Employees.
• Growth in numbers for Employment Equity group networks.

The Public Service Employee Survey results were analysed by the Canadian Space Agency’s Human Resources team and provided to all employees. Presentations were provided to Employment Equity networks and senior management to review results and establish goals and priorities for the upcoming years. 

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?)?

Internally, all plans (Employment Equity, Diversity and Inclusion Action Plan and Recruitment Strategy) are available to all employees, as well as statistics on Employment Equity representation and hiring targets. Presentations on Public Service Employee Survey outcomes for Racialized employees, and Persons with Disabilities were presented to the Employment Equity Networks. Regular presentations are made to executives on hiring targets, representation of Employment Equity groups in the mentorship program, talent management, and in supervisory and management positions. In addition, consultations to management committees were conducted in 2023 to share Employment Equity statistics and hiring targets by branch.

Each month, Human Resources (HR) presents updates on new initiatives and progress on existing objectives to the HR Committee for information and/or decision-making purposes. One to two times per year, key highlights and initiatives are also shared at the Departmental Audit Committee.

Externally, the three-year Diversity and Inclusion Plan is available on the CSA’s website. We also plan to publish data on representativeness at the CSA on the website.

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. 
• 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.

Performance Management

In 2023-24, executives had a mandatory commitment to support the CSA's mentorship and sponsorship program by acting as a mentor.

The following common commitment is included in the 2023-24 and 2024-25 supervisor and manager performance agreements:

• Advancing reconciliation, anti-racism, equity, inclusion and accessibility in the public service.
• Foster a culture of belonging in your organization for all public servants, regardless of race, ethnicity, sex, religion, disability, sexual orientation, or gender identity or expression.
• Address anti-2SLGBTQIA+ hate and make real and significant progress in implementing the guidance to follow on the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service; Many Voices One Mind: A Path to Reconciliation Strategy and the Accessibility Strategy for the Public Service.

Proposed Performance Measures/Indicators

1. Support the CSA’s mentorship and sponsorship program by acting as a mentor or sponsor.
2. Monitor progress on the representation of Indigenous, Black and other racialized employees throughout the processes under their responsibility, from application to retention and onboarding, and to meet established employment equity sectoral recruitment targets. 
3. Prioritize official languages training for Indigenous, Black and other racialized employees who have a talent management plan.
4. Ensure that selection processes (including tools and their administration) are free of biases or barriers that disadvantage individuals from equity-seeking groups and, where appropriate, make reasonable efforts to eliminate them or mitigate their impact on these individuals. 
5. Promote a diverse and inclusive workplace by taking a leadership role in activities that contribute to valuing and increasing the social and cultural diversity of the Canadian Space Agency (for example: attending training and participating in discussion forums related to reconciliation, workshops, webinars, committees, and networks; learning about important religious and cultural periods in order to avoid holding meetings and events during this time). 
6. Ensure that Gender-based Analysis Plus (GBA Plus) training in support of the 2SLGBTQIA+ community has been completed by all and ensure that it is applied to appropriate activities (staffing, consultation, various opportunities, etc.).
7. Proactively and empathetically engage with the employees under its responsibility to integrate accessibility, inclusion, and diversity into management practices. Schedule conversations and discussions with employees throughout the year to measure progress towards this priority.

Talent Management

The CSA offered the first cohort of the targeted initiative a "To Be or Not to Be EX" workshop and the Career Management Service: Competency Assessment and Administration of Psychometric Tests and Simulation 862 from the Personnel Psychology Centre of the Public Service Commission of Canada. An inventory of development opportunities and a calendar of conferences and development programs have been published to support the development of these categories of employees.

Participants in the Targeted Employment Equity Initiative are highlighted during the succession planning discussions and the year-end performance and talent management exercise through individual cards that have been created for each participant, as well as a dashboard that includes participant demographics. This initiative was developed by Human Resources, in collaboration with the Visible Minority Networks and the Employment Equity and Diversity Advisory Committee, and supported by senior management, the President and the Director Network.

A toolkit for these same participants is being developed to support them in their professional development journey. It will include a directory of recommended courses from the Canada School of Public Service (already available), language retention and key leadership skills development tools, a Mentoring + matching application, as well as tips and tricks on how to apply for government jobs and how to ace an interview.

Links

• Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service.
• Many Voices One Mind: A Path to Reconciliation strategy.
• Accessibility Strategy for the Public Service.

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.  

The Sponsorship stream of the Mentoring + program was offered in 2023-24 to 11 participants, 7 of which belonging to Black and Visible Minorities communities (the CSA is considered a small federal department).

Other Black and Visible Minorities employees (4) participated in the Mentoring stream of the program, although they were not occupying an EX -minus1 position.

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
  • Racialized employees

Please provide details.

In 2023-2024, the CSA implemented targeted employment equity processes for the following positions:

• Pay Advisor (Reference: 23-CSA-IA-85878, AS-02)
• Human Resources Advisor (Reference: 22-CSA-EA-85759, PE-02/PE-03)
• IT Technician (Reference: 23-CSA-EA-85924, IT-01)
• Targeted Summer Student Cohort

Several hires were successfully made from these processes, representing the following employment equity groups:

• Indigenous Peoples
• Visible Minorities

As outlined in the approved Collective Staffing Plan 2022-2024, the CSA is also in the process of developing a targeted CR 04 inventory. This inventory will be open to all individuals who self-declare as belonging to one or more employment equity groups.

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?

The CSA does not have a centralized centre for language training; our language training is contracted out through procurement. In the 2023-24 mid-year performance review call letter, the message to managers was to prioritize language training for Employment Equity group members, particularly Black and Indigenous employees. Work is underway to review employees who self-declared under this group to determine if they require language training to get to the next step in their careers, helping reduce barriers they may face. 

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

Work is underway to prioritize access to language training for employees who self-declared as Indigenous Peoples. Currently, language training is being prioritized to Black and Indigenous employees who have a talent management plan. 

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 CSA’s Human Resources (HR) team has developed an in-depth process for nominating and appointing champions and co-champions for Employment Equity (EE) groups (women in Science, Technology, Engineering and Mathematics (STEM), visible minorities, persons with disabilities, Indigenous peoples) as well as groups for accessibility, including mental health. Each champion’s (as well as representative’s and ambassador’s) roles, responsibilities and commitments have been well-defined within this framework. Presently, all roles for champions within the EE groups are filled. These champions actively promote awareness and serve as strong advocates for change.

To ensure the success of these initiatives, HR has established a dedicated resource team tasked with supporting the various networks and communities. Working hand in hand, HR and these networks devise strategic initiatives aligned with priorities, and organize impactful events designed to promote and raise awareness for each mandate. Members of these groups are strongly encouraged to dedicate time to participate in these activities and meetings, with the full support of the organization to contribute new ideas and diverse perspectives during these open discussions.

These groups have developed comprehensive frameworks outlining their objectives and maintain networks and communities of practice that convene regularly to provide support to employees within their respective groups. Collaborative efforts between CSA champions and counterparts in other organizations are actively fostered and are steadily expanding.  

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.
• 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.  

The CSA’s visible minorities’ members actively participate in the Environment and Climate Change Canada’s (ECCC) network. The ECCC develops a monthly “Multicultural Celebrations Calendar”, which is also shared to all CSA employees.

Work is underway for the CSA to develop its own calendar, including celebrations, holidays, and events.

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.

Barriers our organization faces in advancing work on the Call to Action are:

• As a smaller agency, the CSA’s budget and resource constraints influence the extent and pace of meaningful progress on the Call to Action.
• Data: The latest statistics we are working with are the 2016 census and the 2017 survey on disability. Therefore, we try to anticipate future gaps in representation but are limited to what is outdated, compared to the reality of the workforce today. To continue a further analysis on the data, and strategize new initiatives, we would require data for Workforce Availability on sub-groups, including Black employees and members of the 2SLGBTQIA+ community. 

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 CSA has a committee (Advisory Committee on Employment Equity and Diversity) that consists of champions and representatives from various Employment Equity networks and committees. This committee meets monthly, with the purpose of sharing upcoming initiatives and events, best practices, and to collaborate on activities, while finding commonalities between different Employment Equity groups.

Human Resources analyses Employment Equity statistics every 6 months, conducts staffing file reviews and works to eliminate barriers when it comes to intersectionality.

In the last year, the CSA has launched a Self-Identification/ Self-Declaration campaign, where a new form for employees to self-identify and self-declare was developed. This campaign’s purpose was to educate employees on the purposes of identifying and declaring, and to help remove the stigma behind self-identifying. Training was provided to all employees, starting with managers to ensure they are equipped to assist their employees. By using the form, employees can self-identify in various Employment Equity groups, and by self-declaring, they can be considered for different staffing opportunities, or other Human Resources initiatives, based on their groups.

Work is underway to expand the networks, including appointing a champion for the 2SLGBTQIA+ community, as well as promoting both internal networks and interdepartmental networks for employees to participate in. 

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, we have already experienced meaningful impacts, starting with the commitment and support from our leaders. Human Resources is building strong, trusting relationships and partnerships with champions and networks, who are inspiring others to have open conversations and increase our collective awareness on the importance of diversity and inclusion in the workplace.

We have increased the representation for Racialized People (including in leadership/executive positions).

The Mentoring+ program for EE group members was implemented, where sponsorship was offered to 11 participants; 7 of which were belonging to Black and Visible Minorities communities. This program provides opportunities to Racialized employees, which helps foster equity and inclusion, and promote the importance of diversity.