Crown-Indigenous Relations and Northern Affairs Canada

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
• 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?

Department-wide workforce diversity recruitment goals have been established for each of the employment equity groups, including Indigenous people and visible minorities (Black and racialized people), for a period of five (5) years, until 2027. They are re-evaluated annually.

These objectives are defined on the basis of the organization's mandate and operational priorities, as well as rates of workforce availability.

Recruitment targets are communicated to senior management with a view to soliciting and supporting their commitment to achieving the targeted results. Preliminary discussions are underway to establish a strategy for communicating these objectives to all staff.

To increase the representation of the Indigenous workforce, we have used targeted staffing processes. These initiatives are published on the Government of Canada jobs website and communicated by email to hiring managers.

We have identified two (2) main obstacles or challenges in the strategy adopted to achieve our objectives.

The first is a retention challenge. However, when people leave for other departments, the negative impact is mitigated as increased diversity and representativeness develops in the federal system.

The department has an exit feedback program that has recently been reviewed and adapted to ensure it is inclusive and barrier-free and provides more options for dialogue. The data collected through this program is used to strengthen employee retention by highlighting areas requiring improvements.

Additionally, Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) has created an Ombuds Office to provide a safe space for staff members, including Indigenous, Black and racialized people, to discuss workplace issues. This supports efforts to ensure a healthy, diverse and inclusive environment. When they created it (August 2023), the Deputy Ministers requested the office focus on hearing from marginalized groups and elevate their perspectives.  The Ombuds office makes independent recommendations based on these perspectives which promotes continuous organizational improvement.

The second challenge concerns the official language skills required for certain management and executive positions.

For several years now, our organization has been offering a second official language training program for the department's Indigenous staff. This specialized initiative enhances the second official language training offered to all of the department's staff to develop or maintain their language skills.

To further support the department and managers, a staffing center of expertise has been established, founded on an inclusive-by-default staffing approach linked to our diversity recruitment targets.

Given the department's recruitment objectives and related actions, it is expected that more conclusive results will be observed over the next few years in the recruitment and promotion of Indigenous, Black and racialized people, as well as persons with disabilities.

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).

Two key objectives were established with their respective actions to be implemented.

1. Foster greater inclusion through the involvement of executives and managers:

• Senior managers kicked off the 2023-2024 year by taking part in an important discussion on their role as leaders in the fight against racism and the promotion of diversity and inclusion, in order to better meet the needs of Canadians. They were asked to submit an action plan outlining the steps they would take to better serve Canadians and ensure they are well represented at decision-making tables.
• CIRNAC added as a condition of obtaining sub-delegation of staffing authority, participation in the Canada School of Public Service's unconscious bias training. In addition, awareness-raising activities have been deployed to implement the amendments to the Public Service Employment Act and to ensure bias-free and barrier-free hiring processes. All managers are also invited to participate in the Positive Space Program.

2. Foster greater inclusion through the involvement of all employees:

• Further to launching in 2022 the Diversity and Inclusion Monthly Newsletter, we continued in 23/24 to use this tool to provide all employees with a comprehensive, global picture of the work being done on diversity, inclusion, equity and anti-racism in the department, but also across the Government of Canada. The Newsletter includes information, useful tools and resources, interesting events and learning opportunities to help build an inclusive culture.
• An Indigenous staff representative is invited to participate in senior management meetings to increase the Indigenous perspective. Further, when a month is identified to celebrate a particular community, representatives of that community are invited to tell their story to the Senior Management Table.
• CIRNAC's Inclusion, Diversity, Equity and Anti-Racism Secretariat has worked to maintain an effective dialogue with staff networks who are members of various equity-seeking groups.
• The Indigenous Cultural Competency Learning Policy, which requires employees to undergo training in Indigenous perspectives and reconciliation, lists examples of Indigenous cultural competency learning activities and resources (Indigenous language learning, Indigenous story titles, specialized training, etc.). As part of their performance agreements, employees are required to document activities undertaken in response to the Policy.
• The renewed exit feedback program mentioned above offers employees the opportunity to discuss their work experience candidly, and includes a questionnaire and the opportunity for an interview with a manager, an Informal Conflict Management Practitioner, or an Indigenous career navigator. The results will be used to improve inclusiveness and equity.
• CIRNAC is working on an initiative to give managers access to members of various equity-seeking groups to participate in the recruitment process evaluation committee. This initiative is scheduled for launch in 2024.

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?)?

We are developing a comprehensive approach to measuring progress on all our representation and inclusion objectives.

In the absence of a comprehensive organisational approach to measuring progress, the following strategies/measures are currently in place.

Measuring progress on representation:

• Hiring diversity goals are tracked and results are analyzed on a quarterly basis. This analysis is available to departmental managers. A specific meeting on this subject is held at least once a year by the Senior Management Committee.
• Executives are evaluated on their achievement of diversity, inclusion and anti-racism objectives at mid-year and at the end of the fiscal year, as part of performance agreements.

Measuring progress on employee awareness and engagement:

• The number of views of the Diversity and Inclusion Newsletter is analyzed by the Communications team, and actions to increase its visibility are undertaken annually.
• Completion rates for unconscious bias training are systematically monitored, and a manager who fails to complete the training is not provided with staffing sub-delegation authority.
• Completion rates for inclusive hiring practices and Positive Space training are also analyzed with a view to developing actions to increase them.
• The Indigenous Cultural Competency Learning Policy is monitored in terms of the learning activities.
• CIRNAC has created a Diversity and Inclusion Advisory Committee to coordinate efforts to drive real culture change and offer a space for effective dialog between employee networks and senior management on questions related to diversity, equity and inclusion. The activities of this Committee and the results will be monitored to ensure it is an effective forum.

Ensuring employees’ perspectives and lived experiences are part of our lines of evidence:

• The Ombuds office provides upward feedback in order to raise awareness of systemic issues and trends, promote fair and transparent practices, and help effect change, including through recommendations to senior management.
• The organization also refers to the results of Public Service Employee Survey, the exit feedback program, the consolidated data provided by Indigenous Career Navigators as well as various ad hoc consultations of the employee networks to report on trends and to facilitate discussion at the Senior Management Table on diversity, employment equity and inclusion goals.

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.

A work objective and performance measures were added to executive performance agreements to advance anti-racism, diversity, equity, inclusion and accessibility in the public service. Among other things, in 2023-2024, executives were required to take concrete steps to meet recruitment and retention targets for equity-seeking groups, and to implement changes to the Public Service Employment Act by ensuring that their assessment is inclusive, accessible and aligned with the duty to accommodate with a view to reduce barriers for candidates from equity-seeking groups. For 2024-2025, a similar objective and performance measures will be added to executive performance agreements. Executives are therefore assessed on the achievement of this work objective at mid-year and at the end of the fiscal year.

A work objective has also been added to all employee performance agreements in 2023-2024, and will be added again this year in 2024-2025, to promote an equitable, accessible, diverse, inclusive, discrimination-free and racism-free workplace. Employees are evaluated on their achievement of this objective at mid-year and at the end of the fiscal year.

Efforts are underway to establish an approach to talent management that will value diversity, inclusion and equity, and enable us to report on results in a qualitative way.

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.

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 part of the Mosaic Leadership Development program, the department has sponsored two (2) Indigenous people in the organization to develop them for management positions.

In addition, a performance measure has been added to the 2023-2024 performance agreements of all executives, asking them to support at least one person, whether Indigenous, Black or racialized, or with a disability, to prepare them for a leadership role.

As well, two (2) initiatives were added to enhance Indigenous employees and Non-Indigenous employee experience, and facilitate their inclusion.

The Indigenous Cousin System has just been deployed as a pilot project within the department. It consists of knowledge-sharing to help new staff find their way in the workplace through an informal peer support process. A seasoned staff member can act as a guide and offer support to an Indigenous colleague who is new to the workplace or simply looking for a friendly face. Knowledge transfer can go both ways. The aim is to share experiences, best practices and ideas on how to make the workplace more inclusive and culturally sensitive. This service is offered by the Indigenous Employees Secretariat of CIRNAC and Indigenous Services Canada (ISC).

The Senior Management Twinning Program, initiated in 2022, enables new senior managers to be paired with an experienced senior manager from the department, to facilitate their inclusion and integration within the department.

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.

Two focused processes were carried out for management positions: 

• EX-01 Selection Process: # 23-DIS-BC-EA-598821 - link: Indigenous Recruitment - Leaders (Director EX-01) (cfp-psc.gc.ca)
• EX-03 Selection Process: # 23-DIS-NCR-EA-601753 - link: Indigenous Recruitment - Senior Leaders (Director General, EX-03)

Other processes have also been designed for Indigenous employees:

• 2021-2022 Indigenous Recruitment (CR-04, CR-05, AS-01): collective staffing inventory.
   
  A national external Indigenous collective recruitment process was completed to staff key entry-level positions identified as having high turnover and recruitment volumes within Indigenous Services Canada (ISC) and Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC). Indigenous management team members and stakeholders were consulted throughout this process to ensure its success. Pre-qualified Indigenous candidate pools CR-04, CR-05 and AS-01 were established and will be continually updated and made readily available.
   
  The poster and Statement of Merit Criteria are available on GC Employment (CR-04, CR-05 and AS-01).
• 2022 Indigenous level recruitment inventory: various groups and levels.
   
  A national, Indigenous-targeted internal recruitment process (for equivalent positions) was completed for various groups and levels that have been identified as having high turnover and recruitment volumes within ISC and CIRNAC. This process can be used by managers to fill current and future vacancies with candidates who wish to enhance their work experience with assignments, secondments, transfers or exchanges.
   
  The poster is available on GC Employment (Indigenous Recruitment at Level).
• 2023 EC-03, EC-04 and EC-05 directories.
   
  Two separate external national collective recruitment processes were completed to fill EC-level positions identified as having high recruitment volumes. One process was exclusive to Indigenous candidates, and the other was open to all applicants. This was partly in response to the Clerk of the Privy Council's call to action to public service leaders to appoint, promote, support and recruit Indigenous candidates with a view to building a more diverse and inclusive workforce.
   
  Management, Indigenous representatives and employment equity representatives were consulted throughout this process to ensure its success. Pools of essentially qualified candidates for the EC-03, EC-04 and EC-05 levels have been created and will be updated as new cohorts of candidates are assessed.
   
  The job offer and statement of merit criteria can be found on our CIRNAC.hiringplatform.ca/processes/108058-indigenous-exclusive-policy-analyst-policy-officer-and-research-positions?locale=en">VidCruiter hiring platform. 

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

How is your organization prioritizing official language training?

An official language training initiative for Indigenous staff, the Official languages Training Program for Indigenous Employees is in place. This program is designed for Indigenous employees who wish to improve their second official language. The program runs annually from fall to spring, and enables learners to develop important language skills tailored to their current language level.

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

The department supports and promotes indigenous language training through the Indigenous Cultural Competency Learning Policy and Learning Plans. These courses are offered by external organizations. A list of contacts and resources for learning Indigenous languages has been developed and is available to employees.

Question 8

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

• 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.

Departmental Champions (executive level) provide leadership by raising awareness and supporting and monitoring progress on the mandate entrusted to them. Chosen by the Deputy Minister, these leaders define their role by their commitment to this mandate. We are also implementing a new approach that combines the role of champion with a designated co-champion chosen from among the staff to lead and support the various employee networks.

This gives staff members the opportunity to become more involved by taking on responsibilities and demonstrating leadership as co-champion and leader in one of 5 areas: staff member communities/networks, official languages, wellness and mental health, Indigenous voice and innovation, diversity and inclusion. A new Diversity & Inclusion Advisory Committee has been set up, bringing together champions and co-champions (executives and employees) to support and promote diversity and inclusion within the organization. This approach is based on leveraging staff feedback on the knowledge and experience they can contribute to building a more inclusive and less hierarchical organization. A pulse survey will be conducted in the 1^st quarter of 2024-2025 to seek employee feedback and confirm initiatives and governance related to anti-racism, equity and inclusion.

The Ombuds office supports staff by holding safe spaces conversations and supports networks by participating in networks, inputting into discussions and flagging systemic issues based on discussions with staff. 

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.

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.  

A calendar of cultural, religious and spiritual activities has been developed and is communicated in the Diversity and Inclusion Newsletter. It is also available among the list of key useful links on the intranet. Additional efforts will be made in fiscal year 2024-2025, in collaboration with ISC, to add it to the Microsoft Outlook calendar for both departments.

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.

1. Consultation and engagement processes can be laborious and confusing.

Consultation with key stakeholders at the outset of an initiative is an essential step and has been difficult to conduct. A consultation process is being developed to ensure that all relevant parties have been consulted, and that minutes are available. During this process, the need for Champions in certain crucial areas such as accessibility emerged.

2. Lack of training to understand and measure the issues.

Awareness-raising and ongoing training are key to supporting a culture of inclusion and equity. Offering workshops, seminars and information sessions on topics such as unconscious bias, cultural competence and positive space raises staff awareness and fosters the knowledge needed to generate a genuine culture of diversity, equity and inclusion. 

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 department encourages staff to self-identify according to the 4 equity-seeking groups. A great deal of promotion is done to raise awareness of the various measures in place to support employees with diverse identities, to ensure that their experience is optimal and free from discriminatory barriers.

Intersectionality and the best practices to be put in place are part of a continuous improvement process and will be further developed during the 2024-2025 financial year in collaboration with staff, champions and networks.

We are waiting for the new self-declaration form to provide us with more information on the various identities of staff members. This will enable us to develop more focused actions.

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. 

Increased mobilization has gradually set in to make this objective a priority. To drive the change in mentalities, the Deputy Minister has personally challenged each of his executives to submit their reflections in a document that clearly identifies:

• A situation where we didn't serve Canada and Canadians as well or as effectively as we could have, due to the absence of members of certain groups from discussions/decisions?
• The impact they think this situation had because the right people weren't involved in the decisions?
• An action plan and a commitment to address an identified opportunity for improvement, to better serve Canadians and ensure that they are well represented at our decision-making tables. 

This exercise concretely anchored the orientations of the Call to Action as a priority objective for CIRNAC.

At the same time, a space for dialogue with staff members generated heightened awareness of the diverse realities present in the workplace, enabling us to review and improve our ways of doing things for a diverse and inclusive workplace.