Financial Transactions and Reports Analysis Centre of 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
  • Black people
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous employees
  • Black 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?

Financial Transactions and Reports Analysis Centre (FINTRAC) has undertaken a strategic approach to establish hiring and promotional goals for the next three fiscal years, with a focus on global targets and notional multi-year objectives. This methodology enables the Centre, as a small separate agency, to maintain flexibility in making staffing decisions for future vacancies while considering diversity and respecting the confidentiality of self-identification information.

To set employment equity goals for Indigenous employees and Black or racialized groups, FINTRAC has implemented a three-step process:

• Analyzing the current representation of employment equity groups against Workforce Availability to identify any representation gaps.
• Calculating the average departure rate for these groups based on separation data from the last three fiscal years.
• Setting a goal that at least meets workforce availability and accounts for attrition.

FINTRAC has communicated these goals through the publication of its response to the Clerk's Call to Action on the intranet. The Employment Equity, Diversity, and Inclusion Champion periodically promotes these goals in monthly communiqués. The strategy has been disseminated at the Management Advisory Committee and the Executive Committee meetings to raise awareness and call for action towards achieving these goals. Strategic Human Resources Business Partners are playing a critical role in supporting leadership by incorporating employment equity into various Human Resources (HR) functions, including onboarding, HR planning, staffing, talent acquisition strategies, and talent management programs. These efforts aim to tap into and retain under-utilized talent groups, furthering the Centre's objectives.

As part of its commitment to modernizing its people management framework and programs, FINTRAC is ensuring that inclusion and diversity are integral to its operations. The Centre has implemented staffing and talent acquisition policies that guide hiring managers to recruit diversely and reduce barriers, thereby avoiding tokenism and fostering diverse talent pools. Leadership at FINTRAC, in collaboration with Strategic Human Resources Business Partners, is focused on identifying and removing potential barriers to the employment, promotion, and retention of diverse employees and candidates. Given the Centre's specialized mandate within the high-security community, it faces unique challenges, such as the need for niche skillsets, which may limit the talent pool. Other factors, including budgetary constraints, limited job openings, and a competitive labor market, add to these challenges.

To address these complexities, FINTRAC is strategically managing staffing and talent acquisition efforts in areas with vacancies while also creating professional development opportunities for current employees. This approach ensures a diverse and skilled talent pool that aligns with the organization's future needs.

Despite the challenges presented by evolving technologies, complex financial products, and geopolitical shifts, FINTRAC remains dedicated to advancing its mission and driving positive change in the financial security sector. The Centre's strategic initiatives in people management underscore its commitment to diversity and inclusion, ultimately strengthening its workforce and enhancing service delivery to Canadians.

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).

FINTRAC has committed to a set of strategic goals to enhance inclusion from the fiscal year 2023-24 through 2025-26. These goals are an integral part of the FINTRAC Employment Equity, Diversity and Inclusion (EEDI) Strategy, ensuring a unified and targeted effort across the Centre.

The development of these goals has been informed by leveraging existing data sources to maintain high employee participation rates, thereby ensuring the validity of the information used to drive progress.

To gain a deeper understanding of employee turnover and organizational health, FINTRAC conducts optional exit interviews. These interviews provide insights into various aspects of the workplace, such as respect, harassment, discrimination, and inclusivity. The findings from these interviews are compiled into an annual report by the People, Culture and Workplace sector and presented to the Management Advisory Committee and the Executive Committee. Recommendations arising from these analyses are then incorporated into broader organizational strategies.

Additionally, the FINTRAC Ombuds reports annually on workplace wellness factors and identifies areas requiring strategic focus. These reports, supplemented by ad-hoc updates, are made available to the Executive Committee and published on the intranet. Insights from these reports are utilized to shape the EEDI strategy, ensuring that it reflects the needs and concerns of the workforce.

The Workplace Wellness and Culture working group, an employee-led body, scrutinizes the Public Service Employee Survey (PSES) results to identify and address areas of improvement. This group engages in extensive consultations across sectors to validate its findings and recommendations. The resulting action plan targets Centre-wide improvements and is subject to review by various governance bodies, including the Culture and Change Subcommittee and the Management Advisory Committee, before receiving Executive Committee endorsement. The EEDI strategy, mindful of the PSES results, includes measures of success that mandate continued enhancements to the survey outcomes.

With the launch of the self-identification campaign in Summer 2023, and the transition to the Workday Human Capital Management system, FINTRAC has modernized its self-identification questionnaire. This advancement allows for real-time data access, enabling the People, Culture and Workplace sector to provide senior management and the Strategic HR Business Partner team with frequent representation statistics. Such data will inform purposeful staffing decisions aligned with our hiring and promotional goals. The modernized self-identification process is expected to enrich the Centre's people management programs and strategies with more accurate data, including intersectional measures, thanks to the availability of disaggregated data.

FINTRAC's inclusion goals are designed to close representation gaps relative to workforce availability, improve PSES results in subsequent surveys, specifically in anti-racism, psychologically healthy workplace, job fit and development, discrimination, and harassment categories, and ensure robust employee participation in diversity and inclusion learning paths. These objectives are pivotal in tracking the advancement of new commitments within the EEDI strategy, reflecting our unwavering dedication to fostering a diverse and inclusive work environment.

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?)?

FINTRAC is dedicated to advancing its goals for inclusion through a robust framework of statistical and qualitative assessments. These evaluations are crucial components of the annual reports provided to central agencies, which monitor the Centre's progress in employment equity and diversity.

The Employment Equity (EE) annual report, prepared by the People, Culture and Workplace (PCW) sector, features a detailed analysis of employee representation across the four designated employment equity groups, benchmarked against workforce availability. The objective is to identify and close representation gaps, as revealed by self-identification results. Additionally, the report examines staffing and departure data by equity group to detect potential barriers to career progression or retention. It also offers qualitative insights into the progress of the Employment Equity, Diversity and Inclusion (EEDI) strategy.

The Multiculturalism annual report, also crafted by PCW , analyzes engagement initiatives, celebrations, and programs specifically designed for Indigenous, Black, racialized employees, and those from religious minority communities.

The FINTRAC Annual report, produced by the Corporate Business Management and Planning unit in consultation with PCW , outlines key inclusion goals, the implementation of EEDI programs, and demographic statistics, including the representation of EE groups in relation to Workforce Availability.

In preparing these reports, FINTRAC evaluates the advancement towards the goals set forth in response to the Clerk’s Call to Action and within the EEDI strategy. This strategy delineates short-, medium-, and long-term outcomes, including a Gantt chart detailing project plans for new commitments for governance review and monitoring. Summarized versions of the EE and Multiculturalism reports are disseminated on the intranet and communicated to staff via the EEDI Champion.

The EEDI working group serves as a dynamic feedback mechanism, engaging in dialogues, gathering peer insights on progress, and acting as sector ambassadors. The EEDI Champion, as a member of the Executive Committee (EXCO), presents this feedback, advocates for change, and ensures EEDI remains a priority.

Leadership at FINTRAC, including the executive community, plays a pivotal role in achieving the Centre's inclusion objectives. A corporate pledge, aligned with the Clerk's Call to Action, is embedded in each leader's performance agreement to foster accountability. Leaders are required to articulate their contributions to advancing diversity and inclusion during their annual review. These contributions are considered in calibration discussions and influence the final performance assessment.

Through this comprehensive approach, FINTRAC is actively pursuing a more inclusive and representative workplace, with clear accountability and continuous evaluation of its diversity and inclusion practices.

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.

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

FINTRAC is committed to fostering an inclusive and respectful workplace through a performance management program that embeds commitment and accountability. This commitment is a corporate priority that informs business planning, management accountability frameworks, and performance agreements.

Leaders within the organization are mandated to include a corporate commitment in their annual performance agreements to advance anti-racism, diversity, equity, inclusion, and accessibility. This commitment is measured by the leader's adherence to existing directives and the fulfillment of objectives set forth in FINTRAC's response to the Clerk’s Call to Action. The leadership community's responsibilities regarding hiring and promotional goals, inclusion targets, and immediate actions are explicitly defined. Performance measures under this commitment are also aligned with broader public service strategies, including the Many Voices One Mind: A Pathway to Reconciliation, FINTRAC’s Accessibility Plan, and the Employment, Equity, Diversity, and Inclusion Strategy. Leaders are expected to demonstrate inclusive and ethical leadership, fostering a culture that emphasizes linguistic duality, diversity, collaboration, inclusion, and accessibility. Additionally, they are also tasked with ensuring diverse voices and perspectives are included in governance and decision-making, increasing workforce diversity, and removing employment barriers for members of equity groups.

At the end of the fiscal year, each leader is required to document their contributions to diversity and inclusion, reflecting on results achieved in line with the corporate commitment. These contributions are evaluated through a calibration process, where a specific expectation on Employment Equity, Diversity, and Inclusion (EEDI) is included in the mandatory calibration document for each leader. A rationale for their EEDI contributions is required and is a determinant in the final performance rating.

The Centre’s talent management program, targeting the leadership community, systematically incorporates employment equity considerations to reduce barriers to development, promote growth opportunities, and leverage employees' skills. Talent management is not solely about professional growth; it also involves providing employees with the necessary tools and support to pursue their career aspirations without facing barriers or discrimination.

Employment Equity-related data is utilized during the talent management process to facilitate strategic decision-making regarding talent management, learning activities, investments in development, recruitment focus areas, succession planning, and mobility. This data also informs committee membership discussions, ensuring deliberate choices that advance the objectives of the 50-30 Challenge. Since March 2021, FINTRAC has embraced the Canada 50-30 Challenge: Your Diversity Advantage, striving to enhance access for underrepresented groups to positions of influence and leadership, reflecting the diversity of the Centre’s workforce.

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.  

FINTRAC has introduced a comprehensive mentorship initiative, the Mentorship Plus Program, which builds upon the existing mentorship framework by introducing a sponsorship element. This enhancement provides additional support for employees who identify with employment equity or equity-seeking groups, facilitating their access to coaching, mentorship, and developmental opportunities.

In 2022, FINTRAC successfully launched the first cohort of the Mentorship Plus program, establishing a robust and transparent structure. Preparations for the second cohort are underway, with the matching process scheduled to commence in the fall. In alignment with the goals of the Call to Action, senior executives, specifically Sector Heads and the Deputy Head, are committed to sponsoring one or more Protégés. This strategy is tailored to the Centre's context as a small agency, with Sponsors typically holding positions two levels above their Protégés, possessing the influence and visibility to effectively guide and advocate for their advancement.

FINTRAC offers a selection of leadership development programs as part of its Suite to employees, including the New Director's Program by the Canada School of Public Service and the Assistant Deputy Minister (ADM) Executive and Leadership Development Program overseen by the Treasury Board of Canada Secretariat's Office of the Chief Human Resources Officer. Other leadership development programs offered by the Centre include courses from several prestigious, high-calibre institutions. The University of Ottawa contributes with its Certificate Program in Leading People for Results, and PinkCareers provides a six-month group coaching leadership program aimed at high-potential women aspiring to executive roles, with a focus on closing the gender gap and enhancing understanding of intersectionality.

Interest in these leadership development programs is now seamlessly integrated with the talent management process, streamlining nominations and fostering strategic discussions on career progression. Deliberate consideration is given to members in employment equity groups at the time of nominations, ensuring that FINTRAC is cultivating a diverse pool of future leaders equipped with the necessary skills for the organization's continued success.

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
  • Black employees
  • Racialized employees

Please provide details.

FINTRAC recognizes that innovative recruitment strategies are essential in advancing diversity and inclusion within the organization. To make significant progress and meet hiring and promotional objectives that enhance representation, it is crucial to look beyond traditional hiring practices and actively seek talent from underrepresented groups. This involves forming partnerships with organizations that have a deep understanding of diverse communities and can provide access to a broader talent pool. Such strategic collaborations are key to enriching our talent rosters and promoting an inclusive culture that spurs innovation and drives organizational success.

In the fiscal year 2022-23, FINTRAC embarked on a groundbreaking partnership with the social impact company With You With Me. This organization is dedicated to addressing digital skills shortages by tapping into underrepresented talent segments, including Indigenous individuals, persons with disabilities, and women in Science, Technology, Engineering and Mathematics (STEM) fields. Their methodology focuses on quickly identifying candidates who not only align with the job requirements but also show potential for success. Once identified, these candidates undergo job readiness upskilling tailored to their needs. The initiation of this partnership was marked by an informative session with the Chief Executive Officer of With You With Me, who addressed the Executive Committee to discuss the advantages of upskilling and potential-based hiring. This engagement allowed executives to delve into the practicalities of this innovative hiring approach within their respective domains, further contributing to FINTRAC's cultural transformation towards diversity.

Although the partnership primarily aimed to improve access to Indigenous talent, it also benefits other equity-seeking groups through its inclusive hiring practices. To date, we are on course to finalize several hires through this initiative, which includes candidates identifying as Indigenous, Black, or from other racialized communities. The positive feedback received underscores the effectiveness of this approach, prompting plans to renew and potentially expand the partnership in the upcoming fiscal year.

The renewal of FINTRAC’s People Management Framework led to the creation of the FINTRAC External Assignment Program (FEAP). This program was designed to offer a flexible approach to temporary assignments between FINTRAC employees and external organizations. The FEAP was instrumental in forging and ensuring the successful implementation of the partnership with With You With Me, while upholding principles of responsible stewardship.

Additionally, efforts are underway to initiate another recruitment campaign that proactively targets Indigenous, Black, and other racialized candidates. This campaign will utilize untraditional staffing methods to complement our innovative strategies. This initiative will further support the objectives outlined in the Clerk's Call to Action and sustain the momentum in cultivating diverse talent pools within FINTRAC.

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?

FINTRAC recognizes the importance of language training as a fundamental component of professional development, facilitating the fulfillment of language requirements and the advancement of employees. In the past two years, the Centre has made significant investments to establish an internal Language School, aiming to provide high-quality, consistent language training tailored to employees' needs. The goal is for the FINTRAC Language School to evolve into a comprehensive resource for all language training within the organization.

The success of the Language School is attributed to the professionalism, various expertise and diversity in our language instructors. These instructors, with their organizational knowledge, create a learning environment that accelerates progress by aligning with the practical needs and specific roles of the students. Training in a secure setting enables employees to incorporate real-life work scenarios into their learning, which is particularly beneficial given FINTRAC's stringent security requirements. The Language School is committed to fostering an inclusive atmosphere that considers the unique challenges language training may pose to equity communities.

While the internal capacity is being developed, FINTRAC continues to offer a range of language training options to support bilingualism. Language training is accessible to all employees, operational requirements permitting, and is not contingent upon self-identification as a member of an equity-seeking community. Protecting the confidentiality of self-identification information is paramount in maintaining employee trust. Therefore, employment equity data is not utilized to determine participation in language training programs. Announcements for new language training cohorts are disseminated to all staff, and currently, FINTRAC can accommodate all interested employees through both the internal school and external providers. Consequently, a systematic approach to factor in employment equity representation in language training has not been necessary.

FINTRAC is analyzing language training participation to ensure diverse and representative access to these opportunities. The Centre plans to integrate language training more closely with its talent management program, ensuring employees aspiring to advance their careers receive the necessary language training to meet the linguistic profiles of their prospective roles. Talent management, which presently focuses on the leadership community, includes official language proficiency as a criterion.

In the 2023-24 talent management cycle, FINTRAC will introduce the High Potential (HIPO) concept to bolster workforce planning and strategically manage development opportunities. HIPO employees are identified as leaders with the capability, engagement, aspiration, and adaptability to excel in roles of varying scope and complexity. With appropriate support and accelerated development, they are expected to be ready for advancement within 12 to 24 months. Language training is envisaged as a key component of the development plan for HIPO employees.

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

FINTRAC has made significant strides in supporting Canada’s official languages through the establishment of an internal language school. The Language School will continue to evolve in response to organizational needs and changes in official language legislation.

In line with our culture of continuous learning and employee development, FINTRAC has embraced innovation and adaptability as key drivers of organizational success. As part of our digital strategy, we have implemented Workday, a new Human Capital Management (HCM) System. This platform will allow the People, Culture and Workplace sector to strategically plan language training access based on employee learning objectives extracted from the system’s performance and talent modules.

While there have been no requests for Indigenous language training to date, FINTRAC is prepared to support such initiatives as part of our employees’ professional development, exploring feasible options with service providers within budgetary and operational relatives.

FINTRAC’s commitment to diversity and inclusion extends to supporting government-wide objectives. Since 2020-2021, we have provided funding for the Knowledge Circle for Indigenous Inclusion (KCII) and the Federal Youth Network (FYN), reflecting our core values and supporting the Government of Canada's Reconciliation efforts and the Many Voices One Mind Action Plan. Our EEDI Champion has actively promoted KCII events, including Sharing Circles, and encouraged employee participation, particularly in events related to Indigenous languages.

Since November 2022, FINTRAC has partnered with the Coalition of Innovation Leaders Against Racism (CILAR) as an Activator. CILAR is committed to fostering opportunities for Black, Indigenous, and People of Colour (BIPOC) innovators within the Canadian innovation economy and establishing best practices to combat anti-black and systemic racism. Our collaboration with CILAR is set to expand, ensuring we fully leverage their expertise and network to the benefit of our organization.

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.

At FINTRAC, our dynamic and engaged workforce is the cornerstone of our success in delivering impactful Employment Equity, Diversity, and Inclusion (EEDI) programs and initiatives. We are supported by key internal partners dedicated to this cause, including the Culture and Change Management Sub-Committee, the Ombuds Office, the EEDI Working Group, and the EEDI Champion.

Our Ombuds Office, led by a full-time, permanently appointed Ombuds, plays a critical role in fostering a psychologically safe workplace. The Ombuds provides an annual report that highlights the Centre's strengths and areas for development, thereby helping the organization contribute to its continuous improvement.

The Culture and Change Management Sub-Committee is instrumental in executing a consistent and effective change strategy across FINTRAC. This committee, with its rich cultural diversity, supports and guides initiatives, practices, and policies to ensure a healthy, skilled, and engaged workforce.

The EEDI Working Group, comprising employee volunteers from various levels and sectors, embodies diversity and passion for progress. This group, including allies and members from employment equity and equity-seeking groups, is tasked with co-creating inclusive programs, increasing EEDI awareness, and co-developing and implementing the EEDI strategy and action plan. The group convenes bi-monthly, with additional meetings as needed to advance initiatives and organize events.

Our EEDI Champion, who sits on the Executive Committee, represents the voice of the EEDI Working Group in senior management discussions. The Champion also engages with the Centre on Diversity and Inclusion within Treasury Board Secretariat (TBS) to gain insights into the experiences of equity-seeking groups in the workplace.

In the fiscal year 2022-2023, FINTRAC has allocated funds to support the activities of the Knowledge Circle for Indigenous Inclusion (KCII) and the Federal Youth Network (FYN), reinforcing our commitment to diversity and inclusion and advancing government-wide objectives.

Since November 2022, FINTRAC has been an active partner with the Coalition of Innovation Leaders Against Racism (CILAR) as an Activator. CILAR's mission is to empower Black, Indigenous, and People of Color to shape the Canadian innovation economy and to eliminate anti-black, systemic racism, and other barriers to innovation. FINTRAC not only sponsors and participates in one of CILAR's mentorship programs but also engages in one of their Pillar Programs and promotes the organization within our network.

These partnerships and internal commitments are vital to FINTRAC's pursuit of a diverse, inclusive, and innovative workplace that reflects the values and strengths of Canada's multicultural society.

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.

FINTRAC, in its pursuit of excellence and alignment with public sector values, adopted a personalized values statement. This statement is tailored to articulate the Centre's unique organizational philosophy, emphasizing respect, inclusivity, and the value of diverse backgrounds. A key principle of this values statement is "We Respect – with a passion for our people, and our inclusivity and diversity," which is deeply ingrained in FINTRAC's culture and operational philosophy. Our values serve as the bedrock of our vision and strategic plans, guiding decision-making processes. Ensuring diversity, equity, inclusion, and accessibility are woven into the fabric of our organization at all levels and disciplines.

As part of our commitment to these principles, FINTRAC's People, Culture and Workplace (PCW) strategy is slated for review and enhancement. The current strategy, in support of the FINTRAC Strategic Plan 2019-24, emphasizes Engagement as a fundamental pillar, aiming to cultivate a culture of diversity, civility, and inclusion through sustained engagement and communication. This involves refining the candidate and employee journey, from onboarding to recognition, performance management, and beyond. It also underscores the importance of transparent communication in fostering a sense of belonging and the need for data-driven tracking of the effectiveness of our action plans.

In the forthcoming revision of the PCW strategy, we will further solidify our commitments to equity and inclusion by incorporating anti-racism objectives and ensuring they are an integral part of our strategic direction.

The Workplace Wellness and Culture working group, an employee-driven entity, is tasked with analyzing the Public Service Employee Survey (PSES) results to identify and address areas for improvement. This group engages in extensive consultations across the organization to validate its findings and develop comprehensive action plans based on themes relevant to the entire Centre. One of the key components of the Workplace Wellness and Culture action plan is the pillar dedicated to fostering a healthy, respectful, and inclusive workplace. This has led to the introduction of new commitments in performance agreements, an executive pledge on employment equity, diversity, and inclusion, and the establishment of a mandatory diversity and inclusion learning path.

The action plan, meticulously crafted by the working group, has been rigorously reviewed by various governance bodies, including the Culture and Change Subcommittee and the Management Advisory Committee, and has received the Executive Committee's endorsement. Subsequently, the plan has been communicated to employees and made accessible on the intranet, ensuring transparency and collective ownership of our journey towards a more inclusive and equitable workplace.

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.  

FINTRAC is committed to recognizing and respecting the diverse religious, spiritual, and cultural observances of all employees. To facilitate this, the Employment Equity, Diversity and Inclusion (EEDI) Working Group, in partnership with the People, Culture and Workplace sector, has developed a comprehensive calendar that highlights days, weeks, and months of significance to equity communities. This calendar is featured on the intranet's homepage and serves as a tool for preparing Centre-wide communications, as well as planning inclusive initiatives and events.

In the near future, we aim to refine this calendar with a particular focus on significant religious, spiritual, and cultural periods. The EEDI Working Group will engage in a collaborative process to ensure that these periods are fully represented, drawing on both internal feedback and external research. Additionally, consultations with other departments and agencies will allow us to adopt best practices and enhance the calendar's inclusivity.

Upon completion, the enhanced calendar will be disseminated to all employees. We are exploring technological solutions to maximize the calendar's utility, ensuring that it is easily accessible and integrated into our employees' daily workflows. Potential avenues include publishing a reference document on the intranet, incorporating dates directly into employee Outlook calendars, and highlighting upcoming observances in the EEDI Champion's monthly communiqués. By making the information readily available in multiple locations, we aim to eliminate the need for employees to search for these important dates.

We believe that every employee plays a vital role in fostering an inclusive and respectful work environment. As such, sectors will be encouraged to consult the calendar when scheduling significant meetings and events. To emphasize the importance of this practice, we plan to introduce the calendar informally through governance channels, led by the EEDI Champion and supported by other internal networks. The EEDI Working Group will also serve as ambassadors for the calendar, offering timely reminders as necessary. This approach will ensure that the entire organization, across all levels, is aware of the impact that scheduling decisions can have on our collective commitment to inclusivity.

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.

FINTRAC is dedicated to fostering an inclusive and diverse organization, recognizing that access to high-quality data is critical to this endeavor. The limitations of our previous HR system posed challenges to our data analytics capabilities. To overcome this, we have invested in a new Human Capital Management system, which will significantly enhance our ability to perform real-time analytics. This advancement will empower us to measure progress, identify areas for improvement, and address barriers and biases more effectively.

As we harness the potential of this new system, developing our reporting capabilities remains a priority. Creating dashboards and analytical tools is essential to provide meaningful insights for decision-making in people management programs and to hold our leadership accountable for monitoring their progress.

Our data relies on employees who choose to self-identify, making the effectiveness of the voluntary self-identification process vital for assessing our workforce's composition and the strides we have made. The transition to the new HR system presented an opportunity for employees to complete a modernized self-identification questionnaire, reflecting Treasury Board's extensive research and consultations. This updated questionnaire includes new categories and refined definitions for existing groups, allowing for a more comprehensive and inclusive data collection than the previous language, which was constrained to the four designated groups under the Employment Equity Act.

High participation rates in the modernized self-identification process will significantly improve FINTRAC's capacity to inform our people management programs, strategies, and overall direction. With the availability of disaggregated data, we can now begin to assess the impact of intersectionality on our workforce.

As a small agency, FINTRAC faces unique challenges in data analysis. When dealing with specific equity groups or sub-groups, the number of employees who self-identify may be quite small, raising concerns about maintaining confidentiality and the representativeness of our findings. Furthermore, the pool of employees available for programs targeting equity communities is inherently smaller, requiring a balance between individual career development goals and our commitment to progress.

FINTRAC fulfills several reporting obligations annually, including the Employment Equity report, the Multiculturalism report, updates on the Clerk’s Call to Action, the Accessibility Plan, Pay Equity, and other ad-hoc reports aligned with government-wide strategies. The increasing demands of these reporting requirements place a substantial burden on our resources, potentially impacting our ability to deliver meaningful change. Streamlining these reports or adjusting their frequency could help maintain accountability while allowing small agencies like ours to focus on impactful actions.

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.

FINTRAC is dedicated to fostering an inclusive and diverse organization, a goal that hinges on the availability of robust data. Recognizing the constraints of our previous HR system, we have embraced our Digital Strategy and invested in a new Human Capital Management system. This system enhances our data access and reporting capabilities, facilitating the delivery of our Employment Equity, Diversity, and Inclusion (EEDI) programs and services. With the introduction of real-time analytics, we can now more effectively measure our progress on EEDI and make informed, agile decisions.

To accurately assess and improve our core people management programs, including staffing, talent acquisition, leadership development, talent management, and employee experience, we rely on a high rate of participation in self-identification. FINTRAC has been attentive to the work of the Office of the Chief Human Resources Officer in modernizing the self-identification process. In July 2023, as part of the transition to our new HR system, employees were invited to complete a modernized Self-ID questionnaire that aligns with Treasury Board's extensive research and consultations with equity-seeking groups. This updated questionnaire captures a broader demographic, including new groups and refined definitions, which is crucial for assessing our workforce's diversity and the effectiveness of our EEDI efforts.

In the upcoming year, we will focus on raising employee awareness about the significance of self-identification and the recent enhancements to the questionnaire. The EEDI Champion will lead this effort, advocating the benefits of self-identification and adopting a change management perspective. Recognizing the personal nature of self-identification, we aim to clarify its purpose, usage, and the stringent confidentiality measures in place to build trust and foster a sense of belonging among our employees. We plan to host an open dialogue with the Chief Human Resources Officer to dispel misconceptions and encourage equity community members to self-identify.

To deepen our understanding of intersectionality and the experiences of all employees, we are introducing new EEDI strategy elements, including targeted surveys for equity communities and journey mapping exercises. These initiatives will enrich our qualitative data and complement the quantitative insights from the modernized self-identification questionnaire.

However, as a small agency, we face challenges in analyzing intersectional identities due to potentially small sample sizes. When disaggregating data, we must carefully consider the representativeness of our findings while maintaining the utmost respect for employee privacy. To address this, we are leveraging existing data and drawing on interdepartmental networks to gather insights based on lived experiences.

By adopting these measures, FINTRAC aims to create a data-informed environment that supports our commitment to an inclusive and diverse workplace, while ensuring the privacy and trust of our employees remain paramount.

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. 

FINTRAC 's response to the Call to Action has catalyzed a transformative shift in organizational culture and employee perspectives. Embracing innovative people management strategies, the Centre has fostered a culture that is receptive to diverse recruitment and retention practices, talent management, and comprehensive onboarding processes. There is a collective recognition that improvement and excellence are achievable through unity and a willingness to challenge and refine traditional methodologies.

For instance, in our pursuit of a diverse talent pool, we established a partnership with the non-profit organization With You With Me. This collaboration has redefined our recruitment approach by prioritizing candidates' potential over their past experience, thereby tapping into underrepresented talent groups, including Indigenous Peoples. The organization's potential-based methodology has required a mindset shift for managers involved in recruitment, yielding access to new talent pools and garnering positive feedback.

The commitment to being part of the solution is strong across all levels of FINTRAC. The Employment Equity Diversity and Inclusion (EEDI) working group has seen its membership double over the past five years, reflecting a heightened engagement with diversity, inclusion, accessibility, and anti-racism initiatives. The shift from declarations to decisive actions is evident, with the People, Culture and Workplace sector developing supportive programs and the EEDI working group and leadership cadre actively facilitating their implementation.

The EEDI working group, alongside the EEDI Champion, has presented updates at governance meetings, offering personal insights and experiences to the Executive Committee. This has enhanced the visibility and accountability of the Call to Action both within FINTRAC and across the federal public service.

Every employee is recognized as a key contributor to fostering an inclusive culture. There is a growing understanding that collaboration, shared responsibility, and sustained effort are necessary to create equitable opportunities. Accountability at all organizational levels and a dedication to being part of the solution have led to positive outcomes.

FINTRAC has launched impactful programs such as PinkCareers and the Mentorship Plus program, designed to develop equity employees and prepare them for career mobility. The Centre encourages participation in leadership development, providing the necessary support for employees to pursue growth opportunities. The selection of employees for developmental programs is made with deliberate consideration and strategic decision-making.

Furthermore, FINTRAC's active engagement in the Canada 50-30 Challenge: Your Diversity Advantage seeks to increase the representation of equity-seeking groups in decision-making roles. Talent management discussions strategically consider committee participation and other corporate opportunities to ensure alignment with workforce diversity and the objectives of the 50-30 Challenge.

To maximize the impact of these initiatives, it is essential to enhance employee awareness of the link between our equity and diversity programs and the Call to Action. Clarifying the relationship between FINTRAC's actions and broader government strategies in our communications will reinforce the positive changes within our workplace, ensuring all employees recognize and contribute to our collective progress.