Immigration and Refugee Board 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
  • Racialized people

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

Through the Immigration and Refugee Board of Canada’s (IRB) Diversity and Inclusion Strategic Plan, our Board sets annual recruitment/staffing goals, which are revised each year upon receiving Workforce Availability (WFA) estimates from the Treasury Board Secretariat (TBS). When calculating hiring goals, we consider several factors:

• The degree of underrepresentation of persons in each designated group within each occupational classification of our workforce.
• The availability of qualified persons in designated groups within the IRB’s workforce and in the Canadian workforce, based on the associated WFA estimates.
• The IRB’s natural attrition rate according to occupational classification (retirements and departures).
• The number of planned positions to staff at the Board.

Please note that TBS provides WFA estimates for women, Indigenous Peoples, people with disabilities and racialized people. As such, the IRB does not create separate recruitment/staffing targets for racialized people and Black people, rather it combines those together. Once WFA estimates are available for Black people, the IRB will also establish unique goals for this Employment Equity group.

One of our greatest assets in advancing our goals has been the commitment of our hiring Managers and Human Resources (HR) Advisors, who focus on increasing employee representation through strategic recruitment measures. Their commitment to diversity and inclusion is evident in their proactive recruitment and hiring practices. Moreover, the ability to utilize public service-wide pools targeted for specific employment equity groups such as Indigenous peoples, Black and/or other racialized people is also helpful in advancing our goals. We are exploring partnerships with external organizations to increase our reach in attracting talent from various employment equity groups, including Indigenous peoples, Black and/or other racialized people.

In addition to this, the IRB reports semi-annually to the management team on the employment equity representation within the IRB compared to WFA estimates and staffing targets. The goal of this initiative is to ensure that all hiring managers are informed on our progress and aware of gaps, so that they could adjust hiring strategies in a timely manner.

The key barrier affecting the advancement of work in this area is related to obtaining data on employees belonging to employment equity groups. Although over 88% of IRB employees have self-identified using our internal HR system, there is still a gap in obtaining a completely accurate picture of the representation of equity seeking groups within our organization. To address this issue, the IRB is implementing a campaign to increase self-identification. The IRB is eagerly awaiting the launch of the new Government of Canada self-identification campaign which will, amongst other items, update to the new, broader definition of Persons with Disabilities. The IRB will also be advancing work to have a better understanding of trends related to hiring, retention, and career progression of employees belonging to equity seeking groups including, Indigenous peoples, and Black and/or other racialized people. 

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 Immigration and Refugee Board of Canada (IRB) has developed a Diversity and Inclusion Strategic Plan for the period 2024 to 2026, which includes these four key goals:

• Promote a diverse and inclusive culture.
• Build a representative workforce.
• Embed diversity and inclusion in our policies and programs.
• Measure and communicate progress and hold ourselves accountable.

In pursuit of these goals, the IRB has launched 24 initiatives aimed for completion by March 31, 2026. Furthermore, a Performance Measurement Framework is being developed to assess progress, report to senior management, and communicate with employees.

Below are several metrics being considered for each of the four goals in the IRB’s  2024-2026 Diversity and Inclusion Strategic Plan:

• Promote a diverse and inclusive culture:
  • Percentage of employees who have participated in diversity and inclusion mandatory and non-mandatory training.
  • Percentage of employees who have participated in inclusion, diversity, equity, and accessibility related commemorative events.
  • Number of employees who completed the microaggression training on the Bodyswaps application.
  • Percentage of employees involved in the IRB’s Diversity and Inclusion networks.
  • Percentage of employees who participated in awareness sessions or presentations about topics related to inclusion, diversity, and accessibility.
  • Number of equity-seeking employees who participated as a board member in a staffing selection committee.
• Build a representative workforce:
  • Percentage of employees in each employment equity (EE) group.
  • Percentage of employees in each EE group in executive positions.
  • Percentage of employees who self-identify.
• Embed diversity and inclusion in our policies and programs:
  • Status of updating existing IRB/HR policies and programs to incorporate inclusion, diversity, and accessibility principles within the designated timeline.
  • Percentage of new employees' satisfaction with the availability of inclusion, diversity, and accessibility information in the Onboarding program.
  • Number of awards or recognition received by the organization or employees for its commitment to diversity and inclusion.
  • Percentage of procurement contracts awarded to indigenous suppliers.
  • Percentage of procurement contracts that incorporate accessibility considerations.
• Measure and communicate progress and hold ourselves accountable:
  • Percentage of initiatives completed within the timeframe identified in the plan.
  • Number of presentations given on the progress of the plan. 

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

The Immigration and Refugee Board of Canada (IRB) is working on implementing a structured approach to assessing progress towards the goals set out in our Diversity and Inclusion Strategic Plan for 2024-2026. This approach will be crucial to assessing our performance and ensuring that we are on track.

By using a Performance Measurement Framework that includes key indicators, measurable metrics, targets, and timelines for each of the goals, we aim to track and analyze our progress accurately and regularly, while identifying areas for improvement and taking timely corrective action, if necessary.

The IRB’s Inclusion, Diversity, Equity and Accessibility (IDEA) team plays a key role in coordinating and implementing this approach. The team is developing a Performance Measurement Framework that is aligned with the plan's goals and organizational priorities. The team will collect and analyze data on progress and report back to the organization’s management teams and employees. 

Progress on initiatives and metrics will be reported twice a year to the Executive Committee (ExCom), the Joint Employment Equity Committee, and the Chairperson’s Advisory Committee on Diversity and Inclusion (CACDI) - made up of senior management, diversity network Champions and an employee representative from each branch and division. Furthermore, information on progress will be posted on the IRB’s Diversity & Inclusion intranet page so that employees can be aware and readily access this information. Employees are encouraged to share their feedback or suggestions at any time, to foster an open and collaborative environment where everyone's perspectives are respected and considered essential for the IRB’s continuous improvement in diversity and inclusion efforts.

The IRB also reports both internally and externally on the progress made by our organization to implement our 2023 – 2025 Accessibility Plan. 

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.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

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

In response to the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service, the Immigration and Refugee Board of Canada (IRB) has integrated representation and inclusion objectives within its Executive Talent Management System. Furthermore, continuous efforts are underway to develop talent management programs that emphasize representation and inclusion at all levels of the organization. 

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?

• 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 Immigration and Refugee Board of Canada (IRB), through its own Mentorship Plus Program and through the Treasury Board of Canada Secretariat (TBS) Centre on Diversity and Inclusion’s Mosaic Leadership Development Program, has fostered leadership and professional development for its employees belonging to Employment Equity groups.

As part of the IRB’s Mentorship Plus Program, our organization paired 17 employees from Employment Equity groups with 17 members of the executive team. About half of these employees are Indigenous employees, Black, and/or other racialized employees.

Since 2021, the IRB’s executive team has sponsored two employees, and nominated others, belonging to Employment Equity groups to participate in the Mosaic Leadership Development program. The employee that was part of the first cohort in 2021 graduated from the program in 2023 and has been appointed to an executive position within the IRB. The second employee is currently participating in the second cohort. Both employees have been sponsored by the IRB’s executive team during their participation in the Mosaic program.

As a sponsor and/or mentor, the executive regularly meets with their paired employee to help them navigate the system for upward career mobility; offer career advice and guidance; facilitate networking opportunities within and outside of the organization; provide visibility in strategic meetings and projects; and advocate for promotions and role changes, where possible.

The IRB is committed to continuing to develop its employees belonging to Employment Equity groups. As we move forward, we will continue to also engage the executive team, diversity networks and IRB employees to ensure the program is aligned to the needs of our organization and our employees. 

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• Work is underway so that I will personally endorse at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

The Immigration and Refugee Board of Canada (IRB) is planning to launch several recruitment initiatives targeting employment equity groups, particularly, racialized people (including Black people), Indigenous peoples, and persons with disabilities.

As an example, the organization has recently launched its External Partnership and Recruitment plan that consists of working and partnering with several community organizations across Canada to increase attraction and hiring of Employment Equity candidates.

The objective of the external partnership and recruitment plan is to collaborate with non-profit community organizations that are supporting and working with the employment equity groups and BENefit from their knowledge and expertise by:

• Learning about potential challenges and barriers faced by employment equity groups in selection processes.
• Getting partners’ feedback regarding inclusive hiring practices, assessment methods and accommodations to implement mitigation strategies.
• Launching selection processes targeting employment equity groups for the occupational groups in which we have identified gaps.
• Using partners’ networks to advertise our job opportunities to meet our hiring targets.

As part of the external partnership and recruitment plan, the IRB’s Operations and Regional Services Directorate is planning to launch an external EC-02 selection process that would give priority to Indigenous peoples, racialized people, and Persons with Disabilities.

The IRB has also updated its recruitment tools for the Manager’s Toolkit for recruitment, retention, and accommodation of Employment Equity group members to the IRB intranet website.

Finally, we have provided all subdelegated managers and staffing advisors with proper training on how to conduct an evaluation of biases and barriers in assessment methods.

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 Immigration and Refugee Board of Canada (IRB) prioritizes official language training through a multifaceted approach aimed at promoting linguistic diversity and inclusivity.

First, we are updating our Directive on Second Language Training to specifically identify Indigenous employees and Black and other racialized employees who are ready for advancement as priority groups. This ensures that resources and support are allocated to those who would BENefit most from language training.

Additionally, we have implemented a directive that provides considerations for managers as they prioritize second language training for their employees. To further assist managers in this process, we are developing a prioritization tool that will aid in making informed decisions regarding language training allocation.

Furthermore, we offer an Official Language Pairing Program, where one English-speaking participant is paired with one French-speaking participant to practice their language skills. This structured program provides participants with valuable opportunities for language practice and skill development. In addition to the Pairing Program, we facilitate a Group Language Exchange, an informal conversation group open to all employees who wish to practice their second language in a supportive environment. This initiative encourages peer-to-peer learning and fosters a sense of community among language learners.

Last, we are encouraging all managers to allocate dedicated time for employees to engage in informal language training. To support this, we have created a list of resources for informal language training that will be accessible to all employees. This ensures that employees have access to the tools and support they need to enhance their language skills and contribute to our organization's commitment to linguistic diversity and inclusivity.

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

Currently, the IRB does not actively offer access to Indigenous language training. However, managers can approve training for their employees, which could include Indigenous language training.

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 the Immigration and Refugee Board of Canada (IRB), the Inclusion, Diversity, Equity and Accessibility (IDEA) team oversees department-wide employee diversity networks. The networks are supported by two full-time employees, each with specific roles within their larger portfolio. These roles include a Diversity and Inclusion Champion Liaison and an Administrative Support Officer. Working collaboratively, they support the department’s five executive-level IDEA Champions and their respective initiatives, including the coordination of employee diversity networks.

The five current Champions are as follows: 2SLGBTQIA+; Accessibility and Persons with Disabilities; Indigenous Employees; Racialized Employees; and Black Employees. In addition, the following three employee networks exist: 2SLGBTQIA+ Employee Network; Employees with Disabilities Network (EDN); and Black Employee Network (BEN). The IRB has announced the launch of an Indigenous Employee Network (IEN) in June 2024, and research is currently being conducted to support the proposal for establishing a network for racialized employees.  

The three established diversity networks (2SLGBTQIA+ Employee Network, EDN, and BEN) meet regularly, with meetings scheduled monthly to a bimonthly basis. These gathering are chaired by the respective Champion, with administrative support provided by the IDEA team. The possibility of appointing employee co-chairs is presently under consideration.

Diversity network meetings provide a safe space for employees to build community and connection with each other. They also provide employees with an opportunity to raise concerns and provide feedback directly to the Champion. Furthermore, all Champions have direct access to senior management tables, including the Chairperson’s Advisory Committee on Diversity and Inclusion (CACDI), enabling them to regularly relay employee feedback. The CACDI also serves as a platform for employees with lived experience to engage with senior management (e.g., Deputy Head, Assistant Deputy Minister, Head of Human Resources etc.) to discuss issues and provide input on strategic initiatives related to diversity and inclusion on a quarterly basis. 

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.

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.  

Starting in April 2023, the Immigration and Refugee Board of Canada (IRB) introduced an annual Commemorative Communications and Events Calendar, developed by the Inclusion, Diversity, Equity, and Accessibility (IDEA) team with input from key stakeholders, including the Chairperson’s Advisory Committee on Diversity & Inclusion (CACDI) - made up of senior management, diversity network Champions, an employee representative from each sector and division within the IRB, and other IRB employees with lived experience.

In 2024, the calendar will be made available on the Diversity and Inclusion intranet page, with a permanent link alongside other IDEA -related resources. It will be actively promoted and featured prominently on the IRB’s intranet eNews communications section. The calendar and its events will also be shared with employee networks through Microsoft Teams channels and highlighted during diversity network meetings.

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.

The Immigration and Refugee Board of Canada (IRB) is well positioned to advance work on the Call to Action.  Nonetheless there are some barriers to address and consider while carrying on work in this area, they include:

Awareness and understanding about the importance of diversity and inclusion

Although efforts to date have contributed to increased awareness on diversity and inclusion at the IRB, there is still room to increase broader awareness and understanding in this area. Limited understanding of diversity and inclusion can inadvertently contribute to engagement in exclusionary behaviors and lead to unconscious biases. It could also contribute to microaggressions at the workplace, negatively impacting marginalized employees and hindering their ability to fully contribute to the organization.

Hence, the IRB will continue to advance initiatives that promote awareness and foster a diverse and inclusive culture. It will do so through the implementation of its Strategic Plan on Diversity and Inclusion. For example, as part of this plan, this year the IRB will be piloting a training program on microaggression, which involves a software called Bodyswaps. This is a virtual reality training software that integrates artificial intelligence to coach and simulate situations related to microaggressions and provide real-time feedback to participants in a judgement-free and psychologically safe environment.

Lack of an employee network for racialized employees

Although the IRB has a Champion for racialized employees, it currently does not have an employee network for racialized employees. Establishing a single network for a group that is very diverse is a challenge, however the IRB’s Inclusion, Diversity, Equity and Accessibility (IDEA) team plans to work closely with the Champion for Racialized Persons and with racialized employees to develop a path forward so that there is a forum either through a single network or sub-networks established for employees within this group.  The IRB has recently created a Black employees champion who leads a Black Employees’ Network.  This focused employee network is an example of a sub-network.

Competing priorities

IRB employees identified competing priorities as another key barrier to advancing work on the Call to Action. The IRB has an important mandate to make well-reasoned decisions on immigration and refugee matters, efficiently, fairly and in accordance with the law. With a growing case load, the IRB has to balance its resources so that it delivers on its mandate, while also prioritizing government-wide initiatives, including advancing diversity and inclusion initiatives. 

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 Immigration and Refugee Board of Canada (IRB) has taken concrete actions to support Indigenous employees and Black employees, as well as other racialized employees who are part of multiple communities, including those with disabilities, 2SLGBTQIA+ communities, and religious minorities. Here are examples of measures we have already implemented or have included in our Diversity and Inclusion Strategic Plan for 2024-2026:

• Awareness events:
  • We will continue hosting events that bring together stakeholders representing diverse identities. These events serve as platforms for discussing the specific challenges experienced by employees with multiple identities and for designing strategies to strengthen inclusion and equity within the organization.
• Flexible work arrangements and accessibility accommodations:
  • We offer flexible work hours or remote work options to support employees with disabilities, Indigenous employees living in remote areas, and those encountering accessibility challenges.
  • We provide assistive technologies, ergonomic workstations, and other accommodations to support employees with disabilities in their daily work activities, ensuring equitable access to resources and opportunities for career progression.
• Mentorship and sponsorship programs:
  • We support the participation of Indigenous employees and Black and other racialized employees in leadership development programs such as the Mosaic Leadership Development and the Mentorship Plus programs.
• Policy and programs review:
  • We reviewed our staffing policies, and we will conduct a review of additional HR existing policies, programs, and practices this year to identify and address systemic barriers and biases affecting employees that belong to Employment Equity Groups and have multiple identities.

Through these measures, our organization is committed to fostering an inclusive and respectful working environment where all employees feel valued, respected, and supported in their diversity. We recognize the unique needs and experiences of each employee and strive to address them proactively and sensitively.

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 our first year of implementing the forward direction on the Call to Action, the Immigration and Refugee Board of Canada (IRB) has observed several impacts on the culture of our organization. Below are the two significant impacts of this work:

Increased awareness on diversity and inclusion

The Call to Action forward direction prompted us to take a closer look at our organizational culture about diversity and inclusion. By following these guidelines, we have strengthened our commitment to diversity and inclusion in all aspects of our organization. Initiatives such as the Mentoring Plus program, the creation of diversity networks and the promotion of our commemorative events calendar have helped to raise our employees' awareness of these important topics. As a result, we have seen greater openness, understanding of differences and a more inclusive culture within our organization.

Employee commitment

The implementation of the Call to Action forward direction has also influenced employee commitment. By placing diversity and inclusion at the heart of our organizational practices, we have fostered a more inclusive and diverse workplace environment for all employees. This has also strengthened employees' sense of belonging, encouraged them to contribute more and to invest in achieving the organization's goals. We have seen an increase in participation in government-wide and organizational activities, along with an improvement in overall employee satisfaction with these initiatives.