Innovation, Science and Economic Development 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?

Through the 2023 launch of Innovation, Science and Economic Development Canada’s (ISED’s) Equity, Diversity and Inclusion (EDI) Strategy the department has set representation goals for all underrepresented communities, with targets aimed at closing gaps between departmental representation, and workforce availability.

The following departmental targets for recruitment have been set by Employment Equity group using workforce availability:

• Target 1: Achieve representation in all non-executive occupational groups and levels by 2025, including at the manager and supervisor levels
• Target 2: Close representation gaps and maintain representation at the assistant deputy minister, director general and director levels by 2025 for Black and other racialized employees and persons with disabilities
• Target 3: Close representation gaps at all executive levels by 2027 for Indigenous Peoples
• Target 4: Hire 400 net new employees with disabilities by 2025 in response to the public service commitment to hire 5,000 persons with disabilities

Departmental representation goals are communicated in ISED’s 2023-2025 EDI Strategy, and ISED's EDI Strategy Progress Report completed bi-annually and  published on its internal web platform. Some of the department’s diversity networks, such as the Black Employees Network, have their own strategies which also include representation goals in order to support the implementation of the departmental strategic representation goals. By example, the Black Employee Network (BEN) has developed its Terms of Reference alongside the 2023-26 Strategic Plan, outlining its vision towards systemic change, with a focus on three key pillars: 1) Enhancing Inclusion 2) Increasing Representation and 3) Innovating Systems. They ensure that goals and progress remain transparent by communicating regularly to the network through quarterly updates, annual general meetings, and written correspondence.

ISED’s EDI Progress Report will be accompanied by a message from the Deputy Minister (DM) and further disseminated in sectors by email from Assistant Deputy Ministers (ADMs). The EDI Strategy is promoted across the department through DMs’ messages, sectoral presentations, and townhalls. Senior management is also informed through governance committees and must report on progress to the Deputy Ministers.

ISED’s approach of developing and utilizing partnerships, within Human Resources (HR), across the department and interdepartmentally, to advance diversity goals has been particularly important in advancing towards departmental representation goals. Examples of external partnerships include collaboration with organizations such as LiveWorkPlay (LWP), and the Knowledge Centre for Indigenous Inclusion (KCII), to support hiring to achieve departmental representation targets. Additionally, partnerships within ISED are exemplified by collaboration amongst various HR teams who are each implementing new approaches to diversity and inclusion. For example, a decision to use ISED’s new onboarding process, which has an integrated EDI lens, will complement a future pilot project between ISED and Carleton University’s Accessible Career Transitions (ACT) to Employ program.

In terms of challenges, ISED is conducting limited external recruitment in this time of fiscal restraint, which presents a challenge in achieving the representation targets that the department has set for itself. The external hiring that is conducted, takes into account the goal of closing the existing representation gaps.

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).

ISED has developed, published, and undertaken extensive implementation of ISED 2023-25 Equity, Diversity and Inclusion (EDI) Strategy. As part of ISED’s EDI strategy, the department has established and committed to publishing progress on EDI goals and targets regularly to keep ISED employees informed. ISED is proud to be named a best Diversity Employer for the past five consecutive years, one of top 100 employers in National Capital Region for the past six years, and amongst the top leaders in the public service in the space of Accessibility. The department has identified metrics relating to inclusion through a variety of data sources, that will indicate the effectiveness of these initiatives. Sources of data that ISED is relying on thus far to measure inclusion, include the following:

• Qualitative Data Sources
  • Public Service Employee Survey (PSES) results
  • Listening sessions, network feedback and priorities
  • Pulse Survey results
• Quantitative Data Sources
  • HR Administrative Data (i.e. Demographic data, representation data)
  • Program Data

The targets that ISED has established as indicators of inclusion include the following:

• Data trends show improvement in the percentage of employees who:
  • Think that leaders are actively modelling inclusive behaviours and are held accountable for workplace culture
  • Feel empowered to contribute to the workplace, recognized for their unique skills and supported to perform at their best
  • Sense that every individual in their work unit is accepted as an equal member of the team and is valued at work
• Data trends show a decrease in the percentage of employees who report having been a victim of discrimination and/or harassment

To enhance performance measurement, ISED has developed an Inclusion Survey to be launched in Spring 2024, as well as executive profiles to bridge gaps in HR data that will support ISED in measuring the impact of EDI initiatives on inclusion throughout the department.

ISED continues to improve accessibility in the workplace by offering accessible technologies and software to all employees and equipping corporate boardrooms with additional accessible technology.

There are also sector-level investments to support efforts on inclusion, organizational wellness, and culture; as well as to drive sustained action on people-related priorities by integration of these into sector operations.

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?)?

Measurement is a key component of ISED’s EDI Strategy, making up one of the four central pillars of the strategy. As the strategy was implemented in June 2023, measurement of progress against targets in the strategy has just begun. Key metrics of measurement along with targets are identified in the strategy itself. Benchmarks and targets for employment equity groups are set using workforce availability data, however, for groups such as Black Employees where that data source is not available, ISED is using population data as the benchmark. Using this data ISED has seen an increase in the population of Black Executives from 3 to 8 over the past few years. As a result, ISED black population is now at 3.1% as compared to 4.3% in the Canadian population. 

ISED reports internally on the EDI Strategy targets to senior management twice a year through the Senior Management Committee. The department will make the results of the EDI Progress Report available to all employees by publishing the progress report on the internal web platform annually. The report is based on the progress update presented to the senior management. The EDI Progress Report will also be accompanied by a message from the Deputy Minister and further disseminated in sectors by ADMs.

To further supplement reporting, the department is working on finalizing a performance suite of products including a performance measurement framework (PMF), an Inclusion survey, and a maturity model in order to not only measure progress but also to identify the impact of departmental EDI initiatives and maturity of these functions. The performance measurement products will be implemented and monitored regularly with the aim of using the results to recalibrate EDI initiatives as well as to support various reporting requirements both internally and externally.

ISED will be launching the Inclusion survey in the next few weeks to augment the data available from Public Service Employee Survey (PSES). ISED promotes self-identification (self-ID) for existing employees during any staffing actions (including but limited to hiring, deployment, promotion, acting opportunities etc.) and networks have also been engaged in promoting self-ID to employees. New developmental opportunities are being designed and launched with self-ID as an embedded process to support and encourage self-ID and to achieve the EDI targets.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.
• A lack of progress towards representation and inclusion goals results in consequences.

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

At the departmental level

ISED’s Executive (EX) Performance Measurement Assessments (PMAs) identify both qualitative and quantitative goals on EDI that all executives are required to demonstrate progress towards, regularly. These PMA commitments represent individual accountability towards EDI results and create cascading accountability throughout the department for all EXs and managers. Sector heads have PMAs commitments to track gaps in representation in their sectors, along with concrete actions that can be taken to close such gaps.

Examples of quantitative performance measures include goals for reducing gaps in branch representation at all levels through demonstrated, tangible, concrete actions. Executives have also committed to taking actions to support equity, diversity, inclusion and accessibility through qualitative PMA measures such as:

• All PMA discussion take into consideration the profiles of the executives which includes reference to representation within the teams of these executives
• Direct reports of the Deputy are expected to sponsor one to two employees from the Black, Indigenous or Persons with Disabilities groups
• Holding accessible meetings and ensuring all documents meet ISED's accessibility standard by the end of 2024–25
• Holding at least one safe space discussion with their team in 2024–25 for open dialogue, sharing of lived experiences and creating inclusive work environments
• Ensuring completion of mandatory training related to equity, diversity, inclusion, and accessibility, and participating in and promoting learning activities, including those related to anti racism, to increase knowledge and understanding of underrepresented communities and employment equity seeking groups, and their challenges

Sector examples of this work include a branch which held its first talent discussions for its new Talent Management Plan, and this plan led to one promotion and one acting for non-executive employees from racialized groups.

Subsequently, ISED has created organizational accountability through regular meetings between the DM and ADMs on EDI (on both qualitative and quantitative) goals. ADMs are expected to be able to demonstrate how they are contributing to advancing EDI goals and how they are meeting the Management Commitments from the departmental EDI Strategy during these discussions.

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• I have sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.
• My executive team has sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

There are different programs and initiatives ISED is leveraging as part of our commitment to providing opportunities for underrepresented groups and preparing them for leadership roles within our organization. For example:

• ISED has supported the talent management of multiple employees from equity-seeking groups by providing mentoring and developmental opportunities. This includes acting/assignments opportunities to acquire new skills or advance existing skills, creating mentorship programs such as a recurrent six-month Senior Advisory role opportunity in DMs office open to racialized and Indigenous employees, offering training and skill-building workshops specifically tailored to the needs of Indigenous, Black, and other racialized employees
• LiveWorkPlay (LWP) is a federally incorporated charitable organization with a mission of helping the community welcome and include people with intellectual disabilities, autistic persons, and individuals with a dual diagnosis to live, work, and play as valued citizens. The organization matches employees with employers. 14 participants have been appointed in positions throughout ISED through LWP, nine of which were indeterminate. ISED is proud to receive this year's Inclusive Employer Award (Public Sector) from LiveWorkPlay.  
• Following an ADMs/DM EX talent management discussion, corporate funds were directed towards leadership development opportunities specifically reserved for executives in equity-seeking groups
• All executives, including the DM have PMA commitments which require them to sponsor or mentor equity-seeking groups’ employees.
  • Thus far, ISED has supported 124 mentees belonging to at least one  equity-seeking group. In addition, several executives at ISED continue to mentor employees outside of ISED’s formal mentorship program. At this time, we do not have a tracking mechanism for information mentorship relationships
  • Through the sponsorship program, ISED has supported 62 protégés belonging to at least one equity-seeking group
• One of the sectors’ Senior Management Committee held talent management discussions to address gaps/employee realities. During these discussions, the development of 52 employees (EX Feeders and employees with high performance at all levels) were discussed and of those, 33 employees self-identified as being in one or more equity-seeking groups
• Another sector continued to encourage and support employees’ participation in the PinkCareers leadership development incubator to enable non-executive women in Information Technology (IT) develop their leadership competencies. From this opportunity, 2 employees from equity-seeking groups were hired from the ISED IT inventory

These initiatives, programs and opportunities are designed and offered to equip a diverse talent pool with the skills, knowledge, and experiences necessary to excel in leadership roles within our organization.

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

Please provide details.

Executive (EX) Performance Management Agreements (PMAs) are leveraged at ISED as tools of accountability to ensure that executives are playing an active role in meeting departmental Equity, Diversity and Inclusion (EDI) representation targets. In particular, as it relates to hiring, executives are assessed on whether they have utilized the following EDI hiring practices:

• Prioritized hiring from Black/ Persons With Disabilities (PwD) /Racialized/Indigenous communities when acquiring new talent or promoting from within through initiatives such as LiveWorkPlay
• Maintained an EX Talent-database and met with Employment Equity (EE) candidates interested in joining ISED
• Prepared shortlists to fill PMA vacancies across ISED
• Marketed and prioritized EE talent
• Developed and piloted strategies for new partnerships and talent streams within EE groups and continue to build upon innovative ways to recruit and retain diverse talent

As a result of these efforts, ISED’s Black employee representation rates have increased:

• The population of Black employees grew by 43.4% between April 2021 to March 31, 2024, increasing the representation steadily to 5.0%. In the same period, the Non-Black population had grown by 18%
• At the same time, we have also seen an increase in the population of Black Executives from 3 to 8 over the past few years. As a result, ISED black population is now at 3.1% as compared to 4.3% in the Canadian population
• The Hire-to-Departure ratio for Black Employees over the last three fiscal year is 1.8, almost doubling the replacement level (i.e. for every Black employee departure, ISED had hired 1.8 black employees)
• 17% of Black employees were promoted in 2023-24, higher than the promotion rate of 15.6% for Non-Black employees

ISED is also exploring participation in the IT Apprenticeship Program for Indigenous Peoples to accelerate Indigenous recruitment in IT field. To remove barriers, individuals hired through this program will be able to leverage Non-Commutable Distance and Telework exemptions.

In 2023-24, 83% of all staffing actions prioritized the recruitment of candidates from underrepresented communities.

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
  • Black employees
• 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?

While ISED does not yet have a department level Official Languages (OL) program for equity-seeking group members, the Black Employee Network and the Women’s Network have developed a second language program for employment equity group members that is being implemented. Several sector level initiatives are also underway, for example:

• In 2023-24, 57% of applicants to one of ISED’s sectors-level OL Training Program self-identified as members of Employment Equity (EE) groups, and 70% of selected applicants were members of EE groups. Further, the Sector’s Peer-to-Peer OL (PPOL) network successfully paired over 20 mentees, aiding them in becoming more fluent, comfortable, and confident in expressing themselves in their second language.
• The Linguistic Mentoring Program for 2023-24 in another sector had 20 protégés, including 15 from EE seeking groups. The sector also had an in-house second language training program winter session which had 81 participants, including 35 from EE seeking groups.
• ISED is currently developing a department-wide OL Strategy. This strategy will focus on creating a centralized departmental solution that recognizes OL as a proportionately bigger barrier for EE employees. In this strategy, ISED will be balancing three aspects: OL directives, need of the organization to address expiring non-imperative appointments, and acknowledging that language is a more significant barrier for EE groups.

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

ISED does not, at this time, have access to training for Indigenous languages and currently does not have any plans to provide this training. ISED values the importance in promoting Indigenous culture. For example, in support of recommendation 57 of the Truth and Reconciliation Commission Call to Action, mandatory training in the department includes learning on Indigenous culture, and sectors are encouraged to provide additional Indigenous cultural 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.

In alignment with the forward direction on Call To Action (CTA), the ISED 2023-25 EDI Strategy includes commitments to encourage employee participation in networks and support the networks monetarily. ISED has also established a Chief Equity and Inclusion Officer (CEIO) role to provide strategic advice and guidance in the rollout of internal and external programs and initiatives to increase diversity and inclusion, remove systemic barriers and biases, eliminate racism and discrimination, and promote accessibility.

The organization provided funds to support networks activities, and dedicated employee resources to support Network operations, starting in the 2023-24. Following the inclusion of the priorities of the networks in the departmental EDI strategy launched in 2023-24, the funding and support for networks is slightly reduced for 2024-25.

In May of 2023, the DM offered to host The Black Executives Network within ISED. The network exists to ensure that the voices of Black executives and employees in the public service are heard and issues of anti-Black racism and systemic discrimination are addressed in the federal public service. Since this time, ISED has worked to stabilize this network within the Department through temporary measures, while a more permanent structure is implemented. This was approach was taken to ensure the work of BEN could continue uninterrupted. Since this time, funding agreements have been secured with a total of 10 departments, including ISED, for total of $1,425,000.

ISED has funded three HR positions to support and collaborate with the network chairs to enable better recruitment and retention of employees in the respective groups (i.e. persons with disabilities, Indigenous persons, and Black individuals). These positions are filled by individuals who self-identify within these groups. The participation in employee networks allows them to better understand and address the unique experiences and HR needs of these communities.

The networks engage members within their respective communities to provide supports and a sense of community. Furthermore, members are provided time to participate in network activities. Employees who volunteer as Chairs and Champions of diversity networks are allotted dedicated time towards network activities and recognition in their Performance Agreements.

Chairs and Champions are supported through a formal Champions and Chairs committee, which meets on a monthly basis, to support collaboration and communications across networks and with senior management across the departments. Additionally, network champions are typically at the executive levels, in order to facilitate direct access to senior management.

In addition, the network Champions and Chairs have biannual meetings with senior management and the deputies in order to ensure meaningful engagement with communities in departmental decision making (i.e. network priorities are submitted to the deputies through these bilats to be incorporated into departmental EDI priorities).

EE networks are also consulted in the development of people management initiatives, programs, reporting and events (i.e. The EDI summit 2023, extensive consultations on the EDI Strategy). By example, the department's EE networks were consulted in the development and launch of the signature initiative of the onboarding program.

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.  

ISED has created the Equity, Diversity, and Inclusion (EDI) calendar, which recognizes dates of significance and celebrates days of diverse cultures, origins, ethnicities, religions, gender identities and expressions, as well as disabilities and abilities. This calendar offers an opportunity for ISED employees to engage in conversations and share their perspectives and knowledge on EDI. The dates identified within can be acknowledged during events, team meetings, or discussions among colleagues. As identified in the calendar, it is recommended to avoid holding major meetings and events during significant religious and cultural periods. To establish this calendar, ISED conducted comprehensive consultations with internal and external networks including:

• ISED networks including 2SLGBTQIA+ Network, Black Employees Network, Racial Equity Network, Indigenous Employees Network, Women’s Network, and Persons with Disabilities Network
• Public Service networks including the Muslim Federal Employees Network and the Jewish Public Servants Network
• Various sources were consulted including the Centre on Diversity and Inclusion from Treasury Board Secretariat (TBS), as well as Government of Canada, associations, and agencies web pages

The EDI Calendar was shared with EDI network Chairs and Champions. It was also published on ISED’s internal web platform and will be further promoted on a monthly basis in our departmental newsletter. ISED has also shared the calendar with the public service Human Resources Council. On a yearly basis, ISED will review all dates.

ISED publishes monthly articles listing all commemorative dates for that particular month. This information is disseminated through corporate communications channels to raise awareness among all employees regarding significant dates to celebrate.

The calendar developed by ISED was shared with other departments through HR Council.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

Barriers in advancing the Call to Action (CTA):

• Availability of comprehensive data is a significant challenge. For example, the absence of detailed workforce data for Black employees hinders our ability to set precise representation targets. Our HR data analysis capacity lacks the sophistication needed for intersectional analysis, limiting our ability to address diverse needs effectively. This is impacted by limits in such government-wide tools as the census and the self-ID form. Tools and policies for EDI are outdated and often present a barrier in implementing responses to the CTA.
• Accountability is something that ISED has created internally to support implementation of our EDI strategy and drive change. The CTA also provides an excellent source of external accountability. However, without external enforcement mechanisms, this may not result in significant sustainable change. The Employment Equity Act modernization provides an opportunity for legislated oversight, centralized guidance on requirements and more effective enforcement of commitments in order to effectively drive departmental accountability.
• Budget constraints have led managers to be cautious with staffing, creating barriers in offering permanent positions and funding language training for unilingual candidates. On a broader scale, we face challenges in providing opportunities that align with the desires of candidates from under-represented groups, who often seek roles with a direct, significant impact on their communities outside the federal public service.

Rolling out the EDI strategy has meant the implementation of programming, accountability, and targets. There is a clear willingness and eagerness from employees and executives to develop EDI capacity, however it is limited by the department’s capacity to respond to growing needs for EDI expertise. Such limitations present the following challenges:

• Recent proliferation in EDI related work has increased the demand for resources
• Rolling out training and awareness quickly enough to meet demands presents a challenge for the department. Training is a crucial element in creating greater equity as well as developing EDI capacity and maturity within the workforce and the department. Currently employees have varying experience and knowledge with regard to EDI, which makes bridging gaps more difficult, and adequate training harder to develop for a wide audience

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.

Intersectionality is a crucial concept in understanding the complexity of individuals' identities and the unique challenges they may face. Our organization recognizes the importance of supporting Indigenous employees, Black individuals, and other racialized employees who also belong to other communities such as persons with disabilities and 2SLGBTQIA+ communities, as multiple equity seeking identities compound disadvantage. For example, our employee networks collaborate with one another to advocate for enhanced inclusion of intersectionality within the department.

Furthermore, because of ISED EDI strategy management commitments, each sector within ISED is responsible to develop and implement EDI plans. Some have included training goals with a commitment for all employees to refresh their knowledge of Gender Based Analysis by taking an introductory course offered by the Canada School of Public Service. Such commitments allow for increased awareness and better understanding of intersectionality and consequently foster an inclusive workplace.

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. 

The forward direction on the Call to Action (CTA) has impacted the following elements:

1. Resource allocation: The forward direction CTA has been a catalyst, allowing us to prioritize and allocate resources to support implementation of ISED’s Equity Diversity and Inclusion (EDI) Strategy, launched in June of 2023. 
2. Accountability: One of the most significant impacts of the CTA has been the increase of accountability at the highest levels of ISED’s leadership, which then cascades down through leadership in the department. ISED’s EDI Strategy includes specific management commitments to support its goals and signature initiatives, allowing sustained progress. To ensure accountability and EDI Strategy implementation support, ISED is also putting in place a suite of measurement products including a dashboard of key indicators, a performance management framework and a maturity model.
3. Quantitative and Qualitative Data: ISED increased its focus on the importance of data availability and quality guided by the EDI Strategy, a result of the CTA. For example, ISED has developed an Inclusion Survey aimed at providing additional information on employee perception of key EDI-related themes and addressing data gaps in program data and the PSES in helping to measure the progress on EDI. The survey results will equip leaders with additional insights and guide ISED direction in implementing concrete actions and activities aimed at supporting and promoting EDI across the department. Executive profiles are also being developed at ISED to provide quantitative and qualitative data about executive performance and accountability.
4. Programs and Initiatives: As a result of the implementation of the EDI Strategy, ISED has successfully launched four Signature Initiatives, including "Getting EX Ready” program, the Mentorship Plus program, and a renewed Onboarding Program for Employees with a specific focus on equity-seeking groups. The impact of the "Getting EX Ready" program, comprising 14 participants from equity-seeking groups, has been especially noteworthy. All participants met the Key Leadership Competencies for the EX01 level via the Participant Achievement Record (PAR) final evaluation. Appointments, promotions and assignments are underway for some and others were added to an EX01 qualified list for future vacancies.
5. Training and awareness: A key aspect of our approach emphasizes meaningful engagement with internal stakeholders, senior leaders, and employees from EE groups. In fiscal year 2023-24 the CEIO’s office has conducted Race, Racism and Allyship trainings with participation from over 1500 employees across the department. ISED has also established an external Equity, Diversity, and Inclusion Advisory Board which provides objective advice and recommendations to our DMs regarding the organization's internal and external policies, programs, and strategies related to EDI and accessibility.

Over the past three years ISED has undertaken extensive work to develop and implement an EDI strategy containing various initiatives, programs and policies. Impacts of this work have resulted in all the aforementioned changes. As we move towards measurement, ISED is undertaking an Inclusion survey to better capture the broader qualitative impacts of culture change on our employees. Inclusion Survey results will be utilized along with PSES results to identify the impact of culture change on employee experiences in the workplace. At this point we are in the initiating phase of measuring the impact of EDI work, and the goal is to continue to support on-going change through measurement, and course correct for initiatives to ensure maximum intended impact.