Library and Archives 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
• Work is underway to set goals.

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

Library and Archives Canada (LAC) has developed a Recruitment and Retention Strategy for members of First Nations, Inuit and Métis Nation (2021–2024) to increase the hiring of Indigenous people. Several appointment processes were identified, improving the representation of Indigenous peoples in the organization. This strategy is currently being updated to adapt to current needs and challenges.

LAC has also developed a Talent Recruitment and Retention Strategy (2023–2025) with concrete actions to recruit, retain and develop staff. Diversity and inclusion are at the heart of this strategy, notably through LAC’s identity pillar, to recruit a diverse workforce. We are reviewing our brand image and our recruitment and retention practices. An Action Plan on Equity, Diversity, Inclusion and Accessibility (EDIA) in people management is being approved, as is our orientation program to promote the recruitment and onboarding of individuals from equity groups. LAC’s Accessibility Progress Report, released last January, provides a progress update.

In addition, a communications plan was developed to maximize our visibility on social networks and expand the distribution of job offers, for example by promoting job offers in communities and establishing partnerships with universities. The goal is to recruit diverse talent and adapt our practices so that LAC is an employer of choice.

Information is shared on the various staffing options available, and we promote tools designed to help our managers better target recruitment and team diversification needs. All levels of management were recently invited to an information session presented by the team of Gina Wilson, Deputy Minister of Indigenous Services Canada, where specific tools and resources for hiring Indigenous people were shared.

Question 2

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

• Work is underway to set goals.

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).

EDIA is one of the pillars of Library and Archives Canada’s (LAC) strategic directions from 2024 to 2027, in support of its strategic plan, Vision 2030.

Library and Archives Canada has implemented a strategic direction for people management for 2024-2025, aligned with Vision 2030. This vision incorporates the principles of equity, diversity, inclusion and accessibility (EDIA) at the core of all our activities and policy instruments.

The Action Plan on EDIA for people management is in the approval stage. It was supported by consultations with equity group members to obtain their input and discuss concrete actions to promote inclusion in the coming years.

For its part, LAC’s Accessibility Plan aims to promote employment for persons with disabilities and reduce barriers to accessibility. Its objectives include hiring people with disabilities and implementing accommodations to create an inclusive work environment. Over the past year, we have adopted the Workplacee Accessibility Passport and shared the accommodations. LAC also promotes self-identification.

Our employment systems were reviewed with the assistance of consultants from an Indigenous company. The report’s recommendations are currently under review but are already aimed at preventing barriers to employment and fostering a healthy, safe 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?)?

Annual performance measures are in place to ensure the advancement of LAC’s Accessibility Plan and our EDIA Plan for People Management to measure both access to employment and the elimination of barriers to accessibility.

Consequential accountability

Question 4

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

• Qualitative objectives are in performance management agreements.
• Work has not yet started to develop approaches to establish accountability for results in either of these processes.

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

In terms of managing employee performance and talent, the organizational goal and horizontal engagement, which are mandatory for all, are a good starting point. However, we believe that it is possible to target a more specific engagement that will make members accountable for outcomes.

For performance and talent management of senior management, qualitative objectives are part of the performance management agreements. Performance indicators related to government-wide priorities and horizontal and organizational commitments are qualitative because they accurately describe expectations for each sector. We did not see fit to include quantitative measures as we are not accountable for them. Nevertheless, LAC is working on a quantitative data analysis mechanism, such as a dashboard shared by branches and sectors, to determine what actions to take.

LAC is also exploring the addition of a horizontal engagement for all of its sector leaders to advance its strategic directions and its commitment to reconciliation and integration of EDIA principles.

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 first sponsorship exercise at LAC took place during the 2022-2023 fiscal year. The pilot project was known as Mentorship Plus, an initiative that was developed jointly by members of the Employment Equity (EE) groups and EE-seeking groups to better support career advancement, with a particular focus on supporting members of underrepresented groups who wish to hold management and executive positions.

This first cohort enabled three (3) LAC employees to be paired with three (3) mentors, thereby providing support for career progression, increasing the visibility of informal networks and acquiring skills to become an executive.

We plan to start a new cohort in the fall of 2024.

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.

LAC conducted four targeted staffing processes for Indigenous people in 2022, when the Indigenous Initiatives Division was created. These external appointment processes to fill positions at the Human Resources -02, AS-04, AS-05 and EC-02 groups and levels were reserved for Indigenous people.

The organization has also established an inventory of candidates for at-level employment opportunities targeting four employment equity groups in order to support managers in their recruitment efforts and encourage the hiring of members of equity or equity-seeking groups.

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 not prioritized 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?

LAC plans to align its internal language training program with the recommendations on training accessibility that will be set out in the Treasury Board Secretariat’s Language Training Framework.

The priorities for access to internal language training are set out in the Directive on Official Languages Learning. This directive assigns a shared responsibility to employees, managers and the organization.

During the integrated planning exercise, managers identify second-language learning and development needs in their teams. They need to discuss official language learning objectives with their employees, monitor their progress and include language training in individual learning plans. LAC employees must have fair and equitable access to official language learning, in accordance with the priorities set out in the directive.

We are currently considering adding a specific priority for Indigenous employees, while maintaining access to language training for existing priorities.

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

No.

Library and Archives Canada (LAC) plans to align the internal language training program with the recommendations on accessibility to training that will be set out in the Treasury Board Secretariat’s Language Training Framework.

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).
• Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

Please provide additional detail about how your organization engages with and supports employee networks and communities.

LAC has set up a Coordination Table to facilitate alignment and discussion within employee networks. Discussion/working groups have been formed to represent equity and equity-seeking groups to discuss specific issues, exchange ideas and share experiences. These groups are also asked to provide feedback on strategies/plans and help promote awareness activities.

The Table brings together the following parties:

• the Champion for Diversity, Inclusion and Multiculturalism
• Accessibility Champion
• Co-Champion of the 2SLGBTQIA+ Committee
• Director, Talent Management, EDIA People Management Team
• Director General, Communications

The champions and their teams, together with human resources, are working collaboratively in order to participate in interdepartmental committees on equity and equity‑seeking groups and to communicate the relevant information to the Coordination Table. This collaborative work makes it possible to analyze trends in order to identify activities that support networks of employees requiring particular attention.

LAC is currently exploring the possibility of setting up an EDIA Centre of Expertise, to which the Coordination Table would report and which would ensure the clarification of roles for all stakeholders.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Work is underway on our integrated business plan and/or mental health plan to embed anti-racism, equity and inclusion work.

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.  

LAC regularly communicates the various activities carried out by the organization and by the public service as a whole, and encourages its employees to participate.

LAC is also working on developing a calendar that will include a number of popular activities and themes that have been chosen jointly. It will also make note of commemorative days that may be of considerable religious, spiritual or cultural significance, so as not to interfere with them.

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.

LAC faces three specific barriers. The first is that employees are still very reluctant to self-identify. Without accurate data on our communities, it is difficult to anticipate actions that will meet the need for diversification.

The second barrier is specific to organizations of LAC’s size. Implementing a mentorship program requires an acceptable pool and community of managers to allow for the right choice of mentors/mentees, to maintain the sensitivity of the subjects covered and provide advice and guidance in similar realities and not those of very large organizations.

Finally, the last barrier stems from the lack of joint processes between organizations the size of ours, and the absence of common pools. Mutual assistance between organizations in these processes would be invaluable, enabling both the sharing of best practices and recruitment expertise.

Despite these barriers, we have redoubled our efforts and taken a proactive and strategic approach to advancing the Call to Action in our organization. The EDIA Action Plan for People Management and LAC’s Accessibility Plan will demonstrate this approach and the concrete actions that will be taken by our organization.

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.

EDIA training is of course available. In addition, with the implementation of our EDIA people management action plan, concrete actions will be put forward to create an inclusive work environment where every employee feels valued, respected and supported, regardless of their personal identity and experiences. We are currently working on the development of an EDIA training and development program so that everyone can pursue their learning at their own pace and according to their own interests.

LAC recognizes the importance of supporting all employees, taking into account multiple identities and barriers of discrimination. Some of the measures taken to support Indigenous, black and racialized employees in other communities include:

• In 2023–2024, LAC offered six sessions on civility and caring communication, as well as eight workshops for supervisors and managers aimed at improving communication, collaboration and the work environment.
• LAC is establishing a Centre of Excellence in EDIA, led by the Champion for Diversity, Inclusion and Multiculturalism to create a diverse and valuable environment for employees.
• The WorkpLACe Harassment and Violence Prevention Policy states that LAC will not tolerate harassment or violence. Mandatory training is provided to all employees.
• LAC supports people with disabilities through its Accessibility Plan and ongoing consultation.
• LAC participates in the Mentorship Plus program for employment equity (EE) groups, enabling an executive to sponsor an employee and promote his/her candidacy. This year, the program is being extended to feeder groups.
• All sub-delegated managers must take the COR-120 course on inclusive hiring practices from the Canada School of Public Service.

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. 

At LAC, management and employees are committed to creating a healthy, respectful, inclusive and safe workplace. In response to the Call to Action, we identified two major impacts on our organization’s culture:

1. Awareness: Exploring the Call to Action measures has raised employee awareness of the importance of EDIA. This initial awareness has already prompted discussions and reflections among our teams.
2. Reflection on existing practices: The review of the Call to Action measures has prompted us to review our current practices and policies concerning EDIA. Consultations conducted during the Employment Systems Review highlighted themes and improvements to our recruitment processes, training, leadership and management, and organizational culture.

These initial reflections and discussions have already had a positive impact on our organizational culture and prompted us to take significant steps to promote EDIA at LAC. Concrete implementation of these measures will begin with our EDIA Action Plan.