Office of the Auditor General of Canada

Self-assessment on the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service

Read the full unanswered self-assessment that was sent to deputy heads in April 2024.

Read the message to deputy heads that accompanied this self-assessment.

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 its Strategic Plan, People Management Strategy, and Diversity and Inclusion Plan, which are shared with all employees, the Office of the Auditor General (OAG) has set specific targets to increase representation for the following employment equity groups:

Increase in Indigenous representation from 2.5% of employees as of 31 March 2022 to 3.5% as of 31 March 2024 (which equates to a 20% increase in the number of such employees in the 2023-2024 fiscal year)
Increase in the representation of Indigenous, Black and racialized employees (members of visible minorities), and persons with disabilities in the Executive Group from 15.9% as of 31 March 2022 to 24.8% as of 31 March 2024 (which equates to a 25% increase in the number of such employees in 2023-2024)

Targets were established using the labour market availability data from 2016.

In order to measure progress, the OAG is using both quantitative and qualitative measurements, such as the following indicators:

The representation of selected employment equity designated groups
- Number and percentage of employees who identify as Indigenous
- Number and percentage of employees who identify as Indigenous, Black or a racialized person (member of visible minority), or as a person with disabilities
Employees’ opinions about their engagement, inclusion, workplace well-being, workspace and equipment, integration, and organizational cohesion
- Percentage of “most positive” or “least negative” answers to selected questions of the Public Service Employee Survey.
Employees’ opinions about psychological health and safety in the workplace
- Average score across the questions for each of the 13 psychological factors using the Guarding Minds at Work Survey*

We have found that the most helpful factor in advancing our diversity and inclusion goals was the identification of this theme as a priority by Senior Management in the OAG’s Strategic Plan. This helped signal to the organization that the Office was committed to increasing representation.

The internal review on inclusion of racialized employees working at the OAG set a baseline for areas where we are doing well and areas that require attention. Progress on the implementation of related recommendations will be an important step to strengthen inclusion at the OAG.

One challenge we have been facing in meeting our goals is the limited hiring and promotion opportunities: our attrition rate has dropped in recent years, limiting our workforce renewal.

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 OAG:

Launched its first Diversity and Inclusion plan in December 2023 and will continue implementing it
Requires new employees to take the following mandatory Canada School of Public Service courses, which promote a safe, diverse, and inclusive workplace:
- Harassment and Violence Prevention for Employees (WMT101)
- Values and Ethics Foundations for Employees (FON301)
Requires all employees to complete 2 hours of mandatory training on diversity and inclusion, with at least 1 course on Indigenous realities. Compliance with this requirement is monitored and reported on annually.
Has made employees aware of the resources available to them, should they experience discrimination or racism in the workplace
Has 1 employee taking part in the Treasury Board of Canada Secretariat Mosaic Leadership Program. The OAG has extended the parameters of the program, and there are 2 additional employees who are participating in the program internally.
Conducted an internal review of inclusion of its racialized employees, and developed an action plan and results report card
Supports employee resource groups that provide a platform for employees from diverse backgrounds to come together, share experiences, and advocate for positive change

We have established a variety of performance measures to assess expected outcomes in our Diversity and Inclusion Plan, which includes surveys, Gender-based analysis plus (GBA+), new automated self-identification data, compliance with mandatory courses on diversity and inclusion, participation of employment equity representatives on selection boards, increase of participation and recognition of employment equity and employment seeking-group members in recognition and consultation activities.

By implementing these initiatives, our organization is committed to fostering a culture of inclusion with the goal that all employees feel valued, respected, and empowered to contribute their unique perspectives and talents.

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 People Management Committee is the main body to report on progress toward our established goals; it reports twice a year to the Executive Committee on the results achieved in the four areas of focus of the People Management Strategy, which includes diversity and inclusion. The Executive Committee uses these reports to make recommendations to the Auditor General for decision making. These progress reports are available to all employees on our Intranet.

In the spirit of transparency, every year, our OAG Employment Equity Report is posted on our website.

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.
Work is underway to develop approaches to establish accountability for results in either of these processes.

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

We have been actively implementing a more robust Performance Management Program with the goal of supporting greater accountability for results. Senior executives have common objectives, that include targets, in their performance agreements related to diversity and inclusion, as well as official languages. These objectives are cascaded throughout the executive community for alignment with our Strategic Plan.

As part of the OAG People Management Strategy, a new Talent Management Program was introduced in July 2022. It includes two components, Leadership Blueprint training and Talent Management round tables which includes succession planning.

The Leadership Blueprint Training. A diversity and inclusion lens has been integrated in all seven modules of the training. The training focuses on developing key leadership areas such as courage to lead difficult and open conversations, psychological safety, career development and accountability to nurture a diverse workforce and an inclusive workplace.
Roundtables and Succession Planning. Annually, senior management will be discussing talent and developing an action plan to ensure that the OAG has a sufficient diverse pipeline of qualified professionals. The first roundtable process for executives is planned for summer 2024 and will include demographic information related to employment equity seeking groups.

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 OAG sponsored 3 individuals by participating in the Mosaic Leadership Program. Two of our sponsored employees have been appointed in a director role through this program.

We are establishing a Mentorship Plus Program, which we expect to launch in the 2024-2025 fiscal year. The program will include both mentorship and sponsorship options and will facilitate access to development opportunities for employees from under-represented employment-equity designated groups or equity-seeking groups to enhance diversity at the management level.

In addition, our Chief Information Officer (CIO) is participating in a mentorship program in the core public service. Since January 2024, she’s the mentor of one Black employee and one racialized employee.

Lastly, in the context of the OAG’s Financial Audit Professional Development Program, 20 Indigenous, Black and other racialized employees are paired with OAG executive mentors who guide them on competency development during their CPA qualifying practical experience term.

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.

Work is underway so that I will personally endorse at least one recruitment campaign for Indigenous employees and/or Black and/or other racialized employees. For example, as part of the 2024-25 outreach plan, the OAG will be establishing relations with various Indigenous communities, attending career fairs and student recruitment events to explain to Indigenous Youth how to apply for our positions. We also have the intention to participate to the Indigenous Career Navigators Program which is a program that supports Indigenous employees working across Canada in all Federal Government Departments and Agencies navigate their careers by providing advice and guidance on recruitment, retention and advancement and also assists departmental hiring managers looking for advice on how to support Indigenous employees with their career path as well as help them find their right fit Indigenous candidates.

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?

Prioritization of official language training is currently based on criteria related to succession planning, career development, and operational requirements. We are assessing options to insert an employment equity lens in our prioritization criteria.

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

No, as mentioned above the OAG is focusing on work underway to develop an approach to prioritizing official languages training for Indigenous employees and Black and other racialized employees who are ready for advancement.

Question 8

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

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).
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.

The OAG previously had an informal Diversity and Inclusion Committee tasked with organizing presentations and activities within the Office to raise awareness about the history and issues facing by some of the designated groups. Additionally, there was an Official Languages working group dedicated to promoting awareness of the OAG's commitment to an inclusive workplace. Both the committee and the group have now been incorporated into a new formal governance structure.

In March 2024 the OAG launched its Equity Diversity Inclusion Accessibility and Official Languages (EDIA-OL) Committee. This is an operational committee within our governance structure that supports the People Management Committee through advice and guidance on EDIA-OL internal policies, strategies, priorities, and action plans. It will also collaborate with employee networks on the development and implementation of EDIA-OL internal policies and plans impacting diverse groups and will discuss alignment of activities with organizational priorities.

In addition, in April 2024, the OAG launched its Employee Resource Groups (ERG) initiative that provides a platform for employees from diverse backgrounds to come together, share experiences, and advocate for positive change. This will allow the Office to further its inclusion agenda. All groups are open to all employees and are based on common interests.

Each recognized ERG has an executive sponsor who advocates for the ERG and acts as a liaison with governance committees.

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?

Work has not yet started to develop this calendar for my organization.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.

N/A

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.

It has been challenging to find available diversity and inclusion consultants, especially members of the groups identified in the questionnaire, to facilitate consultations with racialized employees.
Disaggregated data, both within and outside the OAG, is not always available for employment equity groups and equity-seeking groups to inform decision making.
The demand of the Indigenous, Black, racialized and equity-seeking-groups is high, which often results in competition for the same resources within and outside the federal public service.

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?