Office of the Commissioner of Official Languages

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?

• Work has not yet started on setting 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?

We monitor our representation rates for the various groups annually. We add all the collected information to a dashboard and reconfirm any gaps, as needed. Gaps are discussed and hiring managers are made aware during staffing processes. Self‑identification, however, is voluntary and is done through a digital platform only when the Office of the Commissioner processes the payroll files of determinate and indeterminate employees. As a result, the representation rates that are documented and shared do not fully reflect the representation of the various groups.

In January 2023, our hiring managers took mandatory training on employment equity, diversity and inclusion in the staffing process that was delivered in collaboration with the Public Service Commission of Canada. The course educated participants on staffing options available under the Public Service Employment Act to address employment equity underrepresentation.

In February 2024, we added a new section to our staffing intranet page that features tools, tips and tricks for inclusive recruitment.

We also recently completed a new workforce analysis that identified gaps in designated groups’ representation by job category. This exercise will serve as the basis for setting new quantitative recruitment and promotion targets for Indigenous and racialized groups. We also began reviewing our employment systems in January 2024. An employment equity plan will follow in the coming months.

Lastly, the Office of the Commissioner launched a pilot project to centralize informal job applications from government employees and members of the public and encourage students to come work for our organization. The aim of this project is to make it easier for hiring managers to attract diverse talent through accessible internal search tools that indicate, among other things, whether a person is a member of one or more employment equity designated groups.

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).

In its 2023–2025 Accessibility Plan, the Office of the Commissioner assigned the accessibility function to the Champion of Employment Equity, Diversity and Inclusion. We required that all employees take the Canada School of Public Service’s online course “Addressing Disability Inclusion and Barriers to Accessibility,” and we issued reminders about using central agencies’ disability directories. Employees were consulted while the plan was being developed and while the progress report was being drafted in November 2023.

In the Departmental Action Plan that follows up on the 2022–2023 Public Service Employee Survey (PSES), the Office of the Commissioner adjusted its approach to create a departmental plan and branch-specific plans, ensuring we address the needs employees expressed. As part of the departmental plan, we added and promoted a new diversity and inclusion section on our intranet that lists resources and provides information on the networks that exist within the government. We also held an information session for all employees on the evolution of Crown–Indigenous relations, which had a great turnout from management and employees alike. For their part, the branches each chose an activity to continue raising awareness as part of the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service. We also created an anonymous suggestion box to collect workplace-related suggestions, comments and questions from employees, added and promoted a wellness section on our intranet to highlight available resources, and organized two outreach sessions for all employees led by the Informal Conflict Management System team.

The Office of the Commissioner participates in interdepartmental meetings on the implementation of the Accessibility Passport.

As mentioned in response to Question 1, we also began reviewing our employment systems in January 2024, consulting many employees in the process. An employment equity plan will follow in the coming months.

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?)?

Employees and the various sectors of our organization were consulted during the implementation of the Office of the Commissioner’s 2023–2025 Accessibility Plan. Since then, a planning and reporting analyst from the Office of the Commissioner has been periodically measuring the progress made toward our commitments. In addition, in December 2023, following employee consultations, we prepared a progress report that we published on our intranet and shared with employees.

The Departmental Action Plan that emerged from the PSES results was approved by senior management and shared with employees at various forums. The Human Resources team is responsible for managing this plan. Branch action plan progress reporting is done directly between the assistant commissioners of the various branches and the Commissioner of Official Languages.

The topic of diversity and inclusion is also a recurring agenda item at the Office of the Commissioner’s semi‑annual Labour‑Management Consultation Committee meetings.

We will be preparing a new employment equity plan over the next few months. We plan to put a monitoring and reporting mechanism in place to measure progress in implementing the new plan’s measures and quantitative targets.

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 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.

For 2023–2024, each Executive Committee member had this organizational commitment in their performance agreement.

“Advance Anti-Racism, Diversity, Equity, Inclusion and Accessibility in the Public Service:

• Implement the forward direction for the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service by setting multi-year goals for inclusion, and for recruiting and promoting Indigenous peoples and Black and other racialized people, frequently measuring progress, and establishing accountability mechanisms for results achieved. Take concrete action to achieve the objectives on existing directions, such as the Many Voices One Mind: A pathway to Reconciliation and the Accessibility Strategy for the Public Service, to combat all forms of racism, discrimination and hate, and foster a culture of accessibility and inclusion in your organization.
• Performance measures
  • Participate in and encourage staff participation in various anti‑racism, diversity, equity, inclusion and accessibility initiatives in the public service.
  • Ensure that all employees take the “Addressing Disability Inclusion and Barriers to Accessibility” course. All employees were sent the link to the training in May, and they have until December 31, 2023, to complete it. The training takes approximately two hours. All new employees are advised to take the training within the prescribed timeframe.”

Over the next few months, we will be revising the Office of the Commissioner’s employment equity plan. We will propose specific responsibility centres to carry out the measures that will be included in the plan to eliminate potential employment equity barriers. The same will apply to the implementation of extraordinary measures to increase the representation of designated groups in job categories where progress is needed. Lastly, we will recommend that the employment equity plan’s quantitative recruitment and promotion objectives be reflected in the performance agreements of each of the relevant Executive Committee members.

We are currently working on the 2024–2025 organizational objectives. There should be two objectives related to the call to action.

“Advance reconciliation, anti-racism, equity, inclusion and accessibility in the public service:

• Foster a culture of belonging in your organization for all public servants, regardless of race, ethnicity, sex, religion, disability, sexual orientation, or gender identity or expression. Combat hate toward the 2SLGBTQIA+ communities and make meaningful and significant progress on shared Public Service-wide directions, including the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service; Many Voices One Mind: A Pathway to Reconciliation; and the Accessibility Strategy for the Public Service of Canada.
• Performance measures
  • Ensure the implementation of various organizational plans (including action plans in response to the Public Service Employee Survey results and the organizational accessibility plan) and show initiative and creativity in relation to government priorities.
  • Demonstrate, through concrete actions, the efforts made to increase the representativeness of employment equity groups within the organization and act on the recommendations that will be identified as a follow-up to the employment systems review.

Contribute to the achievement of organizational objectives by fostering a healthy and respectful culture.

• Organizational objective related to the Integrated Operational Plan, respect for official languages, organizational renewal and active employee participation in the Office of the Commissioner’s work environment.
• One of the performance measures is as follows:
  • Attend and encourage staff participation in various organizational activities (e.g., anti‑racism, diversity, equity, inclusion and accessibility initiatives) to ensure a sense of belonging and maintain a healthy and inclusive workplace.”

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?

• Neither I nor my executive team have 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.  

We are a small organization that has experienced—and continues to experience—many changes stemming from the modernization of the Official Languages Act. Therefore, we decided to wait until we had begun developing our new employment equity plan before exploring the Mentorship Plus and Mosaic programs.

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 not personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

We will ensure that we have Commissioner and senior management support to launch a recruitment campaign for Indigenous, Black and otherwise racialized employees.

In 2023, two managers endorsed a recruitment campaign and job fair for persons with disabilities.

In February and March 2024, our Managers Network—in collaboration with the Network Champion and Human Resources Director—hosted a two-part workshop on inclusion offered by the LiveWorkPlay organization. This awareness-raising workshop aimed to foster intentionally inclusive and welcoming teams in the workplace.

During all advertised staffing processes, the organization’s representation needs are discussed with hiring managers.

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?

We have a very inclusive approach—any employee who would like to take official languages training should discuss it with their manager when preparing their learning plan. Language training is part of a managers’ checklist to facilitate discussion during the performance management exercise.

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

Our organization does not promote Indigenous language training. However, if there is a need, an employee can request it by discussing it with their manager when preparing their learning plan.

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).

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

All employees who are champions, co-champions or members of our employment equity consultation group contribute to the Office of the Commissioner’s initiatives during their work hours. We also promote various interdepartmental networks to our employees, which encourages them to participate in the various initiatives.

Since the start of 2024–2025, the Office of the Commissioner has had a single, shared budget for all of its champions. This is the first year that the Champion of Employment Equity, Accessibility, Diversity and Inclusion has had access to a budget to promote and help advance these issues.

In March 2024, we gave employees the opportunity to actively contribute to the efforts of the organization’s champions by becoming co-champions, and we now have an Employment Equity, Accessibility, Diversity and Inclusion Co-Champion and a Workplace Wellness Co-Champion, among others.

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 regional and/or branch plans.

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.  

For several years now, the Office of the Commissioner has highlighted various commemorative days associated with equity and equity-seeking groups. In 2024, we adopted an updated calendar that includes many more days, including some related to racism, diversity and inclusion. We also diversified how we communicate with employees.

Because the Office of the Commissioner is a small organization, a lot of our employee–manager discussions are informal. The organizational culture is such that managers must be very flexible if an employee is unable to take part in an organizational event because it conflicts with a religious, spiritual or cultural event.

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 Office of the Commissioner is a small organization of about 180 bilingual employees, so we do not have resources who could work full time on advancing the Call to Action and setting up certain programs, given that there are so few potential participants. With this in mind, we would have liked it if the Centre had designed certain resources (e.g., the calendar referenced in Question 10) and shared them with the departments.

The Office of the Commissioner has done a great deal to build awareness internally over the past year. We would have liked to have seen this questionnaire at the beginning of the year—before reporting—so that we could have adjusted our activities to align with the Centre’s expectations. The questionnaire will definitely be a tool we will use in our ongoing response to the Call to Action.

Most of our employees work at our head office in Gatineau. Despite possible exceptions, the public service’s hybrid work model complicates opportunities to hire Indigenous, Black or otherwise racialized talent living outside of the National Capital Region.

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 Office of the Commissioner has a comprehensive vision of inclusion and considers the intersectionalities of its employees. As mentioned earlier, we mark several commemorative days associated with equity and equity-seeking groups. For example, in 2024, with our new calendar, we began marking cultural heritage days.

We also organize a number of activities on a variety of subjects throughout the year. For example, as part of our annual all-staff meeting in June 2023, our Employment Equity, Accessibility, Diversity and Inclusion Champion worked with one of our employees to lead a positive space session. For our annual all-staff meeting in June 2024, a keynote speaker will address other aspects of intersectionality.

In addition, in 2023–2024, one of our branches began making changes to our templates to incorporate more inclusive and neutral writing. These initial changes are just the beginning of the progress we will continue to make as new templates are developed to reflect the new powers of the Office of the Commissioner.

Lastly, in addition to the champions we have in place, we recently set up a social committee and are excited to relaunch our Young Professionals Network. With these new initiatives, the Office of the Commissioner is stepping up its commitment to its employees so that everyone feels like they are represented. We will continue to celebrate our diversity in all its forms and our official languages through shared and inclusive activities.

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 Office of the Commissioner has added a new permanent position to its Human Resources team. Organizational staffing is the main priority of this senior advisor position. One of our goals is to modernize staffing within our organization by finding innovative ways to diversify our workforce.

We created a calendar for 2024 to mark various commemorative days, including one for diversity and inclusion. We also developed new ways of communicating to raise awareness among our employees.

Senior management has significantly increased its promotion of diversity and inclusion activities among our employees, resulting in a very high level of employee participation. In addition to answering the call, employees showed great interest in learning about and discussing future diversity and inclusion activities.

Furthermore, as we implement the Call to Action, we are also being audited by the Canadian Human Rights Commission. As a result, our employees have generally been made aware of the issue of equity groups, whether through presentations to senior management or to our Employment Equity Advisory Group, or through employee interviews.