Office of the Information Commissioner of Canada

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• 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?

To date, the Office of the Information Commissioner of Canada (hereinafter the OIC) has not set specific goals for recruiting and promoting Indigenous peoples and Black and other racialized people.

However, the OIC does use strategies in its recruitment processes that allow it to consider these members of equity-seeking groups. Among other things, the strategies are based on the OIC’s annual representativeness data for equity-seeking groups. Moreover, given that the OIC is a small organization, that it launches few recruitment processes per year and that these targets are mostly met, it uses recruitment processes that are open to a wider range of candidates. To do this, it specifies in its job postings that it is committed to having a diverse and inclusive workforce. In order to support the achievement of a diverse workforce, the selection may give preference to candidates who identify as belonging to one of the employment equity groups or marginalized groups.

Lastly, the OIC wants to continue its work in order to maintain the representativeness of groups for which the targets have been met or even surpassed and improve its representativeness where any gaps remain. Work will therefore be done in the future to analyze the possibility of setting more specific goals.

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).

For many years now, the OIC has been setting goals to foster greater inclusion, including in fiscal year 2023–2024 and in future years. It is proud to continue implementing its 2023–2025 Equity, Diversity and Inclusion (EDI) Integrated Plan and its 2022–2025 Accessibility Plan. Both plans showcase the concrete actions that the OIC plans to take through 2025.

For example, the EDI Integrated Plan groups concrete actions into three main pillars for which specific goals must be achieved. These pillars are Pillar 1 – Diversity in the people we hire, promote, develop and retain; Pillar 2 – Enhancing inclusion and wellness through education and awareness; and Pillar 3 – Inclusion through strong leadership, governance and accountability. This plan also specifies who is responsible for taking each action (e.g. senior management, managers, employees, Human Resources, EDI Committee).

The same goes for its Accessibility Plan: the OIC sets specific goals to be achieved so that it can contribute to the goal of creating an accessible and barrier-free Canada.

To set its goals, the OIC used statistical data from various sources, including self-identification forms (members of equity-seeking groups), the results of the Public Service Employee Survey and three-year plans (EDI and mental health) that it has implemented in recent years. It also uses human resources reports or feedback questionnaires. Lastly, the OIC made sure to propose measures that met the needs of employees and the organization, and various legislative requirements and federal government priorities.

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?)?

Yes. The OIC has developed an approach for measuring progress towards its established qualitative goals. It intends to measure progress mainly through its 2023–2025 Equity, Diversity and Inclusion Integrated Plan and its 2022–2025 Accessibility Plan in collaboration with several internal partners.

Its approach supports the involvement of a number of key partners in order to achieve progress, including the diversity champion, Senior executives, managers and supervisors, the human resources team, the EDI Committee and employees. More specifically, the Champion and Senior executives promote a diverse, inclusive, safe and healthy workplace. They also promote diversity and inclusion activities within the organization by supporting initiatives or attending committee meetings and management tables on equity, diversity and inclusion.

The results reports, including statistics and progress measurements, will be prepared by the human resources team, using dashboards that will be presented to senior management.  Progress will then be communicated to all employees by senior management at all-staff meetings and via the weekly newsletter. The internal year-end review and reports to the central agencies also prompt the OIC to reassess itself and review its goals and methods.

Consequential accountability

Question 4

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

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

Based on government-wide priorities, the OIC includes qualitative objectives in performance agreements for its managers and employees. For example, objectives were included in fiscal year 2023–2024 and will also be included in fiscal year 2024–2025.

The OIC wants to improve each year, and work will be done to analyze the potential quantitative goals that could be added in the future and to develop an integrated talent management approach.

For now, the OIC already has some initiatives to provide development opportunities to people from equity-seeking groups. Moreover, certain professional development programs offered internally specify that when hiring new employees, the OIC can use an employment equity, diversity and inclusion program.

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.  

No, the members of the executive team have not sponsored at least two Indigenous employees and Black and other racialized employees in the last year to prepare them for leadership roles. While managers encourage and support all their employees to invest in their professional development, the OIC has not officially launched an internal sponsorship program or a mentorship program yet. Despite the organization’s desire to start such programs, its small size and lack of human and financial resources make it difficult to put certain programs in place. For example, the OIC would like to implement the Mentorship Plus Program so that it can make a real difference in the careers of its employees who are members of equity-seeking groups, but it cannot offer it at this time. Therefore, the OIC is seeking to work with other organizations that can help implement these programs. In the meantime, the OIC promotes existing programs supported by other organizations to its employees, such as the Public Service Pride Network’s mentoring program.

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.

Although it supports initiatives aimed at the inclusion of members of equity-seeking groups, the OIC has not launched any campaigns to recruit Indigenous employees and Black and other racialized employees in the last year. However, the OIC does use strategies in its recruitment processes that allow it to consider these members of equity-seeking groups. Among other things, the strategies are based on the OIC’s annual representativeness data for equity-seeking groups.

Moreover, given that the OIC is a small organization, that it launches few recruitment processes per year and that these targets are mostly met, it uses recruitment processes that are open to a wider range of candidates. To do this, it specifies in its job postings that it is committed to having a diverse and inclusive workforce. In order to support the achievement of a diverse workforce, the selection may give preference to candidates who identify as belonging to one of the employment equity groups or marginalized 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?

The OIC is committed to language training. Therefore, for many years, it has helped its employees learn and improve in one of the two official languages. Because of its proactive approach and its size, the OIC has supported all its employees in this area, including Indigenous employees and Black and other racialized employees.

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

For the time being, the OIC does not provide access to Indigenous language training, but it remains enthusiastic about promoting possible training in the future that could be provided by various organizations.

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.

The OIC supports employee networks and communities. For example, it holds monthly all-staff meetings to allow for constructive and regular discussions. In addition, it distributes a lot of information to show its commitment and motivate both management and all its employees. The Information Commissioner of Canada is personally involved in the Equity, Diversity and Inclusion Committee. She supports all the Committee’s initiatives including conferences and generates constructive discussions during Committee and all-staff meetings. Lastly, the organization promotes numerous events related to diversity, equity and inclusion (weekly newsletter, Intranet, webinars, training, etc.).

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.
• Anti-racism, equity and inclusion work has been embedded in regional and/or branch plans.
• 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?

• 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.  

Yes, the OIC has a calendar that takes into account significant internal and external events that representatives from each of the organization’s sections contribute to. The calendar is updated weekly, and a coordination meeting about the calendar takes place every two weeks. Moreover, it is distributed to all members of management for information purposes.

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 size of the organization and the lack of human and financial resources are the main obstacles that the OIC faces. These obstacles make it more difficult to put certain programs or initiatives in place for a smaller number of employees.

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 OIC takes various measures to support its employees. Through its 2023–2025 Equity, Diversity and Inclusion Integrated Plan and its 2022–2025 Accessibility Plan, it focuses on taking concrete action to eliminate or mitigate the prejudices and barriers faced by equity-seeking groups. Its efforts are focused on mental health and aim to promote a culture of inclusiveness. Although these initiatives are generally intended for all its employees, the OIC also promotes workshops for very specific employee groups (e.g. programs from LifeSpeak, the Mental Health Commission of Canada and 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 the OIC, the work on implementing the forward direction of the Call to Action led to a more open discussion on the topic, to the creation of an equity, diversity and inclusion committee, and an increase in the number of publications through various internal communication channels. In short, the OIC has noted greater action on diversity, equity and inclusion. It is aware that these elements are shaping the organization’s culture in a positive way, and implementing its Equity, Diversity and Inclusion Integrated Plan and its Accessibility Plan will ensure that more positive results will be achieved in the future. Although much work remains to be done, the OIC is proud of its progress.