Prairies 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

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?

Prairies Economic Development Canada (PrairiesCan) conducted an Employment Equity workforce analysis in Spring 2023 that compared census and Canadian Survey on Disability workforce availability data with departmental self-identification data. This analysis also included factors such as salary distribution, staffing actions and population distribution by work location. Data at that time highlighted our workforce was representative of two Employment Equity groups: women and Indigenous peoples.

Based on this analysis, the department made a commitment in November 2023 that each region/branch would make two indeterminate Employment Equity-targeted appointments in at least one of the following Employment Equity groups: member of a racialized community, Indigenous peoples or person with a disability by March 31, 2025. Based on the size of our small organization, a total of 10 new appointments will impact the diversity of our team and our departmental representation rates significantly. Our commitment took into consideration current representation rates, as well as annual turnover and promotion rates. Our approach is grounded in the philosophy that Canada’s workforce availability numbers are the minimum representation standard at PrairiesCan, not the maximum.

To support this commitment, we conducted targeted recruitment activities, as well as reviewed all qualified staffing pools to identify Employment Equity self declaration information to better support the management goal of greater representation. Although our volume of recruitment has decreased in 2023-2024, within the first four months following implementation, we have achieved 20% of our target.

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).

PrairiesCan analyzes our workforce representation from a departmental, disaggregated and intersectional lens, with a goal to understand our current workforce compliment in more detail. We use this data, as well as our Public Service Employee Survey (PSES) results, exit interviews and consultation with our Employee Resource Group (ERG) for Equity, Diversity and Inclusion (a PrairiesCan employee-led group of equity seeking group members and allies committed to an equitable, diverse and inclusive workplace) to understand the current challenges in our organization as well as staff perspectives of our inclusive environment.

Through this analysis and engagement, we created the 2023-2025 Accessibility Plan and are currently developing the PrairiesCan’s Inclusion, Diversity, Equity and Accessibility plan for 2024-2026. This will include our current recruitment targets, sponsorship program, learning and development opportunities, support of our departmental ERG as well as meaningful and measurable goals for the future.

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?)?

PrairiesCan measures our progress on our established goals through:

• Semi-annual presentations to Executive leaders on workforce representation, official languages development, learning and development activities, as well as targeted recruitment goal progress. This information is then shared at regional tables.
• Yearly analysis of workforce representation and composition that includes disaggregated and intersectionality analysis is presented to departmental leaders and is also shared with our Employee Resource Group.
• Our Human Resources (HR) Consultant team regularly speaks to branch management teams about the elimination of bias and barriers in recruitment, supporting the recruitment of five thousand persons with disabilities by 2025 in the Public Service, increasing awareness of inclusive hiring and onboarding practices, as well as the importance of self identification and appointment of Employment Equity candidates or employees.
• Assistant Deputy Ministers work closely with human resources and local management to further explore HR data and drive human resource decisions for the region/branch.
• Our deputy head and Equity, Diversity and Inclusion Champion messages are sent to all staff which include updates on the call-to-action priorities for PrairiesCan.
• PrairiesCan has published our annual accessibility plan or progress reports, and Multicultural reports are shared with all staff.

Consequential accountability

Question 4

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

• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

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

PrairiesCan continues to identify inclusivity as a departmental priority for 2024-2025.

In addition to the commitment each Assistant Deputy Minister (ADM) has made for the appointment of two employees from equity seeking groups, our deputy head, the Assistant Deputy Ministers, as well as several Director Generals are active parties in the PrairiesCan Sponsorship program. This program matches talented members of our PrairiesCan team who self-identify as a member of an equity seeking group with members of our senior leader table. The objective of the program is to provide our equity seeking employees with developmental opportunities, as well as to facilitate their visibility. These commitments form part of our senior leader performance management objectives.

In addition, PrairiesCan will support economic participation of underrepresented groups and seek collaborative opportunities to advance Indigenous economic reconciliation and development. In order to meet these goals, management will continue to develop the skills and knowledge necessary to support the communities through active partnership and engagement as well as training and workshops sponsored regionally, by our Employee Resource Group or our corporate learning 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?

• 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.  

PrairiesCan launched our departmental Sponsorship Program in January 2024, which was open to members of the following equity seeking groups: Indigenous Peoples, Black or other Racialized groups and Persons with a Disability. Following an all staff call-out, seventeen (17) staff members identified program interest. The Deputy Minister has been matched with two (2) employees and each Assistant Deputy Minister has been paired with one (1) employee. Additionally, four (4) Directors General have been matched with a protégé.

Information sessions have been conducted for sponsors and proteges, along with guidebooks and tools to support their success, with formal connections starting in March and April 2024. Monthly connections are recommended, with quarterly sponsor and protégé information meetings and frequent program assessment. The first cohort is expected to run until March 31, 2025.

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.

As Deputy Head, I endorsed a targeted recruitment campaign within our Alberta Region branch. This externally advertised process for CO-01 Business Officers had an area of selection restricted to members belonging to one of the following Employment Equity groups: Indigenous Peoples, members of visible minorities and persons with disabilities. This process resulted in the creation a fully qualified pool of Business Officer candidates.

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?

PrairiesCan continues to provide access to both part time and full-time language training to all departmental staff. In 2023-2024, 88 employees participated in part time second language development and six staff participated in full time training.

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

We have not explored Indigenous Language Development for staff at present.

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 PrairiesCan Employee Resource Group for Equity, Diversity and Inclusion is supported by our departmental Equity, Diversity and Inclusion Champion and three additional members of the executive team. Active participation in this group for all employees is encouraged in each region and members are given time to participate in ERG meetings and activities.

Executive Committee members invite ERG members to the senior level table to bring forward updates and for support for proposed activities or plans. Information such as departmental analysis on workforce representation and PSES results is shared with the ERG regularly and meaningful consultation is conducted with the ERG, as appropriate. A strong partnership has been established between senior leaders, Human Resources and the PrairiesCan Employee Resource Group.

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?

• 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.  

Our Employee Resource Group surveyed departmental staff to determine dates of cultural and religious significance. Based on this survey, the ERG developed a calendar with dates of religious, spiritual and cultural significance that was distributed to all employees. Management was encouraged to refer to this calendar prior to hosting any departmental events. This calendar will be updated annually.

In addition, each Executive and member of the Employee Resource Group was provided with a printed copy of a 2024 Multifaith calendar by our Chief Financial Officer. All parties are encouraged to consult with the calendar when planning major activities.

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.

As of March 31, 2024, our workforce was representative of the Canadian population in three (3) of the four (4) Employment Equity Act equity groups. As a small department it can be exceedingly difficult to balance targeted opportunities, detailed representation analysis and the confidentiality of staff’s equity seeking status. In addition, as central systems do not support self-identification of religious or 2SLGBTQIA+ equity status, we do not have a complete picture of our workforce population.

Departmental staff are supportive of the work being conducted within the department and by our Employee Resource Group to create a more inclusive workplace for staff. However, equity seeking employees and allies in the workplace are fatigued from efforts to support and advance EDI priorities. Lack of central funding for broader Government of Canda priorities and workload pressures hamper their ability to advance initiatives in a manner that increases engagement, results and inclusion.

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.

Departmentally, we have taken steps to increase departmental awareness of all equity seeking communities, through the celebration of commemorative dates and holidays, promotion of events and learning activities, as well as encouragement to participate in department, local or national networks or groups.  For example, during the 2023-2024 fiscal year, our ERG highlighted dates of religious significance in email messages to all staff, we continue to share information with staff and encourage them to make their meetings and communication accessible, our Positive Space Ambassador program hosted training sessions for staff and executives, and we encouraged staff to participate in Pride activities and sessions with Jason Bett, Public Service Pride Champion.

We are also engaging in open communication and supporting networks where employees feel comfortable to share lived experiences. Training, activities and presentations are being held at the highest executive meetings and these executives are asked to clearly communicate the departmental priorities to their managers and employees.

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. 

PrairiesCan continues efforts to support an inclusive and representative workplace.  As a small department of less than 400 employees, we have taken meaningful action that has had a direct result on representation rates and our inclusive culture. During the first year implementing the forward direction on the Call to action, we have seen impactful actions from our leaders including the launch our departmental sponsorship program, reflection on dates of cultural and religious significance prior to scheduling major meetings, targeted recruitment activities, our ERG has held regular meetings and departmentally, we engaged with staff. We have made inclusive conversations common place in our meetings and in our messaging. We encouraged our PrairiesCan employees to take action, take part, provide feedback and learn and develop.

Through these efforts, we have noted an increased number of staff chose to self-identify, as well as greater open dialogue at regional tables on inclusive practices and efforts. We see continued appreciation for our collective differences and a greater appetite for conversation, curiosity and learning.