Public Service Commission 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?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Racialized people
• My organization has set promotion goals for:
  • Indigenous 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?

The Public Service Commission (PSC) is committed to advancing equity and inclusion within the PSC as a department, as well as support for this commitment across the broader federal public service. In line with this, we have set goals for recruiting and promoting Indigenous peoples and racialized people. Recognizing the importance of proactive measures to address systemic barriers and promote representation at all levels of our workforce, we have leveraged various factors to inform our goal-setting process.

To start, our organization has developed an accurate and timely method of calculating the workforce representation of each employment equity group by leveraging the workforce availability data provided by the Office of the Chief Human Resources Officer. Through this approach, the PSC has set hiring goals aimed at ensuring parity with each employment equity group’s representation in the workforce; beyond this, our department also monitors promotion rates for each of these designated groups, whereby goals are set to ensure parity in the promotion rates of each designated group and their counterparts.

Additionally, our organization uses this data to monitor and report quarterly at our departmental governance committees, on representation by employment equity groups (women, visible minorities, persons with disabilities, Indigenous), for all of whom representation meets or exceeds workforce availability. In addition to this and for concerted efforts as part of staffing, we have promoted black executives in key leadership positions. Regular monitoring and reporting on workforce representation of each employment equity group, allows us to remain agile in our approach as part of exceptional staffing processes considered by departmental governance committees. 

For the broader federal public service, the PSC has developed considerable data services expertise with hiring data and other metrics. In particular, to support the Public Service Accessibility Strategy’s goal of hiring 5,000 net new Persons with Disabilities to the public service by 2025, the PSC has developed a macrosimulation model enabling the calculation of yearly hiring targets for each concerned department. This model leverages several variables, including a combination of data pertaining to labour market availability, workforce availability, population, hiring and turnover, among others, to compute specific hiring targets.

When these goals are updated, we communicate them to PSC employees through internal channels, including updates from our Diversity & Inclusion Champion and from our Head of Human Resources (HR). By transparently communicating our recruitment and promotion goals, we aim to foster a culture of accountability, ownership, and collective responsibility for advancing equity and inclusion within our organization.

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).

As part of our ongoing commitment to fostering greater inclusion within our organization, we have set goals for fiscal year 2024-2025 and future fiscal years to foster greater inclusion. Recognizing the importance of creating a workplace culture where all employees feel valued, respected, and empowered to contribute their best work, we have developed meaningful and measurable goals that align with our organizational values and priorities. These goals will constitute a fundamental component of our revised departmental HR plan, which will take effect starting in 2025-2026.

Informed by various metrics and data sources, our approach aims to assess the current state of inclusion within our organization; this includes analyzing results from the Public Service Employee Survey, conducting pulse surveys to gather real-time feedback from employees, and reviewing insights from exit interviews and human resources data.

By leveraging these metrics and data, we have pinpointed areas of strength as well as areas for improvement in our efforts to foster greater inclusion. This data-driven approach has enabled us to set realistic and attainable goals that address the specific needs and concerns of our workforce, while aligning with our broader organizational objectives. For instance, a number of efforts have been undertaken over the past year to foster greater inclusion within our organization. In particular, our departmental program on Champions has been reviewed and streamlined, namely affording staff the chance to have more influence within the various Champions committees as well as other self-governed employee networks. This approach has also led to the creation of the new role of Accessibility Champion, as well as the creation of a network for Black employees. These examples highlight specific needs – informed by our measurement of inclusion internally – which have been addressed. As we look forward to 2025 and beyond, this approach will continue to inform our planning of activities; as outlined in examples listed in Questions 5, 6 and 7.

We are confident that our data-driven methodology and commitment to transparency will enable us to make meaningful progress towards fostering greater inclusion within our organization. By continuously monitoring our progress, soliciting feedback from employees, and adapting our strategies as needed, we remain dedicated to creating a workplace where everyone feels valued, respected, and included.

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 Public Service Commission (PSC) has developed a comprehensive approach for measuring progress towards our established goals, particularly in the areas of diversity and inclusion (D&I) and anti-racism. This approach includes quarterly monitoring of representation, promotion, and turnover for Indigenous employees and Black and other racialized employees (IBR), with additional accountability reporting on progress on our D&I Action Plan done on a yearly basis.

The implementation of this approach involves clear communication to employees regarding the importance of D&I and anti-racism goals and the metrics used to measure progress.

Results and outcomes are reported both internally and externally to stakeholders. Internally, regular updates on progress are shared with employees through various communication channels, including newsletters and intranet updates. For instance, we frequently use direct emails from key leaders (e.g. President, D&I Champion) to communicate progress reports and updates to staff, while we have also leveraged our internal blog not only to communicate to staff on key initiatives, but also to share testimonials from employees of all backgrounds: “PSC Includes Me!”. This fosters transparency and accountability, encouraging employee engagement and ownership of D&I initiatives. Externally, our organization communicates progress through annual reports, as well as engagement with formal and informal networks such as the Community of Practice for Designated Senior Officials for Employment Equity, Diversity and Inclusion, demonstrating our commitment to transparency and continuous improvement in D&I and anti-racism efforts.

From an independent agency perspective, the PSC supports the broader public service, to measure progress on public service-wide goals through the development of interactive tools, research, data, and reporting such as:

• The PSC Data visualisation hub, a website that offers several interactive tools for exploring public service staffing data such as:
  • a visualization tool that shows data on representation of employment equity groups and subgroups by federal department or agency
  • the PSC Staffing Dashboard that provides data on staffing activities and trends.

In addition, the PSC has updated analytical reports on trends in hiring, job mobility, recruitment of permanent residents, and separations for employment equity groups and subgroups. These analytical reports provide two-year updates on separation trends for designated employment equity groups; non-advertised appointments by employment equity designated group; and the citizenship of applicants and external appointments.

Moreover, the PSC supports organizations in measuring progress towards fulfilling the commitment to hire 5,000 net new employees with disabilities across the federal public service by 2025. In particular, it leveraged its macrosimulation tool to project renewal in the public service which helps predict employment equity designated groups representation within subsets of the public service population, including occupational categories. This has enabled the PSC, in collaboration with the Office of Public Service Accessibility, to send progress updates to deputy ministers and heads of human resources, including their most recent representation data; progress toward the hiring goal; and a comprehensive list of available tools and resources to help departments.

We remain dedicated to advancing diversity, inclusion, and anti-racism efforts, leveraging our expertise and partnerships to drive positive change and create a workplace where all employees feel valued, respected, and empowered to succeed. Through ongoing collaboration and a commitment to transparency, we will continue to monitor progress, identify areas for improvement, and implement effective strategies to foster a culture of inclusivity and belonging across the public service.

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.

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

In alignment with the Public Service Commission's (PSC) commitment to advancing equity, fostering anti-racism, and promoting inclusivity, our organization employs robust departmental performance management and talent management processes to instill accountability for results. Through these processes, we ensure that our organization’s leaders are held to high standards and are actively engaged in efforts to uphold principles of equity and anti-racism.

Our organization utilizes performance management frameworks, namely leveraging common commitments for executives, managers and supervisors, to set clear expectations, objectives, and performance indicators that align with our equity and anti-racism objectives. This includes incorporating qualitative equity, diversity, and inclusion goals into individual performance agreements, thereby ensuring that management is evaluated not only on their professional achievements but also on their contributions to creating an inclusive and anti-racist workplace.

In addition, our talent management program supports the development and advancement of individuals from diverse backgrounds, including those from equity-deserving groups. By fostering a culture of continuous learning and growth, we empower employees to contribute meaningfully to our equity and anti-racism initiatives, while also providing opportunities for career progression and leadership development within our organization, as explained in Question 5.

Further to this, we are committed to regularly monitoring and evaluating the effectiveness of our departmental performance management and talent management processes through data analysis, employee feedback mechanisms, and stakeholder consultations. This enables us to identify areas for improvement, address barriers to equity and inclusion, and drive positive change throughout our organization. One consideration moving forward has been to develop a common competency for all PSC employees surrounding fostering an anti-racist and inclusive workplace.

Our organization remains steadfast in its commitment to leveraging performance management and talent management processes as strategic tools for advancing equity, combating racism, and fostering a workplace culture where all individuals are valued, respected, and empowered to succeed.

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?

• Work is underway to develop an approach to sponsorship.

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.  

In line with the Public Service Commission's (PSC) commitment to advancing equity and fostering inclusive leadership, our organization has developed a sponsorship program tailored specifically to equity-deserving groups. This program serves as a strategic initiative to support the career advancement and leadership development of Indigenous employees and Black and other racialized employees (IBR) within our workforce.

More specifically, the PSC’s sponsorship program aims to pair a Sponsor and “Protégé” through yearly cohorts. Employees at the EX minus 2 and EX minus 1 levels who self-identify as being part of an equity-deserving group are eligible; upon completing a self-assessment questionnaire and submitting their application, a board of senior executives interviews and selects those who will be retained as “Protégés”. Thereafter, the sponsorship program provides these individuals with access to mentorship, networking opportunities, skill-building initiatives, and exposure to senior leadership, all aimed at equipping them with the tools and experiences necessary to excel in leadership positions.

Beyond its departmental program, the PSC acts as an independent agency in supporting other government organizations in the scope of leadership development for IBR, notably through the following programs and services:

• Career and leadership development for Black public servants
  • Providing individualized assessment, counselling, and coaching services to Black public servants.
  • Building on the PSC’s current expertise and leveraging available research and feedback from Black employees to improve the delivery of its career development services for all levels of Black public servants.
• The offering of executive counselling services by and for Indigenous employees in partnership with the Knowledge Circle for Indigenous Inclusion for its Indigenous Coaching and Counselling Circle.

These programs and services embody our organization's commitment to fostering a diverse and inclusive leadership pipeline reflective of Canada's rich multicultural landscape. By investing in the professional development and advancement of equity-deserving groups, we not only strengthen our workforce but also contribute to the creation of a more representative and equitable public service. We remain dedicated to nurturing talent from diverse backgrounds and ensuring that all employees have the opportunity to thrive and contribute to our organization's – and public service’s – success.

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.

In alignment with the Public Service Commission's (PSC) commitment to advancing equity and fostering diversity in recruitment practices, we are exploring opportunities to have PSC President endorse recruitment campaigns for Indigenous, Black and other racialized employees.

Recognizing the importance of proactive outreach and targeted recruitment efforts, we aim to champion initiatives aimed at attracting and retaining talent from underrepresented communities within our workforce as soon as circumstances permit. We remain committed to ensuring that job opportunities are accessible and inclusive, and that barriers to entry are actively addressed. By amplifying our commitment to equity and inclusion through such efforts, we aim to broaden the talent pool and send a clear message that diversity is valued and celebrated within our organization.

Following the Clerk’s forward direction message to deputies on May 9, 2023, the PSC, from an independent agency perspective, issued the following messages:

1. July 2023 – joint message from the interim President of the PSC and the Chief Human Resources Officer to Deputy Ministers providing guidance for departments to support effective and consistent implementation of the Call to Action;
2. August 2023 – message from the Vice-President of the Services and Business Development Sector at the PSC to the Heads of Human Resources providing a comprehensive list of PSC programs and services, along with details on the implementation of changes to the Public Service Employment Act;
3. January 2024 – message from the Director General of the National Recruitment Directorate (Services and Business Development Sector at the PSC) to the Heads of Human Resources promoting Indigenous focused recruitment programs and talent products to help federal organizations achieve the common goal of a representative and diverse public service.

Our dedication to building a workforce that reflects the diversity of the communities we serve remains steadfast. We continue to explore avenues for advancing equity in all aspects of our recruitment processes and creating opportunities for individuals from historically marginalized groups to contribute their talents and perspectives to our organization.

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 prioritized official language training for:
  • Indigenous employees
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

For the Public Service Commission (PSC) as a department, as part of our ongoing efforts to promote equity and support the professional development of Indigenous employees and Black and other racialized employees (IBR) within our organization, the PSC offers a comprehensive language training framework designed to support the language proficiency of employees across all levels and backgrounds.

Within this program, we have implemented a prioritization matrix that ensures IBR are at the top priority level for access to official language training. By prioritizing language training for these equity-deserving groups, we aim to remove language-related barriers to career advancement and ensure they have the necessary linguistic skills to excel in their roles and pursue leadership opportunities.

More specifically, during the departmental performance management and talent management processes, managers must identify whether they have any employees requiring second language training. Once this is done, employees are offered access to several tools and services:

• Second language maintenance sessions in French and English as a second language are offered virtually throughout the year by the PSC language teachers. These sessions are open to all PSC employees across Canada and consist of 1 to 3 hours of training per week, over the course of approximately 10 weeks. Sessions take place in the fall, winter and spring, and are supplemented by other second language maintenance products, such as boot camps and informal chats.
• In the summer, second language training workshops are offered on topics such as grammar, writing, speaking, and preparation for the evaluation test.
• Employees can also access a wide variety of online tools and resources to support second language maintenance, such as the School’s Language maintenance tools, the Language Portal of Canada, the Office of the Commissioner of Official Languages. Employees are encouraged to use these resources to help them maintain the language skills.

Our departmental language training program not only equips employees with the language skills needed to thrive in a bilingual workplace but also serves as a tangible expression of our commitment to advancing equity and fostering inclusivity. By investing in the professional development of IBR, we enrich our workforce with diverse perspectives and talents, ultimately strengthening our organization and its ability to serve Canadians effectively.

We remain dedicated to supporting the advancement and success of all employees, and will continue to prioritize initiatives that promote equity, diversity, and inclusion within our organization.

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

Our organization does not currently offer access to Indigenous language training.

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.

As part of the Public Service Commission’s (PSC) commitment to fostering a culture of inclusion and supporting the voices of grassroots networks and communities, our organization has provided support and invested resources in organizational employee networks and communities. We recognize the importance of enabling and advancing the work of these networks by providing necessary resources and bringing them into discussions at the Executive Management Committee (EMC).

In particular, the PSC has established governance structures to support equity-deserving communities within the organization. A Diversity & Inclusion Committee is led by a Champion at the executive level.  We also have 6 employee networks representing the 4 employment equity designated groups, along with a network for Black employees and one for the 2SLGBTQIA+ community (named “Positive Space”). These networks are structured in such a way as to be grassroots movements led by employees, for employees, acting as safe spaces for them to discuss concerns, needs and goals. Each network sends a representative to the Diversity & Inclusion Committee meetings held quarterly.

In addition, we have undertaken a review of the role of our organization's Diversity and Inclusion Committee to place heightened focus on the Champions role as part of streamlining for effective and visible progress. This strategic realignment underscores our commitment to leveraging the expertise and contributions of committee members to inform and shape our organization's diversity and inclusion initiatives.

Beyond this, our approach to supporting employee networks includes giving them a voice by ensuring they are engaged-with in decision-making. For instance, each network is invited to present the results of their consultations on employees' lived experiences and recommended actions to the EMC. Additionally, the PSC’s EMC-endorsed action plan in response to the forward direction on the Call to Action was co-created in partnership with each network; one action recommended to the EMC pertains to ensuring these networks are consulted when proposals are brought to the EMC for endorsement. By actively engaging with these networks, we ensure that the perspectives and insights of employees from diverse backgrounds are integrated into decision-making processes at the highest levels of our organization.

By providing support and investing resources in organizational employee networks and communities, we aim to foster a more inclusive and equitable workplace where all employees feel empowered to contribute their unique perspectives and experiences. Moving forward, we remain dedicated to strengthening our engagement with grassroots networks and communities and ensuring that their voices are heard and valued in our organization.

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.

As part of the Public Service Commission’s (PSC) ongoing commitment to advancing anti-racism, equity, and inclusion within our organization, we are in the process of developing a new HR plan that will embed these critical objectives as core components. Recognizing the importance of aligning our organizational priorities with principles of equity and inclusivity, we are taking proactive steps to ensure that anti-racism, equity, and inclusion work are fully integrated into our strategic planning processes. As it stands, our current HR Plan encompasses various other strategic plans, such as our Wellbeing Action Plan and our Diversity & Inclusion and Official Languages plans.

The development of the new HR plan reflects our organization's commitment to fostering a workplace culture where all employees feel valued, respected, and supported in their professional and personal development. By embedding anti-racism, equity, and inclusion in our HR plan, we aim to create a comprehensive framework that addresses the intersectionality of these issues and promotes holistic well-being for our employees. An additional aim is to make diversity, inclusion and anti-racism considerations – framed in the context of the Clerk’s Call to Action – a core tenet of our actions undertaken to advance the renewed conversation on Values & Ethics at the PSC. In particular, tools will be developed for management at all levels, including scenarios to explore with staff; some of these will be specific to Equity, Diversity & Inclusion and anti-racism.

Through stakeholder consultations, data analysis, and best practice research, we are actively identifying opportunities to enhance our organizational practices and policies to better support anti-racism, equity, and inclusion. By embedding these principles into our strategic planning processes, we are laying the foundation for sustainable change and driving positive outcomes for our workforce and the communities we serve.

As this work is underway, we are committed to ensuring that anti-racism, equity, and inclusion remains central pillars of our organizational strategy moving forward. By integrating these objectives into our business planning process and mental health plan, we are demonstrating our organization's commitment to creating a more equitable and inclusive workplace for all.

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.  

As part of the Public Service Commission’s (PSC) commitment to fostering inclusivity and respecting the diversity of our workforce, our organization has implemented an approach to avoid scheduling major meetings and events during significant religious, spiritual, and cultural periods. This is a key component of our Communications Directorate's strategic plan, reflecting our organization's dedication to integrating equity and inclusion into all aspects of our operations.

More specifically, our communications team is responsible for organizing all organization-wide events, such as employee all-staff forums or large-scale activities, and plays a key role in supporting the events organized by each and any of the organization’s Sectors. By seeking to proactively avoid scheduling conflicts during these activities, we demonstrate our organization's commitment to accommodating the diverse needs and preferences of our employees while aligning with our strategic objectives. This not only promotes a more inclusive and respectful work environment but also enhances employee satisfaction and wellbeing.

To further support this commitment, our Information Technologies, Communications and Human Resources teams are currently working towards the implementation of a solution which would enable all PSC employees to account for significant religious, spiritual and cultural periods when planning meetings or other project-related tasks. Through ongoing dialogue with employees and consultation with relevant stakeholders, we intend to regularly review and update this approach to ensure that it reflects the diverse religious, spiritual, and cultural observances of our workforce. These efforts are also integral to our Communications Directorate's strategic plan, as it allows us to remain responsive to the evolving needs of our employees and adapt our practices accordingly.

Overall, our organization recognizes the importance of accommodating the religious, spiritual, and cultural diversity of our workforce, and our strategic corporate communications plan underscores our commitment to fostering an environment where all employees feel valued, respected, and supported.

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.

Despite our organization's strong commitment to advancing work on the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service, we have encountered several barriers that have posed challenges to our progress.

Our organization’s approach to staffing by exception has hindered our capacity to effectively scale up our efforts to address systemic barriers and promote a more inclusive workplace culture. As a result, we have faced challenges in implementing comprehensive training programs, developing targeted recruitment strategies, and investing in diversity and inclusion initiatives.

Another barrier we have encountered is resistance to change or inertia within our organizational culture. While there is widespread recognition of the importance of advancing equity and inclusion, implementing meaningful change often requires shifting entrenched beliefs-systems, beyond overcoming biases and barriers.

Furthermore, gaps in data availability and limited data analysis tools have posed challenges in effectively monitoring and evaluating the impact of our equity and inclusion initiatives. Without robust data insights, it becomes difficult to measure progress, identify areas for improvement, and hold ourselves accountable for achieving our objectives.

Despite these barriers, our organization remains committed to overcoming challenges and driving positive change. We are actively exploring creative solutions, leveraging partnerships, and advocating for resources to support our efforts in advancing equity, anti-racism, and inclusion within 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?

Please provide details.

In recognition of the intersectionality of employees' identities and the compounding barriers of discrimination faced by Indigenous employees and Black and other racialized employees (IBR) who are also members of other communities, our organization is undertaking several actions to provide comprehensive support and promote inclusivity.

Firstly, we have implemented targeted initiatives to address the unique needs and challenges faced by IBR who are also members of other marginalized communities, such as persons with disabilities, 2SLGBTQIA+ communities, and religious minorities. These initiatives include providing tailored resources, accommodations, and support services to ensure that employees feel valued, respected, and empowered to bring their whole selves to work; as mentioned previously, our departmental Sponsorship Program is tailored to members of equity-deserving groups, while examples of resources include the development of a guide on microaggressions, as well as another on supporting gender diversity in our workplace, which are available to all staff. Our leadership also contributes in setting the tone for diversity, equity and inclusion by adding pronouns in their respective signature blocks, to show respect and inclusivity.

In addition, we prioritize intersectional approaches in our diversity and inclusion initiatives, recognizing that individuals may experience discrimination based on multiple aspects of their identity. This includes engaging in intersectional dialogue and consultation processes to better understand the intersecting forms of discrimination faced by employees and develop targeted strategies to address these complex challenges; we namely engaged IBR employees on their lived experiences, expectations and concerns with regard to our continued implementation of the Clerk’s Call to Action, as well as our internal initiatives aimed at fostering a culture that values the respect and inclusion of all.

Furthermore, our organization fosters a culture of allyship and solidarity, encouraging employees to actively support and advocate for one another across diverse identities and experiences. We provide training and resources on allyship, cultural competency, and inclusive leadership to equip employees with the knowledge and skills needed to create inclusive environments where all individuals feel supported and respected.

Moreover, we are committed to ongoing collaboration with external partners, community organizations, and advocacy groups representing marginalized communities to leverage collective expertise and resources in addressing systemic barriers and promoting equity and inclusion. Our department namely actively participates in community of practice meetings for Equity, Diversity & Inclusion, as well as Accessibility, among others.

Beyond this, as an independant agency, the PSC has provided support to organizations by sharing with Heads of Human Resources in August 2023 a comprehensive list of guidance, programs, and services available to support departments in meeting the objectives of the Call to Action. These include:

• Identification and Mitigation of Barriers
  • Provided support for departments in identifying and mitigating barriers in assessments through the development of guidance, tools and delivery of workshops.
  • Audit of Employment Equity Representation in Acting Appointments to examine whether the four designated employment equity groups are proportionately represented in acting appointments;
• Leadership development
  • Continued support to participants from development programs such as Mosaic and the Executive Leadership Development Program, with tools such as personality inventories, an adapted simulation (the Leadership Assessment for EX aspirants), coaching services and a 360° feedback tool.
• Guidance and awareness
  • Released the new Inclusive Recruitment Toolkit and promoted available guidance on inclusive recruitment such as the Hiring persons with disabilities: Managers Toolkit and the Indigenous recruitment toolbox;
  • Published the Employment Systems Review - A Guide For The Federal Public Service, equipping departments to conduct internal reviews;
  • Shared best practices to support diverse assessment board members with the Spotlight on diverse assessment boards.

Overall, our organization recognizes the importance of taking intersectional approaches to support Indigenous employees, Black individuals, and other racialized employees who face compounding barriers of discrimination. By prioritizing inclusivity and actively addressing the intersecting forms of discrimination faced by employees, we aim to create a workplace and public service-wide culture where all individuals feel valued, respected, and empowered to thrive.

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. 

In our first year of implementing the forward direction of the Call to Action, our organization has experienced a notable impact on our organizational culture. We have demonstrated our commitment to fostering a culture of inclusion and equity by actively engaging in initiatives aimed at combatting racism, bias, and discrimination in the workplace.

To start, our organization’s leadership have committed to personally learning about racism, reconciliation, accessibility, equity, and inclusion, and have fostered a safe, positive environment where conversations on these topics are encouraged. This dedication to continuous learning and dialogue has been further reinforced by our organization’s leadership, to sign a Statement of Action Against Systemic Racism, Bias, and Discrimination. Further to this, all Executives have recently completed the Kairos Blanket Exercise in order to reinforce cultural sensitivity and the need for Reconciliation within our organization’s leadership.

Beyond this, we have also taken proactive steps to raise awareness of racism and its impact by holding three organization-wide sessions on racism. These sessions provided a platform for employees and guest speakers to share their experiences, fostering a dialogue on solutions and concrete actions to address these issues.

Furthermore, we have made strides in promoting conscious inclusion within our management culture. Through initiatives such as the Managers Network’s “Leaders Forum on Conscious Inclusion”, as well as the designation of an Inclusion Steward to support discussions surrounding performance and talent management, we are encouraging a more inclusive mindset among our management teams.

In addition, our collaborative partnership with the Diversity & Inclusion Committee and its employee networks have enabled us to engage in consultations with equity-deserving groups, gathering valuable insights into their lived experiences. These insights have informed our efforts to combat all forms of racism, discrimination, and other barriers to inclusion in the workplace.

This shift in dialogue and departmental priorities led us to initiate a review of all internal PSC people management-related systems and practices to identify and eliminate systemic barriers. Furthermore, we have implemented Unconscious Bias training as a requirement for the delegation of staffing authorities to hiring managers within the organization. We are also implementing an approach to ensuring that hiring processes are culturally sensitive and driven to remove barriers through representative assessment boards.

Overall, our organization's efforts in the first year of implementing the Call to Action have led to tangible progress in promoting equity, inclusion, and diversity within our workplace culture. We are committed to building on these achievements and continuing to drive positive change moving forward.