Social Sciences and Humanities Research Council

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

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 2022-23 annual Employment Equity (EE) report for the Social Sciences and Humanities Research Council of Canada (SSHRC) demonstrated that the agency exceeds labour market availability (LMA) for women and racialized people. Indigenous Peoples and persons with disabilities, however, persist in being underrepresented within the workforce. To address this, SSHRC has set and communicated short-term representation goals from 2024 to 2027 for Indigenous Peoples and persons with disabilities.

SSHRC will continue to use National Capital Region (NCR)’s LMA data to measure representation gaps when setting multi-year goals. While the majority of agency staff and its headquarters are located within the NCR, the selection area in the recruitment process goes beyond the NCR to fill talent and representation gaps, as needed. Maintaining the use of LMA in the agency’s approach also demonstrates alignment with the recent Employment Equity (EE) Act Review Task Force Report recommendation to replace workforce availability (WFA) benchmarks with LMA.

SSHRC has also set agency-level collective representation goals for each underrepresented group designated under the EE Act. Given the small size of the agency, collective goals allow for more meaningful reporting to highlight progress or areas of improvement while ensuring adherence to privacy protocols. In the set short term (years 1 to 3), hiring goals are aimed at closing representation gaps, over a three-year period. Longer term (years 4 to 5) hiring goals will be focused on exceeding representation targets to address attrition and rising LMAs. The agency has adopted an agile approach to modify goals, as necessary, guided by new LMA data and yearly representation gap reports.

To ensure advancement toward these goals, SSHRC will continue to:

• actively seek to hire staff from underrepresented designated groups when filling positions, according to operational needs;
• strengthen inclusion efforts to build trust and foster a safe and supportive environment where employees feel at ease being themselves at work; and
• implement consequential accountability when goals are not met.

The agency’s representation goals for 2024-27 have been communicated to all staff in the launch of the 2024-25 performance management cycle and referenced in the Performance Management Agreement (PMA) templates. This integration into the performance management program demonstrates a critical step forward in increasing transparency and accountability for agency leaders.

Challenges for SSHRC have remained relatively consistent, year to year. The small size of the agency presents a limitation in the number of career advancement opportunities available to underrepresented employees, hindering the ability to fully advance promotion goals and maximize the benefits of programs like Mentorship Plus, the Mosaic Leadership Development and other sponsoring initiatives. The current self-identification form also poses challenges in measuring representation gaps and establishing recruitment and promotion goals for Black and racialized employees separately. Moreover, there are instances where data disaggregation is not possible for certain EE groups due to privacy concerns.

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

The established representation goals entail not only recruitment but also inclusion efforts focused on building trust and promoting a psychologically safe and supportive environment where employees feel at ease being themselves at work.

Additionally, inclusion goals will be integrated into the 2024-25 PMAs for employees at all levels to address the government-wide corporate commitment to advance reconciliation, anti-racism, diversity, equity, inclusion and accessibility in the public service.

Below are some examples of performance measures against which all employees will be held accountable, to varying degrees, based on level and role within the agency:

• actively participate in Equity, Diversity, Inclusion and Accessibility (EDIA) management conversations to help identify and prioritize actions and communicate progress and areas of improvement to employees;
• hold regular discussions with staff on anti-racism and discrimination to inspire and foster a safe workplace where people are treated with respect and dignity; and
• attend and encourage staff to attend and participate in at least two learning opportunities or networks related to the advancement of EDIA.

Work is currently underway to develop a measurement plan identifying performance metrics for fostering greater inclusion. The Public Service Employee Survey (PSES) results for harassment, accessibility and accommodation, and inclusion-related questions, as well as human resources administrative data, will form the basis for this plan. Current practice for SSHRC is to present key metrics on a range of organizational performance indicators at various management forums, following each PSES exercise. Static annual dashboards are also developed and presented, showcasing representation data and staffing, promotion and turnover rates for underrepresented groups. Increasing self-identification data will also be a key metric to indicate if progress is made in fostering a safe environment for self-identification.

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 senior leadership team has stressed the importance of regularly measuring and reporting on progress to assess the effectiveness of our EDIA efforts. Representation and inclusion goals will be part of the performance management review committee discussions for executives at mid-year and year-end.

Work is underway to determine what progress should look like and develop a strategy for measuring and reporting in consultation with the internal Employment Equity and Diversity Advisory Committee (EEDAC). An enhanced dashboard will also be developed to present pertinent EDIA data, ensuring transparency and informing decision-making as well as continuous improvement efforts. These activities are planned for 2024-25 and are being incorporated into our internal People Strategy action plan, which serves as a roadmap for achieving our People Strategy vision to: have a workforce that is diverse and focuses on excellence in a modern, healthy and inclusive workplace, allowing it to anticipate change, adapt and evolve.

This action plan is designed to adapt to changes in the work environment and will support the implementation of the forward direction and other EDIA commitments. The updated action plan and measurement and reporting strategy will be communicated to all staff once finalized.

Consequential accountability

Question 4

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

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.
• A lack of progress towards representation and inclusion goals results in consequences.

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

To establish consequential accountability toward implementing the Call to Action, agency-level collective quantitative representation goals have been integrated into the 2024-25 PMAs for executives. Qualitative EDIA goals, along with examples of performance measures for executives, managers and employees, have been and will continue to be integrated into the government-wide corporate priorities, communicated by the Privy Council Office. Progress toward established goals will form part of the ongoing and year-end assessment of executive performance to affect change. Senior management will review progress toward these established goals at the agency-level performance management review committee where performance and talent management are discussed. 

Additionally, a structured reduction in the executive performance pay budget has also been established if goals are not met.

These PMAs have been communicated to all staff through email and published on the organization’s intranet.

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 2023-24, SSHRC launched a pilot of the Mentorship Plus program. The response to the pilot program has been positive overall with the agency surpassing the number of mentor/mentee connections that is considered a target for success for the size of the organization.

The pilot year of this program at SSHRC has focused on fostering strong mentee-mentor relationships to prepare for the eventual second phase that will incorporate sponsorship. Sponsorship will be introduced once the mentorship component has reached the maturity and success needed to advance to the next phase.

Other Government of Canada talent and leadership development opportunities, such as the Executive Leadership Development Program (ELDP), form part of the talent and performance discussions at annual review committees for executives. Managed by the Office of the Chief Human Resources Officer (OCHRO), 50% of nominations submitted by departments and agencies are required to be executives from underrepresented equity groups. The agency has and will continue to nominate executives for this program, ensuring at a minimum that half of the nominations are executives from underrepresented equity groups. Currently, one executive is actively participating in the 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.

To advance our representation goals, SSHRC continues to participate in the Indigenous Career Navigator Program (ICNP). This program supports Indigenous employees in navigating their career from a recruitment, retention, professional development and career advancement perspective. The ICNP also assists managers in recruiting Indigenous candidates and supporting the career aspirations of their Indigenous staff members.

SSHRC actively engages in Indigenous hiring initiatives, using resources from the Indigenous Recruitment Toolbox to attract and hire Indigenous talent. Additionally, we’ve had success in recruiting Indigenous talent through the IT Apprenticeship Program for Indigenous Peoples. 

An outreach inventory has also been developed to help support outreach activities for both Human Resources (HR) advisors and hiring managers.

Moreover, a resource aimed at mitigating biases and barriers in staffing has been developed to address barriers within the staffing and assessment processes.

With a staffing modernization exercise currently underway, recent efforts have also focused on the transition to a new and improved candidate applicant tracking system and developing EDIA-related tools and resources to support hiring managers during the assessment process. As the new system stabilizes and confirmation around equity-related reporting and data capabilities occurs, new tools and practices will also be integrated into the staffing process. Additional staffing strategies, such as recruitment campaigns, will also be considered to help address progress toward representation goals.

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?

SSHRC has an in-house Language Training Program to increase representation within the agency by removing language as a barrier to the recruitment of talented and diverse candidates. Starting in 2022, this program identified three priority areas: the first focuses on training employees in underrepresented employment equity groups who do not meet the language requirements of their position on appointment. The program entails weekly one-on-one or small group tutoring sessions tailored to the employees’ needs and learning style to attain B and C levels, informal group discussions to increase the employees’ confidence to use both official languages and learn from their peers in an informal setting, and sessions with the instructor who provides personalized advice on areas to improve, as well as resources and tools to support the attainment of their goals. Individualized learning plans and progress reports are also prepared for the learner and their manager.

Additionally, work is currently underway to develop an approach to overcoming the potential challenges that the upcoming CBC requirements for supervisory positions may pose when filling representation gaps, especially for Indigenous Peoples.

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

SSHRC does not currently offer Indigenous language training and there are no immediate plans to add this offering to the current language training program.

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).
• Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

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

Since 2021, a few employee-led, equity-deserving groups have formed within the agency with the aim of creating spaces for informal discussions, increasing a sense of community, supporting members’ career development and discussing EDIA related matters.

SSHRC’s Letter on the Implementation of the Call to Action highlighted the commitment to engage and consult with new and established equity-deserving committees and networks who can guide efforts to better understand and address specific barriers affecting programs and operations.

In 2023-24, collaboration principles were developed to provide employee-led equity groups with a meaningful structure within which they are empowered to share views, gain visibility and engage on EDIA issues. To foster inclusive decision-making, the groups’ chairs were invited as formal members of EEDAC, which serves as the principal consultation and collaboration forum on internal EDIA matters, challenges, initiatives, policies and practices. To raise awareness, enhance visibility and grow membership, various internal communication channels have been leveraged to promote the employee-led equity groups, such as email, the HR Bulletin and a newly launched intranet page.

Efforts are also underway to strengthen the current governance model, including restructuring EEDAC and updating its Terms of Reference. The desired outcomes of these changes are to support more effective consultations with equity-deserving groups and improve awareness among all staff of upcoming EEDAC topics and the outcomes of discussions. These steps are in line with the recommendations outlined in the internal culture audit and systems review report and the EE Act Review Task Force Report.

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.
• 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.  

Collaboration among HR, EEDAC members and chairs of the employee-led equity groups helped define what constitutes "major meetings and events" and identify significant religious and cultural observances most relevant to the workforce.

Based on the findings from the consultations, a guide for managers and staff was developed outlining the important cultural and religious dates that should be considered when scheduling significant meetings or events. To raise awareness of this tool, as well as the annual cultural calendar, presentations were made to audiences who have a large role to play in planning calendars and organizing events, such as management tables and the internal Administrative Professional Community of Practice.

To ensure widespread awareness, the tool has also been promoted on the organization's intranet and communicated to all staff through the HR Bulletin.

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.

Certain barriers to advancing the work on the Call to Action remain relatively consistent for SSHRC, year over year. A significant barrier the agency faces is resource limitations, both in terms of funding and employees dedicated to advancing this work. The insufficient resources pose challenges for implementing certain initiatives, such as prioritizing official language training for Indigenous, Black, and racialized employees, and dedicating funding to support employee networks.

Engaging with partners and aligning priorities across different operational teams and management levels has required thorough coordination to advance collective goals. Harmonizing internal efforts amidst evolving external dynamics with unclear timelines—such as the anticipated amendments to the EE Act, a modernized self-identification form, new LMA data and CBC language requirements—necessitates a high level of agility in planning processes.

The lack of access to central systems and resources as a separate agency, as opposed to core public service departments, has presented additional barriers. The agency's small workforce and low turnover rate also impede the pace of progress hoped for in advancing the representation, career progression and promotion of Indigenous, Black, and racialized employees. As a separate employer, there is also limited ability to leverage the career development opportunities available within the core public administration.

Additionally, representatives from our employee-led equity groups have expressed the need to address systemic issues lying not only within our systems and processes, but also within our mindsets. Although advancing change to remove those barriers has met with occasional resistance, there is increased buy-in and support. It is recognized that adjusting deeply rooted norms takes time and requires persistent efforts.

Despite these challenges, SSHRC remains committed to addressing them and making meaningful progress in advancing the important work on the Call to Action. To do so, we will continue to raise awareness about the challenges and barriers faced by underrepresented equity groups and centre our work on the lived experiences of staff.

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.

SSHRC is committed to supporting all employees, recognizing the intersectionality of their identities and the unique challenges they may face. Several initiatives are underway to address the compounding barriers of discrimination experienced by 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.

All staff have access to and are encouraged to participate in EDIA training, including modules on various topics such as unconscious bias, intercultural competence, 2SLGBTQIA+ inclusivity, disability awareness and allyship. These learning opportunities are shared with staff through various formal and informal communication strategies, such as email, Microsoft Teams Channels and the intranet home page.

SSHRC encourages and supports grassroot employee-led equity groups, empowering them to connect, share experiences and engage in driving meaningful change. Employee-led equity groups play a crucial role in fostering a sense of cultural belonging for everyone. These groups currently include persons with disabilities, Black, racialized, Indigenous and 2SLGBTQIA+ employees, and serve as vital platforms for fostering a sense of cultural belonging for everyone.

Through the development of our Accessibility Implementation Plan, strategies are outlined to enhance accessibility across all facets of the organization. An Accessibility Learning Resource has been developed to equip staff with the knowledge and tools necessary to enhance inclusivity in work practices. In-house Accessibility Training sessions are regularly offered to deepen understanding and promote best practices. Additionally, the internal Accessibility Steering Committee convenes bi-monthly to review progress, share insights and drive further accessibility initiatives.

Accommodation is central to the dedication to inclusivity and diversity at SSHRC. Providing accommodations for individuals with disabilities and those observing religious practices to support their full participation in the workplace environment is essential. Additionally, accommodation training is provided to delegated managers, equipping them with the necessary knowledge and tools to foster an environment of understanding and support.

Furthermore, SSHRC actively collaborates with interdepartmental working groups and networks to learn best practices, leverage resources and raise awareness across all employee levels. Examples of these networks include: the Designated Senior Officials for Employment Equity, Diversity and Inclusion (DSOEEDI) Community of Practice; Infinity – The Network for Neurodivergent Public Servants; the Jewish Public Servants Network; the Muslim Federal Employees Network; and the Public Service Pride Network.

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 the first year of implementing the forward direction of the Call to Action, we have witnessed several significant impacts on our organizational culture. Engagement directly with internal employee-led equity groups highlighted the following three main impacts.

The first is increased awareness and inclusion. Supporting the establishment of employee-led equity groups has enhanced social cohesion within the agency and has provided Black, Indigenous, racialized, persons with disabilities and 2SLGBTQIA+ employees with safer spaces to connect and share views and experiences. These groups have also been able to collaborate with internal partners to organize internal events aimed at celebrating diversity and increasing awareness among staff.

The second impact has been enhanced collaboration and engagement. Enhancing the governance structure for EEDAC has allowed for more effective collaboration and engagement with those most impacted by the systemic barriers we aim to dismantle. Ensuring the representation of diverse perspectives in the agency’s EDIA committees and consultation activities has resulted in more informed strategic planning and program development activities.

Last is improved transparency and accountability. Encouraging genuine dialogue and openly discussing the findings and recommendations of the internal cultural and employment systems review were welcomed and appreciated. Integrating representation and inclusion commitments into performance management agreements have also contributed to fostering a culture of trust, transparency and accountability.