Treasury Board of Canada Secretariat

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 is underway to set 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?

The Treasury Board Secretariat (TBS) is actively working to promote diversity, equity, and inclusion within the federal public service. Such work involves the development of multi-year recruitment and promotion goals for Indigenous peoples and Black and other racialized people through the creation of new data sets, the update to TBS workforce intelligence dashboard, customization and improvement of data quality, and utilization of key Government of Canada reports and tools for informed decision-making.

Multi year goals

TBS is currently looking at different options on how to develop multi-year recruitment and promotion goals for the recruitment and promotion of Indigenous peoples and Black and other racialized people of Indigenous peoples and Black and other racialized people, across various job classifications and levels. For example, TBS will consult with all TBS Employee Networks to better understand their data needs. TBS will also engage with data experts to explore analytics on employee mobility such as promotion, actings, arrivals and departures. Employee mobility across the organization will help understand where there may be systemic barriers and will identify areas of focus.

Workforce intelligence dashboard

The data for 2023-2024 shows there are 524 employees who identified as Visible Minority (36 more than the Work Force Availability (WFA) goal of 488), and 54 who identified as Indigenous Peoples (10 less than the WFA goal of 64). For 2022-2023, the data shows there were 485 employees who identified as Visible Minority (25 less than the WFA goal of 509), and 52 who identified as Indigenous Peoples (15 less than the WFA goal of 67). However, the current data does not allow for identifying gaps within specific occupational groups and does not include recruitment and promotion goals. Enhanced analysis would provide more targeted insights into barriers faced by equity-seeking employees during hiring and promotions. Therefore, with the recent migration from Peoplesoft to MyGCHR TBS will leverage this opportunity to conduct a complete review of its departmental data products and develop new data sets that will allow to identify, capture and track progress of recruitment and promotion goals, as well as. to incorporate diversity and inclusion metrics from the Call to Action.

Customization and data quality improvement

Although there will be a greater focus on identifying recruitment and promotion goals and its related metrics, great efforts will continue in improving TBS departmental representation rates, at the sector and enterprise levels, to bridge all gaps. TBS is also exploring the use of WFA combined with a Turnover Rate of 5% plus an additional rate of 5% to set meaningful but realistic targets. The additional 5% rate accounts for the time lag in capturing demographic changes (e.g., the growing racialized population in Canada).

Informed decision-making

TBS studies reports like the Employment Equity Act (EEA) Review Task Force Report and leverages emerging projections capabilities such as Statistic Canada’s Interactive Dashboard.

In summary, TBS’s commitment to equity and inclusion involves strategic planning, data-driven approaches, and a focus on creating and maintaining a representative and supportive work environment.

Question 2

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

• Work is underway to set goals.

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).

TBS is actively collaborating with internal and external Subject Matter Experts (SMEs) to enhance inclusion within the federal public service. Key initiatives include consulting with experts, leveraging survey data, reviewing employment systems, and studying significant recommendations. In addition, TBS engages with employee networks to draw from the lived experience of employees.

Consulting with experts

TBS engages SMEs from various departments, including the Office of the Chief Human Resources Officer (OCHRO), Privy Council Office (PCO), Finance, and Public Services and Procurement (PSPC). Their expertise informs best practices for identifying inclusion indicators which will drive the establishment of multi-year goals.

Leveraging survey data

Results from the latest Public Service Employee Survey (PSES) provide valuable insights on how TBS employees feel included within the organization, drawing from the Harvard Business Review seven (7) Inclusion indicators such as, Fair treatment, Integrating differences, Decision-Making, Psychological Safety, Trust, Belonging, and Diversity. TBS continues to analyze these results with a greater focus on responses from employees who identified as Indigenous, Black, racialized, and persons with disabilities to identify areas for improvement and appropriate actions to be taken at the enterprise level.

Reviewing employment systems

TBS is assessing the findings and recommendations of its most recent 2021-2024 Employment Systems Review Report, which highlights recurring patterns and significant findings from employee consultations and data analysis, such as Bilingualism requirements (addressing challenges related to language proficiency), bias in hiring practices (ensuring equitable recruitment processes), diversity in senior management (promoting representation at leadership levels), performance evaluation bias (mitigating biases in performance assessments), harassment and discrimination (tackling systemic issues), job classification standards (addressing rigidity), Human resources (HR) process streamlining (overcoming cumbersome procedures), and challenges for Persons with Disabilities (ensuring accessibility). Once the assessment is completed, consultations with employee networks, and other relevant stakeholders, will be held to identify the appropriate actions TBS will undertake to address the recommendations, such as implementing concrete actions to combat racism harassment and discrimination, preparing a communication plan to raise awareness of complaint processes, focusing on not only quantitative goals (e.g., WFA representation, recruitment and promotion goals) but also those of a more qualitative nature to address complexities at the occupational level. Reducing and eliminating barriers means going beyond numbers. We recognize that factors such as historical injustices and anti-Black racism continue to shape workplace experiences and impact advancement opportunities.

In summary, TBS will be exploring different avenues to address the issues identified as its multifaceted approach aims to foster an inclusive, respectful, and equitable work environment. Follow-up actions that TBS is considering measuring inclusion include the conduct of pulse surveys, focus groups, exit interviews and other data-gathering methods to refine inclusion goals.

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 TBS workforce intelligence dashboard is a critical component in how TBS is approaching measurement of progress. This dashboard provides insights into Employment Equity data at both the departmental and sector levels. All employees have access to this dashboard, and department-wide notifications are sent out whenever updates occur.

In addition to the dashboard, TBS is actively working on defining indicators to measure our efforts in fostering greater inclusion. We draw on the Maturity Model on Diversity and Inclusion Questionnaire, currently being developed by OCHRO, as a valuable resource. This model helps in assessing an organization's level of advancement related to diversity, equity, and inclusion.

Another valuable resource for measuring progress is the PSES. Analyzing PSES results specific to our organization will aid in the development and implementation of surveys, pulse checks, and focus groups. These tools allow us to gather employee perspectives on various topics, including the extent to which TBS:

• cultivates a culture of inclusion;
• communicates and promotes events, resources, and initiatives that advance inclusion;
• supports employee training, and;
• ensures fairness and transparency in staffing, performance evaluation, conflict management, and other critical HR areas.

Furthermore, as part of our commitment to equity, inclusion, diversity, and accessibility, TBS is developing, in consultation with its departmental employee networks, specific action plans. These plans will outline measurable goals related to the Call to Action. Our progress assessment will consider various areas, such as the following: hiring, promotion, and retention; mental health and well-being; employee engagement (including engagement of employee networks); addressing harassment and micro-aggressions; and combating racism and discrimination.

To effectively communicate our measurement approach to employees, TBS is engaging with employee networks alongside senior leaders through the Internal Inclusion, Diversity, Equity, and Accessibility Engagement and Advisory Committee (IDEA EAC). This ensures broader awareness of results and outcomes while enhancing accountability.

The Inclusion, Diversity, Equity, and Accessibility (IDEA) Secretariat within TBS HR Division collaborates with senior leaders in key sectors (e.g., Internal Audit & Evaluation and HR Analytics) to coordinate goal setting aligned with corporate commitments related to the Call to Action. Additionally, the IDEA Secretariat supports regular meetings of employee networks with their champions and Deputy Minister (DM) sponsors, including high-level officials such as the Chief Information Officer, Comptroller General, TBS Secretary, and Associate Secretary.

Results and progress outcomes are discussed during IDEA EAC Committee meetings, network gatherings with champions and sponsors, and related senior leadership forums focused on equity, diversity, inclusion, and accessibility. These discussions inform key organizational reports, including the Departmental Results Report, Accessibility Report, Multiculturalism Act report, Many Voices One Mind Scorecard report, and reports related to the Call to Action.

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.

Performance objectives play a crucial role in the Performance Management Agreements of executives. These objectives serve several purposes, including the following:

• Combating racism, discrimination, and hate: Executives are committed to actively addressing these issues within the organization.
• Promoting accessibility and inclusion: Efforts are made to create an inclusive workplace where everyone can thrive.
• Recruiting a diverse workforce: The goal is to attract and retain talent from diverse backgrounds.

Additionally, the TBS 2023-24 Mandatory Commitments underscore the organization’s dedication to advancing key principles. These commitments included the following:

• Anti-racism, diversity, equity, inclusion, and accessibility: TBS is actively working to promote these values across the Public Service.
• Inclusion goals for managers and supervisors: TBS is ensuring managers and supervisors set and measure achievement of multi-year targets for the inclusion and advancement of Indigenous peoples, persons with disabilities, visible minorities, and women.
• Addressing Racism and Enhancing Accessibility: Initiatives are implemented to actively combat racism, discrimination, and hate. Simultaneously, efforts are made to enhance accessibility and foster an inclusive workplace culture.
• Assessment Tool Review: Hiring managers are required to review their assessment tools for biases or barriers and document actions taken to address them.

Looking ahead, TBS is reviewing its commitments for 2024-25 to align with Government-wide corporate priorities. These priorities include advancing Reconciliation, Anti-Racism, Equity, Inclusion, and Accessibility within the Public Service. As part of this alignment, the 2024-2025 performance review for executives will result in a single performance rating that reflects achievements across all commitments, including contributions to these government-wide priorities.

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.

The Mentorship Plus program was an early career development initiative and TBS was one of the first adopters. This program pairs employees at the feeder groups to the executive (EX) level who are member of an Employment Equity group with executive mentors. The program aims to achieve the following objectives:

• Career mobility: Mentees receive guidance to navigate the system for upward career progression.
• Increased visibility: Through mentorship, participants gain visibility within informal networks.
• Developmental opportunities: Access to developmental opportunities helps build the skills necessary for the executive cadre.

In the 2023-2024 period, 23 participants graduated from the third cohort of the program. These employees were mentored by executives to prepare for positions at the EX-01 level. The focus of this cohort extended beyond traditional mentorship to include elements of sponsorship. For example, TBS promoted the Clerk’s Call To Action by including a performance indicator related to sponsorship of Indigenous, Black or other racialized employees, and executives across the organization worked toward meeting this objective. TBS will continue to work to be better placed to measure progress on that front.

Participants reported several benefits, including the following: shared wisdom and insight; expanded networks and connections for leadership roles; improved understanding of key leadership competencies; and cultivation of a strategic mindset for growth.

TBS also participates in the Mosaic Leadership Development program, which supports career development for employees from Employment Equity and equity seeking groups at the feeder groups to EX level. There was one cohort in 2023-24 and another in 2022-23, with one TBS employee in each cohort. Both participants received and accepted offers for EX-01 positions. The 2023-24 applicant received a letter of offer prior to the end of the program. In terms of details for the 2023-24 cohort,12 applications were received from TBS employees at the following groups and levels: EC-07 (8), IT-04 (1), PE-05 (1), PE-06 (1) and AS-07 (1).

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.

In 2023-24, the Secretary of the Treasury Board endorsed an EX-03 recruitment process specifically focused on Indigenous employees and Black and other racialized employees. The process resulted in seven qualified candidates. As well, all TBS deputy ministers endorsed TBS’s a special team that is mandated to recruit qualified Employment Equity candidates at various groups and levels (EX-03, EX-01, EC-06, EC-05, AS-02 and AS-01). The EX-01 pool of candidates will be established by July 2024 and used the technology offered by Knockri for the candidates who wished to use it, to ensure elimination of conscious and unconscious bias. Members of TBS employee networks actively contributed to the development of these processes by being active members of the staffing processes selection boards, and the drop-off rates of candidates are being closely monitored to identify any systemic barriers. 

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?

At TBS, all employees benefit from a comprehensive and accessible centralized language training program that provides both classroom-based and self-paced learning options. Notably, an analysis conducted in 2023 revealed that Employment Equity group members access language training at a higher rate compared to non-group members. However, plans are underway to leverage the annual talent mapping exercise to ensure official language training for employees from Employment Equity groups who are ready for advancement.

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

TBS does not currently offer access to Indigenous language training. We plan to examine best practices across the Public Service in offering access to such training. As well, we have considered the recommendations of the Office of the Commissioner of Official Languages on activities to foster Indigenous languages and including this learning in employee learning plans. In addition, we plan to draw from the expertise of the Knowledge Circle for Indigenous Inclusion (KCII). TBS has engaged with KCII in its insightful support for the TBS Indigenous Employees Network and its resources in advancing career development for Indigenous employees. In reviewing the 2020-21 Many Voices One Mind summary report, we have noted KCIIK's recommendation, and we plan to engage with the TBS Indigenous Employees Network for their perspectives on offering such training.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).

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

In 2023-24 and 2024-2025, TBS has allocated $300K to support equity-seeking networks, including the Indigenous Employee Network, Black Employees Network, Accessibility Network, 2SLGBTQIA+ Network, and Women’s Network. Employee Networks have sought the approval of funding requests from this allocation for 2024-25, to date. TBS is preparing to hold discussions with networks regarding their plans, priorities, and projected resource needs for the current fiscal year. Such discussions form part of ongoing engagement and collaboration with the networks, alongside their Deputy Minister (DM) sponsors, to raise awareness of critical issues and promote respect, inclusion, and a sense of belonging.

Recent examples of TBS support for networks and communities include the following:

• Red Dress Day and Kairos Blanket Exercise: TBS worked with the Indigenous Employee Network to highlight the importance of Red Dress Day through messages in our e-newsletter and on information screens throughout our building. The messages encouraged employees to participate in the ‘Movement is Medicine’ initiative, honoring the National Day of Awareness for Missing and Murdered Indigenous Women and Girls and Two-Spirit People (MMIWG2S). As well, in January 2024, the TBS Indigenous Employee Network and its Deputy Minister Sponsor (Dominique Blanchard), hosted a Kairos Blanket Exercise, an experiential learning activity that walks participants through the history of Canada from an Indigenous perspective. The Exercise was guided by John Henri Commanda, Anishinabe (Ojibway) of the Eagle Clan and a member of Dokis First Nation, and he shared his personal experiences as an intergenerational survivor of the Indian residential school system and as a child of the Sixties Scoop. The Exercise concluded with the partakers participating in a “sharing circle” by sharing their experience, thoughts, or other comments about the exercise and how it affected them.
• Central Agencies Indigenous Employee Network: TBS connected with Indigenous employees at the Department Finance and the Privy Council Office to establish a collaborative network. This network aims to address recruitment and retention barriers for Indigenous talent and co-host Indigenous events.
• TBS Black Employees Network Better Journeys Initiative: In partnership with the network and TBS HR Division, this initiative explores the challenges and lived experiences of Black employees. It includes interviews, focus groups, and workshops to improve effectiveness in addressing barriers related to career development. Themes explored encompass fairness, transparency, equitable access to onboarding, sponsorship, mentoring, anti-racist workplace culture, and authentic leadership.
• IDEA Secretariat: This dedicated team at TBS provides expertise to management, network leads, and steering committees. They connect networks with subject matter experts, support work with DM sponsors and champions, and share information across the organization.
• Contributions recognized in Performance Agreements: The IDEA Secretariat plans to expand efforts to recognize employees’ contributions through language in performance agreements. This recognition aligns with TBS and government objectives related to reconciliation and building an accessible, diverse, and inclusive public service.

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.

Additional Details:

TBS developed a HR Planning Tool to support the creation of its Integrated Business Plan. This tool includes specific questions related to the Call to Action, emphasizing its status as a mandated requirement. Various sectors within TBS were tasked with identifying their efforts to promote anti-racism, diversity, equity, and inclusion.

Additionally, TBS is currently conducting a workplace assessment to identify harassment and violence risks. This assessment aligns with regulations under the Canada Labour Code. Notably, TBS’s approach focuses on Employment Equity and equity seeking groups, allowing for deeper analysis of how identity factors, historical context, and lived experiences intersect with risk factors related to harassment and violence. This presents an opportunity to embed anti-racism, equity, and inclusion into organizational planning. By engaging extensively with equity-seeking groups, TBS aims to uncover systemic barriers and provide effective support to those affected. The assessment will be completed by September 2024.

In May 2024, TBS initiated focus group sessions with employee networks representing Employment Equity and equity-seeking groups. These sessions include support from anti-racist and trauma-informed mental health professionals and aim to identify risk factors. TBS will then develop an action plan to mitigate these risks and integrate relevant findings into the TBS mental health action plan as part of addressing harassment and violence within an anti-racist framework.

Furthermore, TBS is actively researching models used by other federal organizations to inform the development of an internal anti-racism strategy.

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.

TBS utilizes and promotes – e.g. on an internal website and in communiques – a calendar to encourage employees to avoid scheduling major meetings and events during significant religious and cultural periods. As well, in collaboration with equity seeking networks, TBS offers ongoing events and awareness products for Black History Month, Pride Season, National Disabilities Awareness Month, and Indigenous commemorations.

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.

Among the obstacles encountered by TBS in implementing institutional change for the Call to Action were resource constraints and organizational resistance to change.

Financial constraints

Allocating sufficient financial resources to anti-racism initiatives remains a challenge. Budget restrictions and competing priorities often prevent TBS from investing fully in these efforts.

HR constraints

It can be difficult to ensure adequate staffing and expertise for anti-racism work. Recruiting, training and retaining qualified staff requires a sustained commitment.

Technological infrastructure constraints

Implementing effective anti-racism measures may require technological upgrades or tools. However, limited technological resources can impede progress.

Despite TBS's commitment to the Call to Action, concerns remain about the availability of resources. To continue to support implementation and monitor progress, TBS must address these constraints.

Constraints related to ingrained practices

Long-standing organizational practices can resist change. Bureaucratic inertia, legacy systems and established norms can hamper anti-racism efforts.

Organizational culture constraints

TBS culture influences how it responds to diversity and inclusion. Overcoming cultural resistance requires deliberate efforts to change mindsets and foster inclusion.

Constraints linked to individual attitudes

Some employees may resist change because of personal beliefs or fear of disruption. It is essential to address these attitudes through education and commitment.

Overcoming these barriers requires a multi-faceted approach, including resource allocation, cultural transformation and individual buy-in. The ongoing commitment of TBS remains crucial for meaningful change.

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.

TBS has established a Departmental Committee on IDEA. The committee engages employees, particularly those from employment equity or equity-seeking groups, to gather input on policies and programs while raising awareness. During committee meetings, employee networks provide updates on their work, and the committee provides a forum for employees to reflect on and discuss intersectionality.

Additionally, employee networks regularly connect through the Network Leads Committee, with TBS support. This committee serves as a safe space to discuss common interests, including those related to members with intersecting identities. It also facilitates joint actions and initiatives, and these can help address concerns that impact Black and other racialized employees who are also members of other communities. Some examples of concerns we have heard include ensuring TBS buildings have gender-inclusive washrooms, and ensuring TBS buildings have upgrades for better accessibility. 

Finally, in January 2024, the TBS Indigenous Employee Network and its sponsoring Deputy Minister, Dominique Blanchard, Associate Secretary of the Treasury Board, organized a three-hour Kairos Coverage Exercise, with the TBS Executive Committee composed of all Assistant Secretaries and chaired by the Deputy Minister, which was an experiential learning activity enabling participants to walk through Canadian history from an Indigenous perspective and understand how colonization has impacted Indigenous peoples and culture. The exercise was guided by John Henri Commanda, Anishinabe (Ojibway) of the Eagle Clan and member of the Dokis First Nation, and his team brought a wealth of knowledge, as Traditional Knowledge Keepers, through the sharing of his personal experiences as an intergenerational survivor of the residential school system and as a child of the Sixties Scoop. At the exercise ceremony, Ms. Blanchard began by offering tobacco to John Henri Commanda, who then gave a speech of thanksgiving and performed a cleansing. Mr. Commanda then spoke about the Sixties Scoop, the intergenerational survivors of residential schools, and how Canada created the Indian Act and impacted Indigenous women in their communities. Participants took part in the interactive blanket activity, while the team told their story. The exercise ended with a "sharing circle" where participants shared their experiences, reflections or other comments on the exercise and how it affected them.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

The Forward Direction of the Call to Action has had a significant impact in fostering collaboration across various sectors within TBS. This collaboration involves sharing information and contributing expertise to plan and implement responses to the Call. Notable examples include the following.

Anti-Racism Strategy

The need for a TBS anti-racism strategy has emerged as a collaborative initiative. Developing such a strategy is crucial to addressing barriers faced by employees from Employment Equity and equity-seeking groups.

Clarity for Senior Leadership and Networks

The Forward Direction provides impetus and clarity for senior leadership and employee networks. It guides the work of the IDEA Committee, DM sponsor meetings, and other department-wide forums in planning and delivering effective actions.

PSES Results Analysis

Analyzing PSES results, with a focus on the Call to Action, yields valuable insights into employees’ views of organizational culture. This includes responses from all TBS employees and those from Employment Equity and equity-seeking groups.

Recruitment and Promotion Focus

The Forward Direction emphasizes improving recruitment and promotion through mentorship and sponsorship programs for employees from Employment Equity and equity-seeking groups. Insights from employees highlight barriers related to application processes, career development opportunities, and the need for culturally competent coaching and mental health support.