Canadian Human Rights Commission
Self-assessment on actions undertaken to advance a renewed conversation on values and ethics
Part I. Values and ethics training plans
Question 1
Has your organization developed department-specific values and ethics training plans down to the divisional level?
- Yes
If not, to what level have department-specific values and ethics training plans been developed and what is your target time frame for completing this work?
N/A
Question 2
Has your organization fully implemented department-specific training plans?
- Yes
If not, what is your target time frame for completing this work?
N/A
Part II. Codes of conduct
Question 3
Has your organization reviewed its code of conduct?
- My organization is in the process of reviewing its code of conduct.
Question 4
If your organization is in the process of reviewing its code of conduct, what is your target time frame for completing the review?
The Canadian Human Rights Commission (Commission) began a comprehensive review, consultation, and update of its Code of Conduct (Code) in the summer of 2023. This work has been extensive and is nearing completion, along with the associated policy instruments and resources. This review includes policy instruments, tools and resources related to values and ethics, conflict of interest and internal disclosure of wrongdoing.
The Commission’s Code of Conduct was last reviewed in 2016.
Question 5
If your organization has completed the review of its code of conduct, did this review lead to updates?
- My organization is in the process of updating its code of conduct.
Please briefly describe the nature of any updates made (e.g., to clarify expected behaviours, to align with the emerging context, to include emerging risks) or explain why no updates were deemed necessary.
The Commission's review of its Code of Conduct, which began in 2023, is leading to a number of updates. This process has been informed by extensive consultations with employees, managers, executives, senior leaders, and bargaining agents. The Commission, as part of its consultation, ensured people from equity-deserving groups and those with intersectional perspectives provided their input.
In drafting the updated Code of Conduct, the Commission’s priority was to ensure that the new Code adequately reflects the Commission of today, as well as the diverse perspectives, questions, and feedback of employees. Since the previous organizational Code was updated in 2016, much has changed, both within the organization and outside of it. The Commission has undergone significant growth and expanded to include multiple mandates, all of which serve to advance human rights for people in Canada. At the same time, the Commission has evolved in response to complex human rights issues across Canada. The rise in hate, the fallout from the global pandemic, the spotlight on systemic racism, rapidly advancing technology and a changing climate are all impacting the human rights landscape in ways that were not imaginable even ten years ago.
The Commission's updated Code of Conduct reflects commitments to accessibility and inclusion such as the use of plain language, as well as formatting elements to highlight key principles for all reading levels and all physical abilities. The updated Code also reflects the feedback the Commission received during the 2023 consultation in which employees emphasized that they wanted to see themselves in this document. That extensive and meaningful consultation provided a solid base from which to ensure this update meets the collective needs, values, and priorities of the Commission.
Finally, as part of this comprehensive update, the Commission has undertaken a review and update of related policy instruments such as guidance on Conflicts of Interest, Internal Disclosure, communications, and training material.
Part III. Discussions on personal accountability in upholding public service values and ethics
Question 6
What activities or actions has your organization undertaken to foster a conversation at all levels on personal accountability to uphold our public service values and ethics?
- Dedicated discussions at executive and management committee meetings
- Focused engagement sessions for specific functional areas (e.g., operations, finance, communications, policy, human resources)
- Engagement sessions with equity groups, employee groups, networks and communities
- Specific values and ethics communications campaigns
Please provide additional details on activities that you have undertaken, including those not listed above.
In the winter of 2024, the Commission held a facilitated discussion with senior leadership — including branch heads and Commissioners — about values and ethics. This dialogue was informed by the changing context of the Commission and the federal public service. Questions provided by the Clerk’s Task Force on Values and Ethics were used to guide this discussion. This session allowed senior management to reflect and exchange views on the key issues concerning values and ethics over the past few years. Insight received during this discussion has informed the Commission’s multi-year values and ethics plan, including the development and launch of a Conflict of Interest Self-Assessment tool. This tool asks the user to reflect on their personal situation and highlights potential areas at risk for a conflict.
Earlier in 2023, the Commission organized targeted engagement sessions for specific functional areas. Training on values and ethics was developed and delivered to each branch at the Commission, to support engagement opportunities with every employee and team. Separate sessions were convened for employees and management, to support safe engagement and foster open, honest, and constructive conversations.
These sessions were supported by engagement tools like Slido, which provides employees with an anonymous way to ask questions or raise comments. The goal of these sessions was to share guidance on employee responsibilities and obligations, while also identifying barriers, or issues that warranted specific interventions. Given the open nature of these discussions, the sessions provided valuable insight for the Commission into the level of understanding among employees over how they interpret their ethical obligations as public servants.
As part of its update to its Code of Conduct, the Commission conducted engagement sessions with equity-deserving groups, employee groups, networks, and communities. An all-staff email invited Commission employees to participate. Volunteers received the draft updated Code of Conduct, along with a series of open-ended questions to be completed before reviewing the document. These questions aimed to create a space for personal reflection on the importance of values and ethics on an individual level. Participants were invited to share their comments and feedback during a meeting and in a collaborative document. An anonymous survey was also provided, to empower employees to provide candid feedback.
As part of supporting employees, and continuing the engagement opportunities, the Commission created a Conflict of Interest Self-Assessment tool, so that employees can make an informed assessment of their specific situation and how it relates to the requirements set out in the Code and related policy instruments. This tool was shared in an all-staff email and posted on the Commission’s intranet site, along with an updated Conflict of Interest Declaration Form. Employees of the Commission have been invited to reflect on their situation, in line with their obligations as public servants consistent with the Directive on Conflict of Interest, the Code of Conduct and the Values and Ethics Code for the Public Sector.
Question 7
Has your organization taken any actions to ensure that conversations on personal accountability to uphold our public service values and ethics occur on a continuing basis?
- Included as part of the onboarding process for new employees
- Incorporated in employees’ professional development and mandatory learning plans
- Integrated in career succession planning (e.g., supervisor, manager, director)
Please provide details on activities that you have undertaken, including those not listed above.
Each new employee receives a copy of the Commission's Code of Conduct in the same email as their letter of offer. Their letter of offer reminds them that adherence to the Code of Conduct and Values and Ethics Code for the Public Sector is a condition of employment.
Along with the Commission's review and update of its Code of Conduct, the Commission also updated its guidelines on mandatory learning and training. This included clarifying the expectation that employees and managers complete mandatory and foundational courses, such as Values and Ethics, within established timelines.
Ongoing reminders are included in the Commission’s monthly all-staff newsletters, and further training, engagement and facilitated discussions are planned for the fall 2024. The Commission’s new Conflict of Interest Self-Assessment tool, and redesigned Conflict of Interest Declaration Form were shared with all employees as another mechanism to support awareness-building and personal accountability.
In addition, the Commission regularly promotes events such as the Clerk’s “Conversation with John Hannaford on Values and Ethics,” and shares updates such as the launch of the Clerk of the Privy Council’s Deputy Ministers’ Task Team on Values and Ethics, and the subsequent publishing of the Task Team’s Values and Ethics Report to the Clerk.
Part IV. Additional information
Question 8
What recurring themes (e.g., social media, emerging technology, conflicts of interest) have emerged from conversations with employees (e.g., students, new public servants, front-line service providers, managers, executives, members of functional/horizontal communities/employee networks) across your organization?
A recurring topic of discussion has been the duty of loyalty and how it applies in the context of an independent organization responsible for a human rights complaints function as well as human rights advocacy and regulatory responsibilities.
Given the nature of the Commission’s mandates, staff participation in activism-related activities, public commentary on human rights issues, or engagement in outside activities which may overlap with their official duties are frequently raised in discussions with employees, managers, and executives. Further, given the Commission’s independent mandate, the positions of the Commission may not always align with those of the Government of Canada.
As a result, there is a need for clear, accessible guidance for all levels of Commission staff on how to act with impartiality and loyalty in complex or challenging situations. Appreciating that the Commission is mandated to advance human rights, employees are regularly affected by national and international events. Many employees frequently express the desire to publicly comment or participate in activism-related events.
This challenging dynamic is compounded in instances when an employee’s personal moral code is at odds with the Commission’s and/or the Government of Canada’s interests. Understanding this very real, very personal challenge, the Commission continues to develop and refine resources to better support its employees.
Commission employees have a high level of dedication, personal and professional integrity, and commitment towards advancing human rights in Canada. The Commission is committed to continuing to create safe spaces to enhance learning, nurture commitment, and deepen employee understanding of how to make ethical decisions that balance public service and personal values.
In addition to group discussions during trainings on values and ethics, the Commission’s Values and Ethics team is regularly called upon to provide clear, concrete advice and direction on what actions are allowed and those that are prohibited within an employee’s Duty of Loyalty. Questions range from social media commentary, media interviews, participating in panel discussions, protests, or other advocacy-related activities.
The Commission’s Values and Ethics team also frequently engages in discussions about outside activities. These often involve employees providing services in fields similar to their official duties, such as consulting or teaching. Considering these patterns, the Conflict of Interest Self-Assessment tool includes specific questions on these topics, as does the updated Conflict of Interest Declaration Form.
Question 9
How have you adjusted your learning activities to address recurring themes (e.g., adjusted training plans, developed specific case studies, invited expert speakers to focus on emerging themes)?
As part of the organization-wide engagement strategy initiated to support the review and update of the Code of Conduct and related policy instruments, the Commission developed and delivered values and ethics training to each branch and division in 2023–24, and also led facilitated discussions with senior leadership.
Concurrently, the Commission implemented its mandatory learning and training requirements, with specific courses for all levels of employees, managers, and executives based on functional requirements and organizational priorities.
Building on this momentum, the Commission’s training plan for 2024–25 is to apply a blended approach that will be used to provide training to specific groups such as new employees, supervisors and managers, and on specific topics such as conflicts of interest.
The Commission has adapted its Values and Ethics training materials to address the Duty of Loyalty more thoroughly. This updated training provides Commission employees with more context to enable them to make informed decisions about what they are allowed and not allowed to do as federal public servants, as well as the potential consequences of breaching this duty. In parallel, the Commission has included more specific information regarding recourse tools — such as internal disclosures — to help improve employee awareness.
The topic of social media usage continues to be a challenging one, given that the context of each request depends on a series of factors. We are working to find ways to provide the necessary information and support so that Commission employees can make the best choices for themselves while respecting the Code of Conduct.
Following the publication of the updated Code of Conduct this coming year, the Commission will develop training and engagement material specifically targeting new employees. In addition, the Commission’s Values and Ethics training will evolve to cover more specific topics in greater depth. This blended approach will build upon the engagements the Commission conducted in 2023. The plan is to continue the momentum and interest the Commission has witnessed since beginning this work.
Question 10
Are there any actions or learning activities that have been particularly successful in fostering conversations within your organization (e.g., new tools, creative approaches that have resonated well with employees and managers, meeting with small groups, equipping managers to lead conversations, equipping values and ethics office/practitioners)?
As part of a broader, multi-year plan encompassing a variety of initiatives related to values and ethics, the Canadian Human Rights Commission implemented an updated series of values and ethics training sessions in 2023–24. This training series is in line with the review, consultation, and update of the Commission’s organizational Code of Conduct. The training was designed specifically to address the reality, questions, and challenges of Commission staff. It combines both information delivery and facilitated discussion to support employee engagement and peer-to-peer learning. The first of these new sessions was delivered to each Commission branch and division in 2023–24, with separate employee and manager sessions also delivered to support safe engagement.
In parallel, the Commission completed an update of its organizational-wide learning and training guidance. This instrument includes mandatory values and ethics training for all levels at the Commission, based on the offerings of the Canada School of Public Service (CSPS). The Commission-specific training is intended to enhance the CSPS courses, and continue the discussion based on the mandates, functions, and context of Commission staff.
The Commission developed and launched updated training material on values and ethics, to enhance the courses provided by Canada School of Public Service. The Commission’s training is offered in a bilingual, accessible format to branches or divisions. In general, these groups are divided into employee and management sessions to further support conversations relevant to each groups’ particular needs and challenges. Tools such as Slido, which allows people to comment anonymously, have increased participation. Employees feel a greater sense of safety when asking hard questions or exploring sensitive topics.
The Commission has recently updated its Conflict of Interest Declaration Form to further support accessibility, and to include more relevant prompts given the trends observed to date. The form is accompanied by a new Conflict of Interest Self-Awareness tool, intended to support employee reflections on their personal circumstances.
The Commission’s toolbox of training materials, policy instruments and other resources will continue to evolve and remain current. As part of supporting this commitment, membership to the Commission’s Values and Ethics Committee will be updated and the Committee will be relaunched mid-2024.
Question 11
What indicators will be used to measure increased employee awareness of the role of values and ethics in their daily work (e.g., Public Service Employee Survey, pulse surveys, engagement with focus groups)?
The Commission relies on a variety of indicators to measure the success of its activities related to values and ethics. As a small department, the Commission relies on indicators as simple as direct communication with employees and management. The nature and number of values and ethics questions regularly asked by Commission staff is always informing Commission awareness-building activities and training, as well as all-staff communications. Similarly, the questions asked during training sessions, including those shared via Slido, help the Commission to identify areas where additional tools or clarity may be needed.
The Commission also uses data pulled from Public Service Employee Surveys to measure both employee awareness and their overall perception of the ethical culture of this organization. More on this below.
Question 12
Will these indicators be disaggregated by identity factors?
- Yes
Question 13
Is there any additional information that you would like to share regarding your organization’s work on values and ethics (e.g., to advance particular recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report)?
Whenever possible, the Commission seeks opportunities to make decisions informed by evidence. This includes a commitment to disaggregating data where possible. Given the Commission’s small size, disaggregated data along equity-deserving identity factors often results in small counts that must be suppressed to protect employee confidentiality. Mindful of these constraints, the Commission uses a variety of methods to measure progress and seek feedback.
Qualitative, first-hand feedback is valued, and the Commission is continually evaluating approaches to building engagement in accessible, respectful, and trauma-informed ways. These include approaches to providing training, invitations to policy consultations with a specific emphasis on inviting members of equity-deserving groups to participate, as well as providing independent and objective resources to employees such as an external Ombuds.
Quantitative data, such as statistics from pulse surveys or the Public Service Employee Survey, also provide insightful snapshots used to drive forward evidence-based decision making:
The Commission is deeply committed to providing employees with a psychologically healthy, safe, and respectful environment in which to do their important work providing people in Canada with a clear path to human rights justice. Fostering a positive ethical organizational culture with clear links to the Values and Ethics Code for the Public Sector is critical to ensuring Commission employees have the tools, training and are empowered to fulfil their important functions.
The last few years have brought unprecedented changes and challenges to people in Canada, and the people of the federal public service. Commission employees have demonstrated their commitment to their work, their ability to adapt with a moment’s notice, their willingness to do the hard work necessary to advance human rights in Canada. Ensuring that Commission employees know they are valued and respected, that they are safe to ask hard questions, and that their contributions are worthy of consideration guides the approach to consultation, engagement support. Appreciating that many Commission employees have a personal calling to advance human rights, and are experts in their field, providing clear rational guidance on adherence to the Values and Ethics Code for the Public Sector and the Commission’s own Code of Conduct must also reflect principles of equity, inclusion, accessibility, anti-racism, and anti-oppression.
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