Employment and Social Development Canada

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?

• No

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?

Employment and Social Development Canada (ESDC) already has a robust Essential Training Curricula (i.e., mandatory learning paths) in place stratified by role (i.e., for employees, supervisors and managers, and executives). Each curriculum includes a requirement to complete the appropriate Canada School of the Public Service (CSPS) Values and Ethics Foundations course(s) (FON301, FON302).

In addition, all roles must complete the departmental course Doing Things Right and Doing the Right Thing: Putting the Departmental Code of Conduct into Action. This course is specifically designed to provide employees with a deeper understanding of how values and ethics and our Code apply in the context of ESDC’s specific mandate. We recently updated this course to include resources related to social media and artificial intelligence (AI), and to reflect a hybrid work environment. A full gap analysis of this course is planned for this fiscal year; however, timelines will depend on the work that CSPS is doing to update their training offerings, so that duplication can be avoided. The review and potential updates to relevant Treasury Board Secretariat (TBS) policies and guidelines will also impact timelines for this activity.  

Employees at all levels must also complete ESDC’s Stewardship of Information and Workplace Behaviours course which has a significant values and ethics component. This course is revised every two years and employees must re-take it after every revision.

ESDC is regionally diverse and has multiple business lines with widely varying types of work performed in different branches. To ensure that training occurs down to the divisional level and that it addresses the particular needs of the various functional communities within the department, we are in the process of developing a toolkit of learning products to be launched in second quarter of (Q2) 2024-2025. We will be collaborating closely with ESDC’s Managers’ Community to develop, pilot, and implement these products.

As we are a service provider working with Canadians to provide critical services and supports, we continue to be committed to equipping our management cadre (Managers, Team Leaders) with the right resources to effectively lead conversations with staff to ensure they demonstrate professional excellence in their interactions with clients by treating every person with respect and fairness.

These tools will allow managers and supervisors to facilitate meaningful conversations with their teams at a “grass roots” level to discuss how values and ethics apply in their day-to-day work. The first new tool is a discussion aid (expected to be released by July 2024) that uses dialogue to help employees recognize the importance of our shared values, and how to embody them when navigating challenges—big or small. Dialogue will centre around lived experiences and will help participants recognize that all public servants face challenging situations at some point in their career. Guiding questions will allow participants to use an ethical dilemma as a teachable moment to bring the public service values to life. The tool is also designed to foster frank discussion on the possible considerations and steps to take when organizational values are not respected.

The toolkit will feature a bank of realistic scenarios (categorized by theme) that supervisors and managers can pull from to discuss topics relevant to their respective divisions. Many of these scenarios will address situations involving direct interactions with the public. The bank will be launched in the third quarter (Q3) of this year and will continue to grow with scenarios added or updated as contexts evolve and new issues emerge. 

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?

• Yes, my organization has reviewed 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?

N/A

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.

Prior to the recent review by departmental Subject Matter Experts (SME) in response to the Clerk’s initiative, the ESDC Code of Conduct was also extensively reviewed and updated in February 2020.

From December 2023 to March 2024, ESDC’s Deputy Ministers conducted consultations with networks and employees to gather feedback on how well our Code is understood and to identify any gaps. These sessions confirmed that, though our Code adequately covers the key principles to guide expected behaviours, employees would like to have more concrete examples on what respect for people entails, as well as clarification on appropriate use of social media and artificial intelligence. Since Codes of Conduct are inherently high-level in nature, and because it is impossible to capture every type of scenario an employee may encounter in their career, instead of adding this detailed information directly in the Code, we are creating complementary products to provide further context for employees. These products will be easily consumable by employees (using infographics, for example), and can be updated in real-time as new guidance emerges and world events evolve.

Consultation findings also revealed that employees find that the language in our Code is difficult to understand in some places. To enhance understanding and improve accessibility, we have also initiated a plain language review and edit of our Code. The target release for the updated version is Q2 of 2025-2026.

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
• All-staff engagements (e.g., town halls)
• 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
• Inclusion in employees’ performance and talent management cycle discussions
• Specific values and ethics communications campaigns

Please provide additional details on activities that you have undertaken, including those not listed above.

ESDC’s senior leadership has made values and ethics a departmental priority and has engaged in many discussions around how to foster a values-based culture within our department, with a focus on empowering managers and employees. Key events include:

• Atlantic Canda Leadership Forum (Novovember 2023) – Deputy Minister (DM) Namiesniowski, DM Brown, and DM Catherine Blewett invited participants (over 500 leaders from the region attended) to share their perspectives on values and ethics at ESDC and in the broader context of the public service.
• Portfolio Management Board (PMB) Retreat (January 2024) – PMB is chaired by ESDC’s Deputy Minister and is the executive committee that determines the department’s priorities. Members discussed the 15 recommendations from the DM Task Team’s report to the Clerk as well as the gap analysis ESDC conducted to identity any areas that need to be addressed within the department to inform an action plan.
• Departmental Audit Committee (DAC) (April 2024): Presented an overview of the values and ethics engagement and action plan for discussion and input.
• PMB presentation (April 2024): Overview of 3-Year Values and Ethics Action Plan. Discussed the proposed action plan and further refined activities.
• Upcoming Executive Group (EX) Town Hall (June 2024) – A panel of four (4) senior executives will discuss and share their perspectives on scenarios that present complex ethical dilemmas. Participants (over 700 are invited) will be encouraged to engage through answering poll questions. A key objective is to prepare leaders to have similar values and ethics related conversations within their respective teams over the coming months and on an ongoing basis.

Broader engagement activities with employees (from December 2023 to date) include:

• Six (6) DM-led values and ethics engagement sessions were held with ESDC employee networks. Notes summarizing the discussion and the issues raised were made available to all employees via DM Namiesniowski’s Workplace Matters intranet page.
• A values and ethics dialogue session hosted by ESDC’s Values and Ethics Assistant Deputy Minister (ADM) Co-Champion along with the Acting ADM of the Integrity Services Branch was held to launch ESDC’s 2024 Fraud Prevention Campaign. Scenarios focusing on Stewardship and Integrity were presented and discussed and participants were invited to engage through polling questions and a Question and Answer (Q&A) session.
• A series of communication products seeking employees’ “views on the values and ethics of the public service” were published, including two (2) DM blogs, and a series of corporate newsletter (Intersection) articles featuring each of the values. Other articles included tips on how to navigate conflicts of interest, and the importance of the values of Integrity and Stewardship in safeguarding Canadians’ information.

All 2024-2025 performance agreements for ESDC EXs include objectives requiring them to support dialogue on values and ethics.

A message was shared with ESDC’s PMB members to encourage senior leaders to register for Integrity First: Values and Ethics for a Modern Public Service, a new program offered by the Institute of Public Administration of Canada (IPAC) developed in collaboration with Schulich School of Business at York University. The message also promoted the CSPS Values and Ethics Learning Path, as well as ESDC’s departmental training: 

• Integrity First: Values and Ethics for a Modern Public Service
• CSPS Values and Ethics Learning Path

With the goal of fostering and sustaining a culture where our values are the compass that guides employees’ decisions, actions, as well as their interactions with colleagues and Canadians, we have developed a comprehensive and evergreen 3-Year Values and Ethics Action Plan which includes a communication campaign and tools to further socialize the values and to ensure ongoing engagement to help employees understand and uphold the Codes of Conduct. 

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

Please provide details on activities that you have undertaken, including those not listed above.

• Values and Ethics forms an integral part of onboarding training for all ESDC employees. In areas such as call centres and in-person centres, training includes extra emphasis on soft skills to not only ensure awareness of values and ethics, but to highlight the importance of applying these principles when in service to the public (i.e., focusing on demonstrating professional excellence in interactions with clients by treating every client with respect and fairness).
• ESDC’s onboarding checklist for new employees includes a step to review the Codes with their manager (on day 1) as well as the requirement to complete the Conflict of Interest Disclosure (in the first week).
• Beginning in the upcoming 2024-2025 Performance Management cycle, all performance agreements for ESDC’s EXs will include objectives requiring them to support dialogue on values and ethics.
• As part of the onboarding for new EXs, we will be putting in place Values and Ethics sessions hosted by a DM sponsor.
• When completing/updating “work arrangements” in PeopleSoft (annually, at a minimum), all ESDC employees are reminded of their obligations to adhere to the Codes and must attest to having read and understood the departmental Guidelines on the Stewardship of Information.
• Developed a new 3-Year Values and Ethics Action Plan with activities and tools to ensure sustained socialization and engagement on values and ethics, with the goal of embedding our values into our culture.

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?

• Similar to the findings from the broader public service consultations, ESDC employees raised social media and artificial intelligence as areas where more clarity and guidance is required.
• Engagement sessions also clearly demonstrated that ESDC employees:
  • are eager to talk about values and ethics.
  • wish to have more frequent opportunities to take part in these discussions and to do so at the team level.
  • feel that management tends to only discuss values and ethics in the context of misconduct, and that this needs to change.
  • feel that values and ethics seems to only apply to employees and not to executives.
• Employees recognize the strong link between values and ethics and other ongoing priorities including diversity, equity, inclusion, and accessibility. Continued close collaboration with equity deserving communities will be important to advance progress on all fronts. 

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)?

• We are actively promoting the CSPS Values and Ethics Learning Path in corporate communications and emphasizing the Navigating Social Media as a Public Servant course along with the associated video Dos and Don’ts of Navigating Social Media as a Public Servant.
• We are developing realistic scenarios and case studies related to the appropriate use of social media and other relevant themes.
• Subject Matter Experts in our Office of Values and Ethics are actively collaborating with ESDC’s Artificial Intelligence Centre of Excellence to ensure that the values and ethics lens is considered in AI projects.

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)?

Within ESDC, we are starting to see a few promising practices emerge:  

• Socialization of the values and expected behaviours at all levels of the organization is essential - and we are seeing that it requires a deliberate, integrated, and sustained approach.
  • To accompany the increased corporate communications efforts related to values and ethics, we have developed striking new logos and branding to further raise visibility of our values and to inspire a sense of pride in our employees. Many senior leaders are also proudly displaying new Microsoft Teams backgrounds featuring our values logos.
• While “the tone from the top” is important, middle managers are key to the success of fostering a values-based culture.  
  • Open and honest discussions at the “grass roots” level can give employees a deeper understanding of how the values apply in the context of their specific day-to-day work. 
• Learning activities based on scenarios and case studies have continued to be the most engaging and effective way to foster conversations on values and ethics.
  • We are developing new tools that build on the foundation of a successful Service Canada, Ontario Region, campaign called “Values + Ethics = Me”, as well as regional workshops that were well received in the Quebec Region. With an emphasis on continuous dialogue, the tools in development will equip managers to have meaningful conversations on values and ethics in the context of their respective divisions and teams. Such tools include values exercises, sharing lived experiences, scenarios, and case studies.
  • We are collaborating with our partners in the College@ESDC and ESDC’s Centre for Informal Resolution and Coaching to ensure that learning products and discussion aids are meaningful and effective.
  • Engagement sessions revealed that employees want to hear their leaders “speak values” in order to bring the concepts to life. Our action plan includes:
    • encouraging senior leadership to develop the reflex to explicitly tie their decisions to the values when communicating reasons behind changes or new initiatives.
    • directing governance committees to review their terms of reference to add a requirement to assess all decision items against the five values prior to implementation.
    • making conscious efforts to integrate values-based language in relevant corporate communications.
• To enable ESDC to rise to the challenges the public service is facing in our increasingly dynamic and complex environment, our Office of Values and Ethics has been actively building internal capacity. In addition to recruiting new employees, the organizational structure has been re-designed to support mentoring and career progression. 

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)?

• We will be continuing to closely monitor and leverage the department’s Public Service Employee Survey (PSES) results along with internal pulse surveys to measure progress and address areas where a need for improvement is identified.
• When compared with the PSES results for the public service as a whole, ESDC consistently has more positive results for the question: “My department or agency does a good job of promoting values and ethics in the workplace”. In the most recent survey (2022), 79% of ESDC employees responded positively vs. 72% for the overall public service.  
• From January 24, 2024, to February 23, 2024, we conducted a department wide Pulse Survey 10 – Our Work Environment, Values and Ethics. The response rate was 45.8% with 17,499 employees completing the survey. Results will be shared with employees in late June and will establish a baseline against which future survey results can be compared.
• Preliminary analysis of the results indicates that:
  • Respondents with disabilities and those identifying with the 2SLGBTQIA+ community were less positive about all aspects of an ethical workplace than were their counterparts.
  • Eight of ten respondents (80%) felt that the people they work with value their ideas and opinions, lower than the 2022 PSES result (84%) but similar to that of the 2019 PSES (78%).
  • 87% of respondents indicated that the people in their organization treats them with respect, similar to the result of a comparable 2022 PSES question (88%).
  • 73% of respondents agreed that ESDC is doing a good job of promoting values and ethics in the workplace, lower than in the 2022 PSES (79%), but similar to the result of the pre-pandemic 2019 PSES (74%).
  • Two-thirds (66%) of respondents feel that ESDC senior management (director level and above) lead by example in ethical behaviour, 12 percentage points lower than the 2022 PSES result (78%), but more in line with the results of the 2019 PSES and 2018 PSES (70% and 68%, respectively).
• A subsequent pulse survey focusing on values and ethics is planned for development this fiscal year.
• Our 3-Year Values and Ethics Action plan will be published on our intranet and includes a variety of engagement activities where employees will be encouraged to provide feedback and suggestions to inform adaptations to the plan.  

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)?

The communications component of our 3-Year Values and Ethics Action Plan adopts a largely positive tone with a focus on the desired behaviours (i.e., more emphasis on the dos than the don’ts). Consequences for breaching the Code will still be communicated, however, these messages will use a balanced approach to achieve compliance through educating employees and providing information on where to turn for support.

The plan includes annual or semi-annual reminders (mostly through corporate messages) about employees’ responsibilities to uphold all aspects of the Code of Conduct, which we have already started to action. Specific topics covered are:

• Annual overview of Breaches of the Code of Conduct (includes the volume and nature of the most common breaches in the department and the resulting administrative and disciplinary measures applied each fiscal year).
• Annual message from the Senior Disclosure Officer to share the Annual Report on the Public Servants Disclosure Protection Act and to raise awareness on how to report wrongdoing (or other inappropriate behaviours) in ESDC.
• Semi-annual reminders on the appropriate use of Social Media.
• Semi-annual reminders on responsibilities around Conflict of Interest and Duty of Loyalty.
• Semi-annual reminders on rights and obligations regarding Political Activities.
• Semi-annual reminders to executives on responsibilities for Designated Public Office Holders under the Lobbying Act.

These messages are being supplemented by a variety of products (senior management blogs, corporate newsletter articles, infographics, posters, etc.) using plain language and concrete scenarios to explain how some of the more abstract values and ethics principles apply in employees’ day-to-day work. They will also focus on raising awareness on the multiple resources available to employees to provide support in preventing, resolving, and reporting workplace issues.