Immigration, Refugees and Citizenship 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?

• 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?

Immigration, Refugees and Citizenship Canada (IRCC) has, with the intent to develop customized training plans across all sectors of the Department, down to the divisional level, adopted a model that empowers directors and managers to tailor training to their specific operational contexts. Values and Ethics Subject Matter Experts (SMEs), in collaboration with the IRCC Learning Academy, are creating a “train the trainer” course. This course will provide directors and managers with a comprehensive values and ethics training plan, including case studies, trivia, tools, and other resources. These materials will help them customize learning plans for their teams and facilitate meaningful discussions about workplace values and ethics. The new training is scheduled for completion by late June, with a roll-out anticipated for late summer 2024. IRCC aims at attaining 85% completion rate by March 31, 2025.

The training will consist of facilitator-led workshops where managers learn from values and ethics experts. These workshops will provide an interactive platform for discussing challenges, sharing experiences, and developing strategies to promote a culture of integrity. Facilitators will offer real-time feedback and coaching to help managers enhance their ethical leadership skills.

Designed to be engaging, interactive, and practical, the sessions will provide managers with a deep understanding of organizational values, ethical standards, and the importance of maintaining these values in daily operations. The training will cater to the diverse needs of the workforce, spanning various sectors and geographic regions, and will be conducted nationwide.

Interactive workshops will equip employees with the skills to navigate complex conflict scenarios confidently. Case studies will be a core component, offering concrete examples of ethical dilemmas and value-based decision-making. These case studies will cover topics such as conflicts of interest, social media conduct, data privacy, and the ethical use of emerging technologies like artificial intelligence. Managers will work through these scenarios in groups, discussing potential solutions and outcomes, gaining practical experience in handling similar situations within their teams.

Managers will receive a comprehensive toolkit that includes reference materials, discussion guides, and activity suggestions. This toolkit will be a valuable resource for facilitating ongoing conversations about values and ethics within their teams. It will include links to additional online resources, templates for building case study discussions, and guidelines for conducting effective and inclusive team discussions.

These training sessions will also serve as a platform for knowledge exchange and collaboration among peers, enabling participants to learn from each other’s experiences and best practices. By fostering a culture of continuous improvement and mutual support, the training will enhance individual capabilities and strengthen the collective ability to respond to conflicts with integrity and professionalism.

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

If not, what is your target time frame for completing this work?

IRCC has already implemented a comprehensive learning roadmap for all employees, including specialized training for supervisors, managers, and executives. These roadmaps are designed to support employee integration into the Department and align with IRCC’s People Management Strategy by providing common learning activities for staff at all levels. The roadmap specifies mandatory training to be completed within the first 3, 6, and 12 months of employment. All courses are self-paced and conducted virtually via the IRCC intranet portal or the Canada School of Public Service training platform. Additionally, some courses are required periodically to ensure employees remain up-to-date with the latest policies and regulations.

According to the learning roadmap, new employees must complete the Values and Ethics Foundations course, offered by the Canada School of Public Service, within their first 3 months. Within the first 6 months, they are required to complete the Fundamentals of Values and Ethics and the IRCC Code of Conduct. This mandatory training, launched in 2022, adapts the public service values and ethics to the specific context of IRCC. It represents a transformative step in our commitment to fostering an environment that prioritizes Values and Ethics.

The roadmap also includes ongoing learning opportunities tailored to the needs of supervisors, managers, and executives. These advanced courses cover leadership development, strategic management, and other critical skills necessary for effective people management and departmental success. By investing in continuous learning and development, IRCC aims to build a knowledgeable, ethical, and capable workforce that can effectively navigate the complexities of public service. This commitment underscores our dedication to maintaining a high standard of integrity and excellence in all aspects of our work.

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?

In 2023, IRCC reviewed and updated its Code of Conduct, and the Department is currently undertaking another review. This new review aims to provide enhanced guidance on social media usage for employees and to address the application of artificial intelligence in our public service duties. Additionally, innovations such as the Dissent Channel will make their way into the Code once approved and launched; it will provide a means for employees to escalate responsible dissenting or alternative views on substantive policy, program, and project issues when such views cannot be communicated in a full and timely manner through regular channels.

As with every update, the process will involve consultation with networks, equity groups and unions to ensure inclusivity, fairness, and transparency.

Key highlights of the 2023 Code updates for added context include:

• Conflict of Interest: Five specific activities and situations were identified as high-risk for conflicts of interest, requiring mandatory disclosures from employees.
• Post-Employment Limitations: A new section was added for executive and executive-equivalent employees, reinforcing the integrity of the public service by preventing improper benefits to public servants or others after leaving government positions.
• Workplace Inclusivity: In collaboration with Diversity & Inclusion groups and the Harassment and Violence Prevention unit, a prominent new section titled “Strive for a workplace without discrimination and harassment” was introduced. This section emphasizes the importance of departmental initiatives like anti-racism training and promotes a culture of inclusion, equal opportunity, and fair treatment for all.
• Inclusive Language: The Code was updated to incorporate inclusive language throughout.

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.

No updates made yet in 2024. 

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)
• Focused engagement sessions on specific topics (e.g., conflicts of interest, social media, emerging technologies)
• 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.

At IRCC, values and ethics communication activities are regularly conducted to inform employees of their responsibilities, sustain a strong ethical culture, and guide everyday decisions.

Our communication strategy ensures that values and ethics remain front and center by disseminating various products through multiple channels in a concise format. Internal communications, such as the Department’s intranet webpage, support this effort to maximize message reach. For instance, over the past year, we published a series of communication products emphasizing the impact of employees’ actions on fostering a positive work environment. Topics included values, media comments, mandatory disclosure, respect in the office and online, and avoiding conflicts of interest.

The Department also leverages its “Values and Ethics Ambassador Network” to address current ethics topics. This network, comprising Ambassadors from various networks and sectors, meets quarterly. Their mandate is to support the standardized delivery of the values and ethics program, share lessons learned, and promote awareness, best practices, and related activities.

To enhance the existing values and ethics program, IRCC aims to foster and strengthen dialogue on Public Service values through bespoke engagement sessions and outreach events. Since October 2023, IRCC has held biannual introduction sessions for new employees, where deputies and ethics experts emphasize individual accountability. In June 2024, the Department hosted two all-staff events featuring guest speakers on values and ethics, led by the values and ethics Champion and co-Champion. Additionally, frequent engagement sessions with various, divisions, branches and networks allow direct engagement with employees and managers on ethics topics.

Annually, the Department issues a reminder about the importance of completing an attestation as part of the performance management process. Employees must confirm their understanding and compliance with IRCC’s Code of Conduct and reflect on potential conflicts of interest. Managers support employees by discussing the Code’s importance during goal setting for the new year.

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.

In 2023, IRCC’s Learning Academy launched a new interactive onboarding tool for new employees, establishing clear benchmarks for their integration. This tool specifies that employees should read the IRCC Code of Conduct on their first day, enabling them to understand public sector values and the personal accountability to uphold them. Additionally, the tool prompts employees to verify their progress against the learning roadmap, ensuring they complete all necessary courses, including mandatory values and ethics training.

The course “Fundamentals of Values and Ethics and IRCC Code of Conduct” provides employees with the knowledge, experience, and resources needed to uphold public service values and ethics. It helps them recognize conflicts of interest, make ethically sound decisions in both professional and personal contexts, and understand the IRCC Code of Conduct and expected behaviours.

Furthermore, new values and ethics training for directors and managers, currently in development, will ensure ongoing conversations about personal accountability and public service values. This training will better equip managers to discuss personal accountability and expected behaviours with their employees and address any questions or concerns regarding values and ethics. The training is expected to be developed by late June 2024.

Annually, employees and their managers review the performance management program, which includes assessing core competencies, such as integrity and respect. At the start of each year, employees must acknowledge in the Public Service Performance Management Application that they have read and understood the IRCC Code of Conduct, agreeing to adhere to it as a condition of employment. Managers are responsible for verifying this acknowledgment. An annual reminder is published to reinforce these responsibilities.

The Department has also established a process for declaring activities, situations, assets, or circumstances that may pose a conflict of interest with IRCC duties. This process ensures disclosures are reviewed individually, allowing for transparent decisions based on each employee’s circumstances. Internal messaging and outreach sessions frequently remind employees of their obligation to disclose potential conflicts of interest.

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?

At IRCC, via engagement with employees, it has become evident that the use of social media to express personal opinions on polarizing matters alongside the balancing of personal values and interest with the ones of the Department are two recurring themes that employees and managers require further guidance on.

What the department has observed regarding the use of social media

Social media platforms like Twitter, Facebook, and LinkedIn have become integral to the personal and professional lives of our employees. They often use these platforms to share their thoughts and engage in discussions on various topics. However, when these topics are polarizing—such as political opinions, social justice issues, or controversial policies—there is a risk that personal expressions can be misinterpreted as official stances of IRCC, thereby impacting the Department’s image and credibility.

What we have heard

Employees have indicated a need for clear policies: Detailed social media policies that outline acceptable use, including what can and cannot be shared, and how to distinguish personal views from professional ones.

Employees have indicated a need for workshops and case studies to educate employees about the potential implications of their online activities and how to manage their digital footprint responsibly.

What the department has observed regarding the balancing of personal and organizational values

Employees at IRCC come from diverse backgrounds and hold various personal values and beliefs. At times, these personal convictions might conflict with the policies or decisions made by the Department.

What we have heard

Employees have indicated wanting guidance on ethical decision-making in difficult situations.

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)?

The recurring themes have been and will remain the main driver for values and ethics initiatives and activities at IRCC.

In 2023, the IRCC Code of Conduct was updated to address key ethical risks identified by employees and management. This update was accompanied by a robust communication campaign. According to established Key Performance Indicators (KPIs), the updates were clear and achieved their intended purpose.

In 2024, IRCC is taking a similar approach to address both recurring and emerging themes. Alongside a comprehensive communication campaign and Code of Conduct update, IRCC is developing a new facilitator-led training and workshop program. These sessions will allow directors to interact with values and ethics SMEs who will provide an interactive platform for discussing challenges, dissecting case studies, sharing experiences, and developing strategies for promoting a value-based culture. This format will offer real-time feedback and coaching to help managers refine their approach to values and ethics. Additionally, it will enable discussions on personal accountability to uphold public service values and ethics. Managers will also receive guidance and tools from SMEs to create tailored learning plans for their divisions, based on specific work environments and needs.

Further, IRCC is enhancing its bank of values and ethics case studies by developing new scenarios based on identified recurring themes. These case studies will facilitate discussions on real-life challenges faced by the department and its employees. They will be shared throughout the department via training sessions, focused engagement sessions, the departmental webpage, and internal messaging systems.

Moreover, IRCC has invited two renowned speakers to share their expertise on balancing personal and organizational values. On June 5 and June 7, 2024, Drew Dudley and Shawn Sukhraj Johal, respectively, delivered presentations to all IRCC staff. These events were hosted by the IRCC deputies and sponsored by the values and ethics champions.

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)?

At IRCC, various approaches have been developed to foster conversations about values and ethics, such as training and outreach sessions. Employees are introduced to the IRCC Code of Conduct from the time they are onboarded into their role in the Department. As part of the learning roadmap, employees must complete two values and ethics mandatory courses within the first six months of their employment with the Department. One course is offered by the Canada School of Public Service and the other was developed within our Department, as it was adapted to reflect the IRCC Code of Conduct and situations of conflict of interest related to IRCC’s work environment.  

Given that IRCC has over 14,000 employees working on diverse programs, in various sectors, regular values and ethics engagement sessions are conducted to meet the specific needs and interests of each sector. These sessions provide in-depth insights and practical guidance on effectively reporting conflict situations and equipping our workforce with the necessary skills to navigate challenging scenarios with confidence and accuracy. The aim is to provide employees with the tools to identify potential conflicts of interests and take the necessary steps to mitigate risks. Every session is different as sectors are welcome to request specific topics to be discussed, such as the use of social media outside of work, outside employment or volunteer work, or specific scenarios related to the nature of a sector’s work. These sessions encourage open discussions on values and ethics issues and create a safe environment for employees.

The Department also hosts an introduction to values and ethics sessions for new employees to help foster conversations in relation to their work at IRCC. These biannual sessions have taken place since October 2023 and have included speakers, such as the Deputy Minister, the Associate Deputy Minister and the Values and Ethics Champion and co-Champion. The participation of IRCC’s senior executives, who hold prominent roles in the Department, shows their commitment to engage new employees and create open discussions on values and ethics. This allows them to share their own experience and provide a unique perspective on the importance of the values in the workplace, which has an impact on employees, especially those who are starting their careers in the public service.    

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)?

IRCC employs several traditional mechanisms to gauge employee awareness, adoption, and the impact of initiatives or changes related to values and ethics. These mechanisms include:

• PSES Survey
• Employee engagement activities
• Monitoring compliance with mandatory values and ethics training
• Analyzing trends in employee conflict of interest disclosures
• Analyzing trends in employee misconduct (workplace investigations)

In addition to these traditional methods, IRCC launched its own “Employee Pulse Survey” in February 2024. This bi-annual survey includes questions specifically about values and ethics and serves as a key performance indicator (KPI) for evaluating the effectiveness of current and future initiatives in this area. The February edition focused on assessing employee sentiment regarding IRCC as an ethical organization. The results were positive, with an overwhelming majority affirming that IRCC and its employees demonstrate ethical behaviour.

IRCC also uses other KPIs to measure values and ethics, including:

• Rates of conflict of interest disclosures in the form of Confidential Reports (CRs), measured as a percentage of the total IRCC population, estimated at 14,000 employees.
• Rates of general inquiries about values and ethics, measured as a percentage of the total IRCC population.
• Values and ethics training completion rates, also measured as a percentage of the total IRCC population.

By employing both traditional mechanisms and innovative approaches like the Employee Pulse Survey, IRCC ensures a consistent and ethical work environment. This multifaceted strategy allows for continuous improvement and alignment with the organization’s core values, fostering a culture of integrity and accountability.

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)?

Aligning with the Clerk’s Forward Direction on the Call to Action and the Deputy Ministers’ Task Team on Values and Ethics Report, which underscores the growing importance of respect for people, IRCC prioritizes leadership accountability. This ensures the departmental commitment to inclusivity, equity, and effectiveness in driving culture change towards a high-trust environment where employees can address issues of racism and discrimination.

At IRCC, a departmental Champion and co-Champion for values and ethics demonstrate executive commitment to ethical leadership, enhancing the program’s visibility. These roles support IRCC by fostering a culture of respect, integrity, and professionalism, encouraging both management and staff to actively embody values and ethics in their actions.

The Department updated its Policy and Directive on Reporting and Investigating Misconduct, effective November 1, 2023. IRCC takes any breach of rights and obligations seriously and maintains zero tolerance for reprisals against individuals who, in good faith, report potential misconduct or participate in investigations.

IRCC ensures that all allegations or evidence of misconduct are investigated with respect for due process, protecting the professional reputations of employees and the integrity of the Department, and taking appropriate measures as necessary.

Supporting the strategy for a renewed focus on values and ethics, IRCC is implementing initiatives that will span the next year and beyond. The Department is committed to fostering an open dialogue and engaging employees on values and ethics, thereby nurturing a sense of belonging and purpose among public servants at all levels.