Diversidade e Inclusão na RBC.
Presidente e CEO.
Presidente & amp; Mensagem do CEO.
Diversidade e crescimento não são apenas integrados, mas inseparáveis. Essa crença está no cerne do Valor de "Diversidade e Inclusão da RBC - Nós abraçamos a diversidade para inovação e crescimento".
Valores RBC.
O objetivo da RBC é ajudar os clientes a prosperarem e as comunidades prosperarem. É por isso que existimos e nos inspira a dar o nosso melhor a cada dia. Nossos valores representam o que defendemos e o que esperamos uns dos outros.
Baseamos nossa jornada contínua de diversidade e inclusão - seja em relação a nosso talento, clientes ou comunidades onde fazemos negócios - em uma base sólida de respeito por todos os indivíduos e na crença de que todos nos beneficiamos quando todos podem trabalhar e contribuir para o seu potencial máximo.
Ter diversidade é apenas uma parte da história; quão bem essa diversidade funciona em conjunto é fundamental. Acreditamos que a diversidade é um fato e a inclusão é uma escolha que fazemos como indivíduos e líderes.
Plano de Diversidade e Inclusão 2020.
Revise nosso plano para descobrir mais sobre nossas prioridades e objetivos de diversidade.
As iniciativas de diversidade e inclusão do RBC são guiadas pelo Plano de Diversidade e Inclusão 2020, que descreve as prioridades e os objetivos da empresa. Nosso progresso até o momento é rastreado no Boletim de Diversidade Blueprint 2012 - 2015.
Seções do site.
Comissão de serviço público.
Navegação.
Centro de Emprego.
Centro de funcionários.
Sobre o PSC.
Contate-Nos.
Diversidade & amp; Estratégia de Inclusão.
O Governo da Nova Escócia está empenhado em ser uma força de trabalho inclusiva, culturalmente competente, livre de discriminação, que valoriza a diversidade e é representativa, em todos os níveis, da população a que serve. Para realizar esse compromisso, o governo se esforça para promover a diversidade e promover o respeito e a inclusão em seus locais de trabalho; Identificar e remover as barreiras sistêmicas ao emprego enfrentadas por membros de grupos sub-representados e obter uma força de trabalho que, em todos os níveis, represente a diversidade de Nova Scotians.
A Comissão de Serviços Públicos, no seu papel de empregadora corporativa, apoiou o desenvolvimento colaborativo da Raising the Bar: Uma Estratégia para Aumentar a Diversidade e a Inclusão na Função Pública (2014–2018). A estratégia é a primeira do gênero para o governo da Nova Escócia e inclui vários projetos para orientar o trabalho de garantir a diversidade e a inclusão.
Os objetivos e ações desta estratégia são projetados para apoiar o alcance de quatro objetivos:
Meta 1: Demonstramos e somos responsáveis pelo nosso compromisso contínuo com a diversidade e a inclusão.
Objetivo 2: refletimos equitativamente o público que servimos em todos os níveis da força de trabalho.
Meta 3: Garantimos um local de trabalho inclusivo e respeitoso, livre de assédio e discriminação,
Meta 4: Somos uma força de trabalho culturalmente competente que valoriza a diversidade e a inclusão.
Diversidade e Inclusão.
Na PwC, diversidade e inclusão são uma prioridade, porque precisamos do melhor talento disponível para criar valor para nossos clientes, pessoas e comunidades. Contratamos e estimulamos profissionais com uma variedade de abordagens para resolver problemas, que estão dispostos a desafiar o status quo, que pensam de forma diferente um do outro e que vêm de diferentes origens e culturas. Para resolver problemas importantes, precisamos incluir nosso talento diversificado e usar o poder de nossas diferenças para alcançar nossos objetivos.
Valorizando diferenças.
Nossa força vem da diversidade do nosso povo.
Holofotes de pessoas.
Nossos líderes defendem a diversidade e nos ajudam a celebrá-la.
Liderança de pensamento.
Nossa perspectiva sobre os principais temas de diversidade e inclusão.
Inclusão e Diversidade.
Uma cultura inclusiva e diversificada é fundamental para que nossos funcionários e negócios cresçam e prosperem.
Uma cultura diversificada e inclusiva é fundamental para que nossos funcionários e negócios cresçam e prosperem.
Na KPMG, a inclusão e a diversidade fortalecem nossos negócios, enriquecem nossa cultura e nos permitem desenvolver e enriquecer nossos relacionamentos com nossos clientes, nossos funcionários e nossas comunidades. É por isso que é essencial para a nossa empresa refletir a diversidade de nossos clientes e as comunidades que servimos.
Sabemos que a diversidade promove a inovação e a inclusão constrói a comunidade. Quando os funcionários são capazes de trabalhar de forma integral, eles se dedicam mais a oferecer serviços de valor agregado aos nossos clientes. Nós fizemos da Inclusão e da Diversidade uma parte inerente de nossa cultura, e ela está integrada à maneira como fazemos negócios.
Nós alinhamos nossos objetivos com nossa visão inclusiva, identificando três áreas fundamentais nas quais podemos causar o maior impacto:
Incorporando uma cultura inclusiva Criando um local de trabalho mentalmente saudável Sendo líderes em nossa comunidade.
Nós orgulhosamente apoiamos o nosso pessoal através dos nossos Grupos de Recursos de Funcionários (ERG) para os nossos cinco grupos prioritários:
Criação de um serviço público diversificado e inclusivo: Relatório final da Força-Tarefa Conjunta União / Gestão sobre Diversidade e Inclusão.
Nesta página.
1. Prefácio
A Força-Tarefa Conjunta União / Gestão sobre Diversidade e Inclusão no Serviço Público tem o prazer de apresentar seu relatório final. Este relatório cumpre o mandato da Força-Tarefa para:
definir diversidade e inclusão no serviço público defenda a diversidade ea inclusão recomendam um quadro e um plano de ação Nota de rodapé 1.
No ano passado, a Força-Tarefa teve o privilégio de ouvir e aprender com muitas pessoas que compartilharam suas ideias, percepções e experiências pessoais. Agradecemos pela generosidade e compromisso com a construção de um serviço público mais forte. Também agradecemos e reconhecemos a liderança do Presidente do Conselho do Tesouro e os chefes dos agentes de barganha por seu apoio ao trabalho da Força-Tarefa. Agradecimentos especiais são estendidos ao secretariado da Força-Tarefa por sua dedicação e apoio no cumprimento de nosso mandato.
Se há uma lição que os membros da Força-Tarefa destacariam de suas discussões ricas e robustas, é que a mudança real na cultura de uma organização acontece apenas quando as pessoas entendem:
por que faz sentido como eles podem ser engajados de forma proativa como motivadores de mudança quando recebem suporte adequado e oportuno para que isso aconteça.
Como um entrevistado da pesquisa online da Força-Tarefa de 30 departamentos nota 2, “Vivemos em momentos interessantes onde a desinformação é desenfreada, causando medo… e devemos abordar essa questão”. Durante suas deliberações, os membros da Força-Tarefa observaram um grande momento para mudança e engajamento em todo o serviço público. Eles também observam que transformar esse ímpeto em resultados exigirá uma liderança forte nos níveis mais altos e esforços sustentados para:
reforçar a defesa da diversidade e da inclusão fortalecer ainda mais nosso compromisso com os valores e resultados da diversidade e da inclusão Nota de rodapé 3.
O serviço público de hoje abrange muitas gerações e tem uma diversidade crescente de indivíduos que têm visões e expectativas diferentes. Embora a mudança na demografia continue a influenciar o serviço público, a Força-Tarefa acredita que recursos significativos e esforços deliberados devem ser investidos proativamente para construir uma força de trabalho dinâmica que:
representa a diversidade crescente do Canadá é parte de um local de trabalho acolhedor e inclusivo, onde todos têm a oportunidade de contribuir com seus talentos e potencial.
A Força-Tarefa acredita que as recomendações contidas neste relatório serão um passo importante no fortalecimento da diversidade e inclusão no serviço público. Tal local de trabalho é essencial para:
atrair e reter os melhores talentos de todas as culturas, identidades e habilidades através das gerações criam um serviço público mais saudável e mais produtivo que leva a melhores tomadas de decisão e melhores resultados para todas as pessoas do Canadá.
A visão da Força-Tarefa para diversidade e inclusão no serviço público do Canadá é a seguinte:
Um representante de serviço público de classe mundial da população do Canadá, definido por sua força de trabalho diversificada e local de trabalho acolhedor, inclusivo e solidário, que se alinha ao contexto em evolução dos direitos humanos no Canadá e que está comprometido com a inovação e a obtenção de resultados.
2. Resumo executivo.
Nesta seção Gestão de pessoas Liderança e prestação de contas Educação e conscientização A lente de diversidade e inclusão.
A diversidade desempenhou um papel fundamental na história e desenvolvimento do Canadá. Muito antes da chegada dos imigrantes europeus e do nascimento do Canadá como país, um grande número de indígenas praticava línguas, culturas e tradições distintas no que é hoje conhecido como Canadá. Esta rica história indígena, seguida por ondas de imigração de todas as partes do globo, fez do Canadá um dos países mais diversos do mundo.
O Canadá também é reconhecido globalmente por sua abordagem e apoio à diversidade. Desenvolveu um quadro legislativo e político amplo e em evolução que apoia vários elementos de diversidade e inclusão, incluindo:
a Lei de Direitos Humanos do Canadá, a Lei de Igualdade no Emprego, a Lei do Multiculturalismo Canadense, a Lei de Idiomas Oficiais.
O Groupthink nega qualquer benefício potencial de opiniões e ideias variadas.
Comentário de um funcionário do serviço público para a Força-Tarefa.
As organizações de maior sucesso no mundo reconhecem essa diversidade e inclusão:
estimular a inovação aumentar a produtividade criar um local de trabalho saudável e respeitoso.
Em organizações bem-sucedidas, a diversidade e a inclusão não são opcionais: maior diversidade e inclusão permitem que as organizações aproveitem a gama de perspectivas necessárias para abordar os desafios complexos de hoje.
Como o maior empregador do país, o serviço público federal tem a obrigação de garantir que seus funcionários sejam representativos das pessoas atendidas. De fato, a Lei de Emprego de Serviços Públicos reconhece que o Canadá “ganhará com um serviço público… que seja representativo da diversidade do Canadá”. Nota de rodapé 4.
Embora haja sinais de progresso e crescente impulso entre os líderes seniores e funcionários para apoiar a diversidade e a inclusão em todo o serviço público, permanecem desafios crônicos e sistêmicos que inibem maiores avanços. Por exemplo:
o grupo executivo do serviço público não reflete a diversidade da população do Canadá Nota 5 - mais de um quinto dos funcionários (22%) relataram assédio nos últimos dois anos, de acordo com a Nota Fiscal Anual de Empregados do Serviço Público de 2017 6 a falta de Uma estrutura governamental sobre diversidade e inclusão torna difícil determinar se as atuais iniciativas estão reduzindo com sucesso as barreiras sistêmicas.
Um local de trabalho saudável e produtivo é aquele em que os funcionários:
sentir-se bem-vindo, respeitado, valorizado e apoiado são capazes de expressar-se livremente trazer suas identidades, experiências, competências, habilidades e habilidades para o seu trabalho e aos colegas.
Para promover uma maior diversidade e inclusão, o serviço público do Canadá deve:
escutar as preocupações de seus funcionários em relação aos princípios da diversidade desafiam a discriminação e o assédio no trabalho responsabilizam a liderança para identificar e remover as barreiras sistêmicas e se esforçam para um local de trabalho diversificado e inclusivo de forma sustentada e responsiva.
Muitos fatores contribuem para uma força de trabalho saudável e produtiva. A ação sobre diversidade e inclusão deve estar alinhada e reforçar as iniciativas-chave existentes do governo para construir um melhor ambiente de trabalho. Essas iniciativas incluem:
Estratégia de Saúde Mental no Local de Trabalho os Resultados da Renovação do Serviço Público Planeje esforços para melhorar a acessibilidade do local de trabalho.
A Força-Tarefa está confiante de que suas recomendações propostas, quando implementadas, começarão um processo mais robusto, deliberado e sustentável de mudança cultural que leva a uma força de trabalho que representa totalmente a diversidade crescente do Canadá e que promove um local de trabalho acolhedor e inclusivo onde todos os funcionários podem prosperar.
A Força-Tarefa identificou quatro áreas para possíveis ações:
gestão de pessoas liderança e responsabilização educação e conscientização da diversidade e inclusão lente.
a) Gestão de pessoas.
Gestão de pessoas envolve:
melhorar a representação, o alcance, o recrutamento, o recrutamento, a integração, a retenção, a progressão na carreira e a gestão, abordando o racismo, a discriminação, o preconceito inconsciente e o assédio.
Entre as principais ações nessa área, a Força-Tarefa recomenda que:
O Statistics Canada, em parceria com o Gabinete do Diretor de Recursos Humanos e o Emprego e Desenvolvimento Social do Canadá, aborda as lacunas nas estimativas de disponibilidade da força de trabalho: incluindo não cidadãos que vivem e trabalham no Canadá coletando dados sobre LGBTQ2 + nota de rodapé 7 pessoas para determinar se eles estão sub-representados desenvolvendo uma metodologia para atualizar as taxas de representação de grupos de emprego entre os departamentos de serviço público usam projeções demográficas para estabelecer comitês de seleção de metas de diversidade e comitês que avaliam candidatos receberam treinamento em diversidade e inclusão e são representativos de pelo menos 2 Grupos em busca de equidade além do gênero O serviço público estabelece compromissos contínuos de gerenciamento de desempenho para responsabilizar todos os diretores, executivos e gerentes por ações que garantam um ambiente de trabalho inclusivo.
b) Liderança e responsabilidade.
A responsabilidade da liderança envolve esclarecer e fortalecer a supervisão dos líderes e sua responsabilidade.
Entre as principais ações nessa área, a Força-Tarefa recomenda que:
o governo introduza legislação para apoiar um serviço público diversificado e inclusivo que inclua o estabelecimento de um Comissário para Eqüidade no Emprego, Diversidade e Inclusão, modelado de acordo com o Comissário de Línguas Oficiais do Conselho do Tesouro do Canadá, por meio de seu Escritório do Diretor de Recursos Humanos: Continua a ser o órgão central responsável pela direção estratégica federal e políticas de diversidade e inclusão a receber os recursos necessários e o mandato fortalecido para abrigar um Centro de Especialização em Diversidade e Inclusão para promover um serviço público mais diversificado e inclusivo Desenvolver um mecanismo de responsabilização para medir o trabalho e o progresso na diversidade e inclusão e recomendar ações corretivas, conforme necessário [esse novo mecanismo pode complementar o MAF (Management Accountability Framework), mas o MAF por si só é insuficiente]
c) Educação e conscientização.
A educação e a conscientização envolvem a alocação de recursos para desenvolver e desenvolver uma abordagem de toda a empresa para fortalecer a diversidade e a inclusão.
Entre as principais ações nessa área, a Força-Tarefa recomenda que:
uma estrutura de governança permanente com recursos seja estabelecida para desenvolver uma abordagem comum e currículo para treinamento em diversidade e inclusão. Nota 8 com objetivos e resultados para toda a empresa, incluindo a identificação de: oportunidades para incorporar princípios e práticas para diversidade e inclusão em vários tipos de treinamento. oportunidades (orientação e desenvolvimento de liderança) a formação de diversidade e inclusão é uma parte obrigatória do processo de integração de novos funcionários, sendo uma parte fundamental dos currículos para o desenvolvimento de liderança, concentrando-se em áreas como: consciência intercultural e eficácia, respeito e civilidade na o local de trabalho atenuando o viés inconsciente, compreendendo os benefícios de uma maior diversidade e inclusão na promoção de uma força de trabalho saudável e produtiva e do local de trabalho.
Revise as políticas (e práticas) com uma lente de diversidade.
Comentário de um funcionário do serviço público para a Força-Tarefa.
d) A lente de diversidade e inclusão.
A lente da diversidade e inclusão envolve considerar a diversidade e a inclusão ao tomar qualquer decisão.
Entre as principais ações nessa área, a Força-Tarefa recomenda que o governo integre a análise de todas as decisões, políticas, programas e estratégias de gestão de pessoas para avaliar seu impacto na diversidade e na inclusão. A Força-Tarefa desenvolveu e propõe uma ferramenta prática para ajudar os funcionários e gerentes em todo o serviço público a realizar essa análise.
A seção 8 deste relatório fornece uma visão geral abrangente de todas as recomendações deste relatório. Uma lista das recomendações está no Apêndice A.
3. Introdução
Nesta seção, a Atualização de Progresso da Força-Tarefa.
Como mencionado anteriormente, a diversidade sempre foi uma característica importante na história do Canadá, e hoje, o Canadá é um dos países mais diversos do mundo:
Um quinto do povo do Canadá nasceu fora do Canadá, a maior proporção de estrangeiros da população nos países do G7 (anteriormente o G8). Nota de rodapé 9 A imigração é responsável por dois terços do crescimento populacional do Canadá, sendo a maioria dos imigrantes minorias visíveis. Footnote 10 Statistics Canada projeta que: até 2031, perto de 1 em cada 3 canadenses (31,0%) serão membros de uma minoria visível. A nota de rodapé 11 quase 1 em 2 (44,2% a 49,7%) será imigrante ou filho de imigrante. até 2036 Nota de rodapé 12 Dependendo da fonte, metodologia e grupos específicos incluídos em vários estudos, as estimativas de 13 pessoas que se identificam como lésbicas, gays, bissexuais e / ou transgêneros no Canadá podem variar de 5% de nota de rodapé 14 a até 13 %. Nota de rodapé 15 De acordo com um estudo recente, 54% das pessoas LGBTQ2 + nota de rodapé 16 no Canadá preferem não divulgar suas identidades no local de trabalho por causa do medo de rejeição de seus colegas. Nota de rodapé 17 Cerca de 1 em cada 7 canadenses adultos se identificam como tendo uma deficiência (3,8 milhões de pessoas), com mais de um quarto (26%) sendo classificado como tendo uma deficiência “muito grave”. Nota de rodapé 18 Com a idade de 40 anos, 1 em cada 2 canadenses têm ou tiveram uma doença mental. Nota de rodapé 19 A população indígena do Canadá está crescendo mais de quatro vezes a taxa da população não-indígena, e a idade média dos povos indígenas é quase uma década mais jovem do que a população não-indígena (32,1 anos versus 40,9 anos). Nota de rodapé 20 A geração do milênio deve representar 75% da força de trabalho no Canadá em pouco mais de 10 anos (2028). Nota de rodapé 21 As mulheres representam apenas 12% dos assentos no conselho de 677 empresas listadas na Bolsa de Valores de Toronto, e 45% desses conselhos não têm uma única mulher neles. Nota de rodapé 22 No serviço público, a representação das mulheres no nível executivo (47,3%) cai abaixo da disponibilidade de força de trabalho (47,8%). Nota de rodapé 23
A nossa é uma terra de povos indígenas, colonos e recém-chegados, e nossa diversidade sempre esteve no centro do nosso sucesso. A história do Canadá é construída em incontáveis casos de pessoas se unindo em suas diferenças para trabalhar e prosperar juntas. Nós nos expressamos em francês, inglês e centenas de outras línguas, praticamos muitas religiões, experimentamos a vida através de diferentes culturas e, no entanto, somos um só país. Hoje, como tem sido o caso há séculos, não somos fortes apesar de nossas diferenças, mas por causa delas.
Além disso, o fortalecimento da diversidade e da inclusão recebeu maior atenção como prática mundial e é visto por organizações líderes e progressistas como críticas para seu sucesso. Pesquisas mostram que diversidade e inclusão podem estimular a inovação e levar a melhores resultados. Nota de rodapé 24.
Em um estudo recente usando dados da Pesquisa de Empregados e Empregados da Statistics Canada em 2006, por exemplo, houve uma relação positiva significativa entre a diversidade etnocultural e o aumento da produtividade, com o desempenho mais forte em setores que dependem de criatividade e inovação. Nota de rodapé 25 A diversidade confere seu maior benefício no setor de serviços, nota de rodapé 26, na qual a maior parte do serviço público realiza seu trabalho. De fato, a Lei de Emprego de Serviço Público reconhece que o Canadá “ganhará com um serviço público… que seja representativo da diversidade do Canadá”. Nota de rodapé 28.
O Canadá é reconhecido internacionalmente por suas iniciativas em relação à diversidade e seu compromisso com ela. O Canadá também foi o primeiro país do mundo a adotar uma política oficial sobre multiculturalismo quando o Parlamento aprovou a Lei Canadense do Multiculturalismo em 1988. Esta lei é outra legislação e políticas que reforçam o apoio canadense à diversidade e inclusão, incluindo:
a Lei Canadense de Direitos Humanos, a Carta Canadense de Direitos e Liberdades, a Lei de Igualdade no Emprego, a Lei de Idiomas Oficiais.
Além disso, em 28 de novembro de 2017, o Governo do Canadá desculpou-se formalmente aos indivíduos LGBTQ2 + e suas famílias, parceiros e comunidades “pelas perseguições e injustiças que sofreram e por avançar juntos no caminho para a igualdade e inclusão”.
Novo pensamento, abordagens inovadoras e acompanhar as expectativas em evolução dos nossos cidadãos são fundamentais… acima de tudo, a diversidade e a inclusão podem levar a melhores tomadas de decisão e melhores resultados para os canadenses.
O honorável Scott Brison, presidente do Conselho do Tesouro.
O serviço público federal tem feito esforços para equidade, diversidade e inclusão ao longo do tempo. O Primeiro Ministro e o Secretário do Conselho Privado reafirmaram fortemente a diversidade e inclusão como prioridades para o Governo do Canadá. Nota de rodapé 29 Como parte desse compromisso, na primavera de 2016, o Presidente do Conselho do Tesouro propôs aos agentes de negociação a formação de uma força-tarefa conjunta / administrativa para examinar as questões de diversidade e inclusão no serviço público federal. Em 30 de novembro de 2016, foi estabelecida a Força-Tarefa Conjunta União / Gestão sobre Diversidade e Inclusão no serviço público, com um mandato de um ano para definir, estabelecer o caso e recomendar uma estrutura e um plano de ação para diversidade e inclusão no serviço público canadense. serviço público.
O Grupo de Trabalho é formado por um Comitê Diretor, composto por dois co-presidentes, que orienta o trabalho de um Comitê Técnico de 14 membros, co-presidido por representantes dos empregadores e agentes de negociação. Há representação igual do empregador e dos agentes de barganha em cada comitê.
Atualização de Progresso da Força-Tarefa.
Em 1º de junho de 2017, a Força-Tarefa divulgou uma Atualização de Progresso que descrevia o progresso e as observações iniciais da Força-Tarefa:
Embora haja sinais de progresso e crescente impulso entre os líderes seniores e funcionários para apoiar a diversidade e a inclusão, permanecem desafios crônicos e sistêmicos que inibem maiores avanços. Por exemplo, os próprios líderes que moldam e influenciam a cultura nos departamentos federais não refletem a diversidade do Canadá. Nota de rodapé 30 Na Pesquisa Anual de Funcionários do Serviço Público de 2017, 22% dos empregados relataram ter sido assediados, acima dos 19% em 2014. Nota 31 Na ausência de metas específicas e de uma estrutura governamental, é difícil determinar se as iniciativas atuais fortalecer a diversidade e a inclusão estão conseguindo reduzir ou eliminar as barreiras sistêmicas.
Em sua Atualização de Progresso, a Força-Tarefa identificou 4 áreas de ação:
gestão de pessoas liderança e responsabilização educação e conscientização uma abordagem integrada à diversidade e à inclusão.
Veja o vídeo do Governo do Canadá sobre como os funcionários públicos do serviço público federal "mostram suas cores".
Nesta seção Principais considerações A Atualização de Progresso da Força-Tarefa.
Consideracoes chave.
Em sua Atualização de Progresso, a Força-Tarefa notou que suas ações e recomendações seriam informadas por:
decisões baseadas em evidências um compromisso de refletir pontos de vista e perspectivas obtidas através das consultas da Força-Tarefa com funcionários e partes interessadas sobre transparência nos processos da Força-Tarefa a visão de que adotar uma abordagem integrada à diversidade e inclusão é fundamental para o progresso.
Ao finalizar o plano de ação proposto, que é composto pelas 44 recomendações deste relatório, a Força-Tarefa também identificou uma série de considerações importantes que considera fundamentais para o sucesso a longo prazo.
Começa concordando com os fundamentos. Todo e qualquer funcionário tem o direito de ser tratado de forma justa e há alguns grupos no local de trabalho que são desfavorecidos com base em barreiras físicas ou outras. Freqüentemente, os sistemas são projetados e evoluem para atender às necessidades dos funcionários da maioria, que geralmente estão em posições mais influentes em comparação com grupos marginalizados.
Além disso, tratar os funcionários individualmente de forma igual não é justo, porque aqueles que são desfavorecidos nem sempre podem acessar e se beneficiar dos mesmos sistemas de suporte que os outros funcionários. Tratar os funcionários de uma maneira que seja verdadeiramente eqüitativa dá a eles acesso igual, removendo barreiras e nivelando o campo de jogo. Fazer isso, no entanto, pode não remover as causas profundas das barreiras sistêmicas, o que resulta em desigualdade e desigualdade.
O objetivo final, portanto, deve ser identificar e remover barreiras sistêmicas, como políticas e práticas que reforcem o preconceito inconsciente, os estereótipos e outros comportamentos, garantindo, ao mesmo tempo, que medidas provisórias sejam implementadas para apoiar os funcionários. Além disso, os funcionários afetados por essas barreiras desempenham um papel fundamental na identificação e resolução dos mesmos.
Enquanto nos esforçamos para contratar pessoas que se enquadram nos grupos de capital ... você não precisa apenas contratá-los; você precisa fornecer um local de trabalho onde eles estejam seguros, onde não haja assédio, onde não haja violência, onde possam estar envolvidos em todos os níveis do serviço público e, certamente, onde haja acomodação para pessoas com deficiências.
Robyn Benson, Presidente da Aliança de Serviço Público do Canadá.
O ambiente deve estar maduro para que a mudança aconteça. A verdadeira mudança cultural só pode acontecer quando a gerência e os funcionários:
Entenda porque é necessário que as ferramentas certas sejam encorajadas a abraçar a mudança.
O serviço público deve aproveitar as habilidades coletivas de todos os funcionários para que a mudança cultural se desenvolva e prospere. Embora haja um momento para mudança entre líderes e funcionários em todo o serviço público, como observou um entrevistado da pesquisa, reforçar a importância da diversidade e inclusão deve ir além de “samosas e rolinhos primavera”. Barreiras freqüentemente impedem trabalhadores talentosos de ingressar no serviço público e avançando para posições de liderança, onde eles podem fazer contribuições significativas para melhorar o local de trabalho e promover a inclusão.
Precisamos ir além dos samosas e dos almoços de primavera.
Comentário de um funcionário do serviço público para a Força-Tarefa.
Em organizações de sucesso, diversidade e inclusão não são opcionais. A defesa da diversidade e da inclusão se estende além do tratamento justo e equitativo dos funcionários. A diversidade e a inclusão permitem que o serviço público aproveite a gama de perspectivas das pessoas de nosso país para ajudar a enfrentar os desafios complexos de hoje.
Correções rápidas para atingir os números de representação geralmente resultam no acúmulo de funcionários que buscam participação no mercado de capitais em cargos de nível mais baixo, com baixo moral e capacidade limitada de fazer contribuições positivas, fortalecendo ainda mais os equívocos e os estereótipos. Em um estudo recente que incluiu discussões de mesa redonda com mais de 100 empregadores líderes no Canadá, houve um forte sentimento de que governos e indústria estão mais focados em números e não em inclusão. Nota de rodapé 33
Toda preocupação é legítima e deve fazer parte da conversa. A forma como os funcionários percebem o local de trabalho pode ser bastante diferente, dependendo de seu ponto de vista, assim como os gerentes podem perceber as condições de trabalho de forma diferente dos funcionários que trabalham para eles. Mais de um quarto dos funcionários do serviço público (26%) não acreditam que os processos de seleção em suas unidades sejam justos, e há percepções de que os membros dos grupos de patrimônio geralmente definham em grupos qualificados de talentos, mesmo depois de se qualificarem após a superação. muitos obstáculos. Nota de rodapé 35 Os funcionários que não são considerados marginalizados também podem ter preocupações e devem fazer parte da conversa. Por exemplo, alguns grupos que são percebidos como privilegiados ou que podem ter vantagens e oportunidades não oferecidas a outros grupos podem se sentir ameaçados pela mudança. Gerentes e funcionários devem abordar todas as preocupações para que as percepções se alinhem com a realidade desejada no ambiente de trabalho. Isso exigirá:
maior transparência nos processos de pessoal mais discussões abertas sobre questões que são potencialmente difíceis.
Diversidade e inclusão fazem parte de uma agenda de mudança mais ampla. Muitos outros fatores contribuem para uma melhor tomada de decisão e desempenho. As ações sobre diversidade e inclusão devem complementar esses fatores para ajudar as instituições públicas a permanecerem relevantes e eficazes diante de:
forças disruptivas, como mudanças rápidas e crescentes, exigem processar grandes quantidades de informação e responder rapidamente às expectativas crescentes em relação ao envolvimento e empoderamento dos funcionários.
Para construir um melhor local de trabalho, as iniciativas de diversidade e inclusão devem apoiar outros projetos governamentais importantes já em andamento, como:
a Estratégia de Saúde Mental no Local de Trabalho o Plano de Resultados de Renovação do Serviço Público está sendo feito para criar legislação para aumentar a acessibilidade no local de trabalho.
A igualdade no emprego ainda é uma prioridade. Apoiar os 4 grupos designados ao abrigo da Lei de Igualdade no Emprego (mulheres, pessoas com deficiência, povos aborígenes e membros de uma minoria visível) continua a ser importante. Embora progressos significativos já tenham sido alcançados para esses grupos, permanece a necessidade de abordar as lacunas existentes na representação, particularmente em certas categorias profissionais, o grupo executivo e em alguns departamentos e regiões do Canadá.
Comemore o que nos une. Embora a inovação no serviço público venha da diversidade de pessoas e das ideias que elas geram, os funcionários do serviço público estão unidos em seu compromisso com a excelência, a integridade, a boa administração e o respeito pelas pessoas e pela democracia. Funcionários do serviço público podem diferir em seus pontos de vista e opiniões, mas há mais que os une do que os divide. A mudança cultural deve basear-se em demonstrar os valores e a ética que unem o serviço público do Canadá e torná-lo um dos melhores do mundo.
Hora de mudança: como deve ser um plano de ação?
A Força-Tarefa reconhece que o ímpeto de mudança é evidente no número e na amplitude de iniciativas para apoiar a diversidade e a inclusão em todo o serviço público. No entanto, na ausência de uma estrutura e abordagem de todo o governo, esses esforços permanecem desarticulados e o engajamento é inconsistente. Sem metas estabelecidas, dados e medidas de desempenho, é difícil determinar o progresso e saber se as iniciativas atuais, por si só, conseguirão reduzir ou eliminar as barreiras sistêmicas.
Ao avaliar as abordagens usadas por outras jurisdições, a Força-Tarefa determinou que os itens a seguir são críticos para o progresso na diversidade e inclusão:
Compromisso, transparência e apoio à responsabilidade de gestão e liderança e elaboração de relatórios de iniciativas e progresso por departamentos, para que haja medição, avaliação e feedback consistentes em todo o serviço público, com incentivos e consequências significativos para alcançar um serviço público federal mais diversificado e inclusivo organization-wide education and awareness strategies that are integrated across the organization and into business plans, including tools to support considerations about diversity and inclusion in all decision-making actions that are informed by data, effective benchmarks, measurement and evaluation to support and advance priorities , while allowing for timely course correction and adjustments to reflect evolving context investment of financial and human resources recognition and effective harnessing of the experience, qualifications and talents of people who are Indigenous or new to Canada culture change that is meaningful, sustained and evolving within the human rights framework.
We need to identify and address systemic barriers that keep certain groups of talented Canadians from joining the federal public service, and advancing to positions and levels where they can make optimal contributions to the health of public service institutions and serve all people of Canada with excellence. We need to develop leadership that is capable of and committed to changing the culture of the public service to become more representative and inclusive; a public service that rewards talent, professionalism and dedication, and where the background, culture, religion and any other identities are valued and respected.
Debi Daviau, President of the Professional Institute of the Public Service of Canada.
The Task Force believes that an effective action plan for diversity and inclusion should:
identify a limited number of high-impact, key priorities include concrete and measurable actions to support and advance those priorities ensure that actions are informed by data, effective benchmarks, measurement and evaluation allow for continuous feedback and adjustment to reflect evolving circumstances and changing context.
5. Definitions and principles.
The Task Force acknowledges the usefulness of various definitions of diversity and inclusion. For the purposes of this report, the Task Force has chosen to define a diverse workforce and an inclusive workplace in the context of the federal public service:
A diverse workforce in the public service is made up of individuals who have an array of identities, Footnote 36 abilities, backgrounds, cultures, skills, perspectives and experiences that are representative of Canada’s current and evolving population. An inclusive workplace is fair, equitable, supportive, welcoming and respectful. It recognizes, values and leverages differences in identities, abilities, backgrounds, cultures, skills, experiences and perspectives that support and reinforce Canada’s evolving human rights framework. Footnote 37.
The Task Force identifies the following principles as helpful in guiding diversity and inclusion initiatives within the public service:
Diversity and inclusion are indispensable in enhancing an organization’s capacity to innovate and provide excellent service to all of Canada’s people. A diverse workplace is one that is representative of and reflects all people in Canada. Promoting and supporting respect, mutual trust, equitable treatment, non-discrimination and diverse ideas is essential to achieving a healthy and productive workplace. An inclusive workplace is one that is bias-free and barrier-free, and that supports the well-being of all employees, including those who may be currently or historically disadvantaged. To establish an inclusive workplace, all managers must recognize individual skills, competencies, strengths and diverse work approaches and styles. There must be ongoing efforts to communicate, raise awareness and provide appropriate education to support diversity and inclusion across the entire organization, including engaging all employees.
6. The case for diversity.
Treating all people with respect, dignity and fairness is fundamental to our relationship with the Canadian public and contributes to a safe and healthy work environment that promotes engagement, openness and transparency. The diversity of our people and the ideas they generate are the source of our innovation.
Governments have a responsibility to contribute to the greater good and build a society that is fair and respectful of all individuals. A diverse and inclusive public service that can harness the diverse backgrounds, talents and perspectives of its employees is essential to building a better, more productive and more innovative Canada. Footnote 38 As Canada’s largest employer, the public service is well placed to serve as a model for other employers by learning and living the value that a diverse workforce and an inclusive workplace offers.
Public service employees interact with and touch the lives of Canada’s people every day, in every part of the country and around the world, through an array of services and programs. In addition to meeting its service and program mandates, the public service has the opportunity to leverage the diversity of Canada’s population to develop a workplace where individual distinctions are supported as valuable in improving the public service. The result will be a generation of public service employees who:
impact the way Canada’s population views and values diversity and inclusion contribute to strengthening the socio-economic landscape of the country.
For years, experts have recognized the importance of diversity and inclusion in the workplace. Extensive research demonstrates the positive impact that diversity and inclusion have on:
creativity problem solving innovation the ability to attract and retain talented employees understanding customers’ needs engaging employees building high-performing teams.
The ability to invite and learn from different perspectives is fundamental to driving innovation, building strong relationships, and taking the best approaches to meet the needs of the populations we serve. Footnote 39.
Every employer has a responsibility for the well-being of its employees. A healthy, productive workforce will result in better outcomes across the federal public service and for all of Canada’s people. Achieving such a workforce involves the following recommendations for diversity and inclusion, as well as the Joint Task Force on Mental Health in the Workplace’s considerations regarding mental wellness.
In our globalized environment, the diversity of Canada’s population is a valuable asset. In order to fully benefit from its diversity, Canada’s public service must:
listen to the concerns and advice of its employees embrace diversity principles as being integral to its people management framework address racism, discrimination and harassment in the workplace hold leadership accountable for removing systemic barriers and for planning for a diverse and inclusive workplace in a sustained, responsive and professional manner.
These actions will set the stage for a cultural transformation that will see Canada’s federal public service exceed its already impressive reputation as being world-class.
Transformation takes time, commitment and an openness to discussing, persuading and influencing how individuals value diversity. Active engagement and partnering with bargaining agents and external organizations to leverage their expertise and lessons learned will:
help the federal transformation agenda move forward encourage and support the development of collaborative networks among employees.
It is critical to establish a whole-of-government approach that strikes the right balance between central coordination and delegation of responsibilities.
Most important is the need to recognize that Canada’s economy is rich with potential and that innovation is needed to maximize that potential. Canada’s diverse population is its strength, and an inclusive federal public service must leverage that strength.
7. What we heard.
In this section Highlights from the online survey Highlights from discussion forums Figure 1. Statistics on the Task Force’s consultations and engagement.
Approximately 12,000 responses to the Task Force's online survey.
+ more than 500 participants in discussion forums.
+ more than 700 emails and comments to the Task Force mailbox.
+ more than 60 phone calls to the Task Force secretariat.
= more than 13,250 responses received from public service employees.
To deliver on its mandate, the Task Force undertook a broad range of activities to gather information and ideas. Its activities included:
Insights gained through the Task Force’s outreach, consultations and other engagement activities were complemented by research performed by the Task Force’s secretariat, which included an examination of practices in Ontario and 2 national jurisdictions that have population profiles similar to Canada’s (Australia and the UK).
The exercise yielded a significant body of information that covered the following broad topics, among others:
diversity and inclusion initiatives challenges data and monitoring tools barriers to inclusion best practices trends in the public and private sectors.
The Task Force’s Progress Update included a summary of the environmental scan and information provided to the Task Force. It did not include results of the consultation and engagement exercise, as they became available after the update was published.
Highlights from the online survey.
The Task Force’s survey was conducted between April 24 and May 31, 2017, among 30 participating organizations and generated 11,956 responses. Respondents were asked to identify:
factors that contribute to an inclusive workplace barriers to achieving diversity in the workforce and inclusion in the workplace 1 or 2 ideas or actions that could help foster diversity and inclusion in their workplace 4 words that best describe a diverse workforce and an inclusive workplace.
The results of the survey align with the 4 areas of potential action that the Task Force identified in its Progress Update (people management, leadership and accountability, education and awareness, and an integrated approach to diversity and inclusion). A summary of the survey’s results and its methodology are in Appendix C.
The following are highlights of some key results from the survey:
When asked to identify factors that contribute to an inclusive workplace, the top 3 responses were: respect and civility (65%) fairness in all aspects of employment (64%) cultural awareness and sensitivity (41%) When asked to identify barriers to diversity and inclusion in the workplace, the top 3 responses were: bias (73%) discrimination (60%) harassment (38%) 47% of respondents rated their workforce as diverse or very diverse, and 50% viewed their workplace as inclusive or very inclusive. When asked to provide 1 or 2 suggestions to help foster diversity and inclusion in the workplace, the vast majority (over 10,000 responses) focused on ideas related to people management or education and awareness. Examples of the most popular ideas included: reinforcing values and ethics regarding fairness and transparency in practices for people management to prevent nepotism and favouritism in the workplace (promotions, assigning work and learning opportunities) ensuring that those who assess candidates (as members of selection boards or committees) are sufficiently representative and diverse providing greater opportunities for second official language training and making more positions available to people who are not bilingual in English and French, to help foster diversity of new recruits and more opportunities for employees within the federal public service reviewing employment equity laws and policies (assessing whether new categories of perceived under-represented groups are needed, strengthening enforcement and accountability mechanisms, updating terminology, reassessing existing groups, etc.), the implementation of requirements under the Employment Equity Act, and the roles of: the Treasury Board of Canada Secretariat the Public Service Commission of Canada the Canadian Human Rights Commission bargaining agents increasing communication and awareness through various activities (FEDTalks and seminars) offering training on cultural awareness and unconscious bias.
Highlights from discussion forums.
Discussion forums with employee networks and communities of interest were held between March 26 and July 26, 2017. The Task Force invited 20 groups to participate in discussion forums, including regional employees, bargaining agents and various interest groups. Twenty discussion forums were completed:
19 were held in person 1 was held via targeted emails from members of the persons with disabilities community, at various departments.
The Task Force’s forums generated input from more than 500 participants. A full list of groups consulted is in Appendix C.
The discussion forums were facilitated by the Joint Learning Program Footnote 41 and followed a World Café Footnote 42 format. This engaging conversation-style consultation facilitated discussions in small groups and allowed participants to share their ideas, opinions and unique experiences related to these 3 questions:
What elements currently exist in your work environment to make it diverse and inclusive? What are the barriers to diversity and inclusion in your workplace? What are the contributing factors to a diverse workforce and inclusive workplace?
In order to establish consistency with the Task Force’s online survey results, the recorded responses were:
sorted into the broad thematic categories presented in the online survey questionnaire ranked in terms of the frequency with which they were mentioned.
Following are some highlights from the Task Force’s discussion forums:
The top contributing factors to an inclusive workplace were indicated as: effective workplace policies fair and effective management practices or leadership fairness in all aspects of employment The top barriers to achieving diversity and inclusion in the workplace were indicated as: staffing and recruitment policies and practices the level of workplace accommodation and accessibility limited access to training or developmental opportunities, including access to second official language training bias.
A detailed summary of the results of the Task Force’s discussion forum is available in Appendix C.
The Interdepartmental Collaboration Circle on Indigenous Representation in the Federal Public Service contributed by sharing the following with the Task Force:
its Interim Report the results of its 2017 Survey of Federal Indigenous Employees.
Findings from the Circle’s report have been incorporated into the Task Force’s observations and have informed its recommendations. The information gleaned from the Circle’s survey has also been integrated into the data on discussion forums.
Following are some highlights from the 2017 Survey of Federal Indigenous Employees:
The top 3 words that describe a work environment that is supportive of Indigenous employees were indicated as: respectful inclusivity supportive The top 3 things that the federal public service should be offering to help Indigenous employees thrive and succeed were indicated as: targeted leadership development opportunities (33%) more opportunities for training and development (32%) mentoring opportunities (22%) The top challenges that Indigenous employees have encountered in working for the public service were indicated as: lack of career advancement opportunities (36% of respondents) limited opportunities for mobility (26% of respondents) vacancies that have required employees to cover the responsibilities of two positions (23% of respondents)
8. Analysis, observations and recommendations.
In this section People management Leadership and accountability Education and awareness The diversity and inclusion lens.
The Task Force offers its analysis, observations and recommendations in these key areas:
people management leadership and accountability education and awareness the diversity and inclusion lens.
The Task Force’s research, consultations and engagement revealed numerous gaps that relate to these areas, and some gaps pertain to more than one area. The solutions to these gaps are similarly interrelated.
a) People management.
A successful diversity and inclusion strategy must address concerns regarding people management. The 2017 Survey of Federal Indigenous Employees reveals that current and former Indigenous employees perceive gaps in the following that inhibit their ability to fully leverage the opportunities that a diverse workspace and inclusive workplace can bring:
outreach recruitment staffing other people management practices.
These results were reinforced through the Task Force’s consultations on broad issues related to diversity and inclusion. Better representation of diversity within the public service is an overarching people management theme.
Representation and diversity.
Observations.
some classification groups some departments some regional offices.
permanent residents recent immigrants refugees others who also make up the people in Canada.
Recomendações
To more effectively use statistics to diversify the public service, the Task Force recommends:
Recommendation 1: That Statistics Canada, in partnership with the Office of the Chief Human Resources Officer and Employment and Social Development Canada, address gaps in workforce availability (WFA ) estimates by:
Recommendation 2: That public service departments use demographic projections to establish diversity goals.
Outreach, recruitment and onboarding.
Observations.
Outreach and recruitment are the processes and results of accessing the labour market to attract, assess and hire talent into the public service. Onboarding is the process of orienting and integrating new recruits into the workplace. Its activities include meeting, welcoming, training and supporting an employee into the public service or a new department or new role, over the course of their public service career.
that offer technical and other vocational skills required in the public service (such medical technicians and accommodation managers) where students from a broader diversity of backgrounds, identities and experiences may attend.
Appendix E outlines trends in student recruitment into Canada’s public service between the 2013 to 2014 fiscal year and the 2015 to 2016 fiscal year for 3 core student recruitment programs:
the Federal Student Work Employment Program Footnote 45 the Post-Secondary Co-op/Internship Program Footnote 46 the Research Affiliate Program Footnote 47.
Despite some progress, there is more for the public service to do in order to attract and recruit the next generation of public service employees. Innovating to improve student recruitment will help the public service achieve important results for all people of Canada.
Currently, there are very few broad mechanisms for recruiting mid-career professionals who attend specialized advanced education and take training abroad or at Canadian institutions (for example, the Public Service Commission’s Recruitment of Policy Leaders Program). This gap is of particular concern to immigrants to Canada who may seek a Canadian education and still may not meet requirements for working in the federal public service, such as having recent and significant experience.
Two current initiatives have proven to be promising:
To build on the success of these initiatives, information about their approach and results should be circulated widely within the public service and elsewhere. To achieve their full potential, these programs need to be expanded into regions outside the National Capital Region, and changes must be made based on participants’ feedback. For example, managers need to be trained on how to support participants, and central funding for accommodations must be established. It is important to provide requested accommodations for all employees prior to their employment in the federal public service.
In addition to having effective internal programs, to achieve a representative public service, the government should:
partner with external organizations to attract a diverse spectrum of talent target recruitment efforts focus its recruitment on required future skills and competencies.
LiveWorkPlay is a charitable organization that helps communities welcome people who have intellectual disabilities to live, work and play as valued citizens.
Several not-for-profit organizations are excellent resources for hiring managers who seek to diversify their workplace. One such organization is LiveWorkPlay, which is a charity that specializes in helping intellectually challenged individuals find meaningful and productive work.
Mid-career recruitment is also an important consideration for the public service. Mid-career recruits bring unique skills and experience from other sectors that can strengthen public service innovation and productivity. Mid-career recruits can also be catalysts for organizational culture change. Canada has an active immigration program that attracts professionals who bring in-demand expertise and skills, but federal hiring programs do not target such professionals who are seeking mid-career opportunities.
Even though immigration accounts for two thirds of Canada’s population growth and almost half of Canadians will be an immigrant or be the child of one by 2036, Footnote 48 current staffing policies and practices create barriers that inhibit newcomers from integrating into the economy. For instance, only experience obtained in Canada in the previous 5 years is considered as relevant for hiring, which disproportionately disadvantages immigrants. This practice also impedes those who have taken extended time off work due to family obligations, notably women and Indigenous peoples.
measure the impact that concealing an applicant’s personal information (for example, names, email addresses, employment equity information, countries of origin) has on the initial screening decisions reached by reviewers when compared with the traditional method of screening applicants (in which an applicant’s information is available) determine whether certain equity-seeking groups (for example, visible minority or Indigenous applicants) are differently affected by the choice of screening method.
The project will hopefully provide insight into the effect of name-blind recruitment in Canada’s federal public service. Sixteen departments are participating, and, as of August 18, 2017, 29 staffing processes have been selected, with more to be confirmed and launched. The PSC will file an interim report on the pilot in September 2017 and a final report in December 2017.
Furthermore, few departments are well-equipped to proactively support new employees under their duty-to-accommodate obligations. The normal process requires the employee to express their need for accommodation, followed by an assessment (by Health Canada if it is medically related or by a contractor if it is not) in order to provide recommendations. Once management accepts these recommendations, procurement and installation occurs, depending on the request, which is often the responsibility of another department. This process often takes months and can take more than a year. Consequently, many employees with disabilities face heightened workload pressure while waiting for the tools they need to be fully productive.
Departments could consider a keeping desirable inventory (for example, desks that can be raised and lowered, ergonomically adjustable chairs, voice-activated software, ergonomic mouse and keyboard options, specialized computers and screens) to be kept on hand and provided to employees on short notice.
Recomendações
Effective recruitment and onboarding have an enduring impact on an employee’s perception of the public service. Insufficient planning and preparation often typify the recruitment onboarding experience for new recruits and may have lingering negative impacts. To improve recruitment and onboarding, the Task Force recommends:
Recommendation 3: That a centralized, systematic approach be developed for accessibility and accommodations, including:
centralized funding for accommodations all-gender and accessible washrooms that reflect the needs of a diverse workforce and that are mandated as part of the government’s accommodation and retrofit program.
Recommendation 4: That partnerships be developed and that diverse communities and other groups be involved in broadening outreach and recruitment efforts by the Public Service Commission of Canada and other federal departments to include post-secondary institutions other than universities, such as:
colleges polytechnic institutes Indigenous post-secondary institutions trade schools.
Recommendation 5: That the Public Service Commission of Canada and departments develop targeted recruitment approaches modelled after current promising initiatives, such as the Indigenous Youth Summer Employment Opportunity and the Youth with Disabilities Summer Employment Opportunity, to deliberately attract individuals who have the diverse identities, abilities, education, skills, competencies and experiences to meet emerging public service needs.
Recommendation 6: That the government consider adopting name-blind recruitment practices for all external recruitment and internal staffing processes if results from the Public Service Commission of Canada’s pilot project show promise in safeguarding against unconscious bias and in promoting diversity and inclusion.
Recommendation 7: That the Public Service Commission of Canada and the Office of the Chief Human Resources Officer of the Treasury Board of Canada Secretariat undertake further work to identify and resolve systemic barriers to recruitment into the public service, including at mid-career, and strengthen employment equity and diversity and inclusion. Noted barriers include:
the effort and costs involved in providing, often repeatedly, proof of foreign credentials, which is inequitably taxing for some equity-seeking groups meeting second official language requirements at the time of hire the fact that experience is considered relevant only if obtained in Canada in the past 5 years a lack of affordable and accessible child care no policy support for those suffering from domestic violence.
Recommendation 8: That the Office of the Chief Human Resources Officer communicate to hiring managers that degrees from colleges recognized as degree-granting institutions are to be treated in the same way as university degrees.
Recommendation 9: That diversity and inclusion, employment equity, and unconscious bias training be:
mandatory for all new employees during onboarding integrated in meaningful ways in all required training integrated into staffing delegation and sub-delegation requirements.
Recommendation 10: That onboarding practices be strengthened through an enterprise-wide, standardized approach that provides new employees with the support and training they need to integrate and be productive members of the team as quickly as possible. Best practices in onboarding programs include:
mandatory diversity and inclusion, employment equity, and unconscious bias training identifying a departmental “buddy” who is at the same level as the new employee and who has a clear mandate to orient the employee introduction of the new employee to departmental and bargaining agent representatives to communicate that there are supports if employees have issues with employment equity or diversity, including harassment and discrimination information regarding employee networks, including any employment equity and diversity networks departmental mentors or sponsors at a more senior level who have a clear mandate and accountability to provide advice, support and guidance to employees who have specific career development needs.
Retention, career progression and management.
Observations.
Changes to public service culture, career development, career support, talent management and opportunities for career progression must be made in order for the public service to strengthen its reputation as a workplace of choice.
Recent studies, including the Task Force’s diversity and inclusion survey, the Survey of Federal Indigenous Employees (2017), and the 2017 Public Service Employee Annual Survey (PSEAS ), indicate that employees are dissatisfied with a range of people management policies and practices. Some of the main issues identified were:
an opaque hiring process and nepotism in staffing ignorance and discrimination limited options for mobility little diversity among higher-level public service employees and few sponsors for aspiring leaders in equity-seeking groups stringent language requirements that disproportionately affect people in Canada whose first language is neither English nor French dissatisfaction with superiors (such as lack of trust, respect and support) insufficient opportunities for mentoring and professional development.
The results of the 2017 Survey of Federal Indigenous Employees show a high level of concern among Indigenous employees regarding various barriers and people management practices, including the following:
59% of respondents indicated the need for “better understanding of competencies required to become a leader” as an important area of learning and development 40% reported that they were “thinking of leaving their current position,” and 30% responded that they were “not sure” 36% of respondents reported a lack of career advancement opportunities and 26% indicated limited opportunities for mobility as the biggest challenges that Indigenous employees have encountered while working for the public service.
70% of employees with disabilities agreed 76% of Aboriginal employees agreed an overall average of 78% agreed.
To address these and other concerns, respondents to the surveys highlighted and recommended various avenues for change. Their suggestions included:
reworking the recruitment process by: streamlining it explaining what is expected of everyone in the process guaranteeing that those who select candidates are diverse and have received training in diversity and inclusion undertaking better outreach through: posting jobs on social media collaborating with post-secondary institutions and community groups that serve diverse populations other considerations such as: improving work-life balance encouraging innovation creating a welcoming atmosphere where differences are celebrated.
Sponsorship, mentoring and coaching initiatives designed to develop employees are recognized as promising practices to:
support career progression contribute to the attractiveness of the public service as a workplace.
Mentoring and coaching are long-standing approaches to career development. Sponsorship, which is when a senior experienced leader lends their credibility and experience to support the development and advancement of a more junior person, is somewhat less familiar in the workplace.
Mentoring, coaching and sponsorship prospects are important at the start of a career and equally so at mid-career. Although supporting new recruits is very important, there is a need for deliberate talent management at mid-career, which will go far to help with culture change in the public service. Moreover, providing accommodations for people with disabilities is vital in attracting, retaining and supporting employees throughout their careers.
The diversity of languages in Canada is increasing, with the proportion of people whose first language is other than English or French growing consistently. Footnote 49 In the Task Force’s discussion forums and the dialogue circles that supported the Survey of Federal Indigenous Employees (2017), second language requirements were cited by equity-seeking groups as a barrier to hiring and career advancement. Thirty per cent of respondents to the online survey identified language-related concerns as barriers to diversity and inclusion, such as lack of competency in either or both official languages that inhibits promotions or career progression. Footnote 50.
There is broad understanding and support for the reality that the federal public service is officially bilingual. However, when employees report that achieving language requirements is a barrier, there is room for mitigating strategies to help address these concerns. In the context of evolving diversity, the public service must examine its language strategy and resources in light of the changing makeup of the population. Employee input and analysis of Public Service Employee Survey data speak clearly to the need to address issues of discrimination, harassment and bias encountered by employees from equity-seeking groups. Discrimination, harassment and bias are expressed, experienced and managed differently by each individual. However, the overall result is that individuals subjected to such negative behaviours have a clear feeling of workplace exclusion that can result in mental health issues and a desire to leave the public service.
The results from the 2017 PSEAS Footnote 51 paint a multi-faceted picture of the perceptions that employees in equity-seeking groups have regarding their workplace conditions and support. In broad strokes, women report experiences that are better than men’s related to diversity and inclusion concerns, such as:
respect work-life balance job satisfaction stress levels awareness of mental health in the workplace.
However, women are more likely to report suffering harassment than men (23% vs. 20%) and are equally likely to have been a victim of discrimination (12% for both men and women). Conversely, members of visible minorities, Indigenous peoples and persons with disabilities hold more negative views of almost all of these workplace concerns than their comparison groups (people who are not visible minorities and people who do not identify as Indigenous or as persons who have a disability), with the opinions and experiences of persons with disabilities diverging most from the dominant population. For instance, persons with disabilities are:
twice as likely to report being harassed in the past 2 years than people who do not have a disability (40% vs. 20%) nearly 3 times as likely to report discrimination (32% vs. 11%)
Members of all the equity-seeking groups report more instances of harassment and discrimination in the 2017 PSEAS than in the 2014 Public Service Employee Survey (see Tables 1 and 2).
Furthermore, agreement with the statement “my department or agency treats me with respect” is the lowest for people with disabilities (61%) and Aboriginal peoples (70%) in the 2017 results, compared with the surveys in 2008, 2011 and 2014. The same is true for the assertion “Overall, I like my job,” which was lower in 2017 than in 2008, 2011 and 2014 for people with disabilities, members of visible minorities and Aboriginal peoples.
It is also important to recognize how non-work experiences can prevent individuals from performing optimally. Such situations disproportionately affect equity-seeking groups, especially those who have intersectional identities. Footnote 52 For example, women shoulder the majority of child-rearing responsibilities, which, in the absence of affordable and accessible child care, can negatively impact their careers. Footnote 53 Furthermore, more women suffer intimate partner violence than men (people with disabilities, Indigenous people and LGBTQ2 + people are also disproportionately affected), which inhibits work performance and results in lost productivity. Footnote 54 However, policy mechanisms to support employees affected by these situations are unsatisfactory and lacking.
Coordinated efforts to address diversity and inclusion concerns would benefit from a formalized structure that is informed by approaches used to implement previous related initiatives, including the Centre of Expertise on Mental Health in the Workplace.
Recomendações
All public service employees should benefit from opportunities to develop and advance in their careers. Whatever the area of work, appropriate training, development and career management is relevant, and employees should be made aware of these opportunities through regular communications. Too often, new recruits are led to believe that anyone can reach the pinnacle of public service leadership, when in reality this is not happening.
Further, there is frequently the perception of favouritism and discrimination associated with access to training and development opportunities. To mitigate retention and career management challenges, the Task Force recommends:
Recommendation 11: Identifying and implementing actions to retain individuals who have diverse skills, competencies, experiences, identities and abilities.
Recommendation 12: Taking deliberate action to establish an integrated approach to training, development and managing talent, which includes mentoring, coaching and sponsorship by senior leaders.
Recommendation 13: Reviewing the current approach and the allocation of resources to language training, with consideration of the public service’s commitment to bilingualism, to:
ensure a fair, transparent and equitable approach to accessing language training and development, based on the needs of employees, including those in unilingual positions ensure value and results from service providers ensure that culturally sensitive language training options are provided identify and implement best practices in second language attainment and maintenance increase language training opportunities that address the double disadvantage faced by individuals whose first language is neither English nor French.
Recommendation 14: Recognizing, valuing and rewarding individuals for their knowledge and use of languages other than English and French when serving Canada’s people or representing Canada domestically or abroad.
Recommendation 15: Introducing non-imperative staffing for equity-seeking groups to prepare them to achieve official bilingual proficiency in order to access leadership positions, commensurate with their talents and abilities.
Recommendation 16: That selection boards and committees that assess job candidates are representative of at least 2 equity-seeking groups beyond gender.
Recommendation 17: That everyone who assesses job candidates (on selection boards or committees) receive specialized training in:
employment equity diversity and inclusion unconscious bias intercultural effectiveness and awareness.
Multiple stakeholders (for example, the Public Service Commission of Canada, the Treasury Board of Canada Secretariat and the Canada School of Public Service) should collaborate on creating this training.
Recommendation 18: Revamping the current infrastructure for supporting and promoting diversity and inclusion in the public service, notably the Employment Equity Champions and Chairs Committees and Circle, in favour of establishing an infrastructure that is:
centralized funded strategic focused on results and transformation accountable through a Centre of Expertise on Diversity and Inclusion.
Recommendation 19: That the Office of the Chief Human Resources Officer receive adequate financial and human resources to establish a viable, effective and collaborative Centre of Expertise on Diversity and Inclusion to support the federal public service with developing and implementing measures to improve diversity, inclusion and employment equity in the workplace. Its responsibilities would be to:
determine ways to reduce and eliminate the stigma in the workplace that is too frequently associated with mental health issues and other prohibited grounds of discrimination under the Canadian Human Rights Act determine ways to better communicate discrimination issues in the workplace, and ensure that tools such as existing policies, legislation and directives are available to support employees who face such challenges review practices in other jurisdictions and of other employers that might be instructive for the public service outline any possible challenges and barriers that may impact the successful implementation of best practices for diversity and inclusion provide clear direction about oversight and authority in the Treasury Board policies and directives work with the Public Service Commission of Canada to identify and remove systemic barriers in staffing for equity-seeking groups work with other groups (for example, the Canadian Human Rights Commission) to ensure that the approach to achieving employment equity and diversity and inclusion is consistent, and that employment equity and diversity and inclusion remain a priority in the public service.
Recommendation 20: That a senior management guidance committee comprised of bargaining agents and employer representatives provide support to the Centre of Expertise on Diversity and Inclusion and be consulted in developing the Centre’s mandate.
Recommendation 21: Establishing an accountability framework for departmental champions and chairs, including:
mandatory training in diversity and inclusion, employment equity and unconscious bias accountability to deputy heads for effectiveness and results incorporated into their formal role and their performance management agreements access to financial resources.
Recommendation 22: That being named a departmental champion be seen as a commitment to the department’s vision for diversity and inclusion.
Recommendation 23: That departmental champions:
be selected with input from employees and bargaining agents embrace the vision of a diverse and inclusive public service engage unions and employees at all levels raise awareness of diversity and inclusion report their activities publicly to ensure commitment and consistency ensure that departmental committees for diversity and inclusion include bargaining agent representatives selected by bargaining agents.
Racism, discrimination and harassment.
Observations and recommendations.
Recommendation 24: Undertaking deliberate, centralized and measurable action to address racism, discrimination, harassment and bias in the public service, including:
establishing, measuring and reporting on ongoing deputy head accountabilities for: ensuring a safe space to report issues of discrimination, racism and harassment reporting on how workplace complaints are addressed naming a qualified senior-level officer who reports to each deputy head and is impartial and independent of labour relations units and human resources units, and whose responsibility it is to: track incidences be accessible to confidentially help employees and bargaining agents who have concerns related to racism, discrimination or harassment to access the appropriate avenue of resolution facilitate access to the deputy head when needed ensuring timely resolution of allegations and issues of racism, discrimination and harassment reporting annually on incidences and resolutions.
Recommendation 25: Establishing ongoing commitments in performance management agreements that hold deputy heads, executives and managers accountable for achieving employment equity and diversity and inclusion goals, and for tracking progress on these objectives.
Observations.
The Task Force heard concerns that the self-monitoring and self-correcting aspects of the current staffing regime limit opportunities to identify and proactively eliminate systemic barriers to achieving public service representativeness.
As demonstrated by the results of the Survey of Federal Indigenous Employees (2017) and during the Task Force’s consultations on diversity and inclusion, there is a lack of confidence in the fairness of staffing processes. There is also a perceived lack of trust that hiring managers are executing their people management responsibilities consistently in support of diversity and inclusion.
The issue of how partially or fully pre-qualified pools are used in the staffing system arose repeatedly in the Task Force’s consultations and in the Survey of Federal Indigenous Employees (2017). In both, participants indicated that members of equity-seeking groups qualify for positions after overcoming several barriers and then languish in pre-qualified pools at disproportionately high rates, with no recourse.
Additional barriers identified by employees include:
“right fit” assessments, which they assert are being used to disqualify candidates who meet all other requirements the absence of opportunities to discuss and resolve the difficult issues of bias and discrimination the fear of reprisal that prevents employees from raising issues of discrimination and harassment.
The results of the Public Service Employee Survey consistently validate these concerns.
Recomendações
The current public service staffing regime needs to strengthen its efforts to proactively support diversity and promote inclusion. Elements of existing legislation, regulations and policy that pertain to the use of employment equity flexibilities (such as limiting or expanding the area of selection to employment-equity designated groups, establishing and applying employment equity, or using it as a criterion for non-advertised staffing) to achieve a diverse and inclusive workplace should be promoted to hiring managers. The Task Force therefore recommends:
Recommendation 26: Applying the diversity and inclusion lens to staffing and people management policies, programs, services, practices and workplace assessments.
Recommendation 27: That deputy heads institute rigorous human resources planning to:
ensure diversity and employment equity representativeness within their departments monitor the representativeness of appointments, including all acting appointments monitor the use of pre-qualified pools through the diversity and inclusion lens.
Recommendation 28: That the Public Service Commission of Canada perform periodic system-wide thematic audits on the use of “right fit” criteria and existing employment equity flexibilities under the Public Service Employment Act, including:
limiting or expanding the area of selection to employment-equity designated groups establishing and applying employment equity as an organizational need using employment equity as a criterion for non-advertised processes.
Accountability is “the obligation to demonstrate that responsibility is being taken both for the means used and the results achieved in light of agreed expectations.” Effective accountability frequently includes the disclosure of results in a timely manner.
b) Leadership and accountability.
Two public service organizations share the overall mandate to oversee people management within Canada’s public service:
In addition, the Canadian Human Rights Commission has an important oversight role as it pertains to the EEA , including auditing organizations to:
assess the state of employment equity in the federal public service examine the results of reviews of employment systems.
The Federal Public Sector Labour Relations and Employment Board administers the collective bargaining and grievance adjudication systems in the federal public service and for parliamentary employees. It is also responsible for resolving staffing complaints related to internal appointments and layoffs in the federal public service.
Understanding the roles, responsibilities and sphere of influence of each organization is useful in understanding how accountability for people management may be used to achieve a more diverse and inclusive workplace.
The Office of the Chief Human Resources Officer.
establishes expectations for management practices and performance in the public sector supports management accountability of deputy heads seeks to improve management practices.
Deputy heads have full responsibility for:
their job their work unit their immediate supervisor their senior management their department mobility and retention harassment discrimination labour management relations collective agreements duty to accommodate.
Public Service Employee Survey results can be analyzed by:
membership in an employment-equity designated group age education region official language other factors.
Other employment equity support.
The Treasury Board of Canada Secretariat formerly had a dedicated Official Languages and Employment Equity Branch, but it was eliminated due to funding reductions over the past decade. Some resources have been provided for employment equity in 2016 to 2017 fiscal year, but the Secretariat’s ability to undertake in-depth analysis of trends and issues remains limited. Funding reductions have also impacted the effectiveness of the Interdepartmental Network on Employment Equity, which is now coordinated on a voluntary basis rather than benefiting from centralized support from TBS-OCHRO .
To support federal goals for employment equity and continued efforts toward employment equity, diversity and inclusion, TBS-OCHRO has created:
the Employment Equity Champions and Chairs Committees and Circle (consisting of the Persons with Disabilities Champions and Chairs Committee, the Visible Minorities Champions and Chairs Committee, and the Champions and Chairs Circle for Aboriginal Peoples) the Joint Employment Equity Committee.
Their membership consists of departmental champions and chairs of employee networks from across the public service, and are chaired by the respective deputy minister champion for employment equity, appointed by the Clerk of the Privy Council. These committees replaced the grassroots organizations that were elected and operated by federal public service employees.
The Public Service Commission of Canada.
mandated to oversee the integrity and non-partisanship of the staffing system responsible for addressing employment equity concerns related to staffing.
The Public Service Employment Act provides deputy heads with ways to achieve employment equity objectives, including:
targeting an area of selection identifying departmental needs as a merit criterion making non-advertised appointments.
streamlines and consolidates policies into a single Appointment Policy reinforces the duty to accommodate and employment equity obligations throughout an appointment process gives deputy heads more flexibility in their staffing strategies provides greater opportunity for sub-delegated managers to apply their discretion in making an appointment.
Under this approach, all sub-delegated managers are required to sign an attestation form that reinforces:
employment equity objectives individuals’ rights regarding official languages individuals’ rights to accommodation.
providing ongoing support and guidance to departments providing expert advice to departments on accommodations and on the design of assessments that are bias-free and barrier-free.
In addition to system-wide oversight, the New Direction in Staffing requires deputy heads to:
self-monitor their staffing systems on an ongoing basis conduct their own cyclical assessments at least every 5 years share their results with the PSC.
This information is shared with departments through the PSC ’s annual report and its open data portal.
The Canadian Human Rights Commission.
Observations.
The following have raised concerns that progress in supporting diverse and inclusive workforces and workplaces is at risk:
increased staffing delegation to deputy heads curtailed central agency support for employment equity as a result of reductions in resources reduced central agency oversight of policy and practices and support for their implementation.
Deputy heads are fully accountable for monitoring and overseeing the representativeness of employment equity groups, regionally and at all levels, in staffing processes and in employee training and development. However, it is uncertain whether adequate resources, funds, expertise and time are dedicated to such oversight.
Regarding the Employment Equity Champions and Chairs Committees and Circle for visible minorities, persons with disabilities and Indigenous peoples, it is unclear how these committees solicit employee participation and contributions.
With oversight now focused on system-wide patterns instead of scrutiny of how each department is performing in various areas, including employment equity, the Task Force believes employment equity oversight has been reduced. Currently, there is little information about departments’ progress on diversity and inclusion goals because central agencies gather minimal information on diversity, inclusion and employment equity due to delegation of authority to departments and deputy heads.
There continues to be a need for policies that include requirements on issues such as employment equity, harassment, duty to accommodate, telework and childcare that provide clear direction and clear outcome requirements, and that lay out the accountability and consequences of failing to meet requirements.
Oversight remains important so that employees are not discouraged from addressing and reporting issues such as:
conscious and unconscious bias and discrimination in staffing training opportunities for work assignments at an employee’s home department or at another department other career development opportunities.
Recourse options are limited to the following cases for staffing complaints:
only a candidate who is within the area of selection and who participated in the advertised process can file a staffing complaint, and only after a candidate has been selected for appointment abuse of authority in the application of merit abuse of authority in the choice of process (advertised or non-advertised) failure to assess the complainant in the official language of their choice.
The fact that only these options exist limits the ability of candidates to file complaints regarding other situations that may be perceived as unfair in the staffing process.
When the review of the Public Service Employment Act, the Financial Administration Act, and other related legislation and policies comes up, it will be important to consider an employment equity perspective and apply a diversity and inclusion lens for this legislation, particularly regarding how delegation and the use of departmental discretion is affecting outcomes for employment equity and diversity and inclusion goals.
It would be valuable to review the staffing complaint process for systemic barriers, such as:
informal processes of mediation limited criteria to file a complaint fear of retaliation available remedies.
Recomendações
The Task Force recommends:
Recommendation 29: That the government implement legislation to support a diverse and inclusive public service within a reasonable time frame (2 to 4 years) that will include parameters to establish a Commissioner for Employment Equity, Diversity and Inclusion, modelled after the Commissioner of Official Languages.
Recommendation 30: That the Office of the Chief Human Resources Officer (OCHRO) continue to be the central agency responsible for strategic direction and policies related to diversity, inclusion and employment equity, and that it be provided the necessary resources and a strengthened mandate to:
conduct a deeper analysis of employment equity and intersectionality for OCHRO’s annual report on employment equity, with the National Joint Council being consulted on data elements for this analysis establish and operate a Centre of Expertise for Diversity and Inclusion to promote a more diverse and inclusive public service.
Recommendation 31: That a focused accountability mechanism be developed to measure the government’s work and progress on diversity and inclusion, including the work and progress of deputy heads, executives and managers. The mechanism can complement the Management Accountability Framework (MAF ), but the MAF on its own is insufficient.
Recommendation 32: That the Public Service Commission of Canada strengthen its monitoring of diversity, inclusion and employment equity as they relate to staffing, ensuring that they receive due attention as part of a general staffing audit (for example, staffing processes would be required to report to the Commission on why employment equity criteria were not used where a gap existed).
Recommendation 33: That the Canadian Human Rights Commission’s accountability mechanism be strengthened so that it can measure work and progress on employment equity and diversity and inclusion, including:
specifying what information the Treasury Board of Canada Secretariat and departments must provide for the Commission’s audits of progress on employment equity a mechanism for bargaining agents to initiate an audit when non-compliance with employment equity requirements occurs.
Recommendation 34: That adjudicators of the Federal Public Sector Labour Relations and Employment Board:
be diverse and representative of Canada’s population be knowledgeable and trained in labour relations, employment equity, diversity and inclusion, and the evolving human rights context.
Recommendation 36: That each department establish a joint union-management consultation committee on employment equity, diversity and inclusion that is co-led by unions and management, with agendas and minutes published on departmental intranet sites.
c) Education and awareness.
Education and awareness are integral to any strategy for culture change. A more diverse workforce and a more inclusive workplace can be achieved only through meaningful and consistent employee engagement. The Task Force proposes the following recommendations to ensure that education and awareness foster a change in culture and practices that will promote diversity and inclusion in Canada’s public service.
Observation.
There is currently no government-wide approach to managing diversity and inclusion principles and practices in training offered by:
the Canada School of Public Service the Joint Learning Program individual departments.
The public service’s governance for learning is decentralized, which:
inhibits collaboration minimizes sharing of best practices creates duplication, gaps and inconsistencies in training.
The Joint Learning Program model (delivered jointly by employer and bargaining agent representatives) shows promise, but the Task Force finds that there is a need to expand the program’s training offerings.
The Task Force recommends:
Recommendation 37: Allocating resources and creating a permanent governance structure to develop and evolve a common approach and curriculum for diversity and inclusion training. Such a structure would include:
enterprise-wide objectives and outcomes core training on diversity and inclusion identification of opportunities where principles and practices for diversity and inclusion can be embedded into various training and employee development opportunities, including orientation and leadership development.
Recommendation 38: Making training in diversity and inclusion mandatory during the onboarding process for new employees, with a focus on:
the evolving Canadian human rights framework and related legislation and policies the importance of respect and civility in achieving a healthy workplace the potential for diversity and inclusion to help drive innovation and produce better results for the people of Canada.
Recommendation 39: Coordinating efforts by the employer and by bargaining agents, and resourcing existing institutions such as the Canada School of Public Service, Global Affairs Canada’s Centre for Intercultural Learning and the Joint Learning Program, to ensure that all public service employees have access to initiatives and learning opportunities in diversity, inclusion and cultural change (these could include training from the Positive Space Initiative that would be separate from mandatory training).
Observation.
Culture change must involve all employees across each organization, and leaders have a key role to play in driving and sustaining such change. Leaders must understand and embrace the importance of diversity and inclusion to a healthier, innovative and more respectful workplace. The Task Force recommends:
Recommendation 40: Making diversity and inclusion a key part of the curricula for leadership development, with a focus on areas such as:
respect and civility in the workplace intersectionality Footnote 56 and discrimination mitigation of unconscious bias the diversity and inclusion lens employment equity the benefits of greater diversity and inclusion in fostering a healthy and productive workplace.
Observation.
There are few tools and little training designed to help employees understand unconscious bias and how to mitigate its negative impact in the workplace and on decisions that affect Canada’s people. Employees in key roles such as in policy and program development may not have access to these tools and training, and neither are they encouraged to consider the impact of their decisions on diversity and inclusion in the workplace and across Canadian society. The Task Force recommends:
Recommendation 41: Developing specialized training on unconscious bias for employees working in areas such as:
program design and delivery policy making human resources evaluation of job candidates.
Observation.
Some organizations are more supportive and focused on achieving employment equity goals than others. In addition to this lack of consistent focus, other equity-seeking groups (those beyond the 4 designated groups in the EEA ) are not sufficiently supported through current mechanisms and policies. Por exemplo:
there is a lack of centralized support and funding for the Positive Space Initiative there is currently no government-wide position on the importance of LGBTQ2 + inclusion.
Access to training provided by the Positive Space Initiative, which is not supported or formally part of the Employment Equity Champions and Chairs Committees and Circle, is inconsistent with other government initiatives and depends on senior-level support.
The Task Force recommends:
Recommendation 42: Providing support and funding to existing and emerging departmental and interdepartmental employee networks recognized by the Office of the Chief Human Resources Officer or department heads to:
help them contribute to diversity and inclusion by raising awareness offer informal learning opportunities provide advice to interested parties.
Observation.
Although Canada’s people speak a multitude of languages and represent cultures from all over the world, there is little recognition of the value of these competencies in serving Canada’s people and in advancing Canada’s interests abroad. In addition, there is limited training on awareness of other cultures and languages in the federal public service.
The Task Force recommends:
Recommendation 43: Updating public service employees’ competency profiles to include the following as essential qualifications and asset criteria:
intercultural effectiveness behaviours cultural awareness skills related to diversity and inclusion.
d) The diversity and inclusion lens.
Observations.
The Task Force’s Progress Update called for the public service to “develop a strategy that addresses gaps in all areas simultaneously,” in order to “ensure the evolution of public service culture with changes to Canada’s demographics and human rights context.” This integrated approach “will reflect consideration for diversity and inclusion in all decisions about policies, programs and managing people” and should do so by default, as a forethought and not as an afterthought.
From this commitment, and in response to many suggestions gained from the online survey and discussion forums, emerged the need for a powerful and important tool: the diversity and inclusion lens (D&I lens).
Similar to environmental impact assessments and gender impact assessments, all current and new policies, programs and practices should be analyzed from the perspective of promoting diversity and inclusion.
complements them promotes thoroughness is designed to be used in conjunction with other existing tools.
creating a positive and equitable workplace for everyone making better decisions for the people of Canada.
The Task Force recommends:
support cultural transformation in the public service inform program design support policy development design and evaluate practices for people management review current policies, programs and practices.
9. Conclusion.
This report represents the vision and conviction of the members of the Joint Union/Management Task Force on Diversity and Inclusion, developed through a full year of strategic planning, consultations, discussions, research and critical thinking.
It is our hope and expectation that the Task Force recommendations, once implemented, will create and facilitate a fundamental culture shift in Canada’s public service toward a more diverse, inclusive and innovative workforce and workplace. We recognize that such a change will not happen automatically. Creating true change requires effort, trust and some discomfort as people adjust to new ways of working.
We wish to reiterate that diversity and inclusion in successful organizations are not optional; they are imperative to the success of the public service in its ability to foster a healthy and productive workforce that can provide the best and most effective programs, policies and services to the people of Canada. It is every public service employee’s responsibility to help effect this transformation.
Finally, the time is right for this shift to occur. With today’s global political context, including its divisiveness and the recent inward turn toward homogeneity and nationalism, Canada and its public service must lead by example, embrace its people, and make strides toward a better, brighter and more equitable future.
Diversity and inclusion are a national and federal government priority, and they are key to Canada’s continued success in the coming decades. We have the means, the direction, the conviction and the support of the Prime Minister, the Clerk of the Privy Council and Canada’s population. We must take action to build a more diverse and inclusive federal public service.
Appendix A: summary of recommendations.
In this section People management (recommendations 1 to 28) Leadership and accountability (recommendations 29 to 36) Education and awareness (recommendations 37 to 43) Diversity and inclusion lens (recommendation 44)
People management (recommendations 1 to 28)
Representation and diversity (recommendations 1 and 2)
The Task Force recommends:
Outreach, recruitment and onboarding (recommendations 3 to 10)
The Task Force recommends:
That a centralized, systematic approach be developed for accessibility and accommodations, including: centralized funding for accommodations all-gender and accessible washrooms that reflect the needs of a diverse workforce and that are mandated as part of the government’s accommodation and retrofit program That partnerships be developed and that diverse communities and other groups be involved in broadening outreach and recruitment efforts by the Public Service Commission of Canada and other federal departments to include post-secondary institutions other than universities, such as: colleges polytechnic institutes Indigenous post-secondary institutions trade schools That the Public Service Commission of Canada and departments develop targeted recruitment approaches modelled after current promising initiatives, such as the Indigenous Youth Summer Employment Opportunity and the Youth with Disabilities Summer Employment Opportunity, to deliberately attract individuals who have the diverse identities, abilities, education, skills, competencies and experiences to meet emerging public service needs. That the government consider adopting name-blind recruitment practices for all external recruitment and internal staffing processes if results from the Public Service Commission of Canada’s pilot project show promise in safeguarding against unconscious bias and in promoting diversity and inclusion. That the Public Service Commission of Canada and the Office of the Chief Human Resources Officer of the Treasury Board of Canada Secretariat undertake further work to identify and resolve systemic barriers to recruitment into the public service, including at mid-career, and strengthen employment equity and diversity and inclusion. Noted barriers include: the effort and costs involved in providing, often repeatedly, proof of foreign credentials, which is inequitably taxing for some equity-seeking groups meeting second official language requirements at the time of hire the fact that experience is considered relevant only if obtained in Canada in the past 5 years a lack of affordable and accessible child care no policy support for those suffering from domestic violence That the Office of the Chief Human Resources Officer communicate to hiring managers that degrees from colleges recognized as degree-granting institutions are to be treated in the same way as university degrees. That diversity and inclusion, employment equity, and unconscious bias training be: mandatory for all new employees during onboarding integrated in meaningful ways in all required training integrated into staffing delegation and sub-delegation requirements That onboarding practices be strengthened through an enterprise-wide, standardized approach that provides new employees with the support and training they need to integrate and be productive members of the team as quickly as possible. Best practices in onboarding programs include: mandatory diversity and inclusion, employment equity, and unconscious bias training identifying a departmental “buddy” who is at the same level as the new employee and who has a clear mandate to orient the employee introduction of the new employee to departmental and bargaining agent representatives to communicate that there are supports if employees have issues with employment equity or diversity, including harassment and discrimination information regarding employee networks, including any employment equity and diversity networks departmental mentors or sponsors at a more senior level who have a clear mandate and accountability to provide advice, support and guidance to employees who have specific career development needs.
Retention, career progression and management (recommendations 11 to 23)
The Task Force recommends:
Identifying and implementing actions to retain individuals who have diverse skills, competencies, experiences, identities and abilities. Taking deliberate action to establish an integrated approach to training, development and managing talent, which includes mentoring, coaching and sponsorship by senior leaders. Reviewing the current approach and the allocation of resources to language training, with consideration of the public service’s commitment to bilingualism, to: ensure a fair, transparent and equitable approach to accessing language training and development, based on the needs of employees, including those in unilingual positions ensure value and results from service providers ensure that culturally sensitive language training options are provided identify and implement best practices in second language attainment and maintenance increase language training opportunities that address the double disadvantage faced by individuals whose first language is neither English nor French Recognizing, valuing and rewarding individuals for their knowledge and use of languages other than English and French when serving Canada’s people or representing Canada domestically or abroad. Introducing non-imperative staffing for equity-seeking groups to prepare them to achieve official bilingual proficiency in order to access leadership positions, commensurate with their talents and abilities. That selection boards and committees that assess job candidates are representative of at least 2 equity-seeking groups beyond gender. That everyone who assesses candidates (on selection boards or committees) receive specialized training in: employment equity diversity and inclusion unconscious bias intercultural effectiveness and awareness.
Multiple stakeholders (for example, the Public Service Commission of Canada, the Treasury Board of Canada Secretariat and the Canada School of Public Service) to collaborate on creating this training. Revamping the current infrastructure for supporting and promoting diversity and inclusion in the public service, notably the Employment Equity Champions and Chairs Committees and Circle, in favour of establishing an infrastructure that is: centralized funded strategic focused on results and transformation accountable through a Centre of Expertise on Diversity and Inclusion That the Office of the Chief Human Resources Officer receive adequate financial and human resources to establish a viable, effective and collaborative Centre of Expertise on Diversity and Inclusion to support the federal public service with developing and implementing measures to improve diversity, inclusion and employment equity in the workplace. Its responsibilities would be to: determine ways to reduce and eliminate the stigma in the workplace that is too frequently associated with mental health issues and other prohibited grounds of discrimination under the Canadian Human Rights Act determine ways to better communicate discrimination issues in the workplace, and ensure that tools such as existing policies, legislation and directives are available to support employees who face such challenges review practices in other jurisdictions and of other employers that might be instructive for the public service outline any possible challenges and barriers that may impact the successful implementation of best practices for diversity and inclusion provide clear direction about oversight and authority in the Treasury Board policies and directives work with the Public Service Commission of Canada to identify and remove systemic barriers in staffing for equity-seeking groups work with other groups (for example, the Canadian Human Rights Commission) to ensure that the approach to achieving employment equity and diversity and inclusion is consistent, and that employment equity and diversity and inclusion remain a priority in the public service That a senior management guidance committee comprised of bargaining agents and employer representatives provide support to the Centre of Expertise on Diversity and Inclusion and be consulted in developing the Centre’s mandate. Establishing an accountability framework for departmental champions and chairs, including: mandatory training in diversity and inclusion, employment equity and unconscious bias accountability to deputy heads for effectiveness and results incorporated into their formal role and their performance management agreements access to financial resources That being named a departmental champion be seen as a commitment to the department’s vision for diversity and inclusion. That departmental champions: be selected with input from employees and bargaining agents embrace the vision of a diverse and inclusive public service engage unions and employees at all levels raise awareness of diversity and inclusion report their activities publicly to ensure commitment and consistency ensure that departmental committees for diversity and inclusion include bargaining agent representatives selected by bargaining agents.
Racism, discrimination and harassment (recommendations 24 and 25)
The Task Force recommends:
Undertaking deliberate, centralized and measurable action to address racism, discrimination, harassment and bias in the public service, including: establishing, measuring and reporting on ongoing deputy head accountabilities for: ensuring a safe space to report issues of discrimination, racism and harassment reporting on how workplace complaints are addressed naming a qualified senior-level officer who reports to each deputy head and is impartial and independent of labour relations units and human resources units, and whose responsibility it is to: track incidences be accessible to confidentially help employees and bargaining agents who have concerns related to racism, discrimination or harassment to access the appropriate avenue of resolution facilitate access to the deputy head when needed ensuring timely resolution of allegations and issues of racism, discrimination and harassment reporting annually on incidences and resolutions Establishing ongoing commitments in performance management agreements that hold deputy heads, executives and managers accountable for achieving employment equity and diversity and inclusion goals, and for tracking progress on these objectives.
Staffing (recommendations 26 to 28)
The Task Force recommends:
Applying the diversity and inclusion lens to staffing and people management policies, programs, services, practices and workplace assessments. That deputy heads institute rigorous human resources planning to: ensure diversity and employment equity representativeness within their departments monitor the representativeness of appointments, including all acting appointments monitor the use of pre-qualified pools through the diversity and inclusion lens That the Public Service Commission of Canada perform periodic system-wide thematic audits on the use of “right fit” criteria and existing employment equity flexibilities under the Public Service Employment Act, including: limiting or expanding the area of selection to employment-equity designated groups establishing and applying employment equity as an organizational need using employment equity as a criterion for non-advertised processes.
Leadership and accountability (recommendations 29 to 36)
The Task Force recommends:
Education and awareness (recommendations 37 to 43)
The Task Force recommends:
Allocating resources and creating a permanent governance structure to develop and evolve a common approach and curriculum for diversity and inclusion training. Such a structure would include: enterprise-wide objectives and outcomes core training on diversity and inclusion identification of opportunities where principles and practices for diversity and inclusion can be embedded into various training and employee development opportunities, including orientation and leadership development Making training in diversity and inclusion mandatory during the onboarding process for new employees, with a focus on: the evolving Canadian human rights framework and related legislation and policies the importance of respect and civility in achieving a healthy workplace the potential for diversity and inclusion to help drive innovation and produce better results for the people of Canada Coordinating efforts by the employer and by bargaining agents, and resourcing existing institutions such as the Canada School of Public Service, Global Affairs Canada’s Centre for Intercultural Learning and the Joint Learning Program, to ensure that all public service employees have access to initiatives and learning opportunities in diversity, inclusion and cultural change (these could include training from the Positive Space Initiative that would be separate from mandatory training). Making diversity and inclusion a key part of the curricula for leadership development, with a focus on areas such as: respect and civility in the workplace intersectionality and discrimination mitigation of unconscious bias the diversity and inclusion lens employment equity the benefits of greater diversity and inclusion in fostering a healthy and productive workplace Developing specialized training on unconscious bias for employees working in areas such as: program design and delivery policy making human resources evaluation of job candidates Providing support and funding to existing and emerging departmental and interdepartmental employee networks recognized by the Office of the Chief Human Resources Officer or department heads to: help them contribute to diversity and inclusion by raising awareness offer informal learning opportunities provide advice to interested parties Updating public service employees’ competency profiles to include the following as essential qualifications and asset criteria: intercultural effectiveness behaviours cultural awareness skills related to diversity and inclusion.
Diversity and inclusion lens (recommendation 44)
The Task Force recommends:
Appendix B: Terms of Reference.
In this section Mandate Membership Short-term outcomes Long-term outcomes Meeting frequency Quorum Secretariat support Communication and relationship to other committees Governance principles.
The Joint Union/Management Task Force on Diversity and Inclusion is responsible for delivering on the following outcomes:
defining diversity and inclusion in the public service establishing the case for diversity and inclusion in the public service recommending a framework and action plan for diversity and inclusion in the public service.
The initiative is established for a 1-year period (September 2016 to September 2017), with a 2-phase reporting schedule:
Phase 1: Short-term expected outcome (first 6 months)
Identifying issues, challenges and opportunities, as well as recommending actions to establish and support immediate requirements. Phase 2: Medium-term approach (6 months to 1 year)
Building a longer-term strategy of 3 to 5 years to support overall diversity and inclusion culture change in the public service (Diversity and Inclusion Strategy) Footnote 57.
Membership.
The Diversity and Inclusion Task Force will comprise a Steering Committee that will guide the work of the Technical Committee with equal representation from the bargaining agent and the employer.
The Steering Committee and the Technical Committee have been established at the end of August 2016.
The Steering Committee will comprise 1 employer representative and 1 bargaining agent representative, who will serve as co-chairs, namely:
Margaret Van Amelsvoort-Thoms, Executive Director.
People Management and Community Engagement.
Governance, Planning and Policy Sector (GPP )
Office of the Chief Human Resource Officer (OCHRO)
Treasury Board of Canada Secretariat Bargaining agent representative.
Ontario Regional Executive Vice-President.
Public Service Alliance of Canada.
The Steering Committee will:
be responsible for determining the members and the mandate of the Technical Committee chair the inaugural meeting of the Technical Committee to provide strategic direction, as well as the mandate, goals and timelines of the Task Force provide ongoing direction to the Technical Committee receive and approve reports.
The Technical Committee will comprise 7 members representing the employer and 7 members representing the bargaining agents. The co-chairs are:
Senior Director, Employment Equity, Diversity and Inclusion, GPP , OCHRO.
Treasury Board of Canada Secretariat Bargaining agent representative.
Employment Equity and Inclusiveness Champion.
Professional Institute of the Public Service of Canada.
The Technical Committee will:
define the vision of diversity and inclusion for the public service within the existing legislative framework review practices (including other sectors and jurisdictions) that will be instructive to the public service explore and leverage work on diversity accomplished by departments and organizations inside and outside the public service outline any possible challenges and barriers that may impact the successful implementation of a diversity and inclusion framework provide input establishing the case for diversity and inclusion in the public service recommend to the Steering Committee a framework, as well as a strategy for the public service.
Diversity and inclusion.
Creating value through diversity. Seja você mesmo. Be different.
Our approach.
At PwC, we respect and value differences. We know that when people from different backgrounds and with different points of view work together, we create the most value – for our clients, our people and society.
Our approach.
At PwC, we respect and value differences. We know that when people from different backgrounds and with different points of view work together, we create the most value – for our clients, our people and society.
Our approach.
At PwC, we respect and value differences. We know that when people from different backgrounds and with different points of view work together, we create the most value – for our clients, our people and society.
Our approach.
At PwC, we respect and value differences. We know that when people from different backgrounds and with different points of view work together, we create the most value – for our clients, our people and society.
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