AAFC's 2022-25 Diversity, Equity and Inclusion (DEI) Strategy identifies objectives and initiatives aimed at improving underrepresentation in the workforce and removing barriers to employment to ensure our workforce is representative of the Canadians we serve and to ensure our workplaces are inclusive in our everyday work.
On this page
- Value proposition statement
- Why a diversity, equity and inclusion strategy?
- Drivers for the 2022-25 Diversity, Equity and Inclusion Strategy
- Understanding our organization
- We all have a role to play
- Pillars of action: strategic objectives
- 2022-25 Diversity, Equity and Inclusion Strategy – action plan
- Short-term hiring goals by occupational group
Value proposition statement
AAFC's mission is to grow and develop a sustainable, competitive and innovative Canadian agriculture and agri-food sector. Our people are our strength. Building a diverse workforce that better reflects our society and creating inclusive, equitable and accessible workplaces fuels innovation and inspires creativity in the policies, programs and research we drive. It's our collective responsibility to make AAFC an organization that embodies public service values, where employees feel welcomed, heard and respected; and where we can each bring our best selves to work every day.
Why a diversity, equity and inclusion strategy?
- AAFC's 2022-25 DEI Strategy goes beyond fulfilling the legislative obligations to increase diversity and inclusion. The Strategy includes a value proposition, strategic pillars, a 3-year action plan, as well as a monitoring and measurement framework that focuses on the outcome of a series of activities that result in a positive culture change as reflected by the views of our employees.
- An employment equity plan addresses under-representation of the four employment equity groups - Indigenous peoples, persons with disabilities, visible minorities and women and employment barriers they may face. When under-representation exists, in accordance with the Employment Equity Act (EEA), AAFC is required to develop, implement and monitor an employment equity plan that addresses the causes of under-representation of the four employment equity groups and barriers and discrimination in employment practices.
- By increasing diversity in the workplace we collectively become more creative and innovative in the policies, programs and research we develop for our sector and stakeholders. Having a diverse workforce means accessing a range of skills, experiences and perspectives that can contribute to our organization's success.
- By implementing inclusive policies and practices we will create a safe and accessible space, where employees are treated equitably and with respect, where they have the accommodation they are entitled to, and work in an environment that allows them to succeed, feel valued and empowered to bring their best selves to work every day.
Canada's diversity landscape is evolving
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- Immigration accounts for 80% of Canada's population increase.
- More than 6 million Canadians (22% of the population) identify as having a disability.
- By the age of 40, 1 in 2 Canadians have or have had a mental illness.
- Indigenous peoples are the fastest growing and youngest population in Canada.
- The visible minority population represents almost a quarter of the Canadian workforce.
- Canada is now home to about 1 million people who identify as part of the 2SLGBTQI+ community.
Canada's population continues to evolve and become more diverse and our workforce needs to be supportive and reflective of Canadians.
Drivers for the 2022-25 DEI Strategy
A societal change raising our levels of awareness and increasing attention to reconciliation, inclusion and racism (in particular anti-racism) has created a focus for enhanced diversity, equity and inclusion efforts.
The DEI Strategy has been developed to:
- Take into account the legislative framework governing employment equity. This includes the Employment Equity Act (EEA) as well as guidance from The Clerk's Call to Action on Anti-Racism, Equity and Inclusion, the Accessible Canada Act, the Many Voices One Mind Report and Scorecard, and the Nothing Without Us: Accessibility Strategy for the Public Service.
- Reflect changes in demographics, such as increased population due to immigration, Indigenous Peoples are the youngest and fastest growing group in Canada, and growing population of persons with disabilities, visible minorities and people who identify with the 2SLGBTQI+ community are expected to significantly impact not only our workforce availability estimates for equity and equity-seeking groups and workforce representation but will also influence modifications to the Employment Equity Act.
- Build on the accomplishments of our 2018-2021 Diversity and Inclusion Plan such as:
- Creating diverse staffing inventories of prequalified candidates through targeted recruitment of Indigenous, Black and other racialized candidates, and Persons with disabilities, for underrepresented positions at all levels;
- The Indigenous Support and Awareness Office (ISAO)'s promotion of the Indigenous Student Recruitment Initiative with 147 communities and 130 University and Colleges resulting in hiring over 321 students since 2016;
- ISAO's development of a comprehensive learning curriculum to raise awareness of Indigenous history and culture and promote learning opportunities
- The implementation of the Workplace Well-Being Ombudsperson; and
- Nominating Executive Champions to further support each DEI Networks and promote diversity and inclusion activities, events and best practices
- Respond to the 2021 Employment Systems Review and address what employees have told us in the latest Public Service Employee Survey, and in various consultations with DEI Networks, branch representatives, human resources, senior management, unions and employees. From these consultations we heard a need for improved and accessible communications, targeted and inclusive hiring, more inclusive training and developmental opportunities and improvements to monitoring and reporting on the progress.
- Link to other Departmental work, plans and strategies related to DEI (for example: the Departmental Accessibility Strategy, Indigenous Network Circle Three-Year Strategy, and the Visible Minorities Network Brave Spaces research).
- Address the impact that COVID-19 has had on the way we work which gives us an opportunity to review the ways we hire, work and can improve employee retention.
Understanding AAFC's representation gaps
Specific measures in the 2018-21 Diversity and Inclusion Plan including targeted processes for research scientist and science professionals targeting women and Indigenous peoples as well as student recruitment through the Indigenous Student Recruitment Initiative have helped to improve workforce representation but there continues to be gaps in certain areas.
As a result of our workforce analysis as of March 31, 2022, AAFC has overall representation gaps for the Indigenous Peoples and Persons with Disabilities.
In addition, AAFC also has longstanding and numerically large representation gaps at the occupational group level for the following groups:
- Indigenous Peoples (SE-RES, EG, GL)
- Persons with Disabilities (BI, CO, EC, EG, FI, GL, IS, IT, SE-RES)
- Visible Minorities (EC, EN, GL, IS, PC)
- Women (SE-RES, BI)
The actions we take will not make our representation gaps disappear overnight. But continued efforts must be made to address under-representation. To this end, we have identified specific short-term hiring goals based on representation and historical mobility data to address areas of under-representation.
See the short-term hiring goals below.
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A snapshot of AAFC'S overall representation (based on total base population of 5011 as of March 31, 2022)
Indigenous peoples | Persons with disabilities | Visible minorities | Women | |
---|---|---|---|---|
Workforce availability estimate (WAE) - goal | 192 | 430 | 708 | 2550 |
Actual representation | 165 | 257 | 931 | 2620 |
We all have a role to play
The DEI Strategy is a departmental strategy for which we all share the responsibility to implement to continue to build more inclusive workplaces at AAFC.
- The Deputy Minister is responsible for ensuring the development and successful implementation of the DEI Strategy, including allocating resources to achieve the DEI Strategy's objectives. The Deputy Minister is committed to equitable opportunities for all individuals in recruitment, promotion, training and development or in any other employment opportunity.
- The DEI ADM and Executive Champions act as role models, responsible for promoting and celebrating diverse and inclusive actions in the department and creating safe environments where everyone's opinion is heard, considered and valued.
- Managers and supervisors can actively consult and consider branch employment equity plans and short-term hiring goals when staffing to improve representation. Managers can also provide employees time to take training and participate in departmental activities and networks.
- All employees are responsible for contributing to a safe, accessible and inclusive work environment by treating their colleagues with dignity, fairness, integrity and respect and participating in activities that support creating a diverse and inclusive workplace. Employees can take training to increase their understanding, join a diversity and inclusion network or become an ally by challenging their biases and speaking out against acts of discrimination.
- Human Resources Directorate plays a key role in developing, implementing and monitoring the DEI initiatives and provide the data analysis and subject matter expertise.
- Union Representatives are responsible for actively participating in consultation and collaboration with the Human Resources Directorate, managers and employees on DEI initiatives including the development, implementation, monitoring and revision of the DEI Strategy.
- The Diversity and Inclusion Networks work to address issues and barriers for their respective equity and equity-seeking group. They also support departmental initiatives through consultations at the development and implementation stages to ensure we are addressing issues or potential barriers, and advocating for an inclusive workplace.
Pillars of action: strategic objectives
Through careful consideration of the external and internal drivers, relevant plans and strategies, and consultations and collaborations with the various stakeholders the 2022-25 DEI Strategy outlines three strategic objectives that will guide our activities.
Strategic objectives
- Increase representation and belonging
To address current representation gaps and increase belonging for all, we will build a diverse workforce that exceeds workforce availability through targeted recruitment, unbiased staffing and enhanced retention practices. - Create inclusive and accessible workplaces
To support our employees, we will foster innovation and creativity by creating safe, inclusive and accessible workplaces where employees are valued, engaged and able to contribute in an environment of mutual respect. - Enhance accountability and monitoring
To achieve our goals, we will be partners in collaboration and collectively committed to enhancing diversity and inclusion throughout all levels of the organization.
2022-25 Diversity, Equity and Inclusion Strategy – Action plan
The following tables are designed to guide the implementation of the 2022-25 Diversity, Equity and Inclusion Strategy. Within each pillar of action, performance objectives and indicators have been outlined, including expected outcomes. Also included times lines are lead teams responsible for leading the activities. While Human Resources teams lead several activities, it is important to note the managers' overall responsibility and accountability at all levels in diversity, equity and inclusion, as well as the continued support of DEI stakeholders through consultation and collaboration.
The progress against the Strategy and Action Plan will be monitored regularly and modified as necessary to drive improvements to our efforts. Ongoing feedback and continued collaboration with employees and stakeholders will be sought to be successful in implementing these changes.
Pillar 1: Increase representation and belonging
To address current representation gaps and increase belonging for all, we will build a diverse workforce that exceeds workforce availability through targeted recruitment, un-biased hiring and enhanced retention practices.
Performance objective | Drivers | Performance indicator | Target year |
Lead team(s) |
---|---|---|---|---|
Focus targeted recruitment and staffing efforts to increase employment equity representation at various groups and levels across AAFC branches while addressing longstanding significant numerical gaps |
|
Diverse recruitment Conduct an annual EX collective staffing process aimed at designated groups with longstanding employment equity gaps in the executive cadre. Report on number of hires from targeted staffing process.. Consult Branch Employment Equity Plans and Departmental Short-Term Hiring Goals when completing all staffing actions. Where representation gaps exist, aim to fill 30% of those vacant positions with qualified candidates from the employment equity groups. Prioritize appointments for Persons with disabilities found qualified in a process to address AAFC's hiring 224 Persons with disabilities by 2025
|
Annually |
|
Diverse board member initiative
|
2022-24 |
|
||
Increase participation of equity and equity-seeking groups in learning and developmental opportunities to support career advancement and retention |
|
Nominations for equity and equity-seeking employees
Improvement in trends in PSES results related to career progression, support for career progression and development (response to PSES statement: I feel supported in my career development) |
2022-23 |
|
Develop and implement a distinctions-based approach to increase promotion of Indigenous, racialized and equity-seeking employees to and within the Executive Group through career development and talent management |
|
Talent management for EX feeder group Development of a talent management framework for the EX feeder group with a focus on reducing barriers for those that have self-identified. Activities will be identified to support and promote Indigenous, racialized, Persons with disabilities, and equity-seeking employees through career development to prepare them for EX-level positions. |
2023-2024 |
|
Sponsorship program
Improvement in trends in PSES results related to career progression, support for career progression and development (response to PSES statement: I feel supported in my career development) |
2022-23 |
|
||
Provide equity, diversity, inclusion and accessibility training and tools and require equity, diversity, inclusion and accessibility training for staffing advisors, managers and individuals involved in the hiring process |
|
Resources on diversity, equity and inclusion Promote tools, training, and resources in support of diversity, equity, accessibility and inclusion bi-annually to various stakeholders involved in the hiring process (including Staffing Advisors, Branch HR Liaisons, Managers' Community, Executive Community). |
Annually |
|
Training for inclusive hiring
|
2022-24 |
|
||
Develop and implement a self-identification and inclusion awareness campaign to encourage employees to self-identify/declare |
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Self-identification and awareness campaign
|
Annually |
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Diversity affirmation and consent form
|
2022-23 |
|
Pillar 2: Create a more inclusive and accessible workplace
To support our employees, we will foster innovation and creativity by creating a safe, inclusive and accessible workplace where employees are valued, engaged and able to contribute in an environment of mutual respect.
Performance objective | Drivers | Performance indicator | Target year |
Lead team(s) |
---|---|---|---|---|
Promote and actively undertake internal and external department-wide diversity and inclusion communications to improve employee awareness and encourage employee participation in events and activities |
|
Diversity and inclusion communications plan |
2022-23 |
|
Provide learning and ally-ship opportunities for employees related to diversity, inclusion and accessibility including on accessible and inclusive communications, anti-racism, Positive Space, harassment and discrimination, and include clear evaluation measures to understand if the results are meeting the desired goals |
|
Safe spaces, positive space training, GBA plus and other inclusion-related learning
|
Annually |
|
Continue to support reconciliation through the promotion of the Indigenous Learning Series
|
Annually |
|
||
Mandatory diversity, equity and inclusion training |
2022-23 |
|
||
Internal communications accessibility Review internal communications tools to ensure they are inclusive and accessible for employees with accessibility requirements |
2023-24 |
|
||
Review human resources policies and practices to ensure they are free from bias, discrimination and other barriers to inclusion (such as accessibility, gender inclusive wording) with consideration to intersectionality |
|
Update letters of offer
|
2022-24 |
|
Staffing framework and other HR policies
|
2023-24 |
|
||
Increase support provided to Diversity and Inclusion Networks through enhanced strategic planning and reporting of departmental activities and events |
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Integrated network plan |
Annually |
|
Quarterly meeting with diversity and inclusion EX champions |
Annually |
|
||
Feedback mechanism for network events |
2022-23 |
|
Pillar 3: Enhance accountability and monitoring
To achieve our goals, we will be partners in collaboration and collectively committed to enhancing diversity and inclusion throughout all levels of the organization.
Performance objective | Drivers | Performance indicator | Target year |
Lead team(s) |
---|---|---|---|---|
Monitor survey results and employment equity data and report regularly on progress and challenges, and take action on what the results are telling us |
|
Diversity and Inclusion Index
|
2022-23 Annually |
|
Branch employment equity plans
HR to provide data reports bi-annually; branches to update as required. |
Annually |
|
||
Develop mechanisms through which senior management may be given open, honest and constructive feedback that supports their ability to lead by example and gives them the resources needed to live and enforce the desired behaviours |
|
Upward feedback survey
|
2022-23 |
|
Develop measurable performance objectives related to equity, diversity and inclusion for all employees |
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Corporate commitments for executives
|
Annually |
|
Performance objectives for employees |
2023-24 |
|
||
Implement a Learning Management System or other tool/process to track completion of related courses, as well as collect more robust analytics such as attendance data and enrollment metrics |
|
Learning management system
|
2024-25 |
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Address the Canadian Human Rights Commission (CHRC) Audit's undertakings to take specified measures to remedy areas of non-compliance |
|
CHRC employment equity audit results |
2023-24 |
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Recognize employees for their contributions to diversity and inclusion in the workplace through formal and informal mechanisms |
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Gold harvest award |
2023-24 annually |
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Provide bi-annual updates on progress of the Plan and challenges encountered and modify as required |
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Bi-Annual updates on diversity, equity and inclusion |
Annually |
|
Short-term hiring goals by occupational group
AAFC has representation gaps at the occupational category level for the following groups:
- Indigenous Peoples – Executive, Scientific and Professional, Technical and Operational
- Persons with Disabilities – Executive, Scientific and Professional, Administrative and Foreign Service, Technical and Operational
- Visible Minorities – Executive and Operational
- Women –Scientific and Professional and Operational
This table identifies short-term hiring goals at the occupational group level that will enable us to close our representation gaps by the end of the 2022-25 DEI Strategy, as required under the Employment Equity Act.
The short-term hiring goals are calculated by using three full years of historical mobility data (separation data), as suggested by the Canadian Human Rights Commission.
- Where AAFC has significant gaps (where representation is less than 80% of the workforce availability estimate (WAE) in that occupational group or where the representation gap is greater than 30 employees), short-term hiring goals are set to close our representation gaps by 2025.
- Where AAFC has a small gap (representation is between 80% and 99% of the WAE), the short-term hiring goals have been set to maintain representation at WAE.
Although AAFC may have no gap for an occupational category as a whole, there still may be gaps for occupational groups within the category that require attention. For example, while there is no overall gap for Visible Minorities in the Scientific and Professional category there are significant gaps for Visible Minorities in the EN and PC occupational groups.
Occupational group | Indigenous peoples | Person with disabilities | Visible minorities | Women |
---|---|---|---|---|
Executive | ||||
EX | 3 | 3 | 3 | n/a |
Scientific and professional | ||||
BI | 2 | 9 | n/a | 40 |
EC | n/a | 17 | 24 | n/a |
EN | n/a | 3 | 7 | n/a |
PC | n/a | 4 | 14 | |
SERES | 6 | 29 | n/a | 124 |
Administrative and foreign service | ||||
AS | n/a | 21 | n/a | n/a |
CO | n/a | 25 | n/a | n/a |
FI | n/a | 15 | n/a | 4 |
IS | n/a | 7 | 18 | n/a |
IT | n/a | 14 | n/a | n/a |
PM | 5 | 5 | 11 | n/a |
Technical | ||||
EG | 31 | 27 | n/a | n/a |
Operational | ||||
GL | 10 | 35 | 11 | 21 |
n/a = not applicable