CSIS Diversity, Equity and Inclusion Strategy 2022

Vision | Collective Commitment | Action

Director's Message

After extensive consultations and tremendous work in reviewing current policies, programs and practices, I am pleased to introduce the CSIS Diversity, Equity and Inclusion (DEI) Strategy. The development of this strategy was a priority for me: I am personally driven to ensure equity, fairness and safety, and my goal is to ensure that this becomes a reality for every CSIS employee. To this end, we must reflect on the culture of our organization and the collective and individual behaviours that make it what it is. There are many great things about this culture for which I am most thankful – pride in work, commitment to the mandate entrusted to us by Canadians, and resilience in achieving what is needed for the safety and security of our country, among many other things. This strategy sets the path for integrating new elements to our culture that consider how every person’s experience in this organization is impacted by their environment, made up of assumptions, behaviours and policies that can be grounded in outdated ideas and non-inclusive thinking.

CSIS has stated its commitment and dedication towards increasing Diversity, Equity and Inclusion, and the time to act is now. It is part of our mission to foster and value diversity in order to serve and ensure security to Canadians and Canadian communities. Moreover, it is the right thing to do, always, and we must fulfil our responsibility to be inclusive and ensure every person touched by CSIS has an experience based in equity. The responsibility is on us all, we must be open to change by educating ourselves, engaging in awareness and most importantly – being respectful. Our leadership must set the tone, execute the necessary actions and lead the change for equity and increased inclusion. Lastly, as an organization we must take this on in order to fulfill our mandate – we must collaborate and approach this as a team. We are all accountable. 

The strategy demonstrates initiatives that closely consider systemic discrimination and racism, and we are making strategic efforts to openly discuss them, challenging the way we do business, and implementing or amending existing and new policies and practices. As the foundation of these efforts, this strategy was developed to chart our path for current and future improvements. The strategy was co-developed with employees at all levels of the organization to help build an equitable, inclusive and safer workplace. As we try to move rapidly by addressing objectives through concrete actions, we understand that it will take time to accomplish all we need to do – some actions can be quickly accomplished, while others will require more sustained efforts to achieve. While we have already made significant investments and advancements in DEI, this strategy will demand sustained investment, accountability and follow through to advance the changes we are committed to making.

I’d like to thank everyone involved in the development of this strategy. There was extensive, genuine collaboration to make it happen. I’d also like to thank those employees who have come forward with feedback and shared the reality of their experiences including every person with whom I have spoken with directly and all others who shared their perspectives with those involved in developing the strategy. I hope this strategy will resonate with you as targeting change at a foundational level to respond to your expectations of what CSIS should look and feel like as an inclusive organization; this strategy is a work in progress that will continue to develop. I have no doubt that CSIS will thrive as we implement these DEI initiatives and will continue our commitment toward parity and inclusion within this organization. This work is part of our business, and we are acting now.

Sincerely,

David Vigneault
CSIS Director

Land Acknowledgments

CSIS Offices in Canada are located on various ancestral and traditional lands. In the spirit of reconciliation, we acknowledge all Indigenous People across Canada and their connection to these lands:

The Atlantic Region Head Office is located in Mi’kma’ki, the ancestral and traditional lands of the Mi’kmaq people.

The New Brunswick District Office is located in the unceded and traditional territories of the Mi’Kmaq, Wolastoqiyik (Maliseet), and Peskotomuhkati (Passamaquoddy) Peoples.

The Newfoundland and Labrador District Office is located in the ancestral unceded homelands of the Beothuk with the island of Newfoundland being the ancestral homelands of the Mi’kmaq and Beothuk. We also recognize the Inuit of Nunatsiavut and NunatuKavut and the Innu of Nitassinan, and their ancestors, as the original people of Labrador.

The British Columbia Region Office is located on the shared traditional territories of the Coast Salish Peoples, including the territories of the xʷməθkʷəyəm̓ (Musqueam), Sḵwxwú7mesh Úxwumixw (Squamish), kʷikʷəƛəm̓ (Kwikwetlem), and səlilw̓ ̓ətaʔɬ (Tsleil-Waututh).

The National Headquarters (NHQ) and the Capital Region are located in the unceded ancestral territories of the Algonquin Anishinaabe Nation.

The Edmonton District Office is located on Treaty 6 Territory, a meeting ground and home for the Métis’, nêhiyaw (Cree), Dené, Anishinaabe (Saulteaux), Nakota Isga (Nakota Sioux), and Niitsitapi (Blackfoot Peoples). 

The Saskatchewan District Office is located on Treaty 4 territory, the original lands of the nêhiyawak (Cree), Anihšināpēk (Saulteaux), Dakota, Lakota, and Nakoda, and on the homeland of the Métis Nation.

The Manitoba District Office is located on Treaty 1 Territory, the traditional lands of the Anishinabe (Ojibway), Ininew (Cree), Oji-Cree, Dene, and Dakota, and is the Birthplace of the Métis Nation and the Heart of the Métis Nation Homeland.

The Quebec Head Office is located on the traditional territory of the Kanien’kehà:ka (Mohawk) Nation, part of the Haudenosaunee Confederacy. The land has also served as a site of meeting and exchange amongst many First Nations including the Kanien’kehá:ka of the Haudenosaunee Confederacy, Huron/Wendat, Abenaki, and Anishinaabeg.

The Toronto Region Head Office is located on the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples.

As public servants, we recognize our obligation to learn about Indigenous history and the contributions of First Nations, Inuit and Métis people.

We Need Diversity to Succeed

CSIS is committed to taking concrete steps towards addressing systemic discrimination^{Footnote 1}  and racism, and increasing diversity and inclusion in our workplace. To demonstrate this commitment, internal working groups were tasked with developing a strategy to make our workforce not only more diverse, but equitable and inclusive for all employees. These working groups consulted various internal stakeholders to ensure accuracy and success.

On January 22, 2021, former Clerk of the Privy Council and Secretary to the Cabinet, Ian Shugart, issued a Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service to all Deputy Ministers, Heads of Separate Agencies and Heads of Federal Agencies. Senior leaders were asked to take accountability, as well as to make it a collective responsibility for all public servants. “Our leadership across the public service must be more diverse. Unless swift action is taken, we will fall short of effectively supporting the Government and serving Canadians. We have an obligation to our employees, and to all Canadians, to do better by ensuring that we are putting the full capacity of our entire pool of talent at the service of Canadians.”^{Footnote 2} 

Diversity, equity and inclusion (DEI) in the workplace ensures fair treatment and opportunity for all employees. Through programs and policies, DEI initiatives address systemic barriers^{Footnote 3} , which prevent some employees from exceling, and reduces injustices which some groups face. CSIS acknowledges its gaps and weaknesses in the DEI space – low representation in leadership and other occupational groups, processes and practices that need to be changed, for example – and is committed to take direct action to remedy these for an outcome of equal treatment, fairness and justice in our workplace.

CSIS strives for inclusion as a basis for justice as an employer and provider of service for Canadians, as we continue to deliver on our mandate. In doing so, we must make it our business to have a workforce that represents the Canadian population, and increase our level of awareness of the intersectional complexities that shape Canada and Canadians. This encourages innovation, diverse approaches, and engagement within and outside of our organization. It also reinforces equity and inclusion to ensure trust, a safe space and psychological well-being. This strategy highlights our vision and objectives.

The recommendations of this strategy focus primarily on the protection of, and duty to accommodate, the groups that are identified in the Employment Equity Act (EEA)^{Footnote 4}  , as well as others who face barriers in the workplace, such as 2SLGBTQI+^{Footnote 5}  individuals. This strategy is for all CSIS employees whether or not they identify with an equity-seeking group. We are all impacted by these initiatives, and will all benefit as they promise improvement of our business and lived experiences at work. Importantly, it speaks to our desired environment and expectations of everyone who contributes to that environment. This is our DEI Strategy.

Responsibilities

Diversity and Inclusion Champions:

• Advocate for DEI across CSIS and share updates regarding the strategy’s progress.
• Serve as a role model for DEI across CSIS.
• Motivate senior management to continuously engage in the implementation of the strategy.
• Liaise with champions of other public service departments to support intersectionality of programs, initiatives and priorities.
• Engage with employee networks and promote their initiatives across CSIS.

Executives

• Inspire the promotion and advancement of DEI across CSIS.
• Be an active voice in identifying staffing targets that exceed existing gaps and track progress through regular monitoring.
• Lead by example by advocating for DEI across CSIS.
• Ensure managers are accountable for contributing to an inclusive and respectful workplace.
• Acknowledge and continuously encourage inclusive acts by employees.
• Cultivate a workplace that attracts, retains and enables talent.
• Support recruitment efforts and employee development and retention.
• Provide a safe and confidential avenue for managers to discuss options to address racism and discrimination issues without fear of reprisal or judgment.

Managers

• Create a safe and inclusive work environment where the values of DEI are embraced.
• Recognize inclusive acts by employees and hold employees responsible for contributing to an inclusive workplace.
• Serve as a role model by encouraging employee participation in DEI activities.
• Fulfill their responsibilities with respect to accessibility, including duty to accommodate.
• Support employees who are victims of discrimination, harassment or disrespectful behaviours.
• Encourage employee training and participation in employee networks.
• Support recruitment efforts and employee development and retention.
• Provide a safe and confidential avenue for employees to raise and address issues related to racism and discrimination without fear of reprisal and judgment.

All Employees

• Learn and become more aware of DEI by participating in development and training opportunities.
• Report occurrences of harassment, racism or discrimination to managers.
• Contribute to an inclusive and safe workplace by being aware of unconscious biases and behaving in a respectful manner.
• Join, participate in and support employee networks.
• Take part in DEI activities at CSIS and externally.
• Complete the self-ID survey to contribute to an accurate representation of the workforce.

Networks / Committees

• Promote DEI across CSIS.
• Provide advice and recommendations to help guide actions that promote DEI.
• Actively participate in consultations and offer recommendations to achieve a safe and inclusive workplace.
• Work with other groups and networks to support intersectional communities and initiatives.
• Organize departmental and network activities to engage and communicate with employees.

Human Resources 

• Monitor and report on the progress of the strategy.
• Collect, monitor, share data and collaborate with central agencies to continue to develop disaggregated data. 
• Support the development of detailed staffing plans for teams and branches.
• Adapt and create tools to support managers and employees 
• Promote the use of existing strategies and tools.
• Provide accessible tools and processes for all employees to discuss the creation and nurturing of an inclusive workplace. 
• Engage with internal groups, networks and champions to further develop DEI within CSIS. 
• Examine systemic issues and trends regarding racism and discrimination, raise organizational awareness, and provide recommendations. 
• Collaborate with other federal departments to promote best practices and tools.

Employee Communications and Engagement 

• Provide employee communications and engagement support on DEI initiatives and resources. 
• Ensure DEI is a re-occurring theme throughout internal communications 
• Adopt a DEI perspective in all communications, including events, visual products and surveys. 
• Provide pro-active communication support to networks and champions.

Background / History

The year 2007 marked the inception of CSIS’s first DEI Committee known back then, as the Visible Minority Advisory Committee (VMAC). VMAC was established to raise diversity awareness within CSIS, identify goals and solutions to increase visible minority (VM)^{Footnote 6}  workforce representation, foster and implement an outreach program geared towards the various ethno-cultural communities to attract new candidates, and to establish and improve marketing practices. Today, the committee is formally called the CSIS Diversity and Inclusion Advisory Committee and is led by an Executive Champion and a Co-Chair. The DEI Advisory Committee is made up of representatives from employee networks and Directorates across CSIS.

In 2007–2008, the position of Employment Equity Officer, formalized under Human Resources and now known as the Diversity Lead, was created to advance the diversity agenda. The role evolved to include the functions of:

• Organizing and hosting the annual CSIS Diversity Conference 
• Planning awareness events for thematic days/months (e.g., Black History Month, Aboriginal Awareness Week) 
• Conducting research and analysis and preparing statistics and reports for senior management 
• Writing the Employment Equity Annual Report 
• Coordinating the DEI Advisory Committee meetings 
• Leading other DEI related activities at CSIS 

The position has been entrenched as a valuable role in the Strategic Business Integration branch, contributing to the Workforce Programs portfolio.

In 2009, recruiting goals identified a need to increase representation in the visible minority category. It was determined that there was a need for external outreach and engagement in order to promote career opportunities and to raise awareness about CSIS to diverse communities.
A Diversity Recruiter position was created to undertake those tasks, and to participate in other recruiting initiatives on the Proactive Recruiting and Marketing Team, now known as Talent Acquisition. Today, the Diversity Recruiter position fulfills these duties, including providing advice on how to effectively engage diverse candidates through adjustments to our recruitment approaches and processes.

CSIS has seen substantial growth in employee engagement where DEI is concerned. Several employee networks have been formalized to align business and diversity strategies and to advocate for groups with which employees identify.

CSIS has made deliberate efforts to promote diversity in its workplace and integrate it into all our business practices. However, there is always room for improvement. In order to address biases^{Footnote 7}  , systemic discrimination and racism, we must continue to build on that foundation with actions that will educate, influence, and make CSIS a safer space for all of its employees and achieve a representative workforce.

Strategy Evolution

In December 2020, an internal callout for DEI Strategy Working Group members was issued to seek employee involvement in the advancement of Diversity, Equity and Inclusion initiatives, and the development of recommendations.

Each working group addressed a strategic pillar, and was assigned a respective mandate as follows:

Workforce Management:

• Apply a defined diversity lens to all aspects of people and career management. 
• Recommend initiatives to remove barriers and establish positive practices to increase diversity at all levels.

Recruitment and Selection:

• Review and recommend improvements to hiring approaches and strategies in low representation occupational groups. 
• Recommend actions to ensure sustained recruitment and hiring of diverse candidates.

Valuing Diversity:

• Identify effective strategies to demonstrate the value we place on diversity within CSIS and in the Canadian communities in which we serve.

Work commenced in February 2021, with the involvement of 30 employees across three working groups. The working groups were each made up of two co-chairs and eight members. They had the critical role of identifying  lines of inquiry (LOI)^{Footnote 8}  and developing recommendations. The working groups persevered through meeting restrictions, due to COVID-19 health and safety concerns, to deliver on their objective.

As a collective, the working groups were diverse in terms of groups – age, region, working level, length of service, occupational group, ability, gender, race, religion, and sexual orientation. Members demonstrated passion, dedication and commitment in their task. The work entailed long hours researching leading practices, analyzing CSIS’s workforce data, reviewing policies, programs and practices. Internal stakeholders also presented to the working groups to inform members on their branch/network mandates, concerns and challenges, aspirations related to DEI, responsibilities and existing programs. This information was essential in identifying weaknesses in the DEI space and informing the recommendations.

In July 2021, the three working groups submitted 98 LOIs and over 120 related recommendations. Some centered on overlapping matters as they covered similar themes. Following the submission, members identified ten priority recommendations, to address matters most in need of attention.

Data

To inform the recommendations and support the development of the DEI Strategy, identification of appropriate strategies relied heavily on qualitative and quantitative data retrieved from various sources. The data was a testament to the areas in which improvement is needed and helped establish accountability. A specific example of data used is:

• CSIS Workforce Analytics Team identified gaps, specifically underrepresentation of Employment Equity (EE) personnel in occupational groups in comparison to Canadian Workforce Availability (WFA)^{Footnote 9}  numbers. Since 2017, CSIS has remained below the WFA in all EE groups except for the overall representation of visible minorities, for which 2021 representation was on par with WFA. See below for the Employment Equity Breakdown between 2017 and 2021.

• In August 2021, a DEI Employee Survey was administered to better understand the lived experiences of employees, as well as encourage open and honest comments regarding DEI matters at CSIS. Approximately 23% of the CSIS workforce responded to the survey.
• In early 2021, Director Vigneault sent an invitation to racialized employees to meet with him in informal listening sessions. These sessions began in May 2021, and concluded in summer 2022. These small group discussions were intended to create a safe space to listen and capture experiences that address a need for change in the DEI space.

Collectively, the data gathered captured employees’ lived experiences and helped identify our weaknesses as an organization and the need for improvements with respect to inclusion. In general, the results point to dissatisfaction with respect to low levels of diverse representation and low cultural awareness with a significant number of employees stating that they have experienced microaggressions^{Footnote 11} , harassment and discrimination.

Recruitment and Staffing Interim Strategy

Through various conversations and feedback, employees were vocal and expressed concerns to senior management, many of which are in line with the DEI Strategy recommendations herein. As many of those concerns are related to Human Resources processes, a Recruiting and Staffing (R&S) Interim Strategy was implemented to take immediate and concrete action by implementing certain initiatives prior to the launch of the strategy.

CSIS developed several targeted short-term initiatives intended to increase the representation of diverse groups within our ranks, address gaps within specific occupational categories, and establish and entrench the right conditions to ensure a bias-free, inclusive and respectful organization. Some of these were existing initiatives; however, they were reinforced in the Recruiting and Staffing Interim Strategy to ensure that they would be followed through in the implementation plan. These initiatives included the following:

• A dedicated Diversity Recruiter on the Talent Acquisition team to engage with external stakeholders, including community leaders, to draw in diverse talent across Canada. 
• Prioritizing internal and external candidates who self-identified in the employment equity groups, specifically where underrepresentation was identified in occupational groups^{Footnote 12 Footnote 13} , in selected HR processes.
• Promoting diverse hiring panels to encourage a well-rounded perspective in evaluating candidates and increase sense of safety of diverse candidates in the process.
• Unconscious bias training provided to hiring managers and HR Advisors 
• Mandatory bias-free selection training for employees who participate on competition selection boards. 
• Review of selection and assessment tools, including updating job postings (tabloids) to identify and remove potential barriers and encourage diverse applicants internally and externally. 
• Conducted a formal employment systems review (ESR) to identify systemic barriers in people management policies and practices 
• Management engaged with employee networks and committees to discuss HR related systemic barriers. 
• Diversity and inclusion were introduced as a formal element in CSIS’s Talent Management framework. 
• A diversity lens was applied in call outs soliciting interest for leadership development opportunities. 
• The executive corporate commitment was renewed to ensure greater accountability for diversity and inclusion. 
• Training was delivered to supervisors on unconscious bias in performance management. 
• Workshops were offered to employees on how to prepare for an executive selection process; the women’s mentorship program was extended to those who identify with any EE group.

Diversity, Equity, and Inclusion: Initiatives Already at Work

In addition to the R&S Interim Strategy, it is important to note that significant work in the DEI space has been underway for some time at CSIS. This strategy continues, and builds on what has already been accomplished.

Many DEI advancements have occurred across CSIS:

• On June 21 2018, CSIS raised the Pride Flag for the first time at NHQ. We also procured the All-Inclusive Pride flag, which will now be flown at NHQ every pride season and every third week of August for Public Service Pride Week. 
• Since May 2021, the Director personally met with a little over 100 self-identified racialized and Indigenous employees to hear about their lived experiences. This initiative is a step forward towards building trust with racialized employees, listening intently, acknowledging their experiences and honing our focus on problem areas. 
• In a first for CSIS, we dedicated the applicant eligibility to racialized groups and Indigenous Peoples in a dedicated Intelligence Officer job posting, and highlighted the importance of knowledge of Indigenous languages on the job posting, as they are an asset that contributes to our cultural diversity. 
• Several networks and associations related to DEI were formed by employees and for employees. 
• CSIS continues to provide its employees with a wide range of training (including mandatory training) related to unconscious bias and cultural competency, as well as foundational learning promoting knowledge and behaviours associated with respect, diversity and inclusion.
• The Women and Gender Equality Canada (WAGE) "Introduction to GBA PLUS" course was made available on our internal training system. The course is mandatory for all managers and readily available to all employees. 
• Student applications were sought and prioritized from the Federal Student Work Experience Program (FSWEP) inventories of students who self-identified as either Indigenous or Persons with Disabilities (PWD). 
• CSIS's Deputy Director of Operations — the most senior operational leader in the organization — stepped forward to become CSIS’s Diversity and Inclusion Champion. Her role is to ensure that the voices of employees are heard at senior management tables, that our organization increasingly integrates diversity and inclusion considerations into our day-to-day work, and that we hold ourselves accountable for taking action towards a better, inclusive, more equitable workplace and workforce. 
• To help increase awareness, the Diversity and Inclusion Workforce Program created a “Did You Know” series with the purpose of featuring information and celebrating various religious and secular holidays throughout the year. 
• To support managers and employees in fostering inclusion, a DEI toolkit comprised of new tools and guides was created. These tools included: 
  • A guide to leading conversations on systemic racism and racial discrimination;
  •  A diversity and inclusion lexicon;
  • GBA PLUS guides; 
  • How to create accessible documents;
  • A guide on gender inclusive writing.
• CSIS launched an annual self-identification campaign to update data on representation of designated employment equity groups, and to encourage employees to participate.

Summary of Findings: Eight Themes of Change

Increasing diversity, equity and inclusion in the workplace is a top organizational priority of CSIS, and the three DEI Strategy Working Groups played a critical role in realizing our goals on these fronts. These groups were formed to guide and inform the development of the strategy’s recommendations, which were thoroughly analyzed and strategically placed into eight categories based on common themes. These categories are defined as follows:

01 - Accountability

Responsibility for following through with DEI initiatives

It was recommended that CSIS demonstrate more accountability when it comes to DEI. Overall, the recommendations suggest monitoring and evaluating the implementation of the strategy with regular communication to all employees, revamping or recreating all complaint mechanisms to ensure real and perceived fairness and equity; and making workforce data accessible to all employees, in particular to hiring managers so they can track gaps and/or progress.

02 - An Inclusive Workplace

Creating a sense of belonging and safe space for employees

Collectively, working group members recommended more flexibility in the work environment such as accommodation based on family status and the ability to swap any established statutory holidays for a personal religious holiday. Many employees recognize different faiths and would like to be entitled to leave on the date of their respective holidays. Others stated that there is a need to implement more inclusive language, such as gender-neutral messaging (e.g., the intranet website, letters to employees/ candidates) and ensure persons with disabilities^{Footnote 14}  (physical and neurodiverse) have proper accessibility accommodations. It was recommended that recognizing diversity successes and events with all employees (e.g., consistent messaging framework, calendar of events) be viewed as essential to the culture and image of CSIS. Some recommendations spoke to the need for better cultural learning through training and CSIS events. Lastly, it was recommended that CSIS make racialized mental health professionals available across the organization, which was already underway when this strategy was released.

03 - DEI Leadership, Planning and Resources

Career Development with a DEI lens

Recommendations within this category focus on implementing dedicated resources at the leadership level to oversee DEI initiatives and programs (e.g., a dedicated DEI manager), adding more recruiters to the Talent Acquisition team to expand on community engagement, and outreach to diverse talent groups, and expanding employee networks to encourage cultural wellness and psychological safety. As part of the planning, data was recommended to be regularly updated and analyzed to determine where and why candidates in diverse categories are lost in recruitment processes. To increase diverse representation at leadership levels it was recommended to set and regularly follow up on clear employment equity goals. Consideration should also be given to running dedicated career opportunities for diverse groups, conduct a GBA PLUS review on all elements of the HR processes and allow overlapping functions between roles to afford more experience, secondments and assignments to set employees up to succeed and advance their careers. 

04 - Interviews, Assessments and Selection

Review HR processes from a DEI lens, identify systemic barriers and biases

To ensure consistency and transparency, it is recommended to ensure assessment tools don’t present barriers. Although already in practice in some processes, diverse HR panels should be broadly implemented, CSIS should frame interviews through a DEI lens, and training should be provided to all relevant practitioners on standardized interviewing which should be culturally adaptive and assess ‘people skills’ during interviews. Lastly, a student program dedicated to candidates from diverse categories was recommended, including formal bridging processes and mentoring programs.

05 - Liaison and Community Outreach

Building sincere relationships and trust in communities

In order to build genuine relationships and trust with communities, it was recommended to dedicate more resources to allow consistent community engagement. Together these would benefit our operational effectiveness and help to diversify recruitment via a grassroots approach, draw in talent from across Canada and create proactive relationships that facilitate confident, candid communication This would also improve a sense of trust and security within communities.

06 - Recruitment

Review external recruitment efforts 

It was recommended to ensure candidates in certain groups, specifically those who are Indigenous^{Footnote 15} , PWD and racialized^{Footnote 16} , are exposed to more job opportunities at the Service. In addition, it was recommended that CSIS conduct more recruitment processes dedicated to diverse groups for which gaps are identified. In order for us to attract and retain more PWD^{Footnote 17}  , an “Accessibility Integration Coach” position was recommended to centralize physical or neurodiverse accommodation requests.

Lastly, the underrepresentation of women in IT positions was addressed. It was recommended to have directed events that would draw in talented women from the IT sector and consistently follow up on hiring numbers as part of the data tracking initiative.

07 - Job Postings and Questionnaires

Identify Systemic Barriers and Biases

This section focuses specifically on the job requirements and identifying actual or potential barriers and biases.

For those who do not meet the French and English bilingualism requirements, it was recommended to review official language requirements and amend to English and/or French essential where appropriate. Working groups also recommended a review of experience requirements for entry-level positions as these sometimes go beyond what is needed for the actual job functions.

08 - Training

Self-educate and promote awareness

CSIS has access to various in-house and external DEI learning resources, which have served as valuable learning tools. However, DEI Strategy working group members recommend implementing more mandatory training (e.g., Unconscious Bias, Positive Space and GBA PLUS) at all levels – including during onboarding. While we continue to use existing DEI learning resources, it was recommended that CSIS also introduce experiential learning and interactive exercises for the purposes of cultural training and awareness (e.g., Kairos Blanket^{Footnote 18} , among others).

As part of career development, the mentorship and coaching program should expand to employees who fall within the Employment Equity categories and integrate a sponsorship^{Footnote 19} program. This was already underway when this strategy was released.

Recommendations

Following the submission of the recommendations, working group members were asked to identify the top ten priorities, for the purposes of establishing a three-year action plan to address these initiatives. The following are the top ten recommendations for improving diversity, equity and inclusion at CSIS:

01 - Diversity in Leadership

It is recommended that CSIS increase diverse representation at the leadership level as it will promote innovation, different perspectives and allow us to better serve Canadian communities.

02 - Candidate Selection Interviews

It is recommended that HR selection processes be assessed for biases, to improve consistency and integrate a DEI framework.

03 - Values, Image and Communications – Internal and Public Accountability of DEI Goals

It is recommended that CSIS share publicly and internally its DEI plans, initiatives and accomplishments.

04 - Right Fit Exercise and Perception of Bias in Staffing

It is recommended that the approach to ‘Right Fit’ be reassessed and modified to ensure transparency.

05 - Operations – Impacts of DEI in Operations

It is recommended that CSIS maintain consistent and sincere relationships by dedicating more resources to engagement with diverse communities.

06 - Diversity in Strategic Planning

It is recommended that CSIS integrates DEI throughout its strategic business plans.

07 - DEI Training

It is recommended that CSIS include experiential training as part of the ongoing DEI learning resources.

08 - Cultural Wellness

It is recommended that cultural awareness and cross-cultural sensitivity be incorporated in CSIS’s activities and events. This would increase education and knowledge, as well as increase employees’ sense of belonging.

09 - External/Internal Image of CSIS – Indigenous Reconciliation Efforts

It is recommended that CSIS advance Truth and Reconciliation efforts in a meaningful and transparent manner

10 - Transparent Data Driven Goals

To achieve better transparency and support change, it is recommended that DEI-related data and progress measures be shared with employees

Moving Forward with Objectives

Employees have made it clear that they want to see words turn into action. To ensure proper implementation of the recommendations and to move the dial forward, CSIS will consistently engage and work collaboratively with internal stakeholders to lead the initiatives required to implement this strategy. To this end, the priority LOIs have been transformed into objectives and recommendations transformed into commitments. These were thoroughly reviewed to identify similar and/or overlapping content, which was then amalgamated into the action plan shown below to facilitate implementation of initiatives. Therefore, the action plan will begin with the top ten objectives ranked and selected by the working groups, and will be executed over the next three fiscal years. The rest of the recommendations will be reassessed in year two and gradually included, as appropriate, in future updates of the action plan.

The execution of the goals will be overseen by the DEI Strategy Lead who will ensure accountability is identified in the respective subject matter areas and use a scorecard to track follow through. The initiatives will be strategically categorized and actioned by short and long-term goals based on resources, time and overall feasibility. To ensure transparency on progress, regular reporting will be provided to the CSIS Executive Management Team and updates will be communicated to employees. While recognizing previous and existing DEI initiatives, and to avoid “reinventing the wheel”, close consideration will be given to reintroducing or revamping those initiatives in the implementation plan.

Action Plan

Vision and Commitments

The CSIS DEI Strategy and Action Plan comply with our legislated requirements under the Employment Equity Act and map out our commitment towards a diverse and inclusive organization.

Glossary

BIPOC - Black, Indigenous, People of Colour
CSPS – Canada School of Public Service
DEI – Diversity, Equity and Inclusion
EE – Employment Equity
GBA PLUS – Gender-based Analysis PLUS
JLP – Joint Learning Program
LOI – Line of inquiry
NHQ – CSIS National Headquarters
PER – Performance Evaluation Review
PSES – Public Service Employee Survey
PWD – Persons with Disabilities
SoQ – Statement of Qualifications
VM – Visible Minority
WFA – Workforce Availability
2SLGBTQI+ - Two-Spirit, Lesbian, Gay, Bisexual, Transgender, Queer, Intersex