Individual Connectivity

In This Section

Guide to Sustaining Organizational Change

Section 2.3: Tracking and Measuring Progress

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Talent Processes

Section 5.1: Succession Planning

 

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Guide to Sustaining Organizational Change

2.3 Tracking and Measuring Progress

To know whether and how we are achieving the goals of the 50 – 30 Challenge and building belonging in our organizations, we need to measure and track our progress. Without that understanding, there is no clear way of knowing how we are working towards our vision and strategy.

1. Use data to assess gaps and report on a regular basis (at least on a semi-annual basis)

• Identify data that you need to gather (e.g. organizational level, retention, engagement, turnover, self-identification, etc.)
• Gather data required to conduct gap analysis
• Analyze representation at the leadership and board levels – it is important for employees to feel seen and represented in their leadership (both in values and in intersectional identities)
• Go to Section 2.3a in this tool, the Guide to Sustaining Organizational Change, to learn more about collection and management of self-identification data

2. Build ownership and assign accountability

• Who (or which team) is the owner of different initiatives? What activities are being done to work towards that long-term goal?
• How is performance tied to equity and inclusion?
• Build ownership for leaders and board members to move this strategy and vision forward by tying leader and board roles and responsibilities to specific parts of this strategy and tracking progress in moving these goals forward through their performance evaluations

3.  Tie the data you are collecting to strategic initiatives to track progress

Considerations for Intermediate / Advanced Organizations



Considerations for Intermediate / Advanced Organizations



Gender-Based Analysis Plus (GBA+) is the analytical process by which a policy, program, initiative or service can be examined for its impacts on various groups of women and men. GBA+ aligns with the principles outlined in the Canadian Charter of Rights and Freedoms and the Canadian Human Rights Act. The Government of Canada is committed to supporting the full implementation of GBA+ across federal departments and agencies.

2.3.a: Guidance on Self-Identification Data

As part of measuring and tracking progress, organizations can collect self-identification data. It is important to make it clear to people why you are collecting this data and how it will be used.

Reasons why self-identification data should be collected and how it will be used:

• Help organizations have conversations about EDI-related goals and creating a welcoming environment for everyone
• Understand success of EDI efforts and success in creating a space where everyone feels welcome
• Analyze gaps to understand what programs need to be created and which resources to provide
• Evaluate equity of policies and processes
• Measure employee engagement
• Measure success of EDI initiatives
• Maintain compliance with regulation to report on representation of the four designated employment groups in the Employment Equity Act

Case Study



This is an example of a self-identification survey from the Canadian Human Rights Commission which provides guidance on how to collect self-identification data.

2.3.b: Data Management Lifecycle

1.  Creation and Collection

• Identify the purpose, objective and intended uses of the information
• Select the appropriate data elements to be collected so that it is fit for purpose
• Notify individuals about the collection, the purpose/objective and intended uses of that data
• Include language at the point of collection to indicate that providing self-identifying data is voluntary, and providing it serves as consent for its use for the specified purposes
• There should never be repercussions or retaliation for an individual deciding not to provide self-identifying data
• Limit data collection to scope and scale of disclosed purposes and uses
• Use multiple choice response format. Include options ‘prefer not to answer’ and ‘I don’t know’ and allow for checking off multiple boxes. Do not use “free text” response format.
• Ensure that self-identifying information is anonymous

2.  Storage

• Ensure the self-identifying information is protected by the appropriate physical, organizational, and technological controls corresponding to its level of sensitivity
• Clarify roles and responsibilities to ensure who does what, when, and how in the event the self-identifying information is subject to a security breach
• Ensure that you abide by the rules relating to that client and data as it relates to transferring it across borders

3. Usage

• Ensure the self-identifying information is used only for disclosed purposes and uses
• When aggregating / grouping data for analysis, consider a minimum sample size to maintain confidentiality and anonymity, otherwise there is a risk that a specific respondent could be identified / linked back to their responses

4. Archival

• Ensure the self-identifying information is protected by the appropriate physical, organizational, and technological controls corresponding to its level of sensitivity
• Clarify roles and responsibilities to ensure who does what, when, and how in the event the self-identifying information is subject to a security breach

5. Destruction

• Ensure the information is properly disposed once retention period has expired
• A person should always have a convenient way to ask for their information to be deleted

Talent Processes: Succession Planning

5.1 Succession Planning: Program Development

Developing a robust succession planning process and program ensures that employees can visualize their journey to becoming a leader, and current leaders see growth in their roles.

leading practices:

• Provide candidates from priority groups with the opportunity to participate in informational interviews so they are able to prepare for the promotion process and receive feedback
• Integrate equity, diversity and inclusion into leadership competencies and link back to performance evaluation

Considerations for Intermediate / Advanced Organizations

Specific actions to follow:

1. Develop a formal succession planning program so candidates are aware of opportunities to grow within the organization, if resources are available
2. Create a structure where employees are able to self-nominate for promotions and / or participation within a succession planning program
3. Ensure an established structure and criteria are in place to assess candidates objectively and mitigate various biases

Priority Group



This publication from the Government of Canada provides guidance on how your organization can provide labour market opportunities for people with disabilities.



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