Accountability Framework

A: The Accountability Framework and the New Employment Equity Act

The Treasury Board Secretariat (TBS) has developed this accountability framework which federal departments and agencies can use to structure their employment equity (EE) plan and program activities. The framework can be adapted to particular circumstances and overall organizational objectives. It allows managers at all levels to account for the results achieved with regard to the activities they put in place to attain a workforce more representative of the population. 

Under the new Employment Equity Act (EEA), the federal public service obligations are not substantially different from those that were contained in the Financial Administration Act, though they are more precise. What are new, are the enforcement provisions and the new audit mandate conferred upon the Canadian Human Rights Commission (CHRC). 

Departments and agencies, on behalf of Treasury Board, are responsible for the implementation of employment equity within their organization. In line with the requirements of the new EEA, they must determine the representation of the four designated groups in their organization (women, persons with disabilities, aboriginal people, and members of visible minorities) and compare the results with the availability of these groups in the Canadian workforce. Where underepresentation is found, a review of employment systems, policies and practices must be conducted to identify potential barriers. A plan, developed in consultation with unions and employee representatives, must be prepared that will ensure reasonable progress in attaining a fair degree of representation of the designated groups in each occupational category. Reasonable measures must be taken to implement the plan, to revise it periodically and to inform employees of the accomplishments. The Act also provides for compliance with certain procedures on the establishment and maintenance of data (records).
 

B : The Main Components of the Framework 
 

(Refer to section C for the grid)

The accountability framework covers 3 components: expected results, program elements and performance indicators. 

Expected Results reflect the ultimate goals of the EE Program. Departments and agencies will be held accountable for achieving these results as measured through performance appraisals, EE progress reports, etc. Results of internal, TBS and CHRC audits will determine areas requiring adjustment. Expected results are: a supportive work environment, representativeness, commitment and leadership in implementing the EE plan.
 

EE Program Elements (activities and factors) should ultimately contribute to the attainment of expected results. For every expected result, several key program elements have been identified. 
 

Performance indicators are qualitative or quantitative standards which indicate whether progress is being made with respect to activities and programs related to EE.
 

Expected Results and Related EE Program Elements

1. A supportive work environment, confirmed by a systems review , is one in which :
   
   
   • Programs and Measures are implemented to ensure that employment systems, policies and practices (e.g. staffing processes) are neutral and free of barriers. They can contribute to the creation of a supportive work environment that reflects a balance between work (e.g. part-time work, career development programs, mentoring) and personal needs (reasonable accommodation of physical, social, and cultural needs). 
     
     
   • Behaviours are supported by programs and processes which demonstrate that diversity is valued and that contribution to the work from all employees is important (e.g. diversity training, participatory management approach).
     
     
   • Consultation and Collaboration is undertaken with advisory committees or consultation groups made up of designated group members and employees' representatives so that they may participate in decisions affecting them. As well, unions are regularly consulted on the help they can provide to implement EE in the organization, to develop, implement and to periodically revise the EE plan, and to communicate EE matters to employees.
     
     
2. Optimum Representativeness based on up to date census results and a workforce analysis will be achieved when : 
   
   
   • The representation and distribution of designated group members by occupational category reflect the availability of designated group members in the general workforce. 
     
     
   • Persons in the designated groups are promoted at rates that are at least equivalent to their internal availability. 
     
     
   • The separation rates of designated group members are not higher than those of non-designated group members. 
     
     
3. Commitment and leadership in implementing EE are present when:
   
   
   • An employment equity plan is in place and its implementation has demonstrated reasonable progress.
     
     
   • Communication strategies are in place to ensure the involvement of designated group members, as well as the dissemination of information on the accomplishments of the goals of employment equity.
     
     
   • Assessment of management performance in the attainment of employment equity is carried out at all levels in the organization.
     
     

Performance indicators 

Performance indicators are qualitative or quantitative in nature. An example of a quantitative measure is data on representation compared to numerical goals. Qualitative examples are: instituting career development programs, mentoring, or career counselling; offering courses in diversity management; establishing consultation committees of designated group members; conducting awareness activities; compliance with the EEA provisions on the establishment and maintenance of data (e.g. the term « records » used in the grid, section C, under the heading performance indicators). These kinds of programs and activities are not results per se, but have been shown to have a positive effect on the work environment over time.

Numerous information sources are available to assess whether a particular program or activity is achieving the desired results and if progress is being made towards achieving EE objectives (i.e. the expected result areas). Some examples of information sources are:

recruitment, promotion and separation data (note: separation rates should be monitored regularly, however, TBS does not set numerical goals regarding separations); exit interview results;

• data on numbers of designated group members as candidates in selection processes, and data on representation of designated group members on selection boards; selection board reports;
• self-identification records and central agency data (e.g. monitoring progress reports);
• training/development information;
• audit and evaluation; reports special studies and employee surveys;
• complaints.

C: Employment Equity Accountability Framework Grid
 

Annex

Best Practices

Examples of best practices are provided to facilitate the implementation of the accountability framework: 

· use a buddy system for new employees or encourage informal networking or interaction with them to help their orientation and integration and develop the communication process with the work unit;

· share your success stories on managing diversity and integrating designated group members into the work unit via a departmental newsletter;

· establish informal agreements with other managers, where feasible, for employee exchanges, to permit employees, including designated group members to acquire more work experience, knowledge and skills and; thus, be able to market themselves better; 

· make use of job rotation within the work group, if work and unit size permits. This increases employee skills, mobility and motivation; 

· establish a pool of designated group members available for employment by contacting outreach programs in the community, schools, universities and colleges. Such linkages also provide a better understanding of the qualifications required for jobs and the type of work available;

· provide awareness and diversity training to all of your employees to increase their understanding of the needs of designated groups; 

· provide skills training to employees on such things as communications, negotiations, interpersonal relations, etc.;

· develop bridging positions and mentors for designated group members wishing to advance in their careers as well as into non-traditional areas;

· invite members of the departmental Employment Equity Committees to address your work unit meetings to inform employees on issues and developments in employment equity, and on how employees can assist in creating a supportive work environment;

· use alternative work methods such as job sharing, compressed work week, part-time work, telework, etc., if operational requirements permit;

· use programs such as the Special Measures Initiatives Programs, Career Oriented Summer Employment Program (COSEP), and the Aboriginal Internship Program when recruiting, including for summer or temporary periods, 

· follow-up on newly hired designated group members to learn how they are progressing in becoming part of the team or work unit.