Employment Systems Review - Progress Report

90 recommendations of ESR

ESR Status Update

Status of completion for 90 recommendations
Status Status Defined Total Percent
ON TRACK Recommendations marked 'on track' have been assigned to the appropriate individuals, with achievable target dates and are progressing accordingly. 11 12.2%
AT RISK Recommendations marked 'at risk' require immediate attention in order to clear the path, so necessary actions can ensue. 17 18.9%
COMPLETE For the purposes of this project, recommendations marked 'complete' are those where no further actions are required by the Implementation Committee. 57 63.3%
PENDING Recommendations marked 'pending' have not yet been assigned target dates, and are dependent upon the completion of other recommendations. 5 5.6%
TOTAL 90 100%

Progress Report

Employment Systems Review
Number Recommendation Status Details
1 It is recommended that HRM update its Employment Equity Policy to identify the roles and responsibilities of the CAO, Human Resources, Diversity and Inclusion Office, leaders and others in implementing the policy, identify the activities that must be undertaken to implement this policy, and require that the organization report to Council annually on the implementation of the policy and the results achieved. AT RISK Working with legal to finalize the employment equity policy for director review.
2 It is recommended that HRM follow through on its stated commitment to Employment Equity by developing, implementing, appropriately resourcing and monitoring an Employment Equity Program. The Employment Equity Program should model the federal requirements for employment equity, including collecting and analyzing workforce data and focusing efforts to address areas of under-representation. AT RISK Draft program is in progress. Employee self-identification survey in 2019/2020 when there is a budget allocation approved.
3 It is recommended that a senior leader within MOPS be identified as responsible for implementing the Employment Equity Policy and reporting to Council annually on the program's activities, achievements, and outcomes. PENDING Reviewing with busines unit Directors to identify leads.
4 It is recommended that the Managers Toolkit provide specific guidance to managers on how to achieve the organization's objectives of increasing the representation of the Employment Equity Designated Group and immigrants. AT RISK Draft has been completed and feedback is be used to finalize. Rollout to managers in the fall.
5 It is recommended that the Hiring Practice be updated to:

• Reference the Employment Equity Policy and the organization's commitment to creating a diverse workforce that reflects the community served

• Identify diversity as a consideration in hiring, and

• State the organization's commitment to meeting its obligations under the Human Rights Act to be non-discriminatory and to provide accommodation throughout the hiring and selection process

AT RISK Draft policy has to be reviewed with management in the fall.
6 It is recommended that HRM take further steps to ensure that hiring decisions are not influenced by nepotism, by:

• Expanding the definition of nepotism to also include individuals with whom an employee has a close personal relationship

• Identifying the attempt to improperly influence another employee to hire one's immediate family or someone with whom they have a close personal relationship with as nepotism

• Specifying that employees are not permitted to participate in or influence the hiring or placement of a member of their immediate family or someone with whom they have a close personal relationship, including being involved in screening resumes, interviewing, or in making or influencing the hiring decision

• Identifying nepotism as a conflict of interest

• Identifying someone to which violations of this policy can be reported

• Specifying consequences for the violation of this policy.

COMPLETE Being rolled out as part of updated hiring practice.
7 It is recommended that those involved in the hiring process be held accountable for ensuring a process free from nepotism by requiring that they sign a statement to that effect and that the signed statement be maintained in the competition files. COMPLETE Being rolled out as part of updated hiring practice.
8 It is recommended that HRM work with CUPE Local 108 to develop a Letter of Understanding or clause that reflects a joint commitment to Employment Equity, diversity and inclusion. COMPLETE A joint Memorandum of Understanding has been negotiated in the new collective agreement.
9 It is recommended that the Manager's Quick Start Checklist for Staffing (Plan for Staffing) be revised to include the following:

• The need to conduct outreach recruitment when advertising the job to ensure a diverse applicant pool

• The need to provide accommodation during the hiring and selection process based on any human rights protected ground *How to consider diversity when making the final hiring decision

AT RISK Checklist has been completed and feedback is being used to finalize. Rollout to managers in the fall.
10 It is recommended that HRM reword the educational requirements for manual jobs to reflect the level of education needed to successfully enter the position ON TRACK This project is of significant size and complexity. Targeting completion in the first half of 2019.
11 It is recommended that HRM find a reliable and consistent method to notify existing employees about job openings. Complete Communications boards have been placed in all locations.
12 It is recommended that HRM allow existing employees to apply to job openings through a means other than the online Applicant Tracking System. COMPLETE Currently can apply via email to jobs@halifax.ca
13 It is recommended that the HRM Employment webpage be updated to include job seekers with information for newcomers to support their ability to secure employment with HRM, including how to get their foreign-earned credentials assessed. COMPLETE Newcomers section of website updated. Link to be placed on Emploment section to access Newcomers section. Link to ISANS will also be provided on this page.
14 It is recommended that the Human Resources Department develop and implement an outreach recruitment strategy that provides some or all of the following activities:

• Advertising individual jobs or employment programs, or guiding the public to HRM's website, through community and ethnic newspapers and websites and church bulletins

• Sharing job ads with community and employment agencies that support job seekers from diverse communities, backgrounds and identities

• Holding open houses to showcase jobs within MOPS and providing information to potential applicants about the application and selection process

• Sharing information with high schools about jobs with MOPS and public service in general through Career Days and other relevant activities

• Participating in job fairs held by community agencies and educational institutions.

ON TRACK Human Resources Business Partner – Recruitment has been hired. Role will develop, oversee and execute our new recruitment strategy which will include our branding and community outreach approaches.
15 It is recommended that HRM analyze the self-identification data to determine whether barriers to hiring a more diverse MOPS workforce exist at the pre-application stage (e.g. assess the extent to which members of diverse communities apply to job openings) or whether members of these communities do apply but are not successful in the selection process. This analysis will help to focus its efforts to diversify the workforce COMPLETE Addressed with monthly internal HR portal (BrassRing) report.
16 It is recommended that when engaging head-hunters, HRM instruct them to seek out and include on the shortlist qualified Aboriginal, disabled, racially visible and female candidates. COMPLETE Language is being inlcuded in all relevant RFPs going forward.
17 It is recommended that job seekers be informed that HRM will accept resumes by email and that this information be prominent on the Employment page of the website and on each job ad. COMPLETE Currently can apply via email to jobs@halifax.ca
18 It is recommended that HRM update the self-identification section of the online application form to:

• Allow job candidates to self-identify as belonging to more than one group

• Allow for the collection of disaggregated race-based data

• Allow for the collection of data of data on immigrants

• Provide definitions to allow for accurate self-identification.

COMPLETE Will be further updated once employment equity policy is finalized.
19 It is recommended that the Managers Toolkit provide examples for hiring managers about what accommodation may be required in the hiring and selection process. AT RISK Examples have been drafted. In process of finalizing. Rollout to the managers in the fall.
20 It is recommended that the accommodation statement be updated to ensure that job applicants understand that accommodation will be provided based on any human rights protected ground, including disability, family responsibilities, and religion. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
21 It is recommended that the FAQs section of the Employment webpage answer the question, "What is accommodation?" and provide examples to help job applicants understand whether they should be requesting accommodation. COMPLETE Updated on website.
22 It is recommended that HRM require that the blind scoring of tests be the standard practice of the organization and be reflected in the Managers Toolkit and other written documents to support the hiring process. COMPLETE This will be incorporated into the staffing plan, training and updated toolkit .
23 It is recommended that HRM incorporate testing of new employees to ensure that they are able to meet the physical demands of the job. COMPLETE Physical testing is now conducted for only those jobs where this is a requirement.
24 It is recommended that Human Resources include at least one woman, Aboriginal person, or racially visible person on the interview panels to diversify the interview panels. This may mean including someone from the Diversity and Inclusion Office or a supervisor or manager from another HRM business unit on the panels. COMPLETE Ensuring interview panels have diverse representation.
25 It is recommended that all interviews include a question to assess the candidate against the Valuing Diversity competency, particularly when interviewing for leadership positions. COMPLETE All interviews now include a question to assess this competency.
26 It is recommended that all interview questions be closely linked to the assessment of the skills and abilities of the candidate as it relates to the job. Questions asked to get candidates to review their knowledge and qualifications could be restructured to support candidates to review their resume or work history as it relates to the knowledge and skills needed for the job. COMPLETE Restructuring of questions has been completed.
27 It is recommended that the Managers Toolkit and other related materials, indicate that those on the interview panel are required to take notes during an interview. These documents should provide guidance with respect to the completeness of these notes. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
28 It is recommended that interview panel members be instructed to score the candidate's responses to each question independently, prior to coming to a consensus with the other panel members. COMPLETE Not recommended as not best practice and involves risk to organization, the goal can be achieved through appropriate panel members.
29 It is recommended that the wording for the rating scale be changed to refer solely to the candidate's skills and abilities to perform the duties of the job. AT RISK Updated version to be reviewed with customers based on feedback. This has resulted in a slight delay in rollout.
30 It is recommended that the 21 recommendations made from the 2014 Summer Employment Review be implemented to improve the recruitment and selection process. COMPLETE All recommendations have been completed with the execption of revising the Employment Equity Policy, which is underway.
31 It is recommended that MOPS use the student hiring program and the hiring of new seasonal employees to diversify its workforce and that a certain number of these positions be designated for this program, e.g. 25-50%. COMPLETE Has led to an increase in diversity for seasonal hires.
32 It is recommended that a student exit survey be used to determine the extent to which students from diverse communities, backgrounds and identities have access to summer positions within MOPS and to identify any issues or challenges they experienced during their employment with HRM. COMPLETE Completed and now part of current practice.
33 It is recommended that a review of the recall process, including a survey of seasonal employees, be conducted to identify and resolve issues associated with recalling seasonal employees COMPLETE Report reviewed, communication process improved.
34 It is recommended that the Reference Checks and Security Checks Policy specify the number of references to be checked for internal and external candidates. AT RISK New hiring policy will include specific number of references to be checked. New policy to be rolled out in the fall.
35 It is recommended that the reference checks include a question to assess the job candidate's ability to work effectively in a diverse workforce and with a diverse client population. AT RISK New hiring policy will include specific number of references to be checked. New policy to be rolled out in the fall.
36 It is recommended that 360 Reference Checks be conducted when hiring for supervisory and leadership positions. AT RISK New hiring policy will include specific number of references to be checked. New policy to be rolled out in the fall.
37 It is recommended that 360 Reference Checks include questions pertaining to the candidate's ability to manage a diverse work team and ability to understand and meet the needs of a diverse client population. AT RISK New hiring policy will include specific number of references to be checked. New policy to be rolled out in the fall.
38 It is recommended that managers be provided with information on and support to assess "suitability" and "fit" and not violate the Human Rights Act. COMPLETE Recruiters have been trained.
39 It is recommended that job seekers only be asked about criminal convictions when it is a bona fide occupational requirement COMPLETE New criminal record check requirements completed.
40 It is recommended that hiring managers be provided with guidance on how to ensure that consideration of an employee's attendance record in the hiring process does not violate the Human Rights Act. COMPLETE Based on Human Rights requirements, attendance will not be a required item reviewed as part of the hiring policy.
41 It is recommended that Human Resources ensure that attendance records are checked as part of the selection process, as stated in the Reference Checks and Security Checks Policy. COMPLETE Based on Human Rights requirements, attendance will not be a required item reviewed as part of the hiring policy.
42 It is recommended that Human Resources, in cooperation with the Diversity and Inclusion Office, provide guidance to managers on how to make hiring decisions that support the organization's commitment to Employment Equity and diversifying the workforce. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
43 It is recommended that the Managers Toolkit provide guidance to managers to ensure that they are assessing candidates based on their qualifications, skills and abilities to do the job, and not personality, or cultural background. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
44 It is recommended that all those involved in the hiring process be provided with training to help them understand unconscious bias, how it impacts the hiring process, and how they can minimize the impact of their biases in the hiring process. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
45 It is recommended that the hiring decision for all positions, including leadership positions, be transparent and that a record of decisions remain in the competition file. COMPLETE Current practice.
46 It is recommended that Human Resources communicate with those involved in the hiring process the need to maintain complete competition files and follow up to ensure that all files are complete. COMPLETE Current practice.
47 It is recommended that hiring managers and/or Human Resources staff be provided with guidance on how to appropriately conduct a debrief session for employees who are not successful in a job competition, and that employees be informed that they have the right to ask for and receive a debrief session after a competition. AT RISK First pilot has been completed and feedback is being used to finalize. Second pilot to be conducted on July 31.
48 It is recommended that HRM regularly communicate with MOPS employees about the hiring process, including any changes to the process, to strengthen their confidence that HRM has a fair and bias-free process that supports the equitable assessment of candidates from all communities, backgrounds and identities. COMPLETE Communication plan complete. Currently being reviewed for approval.
49 It is recommended that MOPS ensure that training opportunities are communicated to all employees, including technical training and corporate training courses, to ensure all employees know about and are able to express an interest in participating in these opportunities COMPLETE Communications boards have been placed in all locations.
50 It is recommended that MOPS report annually on the number and demographic composition of employees who have taken training and which training opportunities they have taken, e.g. technical training and corporate training courses, to assess the extent to which there is equitable access to these training opportunities COMPLETE Because self-identification does not track individuals by employee number it is impossible to track this information. Alternately efforts are being made to ensure junior employees are being afforded the training that is available.
51 It is recommended that Human Resources work with the Diversity and Inclusion Office to develop a leadership development program for African Nova Scotians to ensure that they have the training, knowledge, and skills needed to be successful in a supervisory position. PENDING Leadership training course, Aspiring Leaders, has been designed to reflect the diversity of our organization. This year, one course will be offered solely for an African Nova Scotian employee cohort. The course will start in October 2018”
52 It is recommended that HRM develop a strategy to remove the apparent barriers to African Nova Scotian employees advancing within the organization and increase their representation in supervisory and management positions. This strategy might include a mentoring program, increasing access to training and temporary opportunities, ensuring that equal numbers of racially visible and White employees are interviewed for supervisory positions, bias awareness training for those conducting these interviews, and a leadership development program for African Nova Scotians. PENDING Draft in progress.
53 It is recommended that development of succession plans or mentorship programs in MOPS be done through an equity and diversity lens to ensure no barriers to participation for the under-represented groups and that these programs be used to support the advancement of under-represented groups within the business unit. PENDING Draft in progress.
54 It is recommended that HRM develop an Accommodation Policy with procedures to ensure that it meets its obligations to provide accommodation to current and prospective employees based on any human rights protected ground. It should be noted that the policy applies to all employees, including seasonal employees and students. ON TRACK Current accommodation process addresses most concerns identified. Diversity & Inclusion office in conjunction with HR will explore an Accommodation Practice.
55 It is recommended that HRM and CUPE 108 negotiate a Memorandum of Understanding that addresses the duty to accommodate employees based on any human rights protected ground. COMPLETE Already in the collective agreement.
56 It is recommended that the HRM do more to educate managers and employees about the duty to accommodate and the rights and responsibilities of employees, supervisors, managers and the organization, through information sessions, information on the HRM's intranet, employee orientation and documentation, and printed materials. It is also important to emphasize that accommodation is part of HRM's legal obligations and failure to accommodate is a violation of the Human Rights Act. ON TRACK Will be the outcome of recommendation #54
57 It is recommended that HRM better educate and support supervisors to ensure that employees, particularly seasonal employees, are able to better balance work/life responsibilities and are provided with accommodation to meet family responsibilities. COMPLETE Supervisors have been coached in providing better support and understanding of the workforce.
58 It is recommended that HRM update its bereavement leave policy to include foster-relationships and other informal parent-child relationships, and to address the needs of immigrants who need to travel in the event of a death in the family. COMPLETE Bereavement leave policy has been updated.
59 It is recommended that HRM develop a Religious Accommodation Policy that supports the organization's legal obligation to provide religious accommodation, short of undue hardship. ON TRACK Diversity & Inclusion team researching and identifying possible policy.
60 It is recommended that accommodation training, procedures and guidelines developed for supervisors and managers also include information to help them meet their duty to accommodate based on religion, including religious dress, scheduling shifts, time off for religious observances, providing prayer space, etc. COMPLETE Current accommodation process addresses most concerns identified. Diversity & Inclusion office in conjunction with HR will explore an Accommodation Practice.
61 It is recommended that information be developed (e.g. an Employee Guide to Accommodation) to inform employees about their rights and responsibilities with respect to accommodation in the workplace (based on any human rights protected ground) and include information on their right to confidentiality and who to contact should they feel that they have not been appropriately accommodated. COMPLETE Current accommodation process addresses most concerns identified. Diversity & Inclusion office in conjunction with HR will explore an Accommodation Practice.
62 It is recommended that appropriate resources be allotted for intake and investigation of workplace harassment and discrimination complaints, so that employees can immediately be provided with information about their rights, and that investigations can immediately begin and be completed within 90 days, with investigations going beyond that only in extraordinary circumstances. COMPLETE New Workplace Rights Harassment Prevention Policy has been rolled out to all staff. Current resources will be suplemnted with a new employee hotline.
63 It is recommended that emphasis be placed on restorative justice when handling issues of workplace harassment, to help the workplace heal and not further deepen racial divides in the workplace. As such, when management is deciding on what course of action to undertake upon completion of an investigation, someone with human rights expertise should be consulted. COMPLETE New Harassment Investigation process has been rolled out. Included in the tool kit is the utilization of restorative justice where applicable.
64 It is recommended that a restorative plan be developed and implemented to change and heal the workplace, and bring closure to past grievances so that all employees are able to move forward together. PENDING Continue to explore alternative solutions to address these historical and current challenges in the workplace. It has been included as part of our conflict resolution toolkit. It has been used and will be used when appropriate.
65 It is recommended that HRM develop and implement an awareness campaign to ensure that all employees understand their right to a workplace free from violence, harassment and discrimination, and who to contact for more information or to make a complaint. COMPLETE New Workplace Rights Harassment Prevention Policy rolled out spring 2017.
66 It is recommended that HRM demonstrate its commitment to creating LGBTQ positive spaces by implementing a positive space initiative. This might include appropriate training for managers and employees, along with posting positive space posters in all workplaces. COMPLETE Guidelines for Supporting Transgender and Gender Variant Employees completed summer 2017 and rolled out in fall 2017.
67 While the issue may not have already arisen in the workplace, it is recommended that HRM ensure that it is ready to support transgender employees. This means raising awareness of managers and preparing policies and procedures with respect to accommodations such as gender neutral washrooms. COMPLETE Guidelines for Supporting Transgender and Gender Variant Employees completed summer 2017 and rolled out in fall 2017.
68 It is recommended that HRM update its Anti-Harassment Policy to address the identified issues and ensure the policy is in compliance with the Human Rights Act and best practices COMPLETE New Workplace Rights Harassment Prevention Policy rolled out spring 2017.
69 It is recommended that when conducting human rights investigations emphasis be placed on assessing whether managers and supervisors known or ought to have known about the incident and whether they have in effect condoned the behaviour. COMPLETE New Workplace Rights Harassment Prevention Policy rolled out spring 2017.
70 It is recommended that more training and supports be put in place for supervisors and managers to help them create and maintain an inclusive and welcoming work environment for all employees. Emphasis should be place on condonation and the fact that they themselves could receive discipline for failing to act to stop harassment and discrimination once they become aware of it. Managers should be consulted to identify what more they need in order to undertake this critical management responsibility. COMPLETE New Workplace Rights Harassment Prevention Policy and new mandatory training program for leaders will assist with this.
71 It is recommended that the workplace culture survey recommended elsewhere in this report be used as the metric through which to measure the extent to which supervisors and managers are creating respectful work environments, and that this information be included as part of their performance appraisal. ON TRACK Employee survey results will be available in September and action plans will be developed in the fall.
72 It is recommended that refresher workplace violence, discrimination and harassment prevention training be provided to all permanent employees on an annual basis. COMPLETE Training is now available.
73 It is recommended that anti-Black racism be acknowledged and addressed in HRM's Diversity and Inclusion Strategy, with actions such as education and training for managers, supervisors and all employees included in the strategy. RVEC should be consulted on how to address issues of anti-Black racism and what is needed to create change and healing within the business unit. COMPLETE The Diversity & Inclusion office has developed and implemented the Reaching out from an Afrocentric Place program. Consultations with RVEC on addressing anti-Black racism will be ongoing.
74 It is recommended that HRM take a leadership role in celebrating Black History Month to help employees and the broader community understand and appreciate the long history of African peoples in the province and their contributions to building the province. COMPLETE Annually, the Diversity & Inclusion office lead HRM's recognition of African Heritage Month through participation on the provincial planning committee. Initiatives have been developed to celebrate African descent peoples throughout the year via various programs, meetings, and engagement sessions.
75 It is recommended that RVEC be formally engaged by management and Human Resources to identify issues of race and racism as well as to educate and inform racially visible employees. COMPLETE Diversity & Inclusion office attends RVEC meetings regularly.
76 It is recommended that voluntary turnover data for MOPS be calculated to identify trends and issues (should there be sufficient numbers) and reported annually to Senior Leadership Team. COMPLETE Data has been compiled and analyzed; being reviewed for final approval.
77 It is recommended that a policy and/or guidelines be developed to guide the use and administration of exit interviews. COMPLETE Completed and ready for implementation.
78 It is recommended that HRM develop and consistently use an exit interview survey to enable departing employees to anonymously provide feedback about their experiences at HRM. Questions pertaining to workplace discrimination and harassment, accommodation, diversity and inclusion should be included. ON TRACK New process shared with management for feedback. Targeting to rollout in fall 2018.
79 It is recommended that the data from the exit interview survey be summarized annually to identify trends and issues, and reported annually to SMT. ON TRACK In progress.
80 It is recommended that senior managers, line managers and supervisors be provided with training and ongoing support to enable them to lead and model a culture of inclusion in all MOPS workplaces. COMPLETE Training hase been provided, including Diversity & Inclusion training, external training, as well as the Reaching out from an Afrocentric Place program.
81 It is recommended that the leadership within MOPS make an effort to get to know the employees on the frontlines and recognize these employees for the work they do. This can be done by doing regular walk arounds to the various worksites, attending staff meetings, and job shadowing employees as they perform their daily tasks. COMPLETE Current practice.
82 It is recommended that the organizational culture survey (recommended elsewhere in this report) ask questions to determine whether employees feel appreciated by supervisors and managers and whether and how their work is recognized. ON TRACK Employee survey results will be available in September and action plans will be developed in the fall.
83 It is recommended that a communications strategy be developed to:

• Increase manager and employee understanding of workplace EDI

• Address the facts and myths associated with workplace EDI

• Communicate a business case for workplace EDI and link the need for EDI initiatives to operational considerations

• Generate buy-in for initiatives by showing that EDI initiatives create more equitable hiring practices and creates a more inclusive work environment that benefits all employees.

ON TRACK Initial training deployed and completed for Managers. Will now focus on cascading the information to the remaining employee base. Exploring the best format for delivering this communication to front-line team members.
84 It is recommended that MOPS employees be supported to understand the need and rationale for its EDI efforts. This might include sharing this report and the resulting action plan with employees and providing regular updates with respect to implementation. COMPLETE Implemented and ongoing.
85 It is recommended that MOPS develop a Diversity and Inclusion Plan, with input from employees, which is supported by appropriate financial and human resources. The activities in the Plan should include, but not be limited to, implementing the recommendations made in this report. COMPLETE In progress.
86 It is recommended that MOPS create a Diversity Advisory Committee, comprised of representatives from the various under-represented groups (e.g. women, racially visible employees, Aboriginal peoples, and persons with disabilities) as well as White men and LGBTQ employees, to support and provide advice on the development of the Diversity and Inclusion Plan, implementation of recommendations from this report, and on other efforts needed to create a diverse workforce and an inclusive organizational culture. COMPLETE Diversity and Inclusion Advisory Committee established. Team consists of eight members. Terms of Reference has been developed, reviewed and adopted at the first committee meeting.
87 It is recommended that managers commit to and be provided with adequate supports, including training, to enable them to demonstrate a greater personal and professional commitment to EDI through behaviours and language that demonstrate inclusion and respect for all employees. COMPLETE Training hase been provided, including Diversity & Inclusion training, external training, as well as the Reaching out from an Afrocentric Place program.
88 It is recommended that the business unit's workplace EDI efforts be championed at the highest level of the organization. This could include identifying a senior leader as the formal champion of the business unit's EDI efforts. COMPLETE Senior leaders for this initiative have been identified.
89 It is recommended that HR initiate an organizational culture survey to be administered every other year. This anonymous survey should consistently use the same questions so that change within the business unit can be assessed over time. ON TRACK Employee survey results will be available in September and action plans will be developed in the fall.
90 It is recommended that HRM include the Diversity and Inclusion Office, and the proposed Diversity Advisory Committee, in its review of HR policies to ensure that they are reviewed through an "Equity and Diversity Lens" and to ensure that no new barriers are created for employees from diverse communities, backgrounds and identities. COMPLETE Diversity & Inclusion office is taking the lead on reviewing the policies and engaging the Diversity Advisory Committee where appropriate.

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