A Summary of the Results of the 2004 Audit of Carleton University’s Employment Equity Program by Human Resources and Skills Development Canada

  • Communication on Employment Equity to EmployeesPositive Findings: The communication of employment equity issues and initiatives to employees is good. Employees are informed on a constant basis on various topics associated with employment equity through the University’s and Equity Services’ Web sites, articles in Carleton NOW, Today@Carleton, union newsletters, and staff policy manuals.

    Employment Equity is communicated to new employees at orientation sessions and through the University’s employment equity census. The University also maintains the means to provide information in alternative formats whenever necessary.

    Areas to Improve: Work more closely with the various unions in communications efforts to ensure community support of the principles of employment equity. This is especially true for unions in the skilled trades.

  • Assignment of Responsibility for Employment EquityPositive Findings: The University has assigned responsibility at the most senior level with the President being responsible for the implementation of employment equity at Carleton University. A Presidential Advisory Committee on Equity Policy supports the program, and the Director of Equity Services provides research support, as well as equity advisors. Various parity committees with the several unions and employee groups on campus ensure a consultative process in the implementation of employment equity.

    Areas to Improve: None.

  • Collection of Work Force InformationPositive Findings: The University’s census shows good results with a response rate that has risen substantially (at the outset of the review 81.3%; by close of the audit 87% and currently response rate is 90%). Note: Equity Services will work to ensure that the response rate stays above 91% to guarantee an accurate basis for equity audits and analyses.

    Confidentiality of all information provided by employees on census forms is ensured through a Code of Confidentiality developed by employee and union representatives.

    The University’s equity data base provides flow data on employee hires, promotions, transfers and termination and salary analysis was provided for the period since the last audit (1993).

    Areas to Improve: Improvement of the response rate for the University census through co-operative work with the various unions on campus.

    The University should emphasize that, while filling in the census form is voluntary, all census forms must be returned.

  • Work Force Analysis and FindingsPositive Findings: Overall levels of representation of the four designated groups are good with some variability within occupational groups. Gains have been made over the past five years in three of the four designated groups. The overall level of representation of women, Aboriginal peoples and persons with disabilities is consistent with external availability and the University is close to achieving a representative level of those who are members of a visible minority.

    The University’s salary information indicates equitable salaries by gender, visible minority status and disability status within occupational groups. The relatively small numbers of Aboriginal employees precludes meaningful analysis of this kind.

    Areas to Improve: Increase representation of women in:
    – senior management positions
    – supervisory positions (of technical positions);
    – skilled trades and semi-skilled occupations;
    – sales and service positions.

    Increase the representation of visible minorities in:
    – senior management;
    – supervisory positions;
    – sales and service positions.

    Increase the representation of persons with disabilities in:
    – senior management
    – skilled trades;
    – sales and service positions
    – other manual labour positions.

    Develop a maintenance and retention goal for each of the designated groups so that gains are not lost.

  • Employment Systems Review (to analyze and review systems and to modify policies and practices that might discourage designated group members from applying for employment or participating fully in opportunities and benefits)Positive Findings: The University has completed the first phase of its current employment systems review and recommendations for changes to policies surrounding recruitment, selection and hiring have been proposed to control for several areas of potential systemic discrimination.

    The University has successfully addressed policies and practices that might discourage members of the designated groups from applying or participating fully in the University’s opportunities and benefits:

    Safety and accessibility has been a key component in its renovation of general campus facilities that has been underway for a number of years.

    Renovations have involved the installation of accessible elevators, ramps, accessible washrooms, improvement of the tunnels to include clearer signage with raised letters and/or Braille, the modifications of workstations to accommodate disabilities, the provision of information in alternative formats and accessibility guides for buildings on campus.

    The University has also supported employment equity through the development and implementation of comprehensive human rights policies.

    Areas to Improve: None

  • Establishment of Employment Equity GoalsPositive Findings: The University has fulfilled this requirement with numerical goals to 1997 and a set of qualitative goals that address the following areas:
    – To educate, inform and sensitize the University community about employment equity issues;
    – To ensure that all policies and practices are free of discrimination;
    – To ensure the participation of designated group members in occupational categories where they are currently under-represented;
    – To ensure that the skills of designated group members are recognized appropriately;
    – To broaden the availability pool of designated group members by encouraging their education and training;
    – To provide a supportive, safe and secure work environment for designated members to aid them in participating fully in the life of the University;
    – To ensure written and visual communication is free of discrimination on the basis of gender, race and disability;
    – To monitor and evaluate the implementation of the employment program at Carleton University.

    Areas to Improve: The University should establish a long-term goal for the achievement of a representative work force. This long-term goal can be staged for each of the four designated groups as necessary.

  • Development of an Employment Equity PlanPositive Findings: The University has developed a thorough Employment Equity Plan that contains all of the components of the Federal Contractors Program Criteria for the Implementation of Employment Equity.

    Areas to Improve: For all goals identify the University Officer/agency to monitor the University’s progress toward achieving the goal.

  • Adoption of Positive Policies and Reasonable AccommodationPositive Findings: The University has provided a strong supportive context for employment equity having developed and implemented comprehensive human rights policies that include an employment equity policy, accommodation policies and anti-discrimination and harassment policies.

    Making the University secure and accessible is a constant initiative that the University takes seriously. New buildings are constructed with accessibility a key part of the design. The importance of addressing safety issues for the purpose of employment equity is well addressed through emergency campus phones, patrol services to assist persons with disabilities and security escorts during the night.

    Areas to Improve: None

  • Establishment of a Positive Work EnvironmentPositive Findings: The University has a good system in place to promote employment equity and various programs have been developed to create a corporate environment that can attract, retain and promote a diverse work force. These include a Wellness Program, Child-Care Services, Elder Care information, many awards and scholarships related to equity, numerous training programs and lectures related to equity, accessibility and human rights.

    The President of the University has emphasized the University’s commitment to the creation of a diverse work force.

    Areas to Improve: None

  • Adoption of Monitoring ProceduresPositive Findings: The University has established a good monitoring procedure. An annual employment equity report is produced. The President, through his Advisory Committee on Equity Policy monitors the program, and the Vice-Presidents and Deans also review the program annually.

    Employees are able to monitor the implementation of employment equity through an annual report published in Carleton NOW, as well as regular articles focusing on members of the four designated groups in the Carleton community and in the larger scholarly community.
    Unions are able to monitor employment equity through their work on employment equity parity committees.
    Equity Services, in particular the Equity Policy and Research Analyst, monitors the University progress in establishing and maintaining employment equity on a constant basis.

    Areas to Improve: Make constant efforts to communicate the values of employment equity to dispel the lingering myths about these principles.

  • Authority to Enter the University PremisesPositive Findings: Courtesy was generously extended to the Review Officer. All requested information was provided and all requested interviews and tours of the campus were arranged.

    Areas to Improve: None

    From – http://www.now.carleton.ca/2005-04/742.htm

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