Canadian Government Executive - Volume 26 - Issue 03

May/June 2020 // Canadian Government Executive / 23 S ince the Equity Employment Act was introduced in Canada nearly 35 years ago, there have been significant improvements in the diversity of the Ontario Public Service (OPS). For example, visible minorities now make up approximately 25 per cent of Ontario’s labour force and 23 per cent of the OPS. But chronic, systemic challenges that prevent greater inclusiv- ity of designated groups within the public service remain. This is especially true in senior leadership positions, where visible minorities only account for 11 per cent of senior executives and 9 per cent of Deputy Ministers in the OPS. Representation in the public sector does not fare much better in other jurisdictions. Similar to the OPS, American government agencies are struggling to implement prin- ciples of equity, diversity, and inclusion. According to the Office of Personnel Man- agement (OPM), visible minorities make up nearly 40 per cent of the population, yet account for just 22 per cent of senior leadership roles. Although visible minori- ties constitute 38 per cent of the federal workforce, whereas only 30 per cent hold supervisory or management positions. In a knowledge-based economy like Can- ada, lack of representation in the public ser- vice is concerning because future prosperity depends on public sensitivity and engage- ment. The proliferation of visible minori- ties entering the labour market continues to change the structure of the workforce. It is increasingly important to remove barriers and create opportunities that enable OPS leaders to tap into the skills and abilities of visible minorities. Eligible retirements pro- jected in the next five years are laying the conditions to diversify 30 per cent of manag- ers and 34 per cent of executives. Recognizing inherent problems In recent years, OPS leadership has ac- knowledged that systemic discrimination exists within its workforce. A case in point occurred in February 2019. Two black women employed by the OPS filed a law- suit against their unions and the provin- cial government. Their case alleges years of systemic racism and discrimination. Their repeated complaints were met with disbelief, disregard, and reprisal, causing them to be suspended and forced from the workplace. They claim to be hardworking employees who were over-scrutinized, ex- posed to anti-black stereotyping, and de- nied professional advancement. Incidents like this reinforce the need to re-examine current policies and practices. The OPS needs to utilize data to take tan- gible, measurable actions to eliminate sys- temic barriers, discrimination, and harass- ment for all employees. Shifting from thinking to action Systemic discrimination in the workplace can become a pervasive part of an organi- zation’s daily interactions and processes. It creates disadvantages for marginalized people over a prolonged period. Combat- ing institutionalized discrimination re- quires a shift in thinking. Breaking down barriers and eliminating biases is a good place to start. More diverse and inclusive workplaces make society stronger. A gov- ernment that lacks diversity lacks legiti- macy. Research demonstrates the positive impact that diversity and inclusion have on creativity, problem-solving, innovation, at- tracting and retaining talent, understand- ing citizens’ needs, engaging employees, and building high-performing teams. The Ontario Government needs to inno- vate if it wants to continue to compete glob- ally. Nurturing an inclusive environment that values different people, perspectives, cultures, and experiences is a comparative advantage. Ontarians want leaders to think differently and to govern in a different way. New thinking does not come easily. Cap- italizing on diversity also calls for public managers to: • Listen to the concerns and advice of em - ployees; • Embrace diversity principles as integral to the people management framework; • Respond proactively against racism, discrimination, and harassment in the workplace; and • Assist leaders in removing systemic bar - riers and planning for diverse, inclusive workplaces. The ensuing cultural transformation will enable the OPS to build upon its reputa- tion as one of Canada’s top-50 employers. Transformation takes time, commitment, and a willingness to openly discuss and influence how people value diversity. Ac- tive public engagement and partnering across sectors are necessary for develop- ing the capacity to achieve societal goals. Leadership of the transformation agenda and results depend upon it. Alexis Ifedi is a Passport Officer at Service Canada. He is a Candidate for the Master of Public Policy, Admin- istration and Law at York University (aifedi@yorku.ca ). Millennial Outlook by Alexis Ifedi Leading inclusion and diversity in the OPS Inclusion is not a matter of political correctness. It is the key to growth. – Reverend Jesse Jackson (2007)