Diversity in OPS pathways to leadership

This section shares available socio-demographic data on the diversity of groups on each of the four pathways used to develop talent in the OPS:

• coaching and mentoring programs
• leadership development programs
• succession plans
• recruitment shortlists

Please reference the 2020 Annual Progress Report on Senior Leadership Diversification in the OPS for additional information on the OPS’ pathways to leadership.

In this section, socio-demographic data is presented for women, non-binary and/or Two-Spirit, Francophone, LGBTQ+, transgender, persons with disabilities, Indigenous. Black and racialized respondents for each pathway. Data is also disaggregated for gender, sexual orientation, and race. Disaggregated data for Indigenous people (such as, First Nations, Inuk and/or Métis) is not displayed due to small sample sizes.

Data collection was conducted by various program areas and at different points in time depending on the pathway. The questions and response categories used to collect socio-demographic information about individuals were the same as are used in the OPS Employee Experience Survey. See Appendix B for notes on these categories.

Results offer an OPS-wide picture since data collection began in each pathway. Each ministry’s breakdown looks different and ministries are setting targets based on their own results rather than on the OPS-wide results presented in this report. Given the variety of contexts that ministries are working within (for example, geography, labour markets, client populations), ministries are also encouraged to account for ministry-specific factors when developing annual plans.

Socio-demographic profile of participants in Diversity Career Champions Program, 2018-2020

The following table shares the proportion of participants in the OPS’ Diversity Career Champions Program (DCCP), broken down by socio-demographic group, for the last three program cycles.

Notes:

Data on the socio-demographic profile of participants was collected voluntarily from employees at the application stage for the 2018-2019, 2019-2020 and 2020-2021 program cycles. The overall response rate for participants was:

• 99.1% in 2018
• 98% in 2019
• 100% in 2020

Data is point-in-time with varying completion rates by socio-demographic question.

See Appendix B for additional notes.

Socio-demographic profile of participants in Leadership Development Programs, 2018-2020

The following table summarizes the socio-demographic profile of participants in both the OPS Advancing into Management Program and the OPS Leadership Development Program.

Notes:

Data is combined from the participant profiles of two OPS-wide programs: Advancing into Management and the Leadership Development Program. Ministry-led programs are not included in this analysis.

Participants in the Advancing into Management program are nominated by their ministries and must be identified as a successor to a manager-level position.

Participants in the Leadership Development Program are invited to participate after completing the Senior Leadership Potential Assessment (SLPA). SLPA participants are nominated by their ministry and must be identified as a successor to a director-level position.

Data is based on voluntary socio-demographic information offered by program participants. Data is point-in-time with varying completion rates by socio-demographic question. The overall response rates were:

• 96.1% in 2018
• 92.8% in 2019
• 97.8% in 2020

Cells are empty and marked by a double asterisk (**) if there are fewer than five respondents. The data is supressed due to a low sample to avoid potential identification of individuals and to protect privacy.

See Appendix B for additional notes.

Socio-demographic profile of successors, 2019-2021

The following table shares socio-demographic data that was collected anonymously and voluntarily by ministries in 2019 and 2020 from people who were successors for executive roles within their ministries.

Notes:

For 2020-21 results, 17 out of 24 ministries sent a socio-demographic survey to a total of 1,051 identified successors between January and April 2021. The survey received a 67.2% response rate.

This data represents people who were notified they were identified as a potential successor, and who confirmed their interest in being a successor through the OPS Talent Management System, as well as other successors tracked by ministries.

See Appendix B for additional notes.

Socio-demographic profile of people shortlisted for senior manager positions, 2019-2021

The following tables share socio-demographic data that was collected on a voluntary basis from people who were shortlisted for senior manager roles in 2019-2020 and 2020-2021.

Notes:

Data for people shortlisted for senior manager positions was collected between April 2019 and March 2020 across 58 job competitions from 102 respondents representing an overall response rate of 56%. This represents 34.5% of all senior manager competitions held during that same period. Data on successful candidates is not known because the 2019-20 survey was anonymous.

Between April 2020 and March 2021, data was collected as part of 133 senior manager competitions with 2,713 applicant respondents representing an overall response rate of 52% at the shortlisted candidate stage.

This data only includes formally tracked senior manager competitions and does not include direct appointments. Cells are empty and marked by a double asterisk (**) to indicate supressed data due to a low sample and to avoid potential identification of individuals. See Appendix B for additional notes.

Socio-demographic profile of people shortlisted for executive positions, 2019-2021

The following tables share socio-demographic data that was collected on a voluntary basis from people who were shortlisted for executive roles in 2019-2020 and 2020-2021. Results for successful candidates are also provided.

Notes:

Data for people shortlisted for executive roles was collected between April 2019 and February 2020 with an overall response rate of 63%. Data for people shortlisted for executive roles in 2020-21 was collected from April 2020 to February 2021 with an overall response rate of 60%.

This data only includes formally tracked executive staffing activity facilitated through Treasury Board Secretariat. Cells are empty and marked by a double asterisk (**) to indicate supressed data due to a low sample and to avoid potential identification of individuals and to protect privacy. See Appendix B for additional notes.

Opportunities for leadership positions

The following table shows the number of opportunities (meaning, positions that were filled) that could have been leveraged in 2019-20 and 2020-21 to diversify leadership teams across the OPS.

The number of opportunities calculates promotional moves, hires and re-hires over a 12-month period. These are the types of hiring activities that can change the makeup of senior leadership – promoting individuals into leadership or hiring individuals external to the OPS. The counts do not include lateral moves or promotions from one executive level (for example, from Exec 2 to Exec 3) as these moves do not change the overall socio-demographic makeup of OPS leadership.

Percentages in parenthesis represent the proportion of total number of opportunities relative to the total number of positions at each level.

Results for ministry pathway targets

Ministries set five-year targets that align to the OPS’ 2025 goal. Pathway targets are creating access for underrepresented talent to participate in the four pathways that typically lead to senior leadership. Ministries report annually on their targets, which helps in determining whether ministries are setting realistic and achievable commitments and to identify areas that require more tools and supports.

The data below shows the extent to which ministries met their annual targets in the last two years.