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Archived - STEP 2 – Appendix Employment Systems Review

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Appendix 2D – Memorandum

First Employment Systems Review Communication

To: All Employees

Date: [Date]

From: President/CEO

Subject: Announcing the Employment Systems Review

As part of the employment equity process, [Organization’s name] will be conducting a review of our employment systems. An employment systems review is designed to identify human resources policies and practices that may negatively affect employees, particularly Aboriginal peoples, women, members of visible minorities and persons with disabilities.

After analyzing the results of our workforce survey, we have found that [Designated group(s)] [is/are] under represented in [Occupational group(s)]. As a result, we will be examining all formal and informal policies and practices that impact [this/these] occupational group[s] in order to improve the representation of [Designated group(s)]. We will be assessing whether these policies and practices are essential to the job or could be altered to reduce any negative impact.

We will be forming an employment systems review working group to evaluate our employment systems. If you are interested in becoming a member of the working group, please contact [Name of employment equity coordinator] at [Phone number]. We especially encourage the participation of designated group members.

After conducting the review, we will develop and implement measures to ensure that everyone can participate fully and equitably in our workforce. Once the review has been completed, the results will be communicated to you.

An employment systems review will benefit all employees by ensuring that employment policies and practices are fair for everyone. Please do not hesitate to contact [Name of employment equity contact] at [Phone number] if you have any questions or comments about the review or employment equity in general.

Yours sincerely,

[Name of President/CEO]

Announcing … The Employment Systems Review

As individuals and as an organization, our challenge is to create an environment that fosters dignity and respect for everyone. We want a workplace where each of us, regardless of gender, race or disability, can fulfil our potential and contribute to the success of the organization.

The results of our workforce survey show that there are gaps in the representation of [Designated group(s)] in certain occupations in our workforce. A “gap” is the difference between the current representation of designated group members in our workforce and their availability in the Canadian workforce. An employment systems review will help us determine the causes of these gaps and identify possible solutions.

The employment systems that will be examined are:

• recruitment, selection and hiring;
• training and development;
• promotion;
• retention and termination;
• reasonable accommodation; and
• attitudes and corporate culture.

Where necessary, the review will also make recommendations for removing employment barriers for all employees, including designated group members, while preserving the merit system for hiring, promotion and training opportunities.

We Need Your Co-operation

We will not be able to conduct a review of our employment systems without your assistance. We need people who work in different areas of our organization, people who hold different positions, people who are members of designated groups and people who are not to:

• sit on the employment systems review working group to look for barriers in both our written policies and practices and any informal, unwritten practices that affect our staffing;
• participate in focus groups to examine the impact of written and unwritten practices and to identify attitudes and corporate culture issues that may influence how we operate; and
• agree to be interviewed to share individual experiences.

All information collected through the employment systems review will be kept confidential. If you do use an outside consultant, add the next two sentences: [Please note that we recommend hiring an external consultant to conduct focus groups and interviews; this is optional. If you do use an outside consultant, add the next two sentences: “To guarantee confidentiality, we will use an external consultant to conduct the focus groups and interviews. Any information passed on to the organization will be in an anonymous form.”]

Please help us make our employment systems review a success by volunteering to participate when you are invited to do so. Our goal is to have a workforce that attracts the best and enables them to give their best.

If you are interested in becoming a member of the working group to review formal and informal policies and practices, or if you have any questions about the employment systems review, please feel free to contact [Name of employment equity contact] at [Phone number].

[Name and title of senior official responsible for employment equity]

Appendix 2E – Employment Systems Review Results Table

Employment Systems Review Results Table

EEOG #(s)	Policy/Practice (formal/informal)	Barrier Identified	Recommendation
Recruitment, Selection and Hiring
Training and Development
Promotion
Retention and Termination
Reasonable Accommodation
Attitudes and Corporate Culture

Please note: Recommendations for the removal of barriers are not required but are strongly encouraged. Developing recommendations will greatly assist your organization when it comes time to create its employment equity plan.

Appendix 2F – Frequently Found Barriers with Recommendations

Recruitment, Selection and Hiring

Recruitment, Selection and Hiring
Policy/Practice	Barrier	Recommendation
Job postings are circulated to potential candidates based on decisions made by individual managers.	Not all employees are given an opportunity to apply to all positions. There are strong indications that this process favours men over women (other designated groups may also be excluded).	Post job vacancies on centrally located bulletin boards that are accessible to all employees. Monitor the profile of candidates and take additional recruitment steps if the number of women who apply continues to be insufficient.
Applicants are referred from outside sources, i.e., professional associations, training institutions, employment centres and agencies, and executive search firms.	Not all referral organizations have clearly defined employment equity policies. There is evidence from interviews with managers and a review of staffing files that the profile of candidates does not reflect the availability of visible minorities (or other groups).	Advise the agencies or consultants of your organization's employment equity goals and interest in interviewing qualified designated group applicants. Monitor results and take action if profiles continue to be inappropriate.
In some cases, applicants are recruited and screened by invitation only.	This practice is used as a part of an “old boys” network to generate applications. This network may not reflect the values of employment equity and may result in few or no invitations to designated group members.	Institute a comparable inventory to ensure that high-potential designated group members have equal access to sponsorship. Monitor designated group members’ rates of participation in the inventory and success rate in obtaining positions via this system.
Recruitment of applicants relies heavily on word-of-mouth referrals. Note: this remains a common practice in Canada for many jobs.	This recruitment practice frequently results in the recruitment of applicants that reflect the existing composition of the workplace, which can be a problem when there is existing under-representation of designated group members.	Take a proactive approach by explicitly encouraging employees to refer candidates from the under-represented designated groups (offering rewards is an option). Supplement this practice with other external recruitment methods to ensure that you obtain a profile of candidates that reflects availability.
Recruitment relies heavily on walk-in applicants.	Recruits approaching your organization do not always reflect the diversity of your community and the external labour force. Not formally advertising positions in your community could result in few or no applicants from the designated groups. This is an issue if: women or other groups have not traditionally been considered for the jobs in your organization; or there has been a history, or a perceived history, of exclusion in the organization.	Reduce reliance on the walk-in method. Use other external recruitment methods, such as contacting associations that provide employment-related or other services to the designated groups to get the message out that your organization is interested in receiving applications from qualified job applicants who are members of under-represented designated groups. Establish contact with employment offices in a variety of locations.
Front-line personnel staff is not trained in employment equity principles and human rights legislation.	Due to lack of training, front- line personnel staff may not be aware of the need to recruit designated group members. Where attitudes and stereotypes are identified as problematic for one or more designated groups, qualified candidates from these groups are frequently excluded. The requirement to offer accommodation at the point of hire may not be practiced. Language and practices may not respond appropriately to the diverse pool of applicants.	Ensure that front-line personnel staff is aware of employment equity principles and human rights legislation as well as the adverse impact of discourteous treatment. Include designated group members among front-line personnel staff, where possible.
Job advertisements are posted only in mainstream publications	Publication of job ads may restrict access to designated group applicants.	Ensure that text and pictures portray designated groups in non-stereotypical ways. Include a box indicating that the organization is committed to having a workforce that represents the community and is particularly interested in receiving applicants from the designated group(s). Advertise in ethno-cultural as well as mainstream newspapers, wherever possible.

Application Forms Table

Application Forms
Policy/Practice	Barrier	Recommendation
Application forms are only available in standard print form and must be filled out by hand.	This may constitute a barrier for applicants with physical disabilities, for example because they are not able to read standard print, are visually impaired, or do not have use of their hands.	Ensure that application forms are made available in various formats. Provide assistance to applicants who are unable to fill out the application by hand.
Application forms require applicants to “account for” each year of “work life.”	This suggests that applicants must not have any gaps in employment. This may discourage members of certain designated groups from applying. It may constitute a barrier for persons with disabilities who have gaps in employment due to illness or injury. It may also constitute a barrier for women who were not continuously employed because of pregnancy and childcare responsibilities.	Suggest that applicants who do not have a consistent work history submit a skills-based resume rather than a chronological resume. Invite applicants to indicate skills used in unpaid work experience or in work-at-home or full-time-parenting duties. Ensure that staff who screen applications do not penalize applicants for career gaps due to parenting or homemaking tasks, or due to illness or injury.
Application forms require applicants to list Canadian work experience.	This may constitute a barrier for visible minority applicants who have work experience from countries other than Canada. It may also discourage visible minority applicants with limited Canadian work experience from applying	Consider whether or not Canadian work experience is actually necessary for performing the job. Ensure that staff who screen applicants also consider training and foreign work experience.

Testing and Simulations Table

Testing and Simulations
Policy/Practice	Barrier	Recommendation
Applicants are screened in based on their scores on standardized tests.	Standardized tests or job simulations appear to screen out a disproportionate number of applicants who are members of a designated group compared to applicants who are not (less common for women). The evidence suggests that these tests are frequently not strong predictors of performance and are used as easy screens to reduce numbers.	Eliminate tests that are not demonstrably reliable predictors of future job performance. Replace only with alternative assessment procedures that have been reviewed for adverse impact and validity.
Interviews are unstructured and undocumented. Interviewers and hiring managers are unaware or have vague knowledge of employment equity principles and human rights legislation.	An unstructured and undocumented interview process allows personal and non-job-related values and attitudes to influence hiring decisions. Interviewers and hiring managers frequently permit such subjective standards to influence hiring decisions, and these standards frequently discriminate against the designated groups.	Provide up-to-date written policies and guidelines on interviewing and hiring procedures. Ensure that interviewers understand the importance of documenting and standardizing all interviews. Ensure that interviewers are well trained in applicable human rights legislation and bias-free selection. Provide relevant employment equity training and cross-cultural sensitization. Include designated group members on the interview team, where possible.
The ranking of certain jobs is based on subjective opinions rather than on established objective criteria.	Opinions may centre on negative attitudes and stereotypes related to designated groups. This could ultimately lead to members of certain designated groups not being recruited.	Eliminate subjectivity from the evaluation process to the greatest extent possible by developing objective and clearly defined criteria that can be easily understood by raters. Ensure consistency in the use of evaluation criteria.

Training and Development Table

Training and Development
Policy/Practice	Barrier	Recommendation
Access to training differs among employees. Some employees have access only to training that is directly related to their duties, while others have access to training that develops new skills required for advancing in the organization.	This practice may constitute a significant barrier for designated group members if there is occupational imbalance within the organization, for example when those in clerical positions (female-dominant) are restricted to type-one training while those in semi-skilled positions (male-dominant) are eligible for type-two training.	Establish training-allocation practices based on promoting overall employee development wherever possible. Review access to training on an ongoing basis and monitor for adverse impacts that may disproportionately restrict access for one or more designated groups. Provide opportunities for employees throughout the organization to access training that allows them to further their career.

Promotion Practices Table

Promotion Practices
Policy/Practice	Barrier	Recommendation
There is no clear, objective process for selecting employees for training, development and promotion opportunities (or if there is, it is not often followed).	If negative attitudes or stereotypes toward designated groups exist, designated group members may not receive as many development and promotion opportunities as employees who are not members of a designated group. Overt hostility often is not the problem. Managers or supervisors may determine which employees are eligible for these opportunities based on their comfort level and experience working with them.	Provide employees with clear information as to the types of development and promotion opportunities that are available within your organization and how they can access these opportunities if interested. Ensure that all development and promotion opportunities are awarded on the basis of merit.
Promotions and new assignments are granted based on seniority rights and “next-in-line” approaches.	Designated groups are under-represented in the occupational groups that act as feeder groups when seniority is used.	Consult with bargaining agents and/or employee representatives concerning the development and implementation of appropriate remedies to ensure the recruitment of designated group members through this recruitment source.
Managers are not held accountable for increasing the promotion rate of qualified designated group members.	This is not actually a barrier but will frequently contribute to the under-achievement of the organization’s goal of reducing gaps and avoiding discriminatory practices.	Inform managers about the organization's commitment to ensuring that all qualified employees are considered for promotion. Measure managers’ performance against employment equity objectives relating to promotion during performance appraisal. Conduct periodic reviews to determine the fairness of the selection process; track the progress of designated group members.

Lay-offs and Recalls Table

Lay-offs and Recalls
Policy/Practice	Barrier	Recommendation
Lay-off and recall decisions are based on “last in, first out” principles.	A disproportionately high number of designated group members are negatively affected by lay-off and recall decisions because they are more likely to have entered the organization in recent years than employees who are not members of a designated group.	Review all relevant policies and formal collective agreements and develop lay-off and recall procedures that minimize negative effects on the designated groups.
There is no centralized system for recording the number of designated group members who have been laid off.	Designated group members may be laid off more frequently than employees who are not members of a designated group, and no one is being held accountable.	Determine the impact lay-off decisions will have on designated groups, provide re training and bridging opportunities (to alternative positions) where possible, and investigate work-sharing programs.

Accessibility and Job Accommodation for Applicants and Employees with Disabilities

Accessibility and Job Accommodation for Applicants and Employees with Disabilities
Policy/Practice	Barrier	Recommendation
The worksite is inaccessible to persons with disabilities.	Persons with certain physical disabilities will not likely be able to work for this organization.	Survey the premises to find areas where changes may be made and develop a long-term strategy to make the facility more accessible for all persons with disabilities. Establish an accessibility fund with resources earmarked to improve access and accommodation.

Compensation Table

Compensation
Policy/Practice	Barrier	Recommendation
The payroll department is not aware of, or is not adhering to, pay equity legislation or policies.	The organization is not paying those who are and those who are not members of a designated group equally for the same or comparable work as required by applicable pay equity legislation or policies. This may discourage designated group members from applying for positions. It may also signal negative attitudes that may constitute a barrier for the designated groups in other areas of the organization.	Ensure that the organization adheres to applicable pay equity or “equal pay” legislation. Ensure that pay differentials are justifiable by bona fide job requirements related to skill, effort, responsibility and working conditions.
Pay scales are not publicized, or there is secrecy about salaries/wages.	This may result in designated group members being paid less than employees who are not members of a designated group without anyone being held accountable.	Consider publicizing wage and salary scales to ensure that designated group members receive this information.
Methods of calculating merit-based pay differ across occupations and levels.	Inconsistent merit requirements may allow for discrimination against the designated groups.	Review your performance appraisal system and its relationship to merit-based pay increases to ensure that these are applied equitably to designated group members.

Statutory Holidays, Vacations and Leave Table

Statutory Holidays, Vacations and Leave
Policy/Practice	Barrier	Recommendation
Some types of leave (educational, compassionate, moving, etc.) are granted only to those in higher-ranking positions.	This could have a disproportionately negative effect on designated group members in lower-ranking positions. For instance, designated group members in lower-ranking positions may not be able to access educational leave, which may hinder their chances of promotion in the future.	Review all paid and unpaid leave policies to determine if designated group members are being disproportionately excluded.
Part-time workers are excluded from being paid for statutory holidays and from receiving vacation entitlement.	This may constitute a barrier for the designated groups, for example women who may need vacation entitlement to care for their families.	Consider extending pro-rated coverage to part-time employees, particularly permanent staff.
Information on benefits is available only in English/French.	This may constitute a barrier for employees who do not speak English/French. It may disproportionately exclude Aboriginal peoples or visible minorities in the workplace.	Ensure that information on benefits is available in other languages as required.
Non-majority-group religious holidays are not granted.	This may have a disproportionately negative impact on visible minorities and Aboriginal peoples who celebrate non-majority holidays. If they are not granted leave to observe religious holidays or practices, they may have to choose between not observing their holidays or practices, taking unpaid leave or even dismissal.	Formulate a policy to deal with employees' requests for special religious holidays, with due regard to the application of the business necessity criterion and the concept of reasonable accommodation.
Fire and emergency evacuation procedures do not adequately ensure the safety of employees with disabilities.	This has a disproportionately negative impact on persons with certain disabilities. Persons with disabilities may be unable to work in this workplace due to serious safety concerns. Note that while such practices are problematic, they are unlikely to provide a significant explanation for under-representation.	Create fire and emergency evacuation procedures that ensure the safety of all employees, including persons with disabilities.

Attendance Requirements Table

Attendance Requirements
Policy/Practice	Barrier	Recommendation
Attendance rules permit flexibility only for employees in senior-level positions. Flex-time and alternative work schedules are not allowed. Discretionary granting of such benefits is not governed by clear, objective standards and procedures.	Lack of flexibility may constitute a barrier for women who have significant childcare responsibilities, for some employees with disabilities, and for Aboriginal peoples with community responsibilities. Some supervisors or managers are not applying the corporate policy that accommodates for diverse requirements, and this has placed extra burdens on designated group members.	Where feasible and appropriate, implement clear, objective policies and procedures on alternative work schedules. Communicate the alternative work schedules policies and procedures to staff and managers. Monitor compliance to ensure that policies and practices are being followed.
There are no provisions for childcare arrangements. (Also see section above)	This would likely have a disproportionately negative impact on some women.	Establish childcare assistance, including childcare at or near the worksite.

Dress/Appearance Codes Table

Dress/Appearance Codes
Policy/Practice	Barrier	Recommendation
Appearance and dress code guidelines are rigidly applied. Supervisors/managers are not aware of the duty to accommodate on the basis of religion.	The workplace does not convey a climate of cultural tolerance and diversity, and this dampens efforts to recruit and keep a diverse workforce. Employees required to wear particular clothing due to religious beliefs, frequently members of a visible minority group, may be forced to leave their jobs.	Eliminate such codes wherever requirements are not demonstrably job related. Ensure that dress codes clearly state the obligation to accommodate religious requirements, and ensure that managers/supervisors are aware of their obligation to accommodate to the point of undue hardship.
Some religious or cultural practices (e.g., clothing, foods, etc.) are openly discouraged or bring on intolerant behaviour by other employees or managers.	Intolerant behaviour, expressed negative attitudes and lack of sensitivity to differences usually constitute a significant barrier for recruitment, promotion and retention of affected designated groups.	Draft and communicate a strong corporate policy on respectful conduct toward all employees, emphasizing a commitment to diversity. Implement mandatory training for managers and supervisors on managing a diverse workplace; make diversity management a core supervisory competency. Develop an ongoing strategy to promote a diversity-friendly community; recognize various celebratory days and host food fairs or other events that encourage sharing of cultural diversity.

Workplace Harassment Table

Workplace Harassment
Policy/Practice	Barrier	Recommendation
There are no workplace anti-harassment policies or procedures.	This can constitute a barrier for all designated groups since they may be more susceptible than non-designated group members to various types of harassment in the workplace. Harassment can constitute a barrier in relation to retention and promotion.	Prepare an anti-harassment policy (see Appendix 3D for an example of such a policy) with clear and workable procedures in consultation with management, bargaining agents, employee representatives and individual employees, as appropriate. Ensure that the policy includes appropriate sanctions that are clearly linked to unacceptable actions. Ensure that there is broad and ongoing communication to all staff on this subject. Ensure that organizational practices comply with applicable human rights legislation, specifically with respect to discrimination based on prohibited grounds such as race, ancestry, place of origin, record of offences, marital status, family status, handicap, age, religion, creed and sexual orientation. Review and strengthen, if necessary, existing policy and procedures in this area.
The anti-harassment policy does not contain a procedure for reporting harassment, or the policy is not being enforced.	Not enabling all employees to report harassment in the workplace could leave them with no recourse for addressing harassment that leads to barriers related to promotion and retention.	Review and expand the policy where necessary to ensure that the following are fully outlined: definition of harassment; complaints procedures; person(s) identified to receive and investigate complaints; the range of possible disciplinary actions and/or other consequences, as well as remedies for victims; appeal procedures; and a guarantee of confidentiality
The existing anti-harassment policy is not publicized.	This may constitute a barrier for all employees. If your organization’s harassment policy is not accessible, many employees may be unaware of their rights in this area.	Disseminate the relevant policy and procedures throughout the organization via information sessions and ongoing orientation and management training programs. Consider multilingual publication where employees are from diverse ethnic backgrounds and where numbers warrant it.

Attitudes and Corporate Culture Table

Attitudes and Corporate Culture
Policy/Practice	Barrier	Recommendation
Managers and supervisors are responsible for maintaining a smoothly functioning workplace but have not been trained to develop and maintain a climate of equity and understanding and to manage a multicultural/multiracial workforce.	Lack of training or understanding of how to manage a multiracial or multicultural workforce could lead to barriers for all four designated groups. Some managers and supervisors may contribute to poor practices directly while others may simply lack the tools to respond to problem situations.	Provide awareness sessions for managers and supervisors on such topics as management in an employment equity environment, communications and race relations, interview techniques for decision makers, and human rights in the workplace. Include diversity management as a core competency for the selection of managers and supervisors.

Appendix 2G – Employment Systems Review Policies and Practices Diagnostic Tool

Hiring - Recruitment

Employment Systems Review Policies and Practices Diagnostic Tool
Hiring: Recruitment
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Hiring: Selection

Employment Systems Review Policies and Practices Diagnostic Tool
Hiring: Selection
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Hiring: The Job Offer

Employment Systems Review Policies and Practices Diagnostic Tool
Hiring: The Job Offer
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Training and Development

Employment Systems Review Policies and Practices Diagnostic Tool
Training and Development
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Promotion

Employment Systems Review Policies and Practices Diagnostic Tool
Promotion
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Retention and Termination

Employment Systems Review Policies and Practices Diagnostic Tool
Retention and Termination
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Accommodation

Employment Systems Review Policies and Practices Diagnostic Tool
Accommodation
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?
EEOG: All Employees [] or specify:
Policy/Practice (describe):
Assessment Measures	Yes	No	If no, explain
Does the policy or practice have a disproportionately adverse impact on any designated group?
(if yes above) Does the policy or practice conform to human rights and employment laws?
(if yes above) Is it applied consistently to all personnel?
(if yes above) Is it valid (i.e., necessary for the safe and efficient operation of your business)?
(if yes above) Is accommodation possible?

Appendix 2H – Memorandum

To: All Employees

Date: [Date]

From: President/CEO

Subject: Results of the Employment Systems Review

[Organization’s name] has completed a review of our employment systems. The employment systems review helps ensure that our workplace is a fair and supportive environment for all employees and that it is inclusive of women, Aboriginal peoples, persons with disabilities and members of visible minorities in the areas of:

• recruitment, selection and hiring;
• training and development;
• promotion;
• retention and termination; and
• reasonable accommodation.

Employment barriers were identified and recommendations were made to remove them. This information will be compiled into [Organization’s name]’s employment equity plan and will include our goals and corresponding time frames, as well as the names of the managers responsible for ensuring that these employment equity goals are achieved.

We would like to thank all of you for participating in the process. As soon as the employment equity plan has been finalized, copies will be distributed and posted throughout the organization.

If you have any questions, please contact [Name of employment equity contact] by phone at [Phone number] or by e-mail at [E-mail address].

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Date Modified:

2012-02-27