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Workforce Diversity

“The City of Saskatoon's workforce represents the diversity of Saskatoon's population” is a long-term target. The target measures the percentage of City of Saskatoon employees for four equity groups: Women, Aboriginal People, Persons with a Disability, and Visible Minorities.

How are we doing?

In 2016, the City of Saskatoon continued to have a gap in employment for all equity groups relative to the 2015 Saskatchewan Human Rights Commission (SHRC) goals. In comparison to 2015 performance, minor improvements occurred in representation of Persons with a Disability and Visible Minority equity groups; however, a small decline was present in the representation of Women and Aboriginal groups.

Data Table
Employment Equity Group Representation
  Women Aboriginal People Persons with a Disability Visible Minorities
2011 Saskatoon Population Aged 15-74 (%) 50.9 8.8 7.6 12.3
2015 SHRC Goals (%) 46.0 14.0 12.4 11.0
2015 City Employees (%) 39.0 8.6 2.9 9.6
2016 City Employees (%) 38.0 7.2 3.8 10.6


Description

The workforce diversity target measures the percentage of City of Saskatoon employees in four equity groups: Women, Aboriginal People, Persons with a Disability, and Visible Minorities. The City’s numbers do not include fire, police association, library, or exempt staff from boards.

The City of Saskatoon is a partner with the Saskatchewan Human Rights Commission (SHRC) which updated their employment equity group goals in December 2014. The workforce diversity target measures our success in our long term strategy “to offer an inclusive workplace that embraces diverse backgrounds” under our Strategic Goal: A Culture of Continuous Improvement.  The diversity of the workforce is measured annually at the peak employment season (July 31) through a voluntary self-declaration form completed by employees at the beginning of their employment.  

What do we need to do to achieve this target?
  • Maintain a dedicated person to manage the diversity and inclusion programs and policies.
  • Maintain a dedicated person to manage Aboriginal affairs and build relationships with Aboriginal communities.
  • Increase training opportunities for employees at all levels of the organization to increase intercultural skills and understanding of persons with a disability. 
  • Invest in measurement tools such as the Inter-developmental Inventory and the Employee Engagement Survey.
  • Improve work environment to increase accessibility for people with disabilities.

What are the benefits of achieving the target?

Working towards recruitment strategies that reach a wider representation of the population, ensures there is a larger labour pool to draw talent from.  This larger talent pool will result in employees having a wider range of education backgrounds, skills, and experiences which contributes to better problem solving and innovative solutions.  A workforce that is reflective of the community we serve also contributes to better customer service for our diverse citizens, such as being able to communicate in different languages and having a better understanding of the needs of citizens.  

What are the risks?
  • Using the SHRC goals as the only measure of success has some shortcomings: 
    • Goals were last changed in 2013, based on the 2011 Statistics Canada census survey; they are not specific to Saskatoon’s population Stats Canada notes that “the Aboriginal people may be underrepresented in census surveys.” 
    • SHRC goals are population numbers for ages 15 to 74 which may not reflect those working or whom want to work.
    • SHRC goals specify women in under-represented occupations but do not consider types of jobs for other equity groups.
    • Measuring only the four equity groups as defined by the SHRC does not allow for other types of equity groups that may be underrepresented or discriminated against in the workforce such as LGBTQ2 community. 
    • The current performance measure only measures the diversity of the workforce, not how inclusive it is.  An inclusive workforce leverages the diversity of its employees to create a fair, equitable, healthy and high performing organization.
  • The current performance measure relies on voluntary self-reported information. As a result, our data may appear lower if people choose not to self-identify or if their situation changes over time (e.g. some people choose not to self-declare to their employer that they have a disability or acquire a disability while employed).
  • Competition is strong from other organizations recruiting talented employees to meet diversity targets or other employment objectives.
  • Turnover rates will impact the ability to achieve some SHRC goals within ten years.

 

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