Hiring workers from equity-deserving communities isn’t the end of your organizational equity journey – it’s the beginning. Take an attitude of on-going learning as you welcome workers with identities that your organization may have never welcomed before. As previously mentioned, employment equity opens up all kinds of organizational discussion opportunities that are likely to improve your organizational policies and processes.

While considering logistical issues such as welcoming workers that may live outside your jurisdiction for remote work and providing time off for days of significance outside Judeo-Christian holidays, don’t forget about fostering an inclusive organizational culture. When compared to policies and processes, culture can be more difficult to define and shift. Be persistent and remember that true cultural change (both inside and outside of organizations) requires an open exploration of the nuances and subtleties of systemic discrimination, and frank discussions about unconscious bias, privilege, mentorship, allyship, sponsorship, and more. Viewed as an opportunity rather than an obligation, employment equity opens the door to build organizational empathy, capacity, and better serve our diverse communities in Canada.

Finally, don’t forget that improving employment equity is a marathon, not a sprint. Take the time you need to build relationships, gather data and knowledge, and take an attitude of ongoing learning. The B.C. Human Rights Tribunal offers a Recipe for Employment Equity Success, featuring four ingredients to nourish and support organizations as they embark upon their employment equity journeys. We’ve included their recipe below for your reference.

• Set (or renew) your intention to improve equity in your workplace and communicate your commitments to your staff
• Leaders at all levels of your organization should champion and model a commitment to advancing equity by demonstrating an openness to new ideas and feedback, sharing reflections on equity and how their perspectives have changed over time, making equity a priority for their teams, and committing resources to achieving clear goals.
• Anticipate some resistance to change and have a plan to address it. Visit the Canadian Centre for Diversity and Inclusion for more on how to manage fear and resistance.
• Understand your current state.
• Identify any policies, processes, and plans you currently have related to anti-discrimination and equity in the workplace and evaluate their effectiveness.

• Invite staff participation from the beginning, especially from marginalized groups, to identify challenges and opportunities for growth within your organization.
• Consider the perspectives of employees across all levels of your organization, including frontline workers.
• Co-develop your employment equity plan and policies with your staff.
• Ensure staff are able to collaborate during paid time.

• Establish structures responsible for advancing equity and ensure they have the power and authority to make key decisions.
• This might look like diversity committees, taskforces, or staff positions, or it could be as simple as setting up regular conversations about employment equity with all staff.
• Regularly assess the state of equity in your organization and measure progress toward your goals.

• Remember that building our collective knowledge of employment equity is a continual process.
• Provide your workers with access to practical and conceptual educational resources based on the needs of your organization.