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On May 8, the university’s fifth annual Employment Equity Forum gathered over 50 ����91���︣�����߹ۿ�’s staff members to discuss and collaborate on fostering a workplace culture that welcomes and celebrates diversity and inclusion. During the meeting, forum members engaged in meaningful discussions, assessing the university’s progress on its 2024–25 Employment Equity Plan (EEP) and offering valuable feedback to refine the draft plan for the next year.

The EEP is a key component of ����91���︣�����߹ۿ�’s commitment to employment equity, which strives to ensure that everyone has a fair chance in the areas of recruitment, hiring, remuneration, promotion, and training. It also supports the university’s adherence to government requirements for employment equity, inclusivity, and diversity.

“We need an Employment Equity Plan because equity never just happens on its own,” said Stephanie Simpson, Vice-Principal (Culture, Equity, and Inclusion). “It requires deliberate action, and it requires the efforts of people like those who are in this room.”
 

Employment Equity Plan development and progress

Last year, efforts by the campus community resulted in notable progress toward its EEP goals, with 19 goals completed of the 23 set out in May 2024. Those goals span three main areas—recruitment, retention, and professional development—and include a range of activities, from improvements to hiring practices and resource creation, to development of training modules.

Each year, an EEP is developed and updated by the Faculty and Staff, Recruitment, Retention, and Support (FSRRS), with contributions from members of the forum. The FSRRS is a sub-council of the University Council on Racism and Equity (UCARE), which includes members from Human Rights and Equity Office, the Office of the Vice-Principal (Culture, Equity, and Inclusion), the offices of the Principal and the Provost, and Human Resources.

“As we know, employment equity is not just about who we hire. It’s also about how we support, engage, and retain colleagues once they’re here,” says Nick Mosey, Chief of Staff and Special Advisor, Office of the Principal. “True equity means creating an environment where individuals from equity-deserving groups not only feel welcomed, but also see real opportunities to grow, lead, and belong. We must foster a culture that values wellbeing and care, creates space for ongoing development, and recognizes the unique needs and contributions of our diverse community.”
 

The 2025 Employment Equity Forum

This year’s forum included several activities, including speakers, a panel discussion, and working sessions, during which members discussed how to reach the remaining 2024/25 goals that are still in progress, and discussed the new goals drafted for 2025/26.

Vice-Principal Simpson opened the forum by sharing some of her early experiences as a student, her time as a human rights advisor at ����91���︣�����߹ۿ�’s, and her current role as an administrator. She recounted examples of hardships, systemic barriers, and mistreatment faced by equity-deserving campus community members, including those based on gender, disability, racism, and other factors. She emphasized that while progress continues, the university community must always re-affirm its plans for genuine, sustained change.

“This work is not just about meeting a legal standard but about living up to the values we have committed to as a university,” says Simpson. “Our vision of becoming a truly inclusive and equitable institution is outlined in the ����91���︣�����߹ۿ�’s Strategy, which is an important tool to leverage. These are not just words, they are a commitment.”

During the event’s panel discussion, panelists were asked what it means to lead through the lens of equity.

“For me, it is helping to redefine what leadership is and actually acknowledging people's lived experiences, their cultural knowledge, and the different leadership styles that are out there,” said Lisa Maracle, Associate Vice-Principal (Indigenous Initiatives). “All the way from what is the textbook definition to what, historically, leadership has been—top down—and how can we shake that up a bit.”

Associate Vice-Principal (Human Resources) Lisa Walsh added: “If we accept as a basic proposition, that one of our greatest opportunities for change is through the people that we hire in this institution, and the experiences that we bring, what we do to get them in the doors is critical.”

Learn more about employment equity at ����91���︣�����߹ۿ�’s.