ANNUAL REPORT ON
ANNUAL REPORT ON EMPLOYMENT EQUITY
TABLE OF CONTENTS
Introduction and Context
1. PROFILE OF RYERSON’S WORKFORCE ……………………….5
2. UNIVERSITY EMPLOYMENT EQUITY PLAN…………………….7
A. REPORT ON RFA HIRES IN 2005
B. COMMUNITY ENGAGEMENT AND SUPPORT TO ACADEMIC
3. PROGRESS INDICATORS……………………………………….17
4. UPDATE ON 2005 OBJECTIVES…………………………………29
5. PRIORITIES FOR 2006………………………………………….32
GLOSSARY OF TERMS
APPENDIX A: STATISTICAL GRAPHS
Introduction and Context
The Federal Contractors Program (FCP) was established in 1986 by the federal
government to ensure that organizations with which it did business were working to
achieve and maintain a fair and representative workforce. Organizations that employ 100
or more employees and who wish to bid on federal contracts of $200,000 or more are
required to commit themselves to developing and implementing employment equity as a
condition of their bid.
The Federal Contractors’ Program (FCP) sets out criteria for planning and implementing
an effective employment equity program. As a Federal Contractor, Ryerson University is
required to fulfill these criteria. The details in regard to what is involved and to
Ryerson’s actions to date in meeting the requirements are contained in Ryerson’s January
2005 Employment Equity Report. The federal criteria (Progress Indicators) are as
1. Communication of Employment Equity to Employees
2. Assignment of a Senior Official to be Responsible for Employment Equity
3. Collection and Maintenance of Workforce Information
4. Workforce Analysis
5. Employment Systems Review
6. Establishment of Goals
7. Development of an Employment Equity Plan
8. Adoption of Positive Policies and Reasonable Accommodation
9. Establishment of a Positive Work Environment
10. Adoption of Monitoring Procedures
In addition to the above, Ryerson is required to permit an on-site review of its progress
towards achieving a representative workforce by a Federal Labour Officer.
Fostering a diverse and equitable work environment is an ongoing process that occurs
across all areas of the University. The Human Resources Department through its
Employment Equity Unit is responsible for collecting and analyzing data necessary for
the University to assess progress, and for providing up-dates, advice and
recommendations on future initiatives and directions.
At the same time, responsibility for equity at Ryerson University is vested in many
people and spread out across roles as a means to ensure that it is integrated into the fabric
of all decision-making at the University. Each academic leader and administrative
manager is responsible and accountable for advancing equity in his/her respective
department/school. The President, Provost and Vice President, Administration and
Student Affairs are ultimately responsible for monitoring the progress and results
achieved in implementing employment equity at Ryerson University.
The January 2006 Employment Equity report focuses on three major areas:
• Review of University-wide profile
• Progress related to the employment equity plan for our faculty
• Focus on 2006 priorities for Employment Equity initiatives and programs
Executive Director, Human Resources
1. AN EMPLOYMENT EQUITY PROFILE OF RYERSON’S WORKFORCE
Ryerson’s overall commitment to equity has resulted in hiring success for women.
Women are fairly represented throughout the organization including in positions
of influence in the University. However, there is not an equal distribution of
female employees throughout the employee groups. Female employees are most
notably underrepresented in the CUPE M&T employee group where women
represent 13.25% of its workforce. Toronto has a census availability rate of
Members of visible minorities have been recruited successfully to Ryerson. There
appears to be an even distribution of members of visible minorities throughout the
employee groups, with the exception of Senior Administration. Visible minorities
represent 26.24% of Ryerson’s workforce. While this percentage is higher than
the 18.1% census availability rate for Ontario, it is lower than the 34.6% census
availability rate for the Toronto area.
Persons with disabilities represent 3.94% of Ryerson’s current workforce.
Ontario’s census availability rate is 5.5%.
Aboriginal Peoples represent 0.9% of Ryerson’s current workforce. Ontario’s
census availability rate is 1.4%.
A detailed analysis by designated group (women; members of visible minorities; people
with disabilities and Aboriginal Peoples) is included in Appendix A of this report.
The following chart represents the Employment Equity profile in respect of the four
designated groups at Ryerson.
DISTRIBUTION OF EMPLOYEES
Women Aboriginal Peoples Members of Persons with
Visible Minorities Disabilities
ACTUALS 770 14 406 61
* It should be noted that employees can be represented in more than one designated group.
The chart below summarizes the numerical break down of Ryerson’s career and tenure
stream labour force in the context of the five employee groups as of December 2005.
EMPLOYEE GROUP NUMBER OF EMPLOYEES
CUPE M&T 83
MANAGEMENT AND CONFIDENTIAL (MAC) 222
RYERSON FACULTY ASSOCIATION (RFA) 639
SENIOR EXECUTIVE 22
2. UNIVERSITY EMPLOYMENT EQUITY PLAN – REVIEW AND UP-DATE
The Board of Governors approved the University Employment Equity Plan in respect of
faculty in January 2004. The Plan includes the hiring of all faculty, professional
librarians and professional counsellors during the period from January 1, 2004 to
December 31, 2006.
The following 3 primary objectives were identified.
To increase representation of the four designated groups (women, visible
minorities, persons with disabilities and Aboriginal Persons) over the next 3
years by establishing specific hiring goals based on Census representation and
To ensure that appropriate mechanisms are in place to support our Academic
Leaders in their recruitment efforts.
To ensure that there are appropriate monitoring mechanisms in place that will
allow for review and revision of goals during the life of the Plan.
Progress of the Plan is evaluated annually. The Plan has now been in operation for two
To increase representation of the four designated groups (women, visible
minorities, persons with disabilities and Aboriginal persons) over the next 3 years
by establishing specific hiring goals based on Census representation and graduate
The tool to measure the progress in attaining the goals that have been set is the self-
identification survey process. Surveys are sent out to all employees requesting their
voluntary identification based on the legislated employment equity group definitions.
This information is compared to the Canadian census availability data to ascertain areas
where Ryerson needs to improve internal representation.
The Employment Equity Office, with the assistance of the Vice Provost Faculty Affairs
and our Academic leaders, continues to make aggressive efforts to ensure that faculty
members return the survey to the Employment Equity Office.
The current return rate for the Ryerson Faculty Association (including Tenure-stream
faculty, Librarians and Counsellors) is 94.99% and the response rate is 90.77%. Details
on the return rate can be found on page 30 of this report and on page 14 for new RFA
hires. In particular, the graphs on pages 30 and 31 of this report details the response and
return rate for the self-identification survey for each of the 5 employee groups.
A. REPORT ON RYERSON FACULTY ASSOCIATION HIRES IN 2005
2004-2006 Faculty Hiring Plan Goals Compared
to Actual Hires as of December 31, 2005
37 39 Original Goals for
30 Achieved as of
20 Dec. 31, 2005
10 2 1
Women Members of Persons with Aboriginal
Visible Disabilities Peoples
PROGRESS ACHIEVED BY EACH OF THE FOUR DESIGNATED GROUPS
With respect to the 2005 hiring, the following should be noted:
• The Faculty of Arts had the highest recruitment volume in 2005. In looking at the
distribution of faculty hiring in 2005, the Faculty of Arts hired 28 new Faculty.
This is followed by 13 hires in Community Services, 12 hires in the Faculty of
Communication and Design, 10 in Engineering and Applied Sciences and 9 in the
Faculty of Business.
• With one year remaining in the Plan, the Faculties have continued to either meet
or exceed hires for both female and visible minority hires. The greatest challenge
remains attracting Aboriginal candidates and persons with disabilities.
• In the first two years of the Plan the University has hired one RFA member who
has self-identified as being a member of the Aboriginal community. With one
year left in the Plan 6 more hires remain. Strategies to address Aboriginal hiring
are addressed in the 2nd objective on page 13 of this document.
• The University needs to formulate an overall strategy aimed at attracting and
retaining persons with disabilities. Such a strategy should be framed in the
context of our Accommodation Policy and current provincial legislation relating
to both Human Rights and Disability issues. It should also be balanced and co-
ordinated with other University efforts with such groups as the Ontarians with
Disabilities Act (ODA) Committee, the School of Disability Studies and the
Access Centre and must be done with the strong and visible support of the
APPROVED NUMBER GOALS GOALS PERCENTAGE OF
HIRES FOR OF HIRES SET FOR ACHIEVED GOALS ACHIEVED
2004-2006 IN 2004 2004 TO AS OF DEC. AS OF DEC. 31,
AND 2005 2006 31, 2005 2005
ARTS 49 38 23 17 73.9%
BUSINESS 28 16 8 7 87.5%
31 27 11 8 72.7%
17 19 1 0 0%
31 29 7 5 71.4%
OVERALL 156 129 50 37 76.0%
No goals set in this
department since there
LIBRARY 6 5 0 0 is an adequate
women in this area.
OVERALL 162 134 50 37 74.0%
* It should be noted that as Community Services is predominantly female and female representation is
not an issue, only one goal was set for a female hire in Occupational and Public Health (OPH). While
there were 15 female faculty members hired in 2004 and 2005, a female faculty member has not been
hired in the School where one goal was set OPH. There has been one person hired in OPH in 2004 and
• Gender data is collected through the P2K system and is not dependent upon self-
identification survey results. The following information is therefore reflective of
all of the hires that took place in 2005.
• There were a total of 72 faculty hires in 2005; 43 of these hires (or 59.72%) were
• This represents an increase from 2004 when there were a total of 57 faculty hires
and 23 or 41.9% of those new hires were female.
• With one year left in the Plan, the faculties have met 74% of the female goals that
have been set.
• The Faculty of Engineering and Applied Sciences has had the greatest challenges
in attracting female faculty. In the two years of the Plan, however, the Faculty
continues to meet the goals that they have set and continue to set new goals.
MEMBERS OF VISIBLE MINORITIES:
APPROVED NUMBER GOALS GOALS PERCENTAGE
HIRES FOR OF HIRES SET FOR ACHIEVED OF GOALS
FACULTY 2004-2006 IN 2004 2004 TO AS OF DEC. ACHIEVED AS
AND 2005 2006 31, 2005 OF DEC. 31,
ARTS 49 38 11 7 63.6%
BUSINESS 28 16 10 6 60.0%
31 27 5 3 60.0%
17 19 3 2 66.6%
AND APPLIED 31 29 7 6 85.7%
156 129 36 24 66.6%
LIBRARY 6 5 3 3 100%
OVERALL 162 134 39 27 69.23%
• The goals for visible minority hires increased last year from 34 to 39 hires during
the life of the Plan.
• To date, 27 goals (or 69.23%) of the revised goals have been achieved.
• Every Faculty continues to have at least one new Faculty member who has self-
identified as being a member of a visible minority group.
PERSONS WITH DISABILITIES
Goals Set for Goals Achieved as
2004 to 2006 of Dec. 31, 2005
• The University Employment Equity plan for RFA had a goal to hire 5 persons
with disabilities. 2 RFA hires have self-identified as being persons with
Goals Set for Goals Achieved as
2004 to 2006 of Dec. 31, 2005
Aboriginal Peoples 7 1
• The University Employment Equity plan established a goal of 7 Aboriginal
Peoples. One hire has self-identified as an Aboriginal.
Ryerson’s academic priorities includes student success and achievement both in-
program and post-graduation.
The current student population at Ryerson University is estimated to be comprised
of 55% women, 30% members of a visible minority group, 5% persons with
disabilities and 1% Aboriginal Peoples.*
As part of Ryerson’s commitment to student academic success and learning it is
integral that the diversity of the student population is reflected in Ryerson’s
faculty since students connection and interaction with the faculty is imperative to
Ongoing development of a diverse faculty will enhance the student experience,
develop a greater sense of community and foster a culture of inclusion among
Ryerson students and faculty.
* Statistics were accumulated from voluntary student responses on the Comprehensive Student Survey
2005, which was conducted by University Planning.
B. COMMUNITY ENGAGEMENT AND SUPPORT TO ACADEMIC LEADERS
The Employment Equity Office has taken are in place steps to ensure Academic
To ensure that appropriate mechanisms the following to support our that appropriate
support in their recruitment efforts.
Leadersis provided to Faculties:
While we continue to network with external groups and establish community
links to use as recruitment sources, it is clear based on census data that the pool
of available Aboriginal Peoples within the workforce is small. It will be a few
years before the graduate pool for most academic areas will be large enough to
begin to see a real difference in numbers. With respect to Aboriginal Peoples, a
broader based, long term strategy needs to be explored, one that will help
develop Ryerson’s reputation as a strong equity employer that would be
attractive to Aboriginal candidates. One simple step, for example, would be to
ensure that we continue posting our faculty positions using Aboriginal sources.
We want to convey the message that Ryerson is an equity employer that is
committed to recruiting and retaining Aboriginal candidates.
With respect to the recruitment of persons with disabilities, the Employment
Equity Office will continue to work with internal partners at Ryerson to develop
strategies to make Ryerson more accessible to persons with disabilities.
The Employment Equity Office continues its partnership in the recruitment and
selection training program for all new Instructor Appointments Committee
(IAC) and Departmental Academic Committee (DAC) members. Employment
Equity generated a great deal of discussion in most of the sessions. This
program continues to be revised and enhanced based on feedback from
The University continues to take important steps in addressing issues in the
workplace to foster a supportive environment in respect of recruitment and
retention of persons with disabilities. In February 2005, the Canadian
Paraplegic Association (CPA) conducted disability awareness training for
Human Resources staff.
To ensure that there are appropriate mechanisms in place that will allow for
review and revision of goals during the life of the Plan.
In collaboration with the Vice-Provost, Faculty Affairs, a process has been developed
that facilitates tracking of specific information related to the Hiring Plan, including:
The completion and return of self-identification surveys by new faculty
The tracking of achieved goals in comparison to the goals that were set in the
The tracking of actual hiring in comparison to the hiring projections that were
estimated at the beginning of this process.
Return and Response Rate Information for New RFA Hires
Total Number of New Faculty Hires in 2005: 72
Total Number of New Faculty that returned a self-identification survey: 60
Total Number of New Faculty that responded to the survey: 55
Overall Return Rate for New Faculty Hires: 83.33%
Response Rate: 76.39%
The following is a graphical representation of the original goals set in respect of the
RFA for 2004-2006 as well as the revised goals for Year 2 and Year 3 of the Plan.
Goals were revised based on several considerations:
1. The number of goals achieved within the first year of the Plan in the context
of the overall number of goals that had been set.
2. In some cases, the numbers of projected hires were increased, and the original
goals were adjusted accordingly.
3. If the goals that had originally been set had been met, and there were
additional hires anticipated in the remaining year of the Plan, new goals were
FACULTY HIRING PLAN ORIGINAL GOALS COMPARED TO
REVISED 2005 AND 2006 GOALS
20 Revised for 2005 and 2006
10 5 5 7 7
Women Members of Persons with Aboriginal
Visible Disabilities Peoples
The table below demonstrates the follow-up done with Faculty, Professional
Librarians and Professional Counsellors. The Employment Equity Office consulted
with all of the Deans with respect to the hires that took place in the previous year of
the Plan. The changes summarized below were either agreed to in terms of projected
hires or goals.
CHANGE IN #
FACULTY OF PROJECTED
PROGRESS CHANGE IN GOALS
22.73% of their projected 5 additional LTF Only change from original projections
hires have been achieved. hires over 2005 and was 5 LTF hires, and there is still
Of the 10 hires in 2004, 4 2006. progress to be made in terms of
ARTS were women and 1 self- achieving the goals that have been set.
identified as a member of No revision to goals for 2005 and
a visible minority. 2006.
30.43 % of their projected 5 projected new Goals were revised to reflect the
hires have been achieved. hires in 2005 and increase in projected hires. One goal
Of their 7 hires in 2004, 3 2006. was added for both the women and
BUSINESS were women, and 3 self- members of visible minorities’
identified as members of a categories.
Projected hires were 16 projected new Goals revised to reflect following over
reached in 2004. Both hires in 2005 and 3 year period:
projected hires and goals 2006. Female hires – increased from 5 to 11.
AND DESIGN were revised. Members of visible minorities –
increased from 4 to 5.
35.3% of their projected No change to No change to goals required in light of
hires have been achieved. hiring projections. progress made and in light of goals that
Of the 6 hires in 2004, 4 remain to be met.
COMMUNITY were women, 1 self-
SERVICES identified as a member of
a visible minority and 1
self-identified as a person
with a disability.
61.3% of their projected No change to 2 additional goals were added for
ENGINEERING hires have been achieved. hiring projections. women and 2 additional goals for
Of 19 hires, 6 were members of visible minorities as these
women, and 8 self- goals had already been met.
SCIENCES identified as members of a
83.33 % of their projected No change to 1 additional goal for a visible minority.
hires have been achieved. hiring projections. 1 hire left in remaining year of the
LIBRARIANS Of 5 hires in 2004, 3 were Plan.
women, 1 was Aboriginal
and 3 members of visible
COUNSELLORS No projected hiring over 3-year plan.
3. PROGRESS INDICATORS
Guidelines for our progress indicators are provided in the Federal Contractors Program (FCP) Criteria for
Implementation. These criteria provide contractors with a framework for planning and implementing an
effective employment equity plan. The specific criteria are outlined below.
For more information, please refer to “Federal Contractors Program – Criteria for Implementation” at the
following HRSDC web site:
Criterion 1: Communication of Employment Equity to Employees
FCP Requirements: Contractors can fulfill this criterion by communicating with employees, through the
Chief Executive Officer or President, by means of:
A corporate objective to achieve employment equity for the four designated groups (Women,
Aboriginal Peoples, persons with disabilities and members of visible minorities);
The measures the organization has undertaken or will undertake to develop an employment equity
program and meet the corporate objective;
Progress toward implementation of employment equity; and
Visible leadership and commitment through memos to staff, President and executive speeches etc.
Corporate commitment to achieving employment equity affirmed in revised Employment Equity
Policy, accessible through web site at:
Corporate commitment to achieving employment equity affirmed in University Employment
Equity Plan - RFA, receiving Board approval in January 2004. The Plan is accessible through the
CORPORATE Human Resources web site at: http://www.ryerson.ca/working/services/ee/rfa-employment-equity-
Corporate commitment to ensuring full accessibility within Ryerson’s workplace affirmed in
revised Accommodation Policy for Persons with Disabilities, accessible through web site at:
http://www.ryerson.ca/working/employees/policies/pdf/Acc_Policy%20Final.pdf and in the
University’s Accessibility Plan. The University’s current Plan, 2005-2006, is accessible on our
website at: http://www.ryerson.ca/vpasa/assets/Access-Plan-05-06.pdf.
Completion of second year of University Hiring Plan for RFA. Comprehensive review of progress
made and goals achieved; revision to hiring goals and to plan where appropriate.
Developed a 3-year strategic plan for the Employment Equity Program at Ryerson that is
integrated within our Human Resources Strategic Plan.
Development of annual reporting methodologies (including progress indicators) to the Board of
Governors that will ensure public accountability for employment equity program at Ryerson, and
provide for full reporting on measures taken and progress made.
EMPLOYMENT Consultation and implementation of the revised Employee with Disabilities Accommodation
EQUITY Policy and procedure.
MEASURES Educational events and communication strategies such as:
TAKEN - 2005 A letter from the Vice Provost Faculty Affairs communicating Ryerson’s commitment to, and
importance of, the employment equity program;
Assisting the Office of Discrimination and Harassment Prevention Services in the Positive
Space Campaign, the distribution of specific communication and educational materials (such
as the brochure from the Employment Equity Office and hiring and human rights-related
Presentations on accessibility issues for new Canadians and visible minorities Canadians with
disabilities to employment and services;
Employment Equity presentation at the Chairs/Directors and Senior Academic
Administration Orientation and Renewal Program;
Ongoing efforts to add and update the resource materials on the Human Resources
Employment Equity web-site;
Orientation Program for all new employees where commitment to employment equity is
communicated and reinforced. In addition, the Employment Equity Office has continued sending
a welcoming/introductory package to all new Ryerson employees that includes our Employment
Equity survey and brochure.
Regular updates by Executive Director, Human Resources at Senior Management meetings
(Academic Planning Group and Senior Directors).
Continued development of collaborative working relationships with employee and union groups to
address employment equity issues and to develop both short and long-term employment equity
Discussion with the Director of Student Services and Access Centre Coordinator on potential
support on Accommodation Issues
Coordinated and facilitated the Workplace assessments for employees who required
accommodation. Consulted Accommodation/Medical Referrals for Assessment on a trial basis
with Canadian Paraplegic Association (CPA), Canadian Council on Rehabilitation and Work
(CCRW) and Human Resource Consultants.
Start to implement the first phase of the 3-year strategic plan for the Employment Equity Program
Development of a Communication Strategy to engage the Ryerson community.
Develop a strategy for increasing awareness and knowledge of disability issues in the Ryerson
Community consistent with the ODA guidelines.
Study and incorporate the new Human Rights Policy on visible minorities into the University’s
appropriate policies and guidelines.
Continue to monitor and enhance the University Employment Equity Plan for RFA, with the
support and input of our academic leaders.
Continue to make concerted efforts to maintain the current high return rate to the Self-
Identification Survey and ensure that the University continues to meets its Federal Contractors’
Program legislative obligations.
Continue to develop and implement training strategies and initiatives that promote principles of
diversity, equity and fairness in the workplace.
Continue to build effective linkages with both internal and external resources (including our client
groups and our equity partners from within the Ryerson community) that will assist in the
enhancement and promotion of equity principles and practices within Ryerson.
Criterion 2: Assignment of a Senior Official to be Responsible for Employment
FCP Requirements: Contractors can fulfill this criterion by assigning a senior official to be responsible for
employment equity. It is important that the senior official given this responsibility be known and respected
throughout the organization, with sufficient authority and available resources (people and money) to effect
necessary changes. The responsibilities of the senior official are to:
Demonstrate the commitment among senior management to employment equity by visibly engaging
support from leadership;
Select staff members to comprise an Employment Equity Committee;
Encourage union representatives to participate; and
Ensure that the other 10 FCP Criteria for implementation are carried out with the assistance of the
*Accountabilities at the Executive and Senior Management level include the Board of Governors, the
Executive and Senior Management group (including the President, the Vice President Administration and
Student Affairs, the Provost and Vice President, Academic, the Vice Provost, Faculty Affairs and the Senior
Management group (including Deans and Senior Directors) and the Executive Director of H.R.
DEMONSTRATED Commitment to achievement of employment equity and to basic principles of equity,
COMMITMENT TO diversity and fairness are emphasized at a policy level.
EMPLOYMENT These principles and priorities to be consistently identified and supported from the highest
EQUITY level of the University. The University’s commitment, is for example, reinforced and
supported in our Strategic Plan for the EE Program, developed under the leadership of
Executive Director of Human Resources. In addition, there has been a significant number of
diverse faculty hires under the continued strong leadership of Dr. Michael Dewson.
In addition, accountabilities for University employment equity program continue to be
reinforced in University, Office of Discrimination and Harassment Prevention Services,
Human Resources and Employment Equity Office publications and communications
(including Ryerson HR Employment Equity web-site:
COMMUNICATIONS Communication through OPSEU Office regarding employment equity census questionnaire.
TO UNIONS AND Ongoing attendance and discussions with Unions and Union representatives, including the
EMPLOYEE Ryerson Faculty Association Equity Committee, CUPE Local 3904 and OPSEU.
GROUPS - 2005 Ongoing training and development on Access and Accommodation of applicants and
employees with disabilities in partnership with Canadian Paraplegic Association, (CPA).
Presentation to Ryerson’s Accessibility Planning Committee about the Employment Equity
Office’s Policies, Procedures and activities.
Direct communications to staff, including new employees, about the University’s
employment equity program, including the importance of returning the self-identification
IAC/DAC training and CUPE 233 Human Rights Training conducted by the Discrimination
and Harassment Prevention Office
Criterion 3: Collection and Maintenance of Workforce Information
FCP Requirements: This criterion requires collecting and recording the data for all employees and each of
the designated group members. The data includes: internal representation (stock data) collected through a
self-identification survey (a high response rate is required); hiring, promotions and terminations data (flow
data) to track progress over time; salary data, including top and bottom salary ranges.
NATIONAL NOC Codes continue to be reviewed and revised on an ongoing basis to ensure accuracy and
CODES (NOC) With release of 2001 *Census data a major revision was conducted to match the University’s
NOC codes in light of the revisions to the NOC code system.
(* 2006 is a new Census year.)
SELF- Current overall return rate of 95.15% for all full-time employees at Ryerson.
IDENTIFICATION Process established for ensuring that all new hires receive copy of self-identification survey and
SURVEY that reminders are sent out to employees who do not respond on a timed, regular basis.
PROCESS Communication via Human Resources Consultants to individual Departments including Campus
Planning, Food Services, Computing and Communication Services and Continuing Education
regarding employment equity census questionnaire.
Joint Communication from the Vice Provost Faculty Affairs and Manager, Employment Equity
in fall 2005 regarding employment equity census questionnaire to all RFA members who have
not returned the Employment Equity Self-Identification Survey, as well as to every new hire in
Changes continue to be made to both on-line and hard copy versions of the self-identification
survey to simplify and improve communication with employees.
DATA Data reporting protocol continue to guide and facilitate regular reporting to ensure compliance
REPORTING with Federal Contractors Program and to communicate progress on achieving employment equity
to the Ryerson community.
The Annual Report on Employment Equity 2004 presented to the Ryerson Board of Governors is
accessible through the Human Resources web site: http://www.ryerson.ca/working/services/ee.
Criterion 4: Workforce Analysis
FCP Requirements: This criterion requires analyzing the stock data generated in criterion 3. Developing a
narrative summary of the results and incorporating the data analysis and narrative summary into the
Employment Equity Plan (see criterion 7).
ANNUAL AND Reports, including annual reports and reports relating to the University Employment Equity
AD HOC Plan - RFA are made available and accessible on the Human Resources website at:
2005 Full set of compliance reports to be posted on website by Spring 2006.
In addition, ad hoc reports have been prepared to address both internal and external requests
EMPLOYMENT Completion of the second year of the University Employment Equity Plan – RFA. Joint
EQUITY PLAN Standing Committee on Employment Equity agreed to in current faculty collective agreement.
Developed a strategic plan for Employment Equity unit to encompass development of broader
employment equity plan and measures.
Criterion 5: Employment Systems Review
1. Analyzing the hiring, promotions and terminations data (flow data) generated in criterion 3, by comparing
internal data to external representation data and internal representation within each EEOG and/or NOC unit,
to determine any areas of disproportion.
2. Conducting an intensive review of all formal and informal employment systems, policies and practices. All
aspects of the employment system, including conditions of work and applications of benefits must be
considered. Collective Agreements must be included in the review.
3. Modifying any policies and practices that might discourage designated group members from applying for
employment, remaining employed with the organization or participating fully in organizational opportunities
4. Demonstrating that new policies and procedures are practiced at all levels of the organization where human
resources decisions are made.
A review and update has been conducted of the National Occupational Code (NOC)
DATA information as required in light of specific changes and additions to the NOC Code system.
REPORTING Full 2005 workforce analysis, including full set of 2005 compliance reports to be completed
and posted on web site by Spring 2006.
FORMAL AND Language agreed to in RFA’s new Collective Agreement that reflects agreement to work
INFORMAL jointly on employment equity initiatives.
REVIEWS Met with the RFA Equity Committee, which is a standing committee with elected members, to
update and explore issues to work together.
MODIFICATION Implementation of the Employment Equity Policy and made revisions on the structure of the
TO POLICIES AND Central Employment Equity Fund (CEAF) and its application form, and administered the
PRACTICES Employees with Disabilities Accommodation Policy and fund. Review of other policies and
practices that impact on employment systems and practices at Ryerson to be incorporated into
the 3-year Strategic Plan for the Employment Equity Office.
The ongoing efforts to maximize the return rate for the Self-Identification Survey has
incorporated various communication methods and strategies. In addition to the development
of customized brochures and communication materials, the Unit has modified its
communication practices to incorporate e-mail, web based and inter-office mail
The Employment Equity Office continued to work closely with Human Resources Consulting
Services and with the Academic community with respect to expanding recruitment
methodologies to include specific outreach sources for designated groups.
The Employment Equity Office was a key partner in the implementation of the recruitment
and selection training program for both faculty and instructor recruitment committees (IACs
DEMONSTRATING The Employment Equity Office continues to work closely with the Human Resources
THAT NEW Consulting Services Unit of the Human Resources Department to educate, inform and provide
POLICIES AND assistance to clients and to ensure that new policies and practices are being appropriately
PROCEDURES followed at all levels of the organization. In addition, the Executive Director of Human
ARE PRACTICED Resources communicates directly with fellow Senior Management representatives at Senior
AT ALL LEVELS Director and Academic Planning Group meetings.
OF THE Ongoing monitoring of employment equity-related issues as they impact on human resource
ORGANIZATION. policies, procedures and practices.
Criterion 6: Establishment of Goals
1. Establishing numerical goals to address any deficiencies identified in the workforce analysis (criterion 4) and
in the flow data analysis in the Employment Systems Review (criterion 5);
2. Establishing non-numerical (qualitative) goals to address any deficiencies in the Employment Systems
Review (criterion 5).
The completion of the second year of the University Employment Equity Plan - RFA. At the
end of the second year, goals were reviewed and modified to ensure progress continues to be
made in the final year of the Plan.
The three year Strategic Plan for Ryerson’s Employment Equity Program contains specific
objectives for each upcoming year.
The University remains strongly committed to issues of accessibility. The University’s second
ODA Report has been completed and is posted on the web site at:
http://www.ryerson.ca/vpasa/assets/Access-Plan-05-06.pdf. Included in the report are
accessibility plan results for 2004 and 2005, and accessibility plan priorities for 2006 and 2007.
To continue to work closely with the Vice Provost, Faculty Affairs and our Academic leaders to
enhance and refine the University Employment Equity Plan – RFA.
Participated in focus group for employers on employment challenges of persons who are blind
GOALS – PLANNED or visually impaired and another two focus groups on employment issues of persons with
INITIATIVES disabilities, a national level research project by the Canadian Council of Rehabilitation and
In addition, the Employment Equity Office’s annual report to the Board includes specific goals
and objectives for 2006.
Criterion 7: Development of an Employment Equity Plan
FCP Requirements: Note: Adoption of positive policies and reasonable accommodation (criterion 8) and
establishment of a positive work environment (criterion 9) must be considered during development of the
Employment Equity Plan. The objective of the Employment Equity Plan is to guide the organization toward
meeting its employment equity goals. It should contain a sequence of tasks and activities to be assigned to
individuals or units within the organization, scheduled according to a definite timetable. The plan should be
viewed as a working document, and as such be reviewed regularly. Changes to the plan should be made as needed
when a goal or activity needs to be altered. The Plan should form an integral part of the organization’s overall
operational planning process.
UPDATE - 2005 The completion of the second year of the University Employment Equity Plan – RFA. The
Plan has been revised to reflect goals that have been achieved in 2004 and 2005, as well as
changes in the number of projected hires for the remaining final year of the Plan.
Comprehensive 1996 Employment Systems Reviews for Faculty, CUPE and MAC employee
groups that continue to be reviewed and updated in light of progress and of both internal and
A major achievement for the Employment Equity Office in 2005 was the development of a
comprehensive Strategic Plan for the Employment Equity Unit and will be a major directive
for the year 2006.
Criterion 8: Adoption of Positive Policies and Reasonable Accommodation
FCP Requirements: Taking proactive measures within their organizations to accelerate the entry,
development and promotion of designated group members. The aim of these measures is to redress past
inequities and directly increase the representation of designated groups in the organization’s workforce.
Positive policies and reasonable accommodation may include activities such as special measures in recruitment,
training and skills upgrading for future promotion and assignments; general support measures such as day care
assistance or flexible working hours; special provisions for leave in order to accommodate the observance of
traditions of persons from different cultural and religious backgrounds; and implementation of “family-friendly”
policies to enable employees to better balance work-related and family responsibilities. Such policies address
such issues as maternity and paternity leave, childcare, day care and elder care.
POSITIVE Ryerson provides a wide range of benefits and services including comprehensive benefit and
POLICIES AND pension programs, and family-leave provisions.
INITIATIVES The Ryerson Early Learning Centre is the School of Early Childhood Education’s licensed
laboratory childcare facility. The Facility provides care to up to 57 children from ages nine
months to six years. Admission to the program is on a first-come, first-served basis with priority
reserved for Ryerson students, faculty and staff.
Functioned as a resource and consultant to students in topics such as Diversity, Workplace
Accommodation, hiring of designated group members, Employment Equity and other Equity
Four presentations to Ryerson Business Program students on Equity, Diversity and FCP issues.
Two presentations at George Brown College on Employment and access issues of persons with
disabilities. Also, participated in the George Brown College’s “A Tribute to Our Partners”.
Organized and facilitated people with disabilities training sessions on Disability Awareness and
Disability Management issues to Human Resources staff.
Presented on the panels of Equity and Diversity Awareness Luncheon Series at Ryerson, first on
Aboriginal Employees Issues and then on Employees with Disabilities. Employment Equity met
with the Ryerson Accessibility Planning Committee.
Comprehensive review of Accommodation Policy and Procedure, in collaboration with major
stakeholders in the Ryerson Community with respect to disability issues, including the Office of
Discrimination and Harassment Prevention Services, the Access Centre in the Student Services
Department, Human Resources Consulting Services and Environmental Health, Safety and
Completion and implementation of a University Employment Equity Plan - RFA that will take
the University forward until 2006, and includes specific hiring goals for each of the four
Completion of comprehensive recruitment and selection training program for all Departmental
Appointments Committee (DAC) and Instructor Appointments Committee (IAC) members.
RELIGIOUS The Ryerson Religious Accommodation Policy for the employees is in place to ensure workplace
ACCOMMODATION open mind and valuing diversity. This Policy is supplemented by the Religious Calendar that is
posted on the web by the Discrimination and Harassment Prevention Services for each year to
provide guidance to staff, students and faculty members of the University.
Met with the staff of Discrimination and Harassment Prevention Services periodically for
potential partnerships, sharing thoughts and filling in one another in order to make the University
a better place to work and learn.
REASONABLE As mentioned in the previous annual report to the Board, a review of the Accommodation Policy
ACCOMMODATION and procedure has been completed. As the next phase, the Employment Equity (EE) Unit has
been involved the overseeing its implementation in collaboration with a broad range of partners
within and outside Ryerson University, e.g. the Access Centre and Canadian Council of
Rehabilitation and Work (CCRW).
Following are some of the agencies with whom the EE Unit have discussions in terms of
developing an outreach program or sensitivity trainings: Strategic Employment Solution,
Canadian Council of Rehabilitation and Work, Inclusive Solutions.
Invited the Inclusion Network for a presentation of their service of connecting the Employers and
Aboriginal candidates with the HR Consultants, Discrimination and Harassment Prevention
Office and EE Unit.
Reviewed procedures for booking sign language interpreters with the Access Centre in order to
administer/coordinate ASL (American Sign Language) interpreters for events such as Committee
meetings, convocations and other Ryerson community events.
Arranged ASL interpreters for job applicants during their interviews.
Attended a seminar on caring for Elderly Family Members while employed.
The development of a training initiative in accordance with the 3-year Strategic Plan will be a
priority for 2006.
ONTARIANS WITH A copy of Ryerson’s 2005 Accessibility Plan can be accessed on our web site at:
DISABILITIES ACT www.ryerson.ca/vpasa/assets/Access-Plan-05-06.pdf.
Criterion 9: Establishment of a Positive Work Environment
FCP Requirements: Contractors can fulfill this criterion by creating a corporate environment that not only
encourages the introduction of new employees from designated groups, but also is conducive to the
movement of all employees from one occupational level in the organization to another. Permanent positive
policies and practices may include:
formal written policies on employment equity and non-harassment
an employee assistance program
exit interview procedures
multicultural events to promote the understanding of designated groups
HIGHLIGHTS OF Employment Equity and Persons with Disabilities and Religious Accommodation policies in effect
SOME ELEMENTS to ensure commitment to positive principles of equity, diversity and accessibility. Policies
OF POSITIVE accessible through Ryerson Human Resources web site at:
ENVIRONMENT Programs such as Watch and Walk, Wenda Self-Defense courses are held frequently for the women
AT RYERSON in Ryerson community at free of charge by the Centre, Environmental Health, Safety and Security
Management. The Organization and Employee Development Unit of HR also conduct free
workshops and seminars. Ergonomic Policy, assessments and provisions are available to those
staff and faculty members who need special consideration to foster a healthy working environment
Comprehensive benefit and pension plans that are available to employees from all employee groups
(see web-site at http://www.ryerson.ca/working/services/pb/ for more information).
Discrimination and Harassment Prevention Policy that is managed by the Office of Discrimination
and Harassment Prevention Services: http://www.ryerson.ca/equity/.
Human Resources web site continuously re-designed to ensure accessibility.
Organized workshops for increasing awareness of disability issues and management in Human
PLANNED Policy consistency with ODA guidelines. This includes the implementation of an education and
INITIATIVES training program that will ensure support and acceptance of persons with disabilities in the
2006 Ryerson workforce.
Establish communications strategy for the University that will educate and inform all members of
the Ryerson community on equity and diversity issues, and that has support and buy-in from senior
members of Union groups, employee groups and Senior Management. Encourage accountability
within these employee groups.
Criterion 10: Adoption of Monitoring Procedures
FCP Requirements: Contractors can fulfill this criterion by including in the organization’s Employment
Equity Plan, a plan to regularly monitor and evaluate the organization’s employment equity program, and retain
all relevant statistics and documentation. The description of the monitoring system should include:
The methods to be used to determine the organization’s status in meeting its employment equity goals
Time frame and methodology for periodically reviewing the statistical profile of the organizations’
workforce, communication of employment equity achievements or concerns, status of remedial
measures and the impact of new policies and practices; and
Identification of staff responsible for analyzing the results, initiating any subsequent actions or changes
in plans, and reporting progress to the organization’s Chief Executive Officer.
Annual reporting to the Ryerson Board of Governors on progress in meeting overall goals and
objectives of Employment Equity Program. Progress indicators established to measure progress
and ensure public accountability.
Annual reporting that includes workforce analysis consistent with the requirements of the
Federal Contractors’ Program.
Included in University Employment Equity Plan - RFA (2004-06) is a process that ensures
public accountability for monitoring attainment of goals and that includes process for revising
goals as appropriate.
Regular formal communications to the Academic Planning Group and Senior Directors’ group
on Employment Equity issues.
Ongoing updates and posting of information relating to Employment Equity progress on the
Human Resources web site.
This year, significant resources were given to recruit two professionals with the support of a
diverse representative hiring panel in order to replace the vacancies as well as to implement the
Strategic Plan of the Employment Equity Program in the coming years.
Responsibility for analysis of results and for reporting on progress in meeting employment
equity goals and objectives rests with the Employment Equity Office, through the Executive
Director of Human Resources.
4. UPDATE ON 2005 OBJECTIVES
An external Employment Equity consultant was retained for the purposes of
conducting a strategic planning process. The Consultant utilized a consultative
approach that involved focus groups and personal interviews with key
stakeholders in the Ryerson community. The process culminated in a report that
outlined a 3-year strategic plan for the Ryerson community.
The strategic plan strengthens the University’s commitment to equity and
Reinforcing the importance of programs and activities aimed at
identifying and removing barriers within the workplace. Two primary
- The recommendation for a comprehensive employment systems
review process; and
- The preparation of an Administrative Hiring Plan.
These two key initiatives would assist us in the development of a broad
community-based University Employment Equity Plan;
Exploring more effective ways of communicating with the Ryerson
community. The goals of the three-year strategic plan are to enhance the
visibility of Ryerson’s Employment Equity Program, by ensuring that
employment equity becomes an inherent principle within our Community
through supportive and visible leadership from Senior Management. It also
includes the understanding that the principles associated with employment
equity are core values that must be encouraged by all.
In 2005, the Employment Equity Office also completed a comprehensive
Workforce Analysis of Ryerson’s staff and faculty, which involved reconciling
data from the various systems to prepare compliance reports. We continue to
refine our reporting protocols to ensure that the University remains in compliance
with the evolving requirements of the Federal Contractors Program.
The Employment Equity Office has developed intensive communication protocols
to improve and maintain the return rate and response rate for the University Self-
Identification survey. Protocols included concentrated tracking and written
follow-up. In many cases communications involved a coordinated effort with
Employee Groups, the relevant managers and/or supervisors, and the Human
As shown below, the thorough communication protocols resulted in excellent
survey return rates in each employee group. CUPE M&T (Canadian Union of
Public Employees, Maintenance and Trades) and MAC (Management,
Administrative and Confidential Group) have the highest rates of return at 98.80%
and 98.20% respectively, followed by RFAi (Ryerson Faculty Association),
OPSEU (Ontario Public Service Employees Union) and the Senior Executive.
Based on all employee groups, Ryerson’s overall survey rate of return percentage
was 95.15%. This surpasses the 2005 target return rate of 90% that was set in the
2004 Employment Equity Report. The return rate is the number of surveys
actually returned. The response rate indicates the number of surveys that were
returned and completed. Since surveys are voluntary, an employee has the option
to return an uncompleted survey. The actual response rate, based on the number
of surveys completed, was lower at 87.59%.
ACTUAL PERCENTAGE ACTUAL PERCENTAGE
CUPE M&T 83 82 98.80% 57 68.67%
MAC 222 218 98.20% 206 92.79%
OPSEU 581 544 93.63% 491 84.51%
RFA 639 607 94.99% 580 90.77%
SR. EXEC. 22 21 95.45% 21 95.45%
TOTAL 1547 1472 95.15% 1355 87.59%
Survey Return Rate by Employee Group
CUPE M&T MAC OPSEU RFA TOTAL
Return Rate 98.80% 98.20% 93.63% 94.99% 95.45% 95.15%
This graphically represents the rate of return of the university self-identification surveys by
employee group and overall total university results.
Survey Response Rate by Employee Group
MAC OPSEU RFA TOTAL
Response Rate 68.67% 92.79% 84.51% 90.77% 95.45% 87.59%
This graphically represents the response rate of the university self-identification surveys by
employee group and overall total university results.
5. PRIORITIES FOR 2006
A. University Employment Equity Plan - RFA
• Continue to work closely with the Vice Provost, Faculty Affairs and our
Academic leaders to monitor and enhance the University Employment Equity
• Work more closely with Departmental Appointment Committee (DAC)
Committees to develop a deeper understanding of and an appreciation for the
equity issues they will face and to be in a better position to develop creative
strategies that aim at increasing the attraction and retention of designated group
• Provide consultation and support to Departmental Appointment Committee
(DAC) and Instructor Appointment Committee (IAC) members, as requested.
Work closely with the Human Resources Consultants to provide support in terms
of recruitment and selection methodologies.
• Continue to enhance our faculty outreach program and establish close linkages
with internal and external resources.
B. University Employment Equity Priorities
• Integrate the recommendations from the Employment Equity Strategic Plan into
the Human Resources 3-year Plan.
• Develop an Employment Equity communications strategy that will incorporate
both general and specific communications to bring greater recognition and
understanding of Employment Equity program objectives and undertakings.
• Identify strategies aimed at facilitating the provision of programs and services for
managers and supervisors to promote the hiring, promotion, retention and
supportive treatment of designated group employees, build partnerships with
management, unions and others and to develop and deliver training vehicles to all
levels of the organization.
• The development of both general sensitivity training and specific training related
to recruitment, interviewing and managing diversity.
• Develop a service model to address accommodation and outreach requirement
needs. Analyze current and ideal levels of utilization of outreach and
accommodation services and efficiency and sustainability of various service
GLOSSARY OF TERMS
AVAILABILITY RATE – refers to statistical data indicating the availability of a designated
group with the workforce. Statistics can be presented based on National, Provincial and
Census Metropolitan Areas (CMA). All statistics are based on 2001 Census of Canada
CCRW – Canadian Council on Rehabilitation and Work
CEAF – Central Employment Accommodation Fund; reimburses employment
accommodation expenses incurred by Ryerson departments. Departments are responsible
for accommodation expenses up to a maximum of $500.00 per employee, per year.
Eligible expenses over this amount are funded through the CEAF.
CPA – Canadian Paraplegic Association
CUPE M&T – Canadian Union of Public Employees, Maintenance and Trades
DAC – Departmental Academic Committee
EEOG - Employment Equity Occupational Groups (outlined by Statistics Canada)
FCP - Federal Contractors’ Program applies to provincially regulated employers, such as
Ryerson University, with 100 or more employees that bid on or receive federal
government contracts valued at $200,000 or more. As a condition for bidding on large
federal contracts, such contractors are required to certify in writing their commitment to
FTCE – Full-Time Career Employee
IAC-Instructor Appointments Committee
MAC – Management, Administrative and Confidential Group
NOC CODE- National Occupational Classification code. The NOC is a classification
system of occupations in Canada. It describes the duties, skills, aptitudes and work
settings typical of jobs in the Canadian labour market.
ODA – Ontarians with Disabilities Act, 2001. The purpose of the ODA is to improve
opportunities for people with disabilities and to provide for their involvement in the
identification, removal and prevention of barriers to their full participation in the life of
the province. Colleges and Universities are required to prepare annual accessibility plans
developed in consultation with people with disabilities and made available to the public.
OPSEU – Ontario Public Service Employees Union
RETURN RATE - the number of surveys actually returned. Since completing a self-
identification survey is voluntary, an employee has the option to return an uncompleted
survey to Human Resources.
RESPONSE RATE - the number of self-identification surveys that were not only returned
to Human Resources but were also completed.
RFA – Ryerson Faculty Association, which is comprised of Faculty, Professional
Librarians and Professional Counsellors.
SELF-IDENTIFICATION SURVEY - a survey of all employees in Ryerson’s workforce for
the purpose of identifying the internal composition of the designated groups.
RYERSON’S WORKFORCE PROFILE
The Ryerson community continues to have a strong representation of women in
the overall workforce.
Women currently represent 49.77% of Ryerson’s entire workforce, which is
slightly above the availability rate of 47.7% for Ontario and 48.0% for Toronto.
The majority of women who work at Ryerson work in the OPSEU or RFA
employee groups. These are the two largest employee groups within Ryerson and
account for 79.23% of all female employees at Ryerson University.
CUPE M&T has the lowest numbers of female employees with 1.43% of all
women at Ryerson working in CUPE representing 13.25% of all CUPE
50% of all employees in the Senior Executive employee group are women.
Similarly, though only 17.92% of all women working at Ryerson work in the
MAC employee group, within this employee group women represent 62.16% of
the MAC workforce.
The following graph and chart indicates the percentage of women in each employee
group as a percentage of all women working within Ryerson University.
34.68% 1.43% 1.43%
CUPE M&T MAC OPSEU RFA Sr. Exec.
WOMEN MAC OPSEU RFA TOTAL
ACTUAL 11 138 343 267 11 770
PERCENTAGE 1.43% 17.92% 44.55% 34.68% 1.43%
Ryerson has a low statistical representation of Aboriginal Peoples within its
Aboriginal Peoples currently represent 0.90% of Ryerson’s entire workforce.
External workforce data available from the Canadian census indicates an
availability rate of 1.4% exists in Ontario. This means for Ryerson to match the
census availability rate, 22 Aboriginal Peoples need to be employed at Ryerson.
The current employee figures show that 14 Aboriginal Peoples have self-
Based this data (not accounting for those who choose to not self identify),
Ryerson would need to hire 8 Aboriginal Peoples to reach a 1.4% representation
in its workforce.
Overall the representation of Aboriginal Peoples in Ryerson’s workforce is
highest in CUPE, OPSEU and RFA.
CUPE has 4.82% of its workforce self identified as being Aboriginal, which is
well above the availability rate of 0.4% for the Toronto area.
The two largest workforces OPSEU and RFA, have, respectively, 0.86% and
0.63% of its workforce self-identifying as Aboriginal, both lower than the
The Senior Executive group, which has the smallest proportion of Ryerson
employees, currently has no representation of Aboriginal Peoples.
The following graph and chart indicates the percentage of Aboriginal Peoples in each employee
group as a percentage of all Aboriginal Peoples working within Ryerson University.
CUPE M&T MAC OPSEU RFA Sr. Admin.
ABORIGINAL CUPE SENIOR
MAC OPSEU RFA TOTAL
PEOPLES M&T EXEC.
Actual 4 1 5 4 0 14
PERCENTAGE 28.57% 7.14% 35.71% 28.57% 0.00%
MEMBERS OF VISIBLE MINORITIES
Ryerson has 26.24% self-identified employees who are members of visible
minorities within its entire workforce; while higher than the 18.1% availability
rate for Ontario it is lower than the 34.6% availability rate for the Toronto area.
RFA has the highest proportion of members of visible minorities within Ryerson’s
labour force at 41.63%. This is significantly higher than both the Ontario and
Toronto area availability rates. Success in this area can be attributed to the
implementation of equity hiring practices.
Members of visible minorities reflect 26.45% of the total RFA labour force,
which is consistent with the Ontario availability rate of 18.1% and well above the
12.6% availability rate for Canada.
These figures show that the ongoing hiring, retention and promotion practices,
used by the RFA group, has produced results. Monitoring will ensure that these
The next largest employee group OPSEU, has the second highest representation
of members of visible minorities. 39.41% of visible minorities who work at
Ryerson work in this employee group.
OPSEU has 27.54% of its workforce self-identifying as members of visible
minorities while MAC and CUPE have respectively 24.77% and 26.50%. These
figures are consistent with the Ontario availability rate but are significantly below
the Toronto availability rate.
The Senior Executive group, which has the smallest proportion of Ryerson
employees, has no representation of members of visible minorities.
The following graph and chart indicates the percentage of Members of Visible Minorities in each
employee group as a percentage of all Members of Visible Minorities working within Ryerson
Members of Visible Minorities
0.00% 5.42% 13.55%
CUPE M&T MAC OPSEU RFA Sr. Exec.
VISIBLE MAC OPSEU RFA TOTAL
ACTUAL 22 55 160 169 0 406
PERCENTAGE 5.42% 13.55% 39.41% 41.63% 0.00%
PERSONS WITH DISABILITIES
Persons with disabilities represent 3.94% of Ryerson’s current workforce, which
is below Ontario’s availability rate of 5.5%.
When these percentages are translated into actual workforce figures (or “people
numbers”), Ryerson would need to have 85 employees self identify as having a
disability, in order to be consistent with Ontario’s availability rate.
The current employee figures show that 61 people with disabilities work at
Ryerson and based on this data, Ryerson would need to hire an additional 24
persons with disabilities into the Ryerson workforce to achieve the 5.5%
When compared to Ryerson’s entire workforce, the RFA group has the highest
percentage of persons with disabilities working within its group.
Within the RFA group persons with disabilities represent only 3.91% of the 639
individuals working in RFA.
OPSEU has the second highest percentage of self-identified persons with
disabilities working at Ryerson but persons with disabilities comprise only 3.10%
of the OPSEU workforce.
The third largest employee group, MAC, has a 5.86% representation of persons
with disabilities, which is on par with the availability rate.
Both CUPE and Senior Administration have a solid representation of persons with
disabilities at 4.82% and 4.54% within their employee groups. These two groups
comprise only 6.79% of Ryerson’s entire workforce and persons with disabilities
are fairly represented within these two employee groups.
Continued attention and monitoring of Ryerson’s workforce will ensure that
Ryerson not only attracts but also maintains its diverse representation.
The following graph and chart indicates the percentage of Persons with Disabilities in each
employee group as a percentage of all Persons with Disabilities working within Ryerson
Persons with Disabilities
1.64% 6.56% 21.31%
CUPE M&T MAC OPSEU RFA Sr. Exec.
WITH MAC OPSEU RFA TOTAL
ACTUAL 4 13 18 25 1 61
PERCENTAGE 6.56% 21.31% 29.51% 40.98% 1.64%
The following graph compares the distribution of the four designated groups
within each employee group.
PERCENTAGE OF DESIGNATED GROUPS WITHIN
EACH OF THE FIVE EMPLOYEE GROUPS
Women Aboriginal People Members of Visible Persons with Disabilities
CUPE M&T MAC OPSEU RFA Sr. Exec. Ryerson
CUPE SENIOR RYERSON
EMPLOYEE GROUP MAC OPSEU RFA
M&T EXEC. TOTAL
TOTAL EMPLOYEES IN EACH
83 222 581 639 22 1547
WOMEN 11 13.25% 138 62.16% 343 59.04% 267 41.78% 11 50.00% 770 49.77%
ABORIGINAL PEOPLES 4 4.82% 1 0.45% 5 0.86% 4 0.63% 0 0.00% 14 0.90%
MEMBERS OF VISIBLE MINORITIES 22 26.51% 55 24.77% 160 27.54% 169 26.45% 0 0.00% 406 26.24%
PERSONS WITH DISABILITIES 4 4.82% 13 5.86% 18 3.10% 25 3.91% 1 4.55% 61 3.94%
Change in Representation of Female Tenure Stream
Faculty From 2003-2005
Arts Business C& D Comm.S. Eng.
2003 2004 2005
Total Total Total
IN: Actual Percentage Actual Percentage Actual Percentage
Employees Employees Employees
ARTS 38 100 38.00% 40 104 38.46% 54 118 45.76%
BUSINESS 27 80 33.75% 26 83 31.33% 30 84 35.71%
C& D 44 76 57.89% 39 86 45.35% 43 93 46.24%
COMM.S. 54 80 67.50% 54 78 69.23% 66 88 75.00%
ENG. 29 173 16.76% 33 177 18.64% 36 175 20.57%
Change in Representation of Visible Minority Tenure
Stream Faculty From 2003-2005
Arts Business C& D Comm.S. Eng.
MEMB. 2003 2004 2005
OF VM Total Total Total
Actual Percentage Actual Percentage Actual Percentage
IN: Employees Employees Employees
ARTS 11 100 11.00% 10 104 9.62% 19 118 16.10%
BUSINESS 21 80 26.25% 24 83 28.92% 24 84 28.57%
C& D 2 76 2.63% 6 86 6.98% 7 93 7.53%
COMM.S. 9 80 11.25% 7 78 8.97% 12 88 13.64%
ENG. 80 173 46.24% 81 177 45.76% 90 175 51.43%
* CHANGE IN REPRESENTATION FOR PERSONS WITH DISABILITIES AND ABORIGINALS
PERSONS HAS BEEN INSIGNIFICANT AND THUS NO GRAPHS ARE SUPPLIED.