Actual results on workplace wellness and diversity | Royal Canadian Mounted Police

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Royal Canadian Mounted Police 2019-20 Actual results

Expected outcome:

A healthy and inclusive workplace that values equality and diversity and is free from harassment and discrimination

2019-20 Actual results
Performance indicators	Target ^{Footnote 1}	2017-18 Actual results	2018-19 Actual results	2019-20 Actual results
Percentage of employees who agree the RCMP treats them with respect	Target to be set in 2020-21	68%	76%	77%
Percentage of employees who agree individuals in their work unit treat each other with respect	Target to be set in 2020-21	77%	79%	79%
Percentage of employees who would describe their workplace as being psychologically healthy	Target to be set in 2020-21	47%	53%	53%
Percentage of employees who respond that they have been the victim of harassment on the job	Target to be set in 2020-21	26% ^{Footnote 2}	20% ^{Footnote 3}	18% ^{Footnote 3}
Percentage of employees who are satisfied with how matters related to harassment are resolved	Target to be set in 2020-21	37% ^{Footnote 2}	43% ^{Footnote 3}	44% ^{Footnote 3}
Percentage of employees who respond that they have been the victim of discrimination on the job	Target to be set in 2020-21	13% ^{Footnote 2}	10% ^{Footnote 3}	10% ^{Footnote 3}
Percentage of employees who are satisfied with how matters related to discrimination are resolved	Target to be set in 2020-21	45% ^{Footnote 2}	49% ^{Footnote 3}	49% ^{Footnote 3}
Percentage of Canadians surveyed who agree they have trust and confidence in the RCMP ^{Footnote 4}	Target to be set in 2020-21	74%	74%	69%
Percentage of policing partners and stakeholders who agree that they have trust and confidence in the RCMP ^{Footnote 5}	Target to be set in 2020-21	84%	86%	84%
Percentage of policing partners and stakeholders who agree that the RCMP is an accountable organization ^{Footnote 6}	Target to be set in 2020-21	76%	77%	75%
Table 1 Notes Table 1 Note 1 Workplace Wellness targets are currently under review to ensure alignment with the RCMP's Vision 150 strategy. Return to table 1 note 1 referrer Table 1 Note 2 Results from questions related to harassment and discrimination under the 2017-18 employee survey spanned 24 months. Return to table 1 note 2 referrer Table 1 Note 3 Results from questions related to harassment and discrimination under the 2018-19 and 2019-20 employee surveys spanned each respective 12-month period. Return to table 1 note 3 referrer Table 1 Note 4 Rationale: As demonstrated through recent media coverage of workplace issues in the RCMP, Canadians expect the RCMP to be a modern police force, which includes embracing modern workplace values and practices. This indicator can therefore provide insight into the RCMP's efforts to modernize its workplace by measuring the general attitude of Canadians towards the organization over time. Return to table 1 note 4 referrer Table 1 Note 5 Rationale: This indicator provides insight into how the perception of policing partners and stakeholders on the health and wellness of the RCMP's workplace might influence their level of confidence that it can deliver on its commitments. The assumption here is that unchecked workplace issues can negatively impact a number of factors in an organization, including its effectiveness, credibility, and reliability. Return to table 1 note 5 referrer Table 1 Note 6 Rationale: This indicator is representative of the degree to which the RCMP's stakeholders consider the organization takes the appropriate steps to ensure it conducts its operations with integrity, respect, transparency, and honesty. Changes to this indicator are reflective of how the RCMP is meeting public demands for cultural change and improvements to its practices from many different sources. Return to table 1 note 6 referrer

Date modified:: 2020-12-07