integrated human rights maturity model. 2 context/background canadian human rights commission...
Post on 22-Dec-2015
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2
Context/Background
Canadian Human Rights Commission programs: Knowledge Management and
Dissemination Discrimination Prevention Dispute Resolution
One component of the Discrimination Prevention Program is to help employers prevent discrimination in the workplace
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Context/Background
We negotiate and enter into agreements with organizations to assist them in reducing discrimination in workplaces or service delivery areas
These agreements require significant resources to deliver
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Context/Background
A set of human rights standards for workplaces may help employers prevent discrimination in the workplace without the need for significant resources
A human rights maturity model will be a set of standards for organizations to enhance their “human rights competence”
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Context/Background
Knowledge gained from other organizations using maturity models have demonstrated value of this tool for the CHRC
The Integrated Human Rights Maturity Model (IHRMM) integrates multiple CHRC processes (complaints, audits, policy review, training, etc.)
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Why develop a Maturity Model?
Successful firms will be those most adept at attracting, developing, and retaining individuals with the skills, perspectives, and experience necessary to drive a global business.
Ulrich, in
People Capability Maturity Model:
Guidelines for Improving the Workforce
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What is a Maturity Model?
A roadmap for implementing workforce practices that continuously improve an organization’s human rights capability
Support for the coordination of multi-disciplined activities that might be required to successfully develop a ‘human rights competent’ organization
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What is a Maturity Model?
Means to emphasize the alignment of human rights objectives with organizational business objectives
A collection of best practices An integration of multiple processes leading
to a self-sustaining human rights culture
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What does a Maturity Model provide?
A common language and a shared vision The benefit of employers’ prior experiences A framework for prioritizing activities A way to define what human rights
competence means for an organization
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What does a Maturity Model provide?
A way to recognize success in implementing human rights practices in the workplace (i.e., CHRC “stamp” of recognition)
A means to evaluate progress toward a self-sustaining human rights culture
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IHRMM Guiding Principles
Focus Integration General Framework Modelling the Model Extensive Consultation/Buy-in Knowledge Transfer
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Critical PathProgress to Date
General research on “maturity models” has been completed
Initial internal (CHRC) consultations with all sectors has been completed; focus groups are ongoing
External consultation (EAC, CBA, FETCO, other employers) is ongoing
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Critical PathProgress to Date
General IHRMM outline has been developed
Communications strategy has been prepared
The IHRMM Steering Committee has been established
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Level 1 – Initiated
An organization at this level of evolution demonstrates an initial recognition that a reactive approach to human rights matters in its workplace and/or its point-of-service areas may not be sufficient in today’s competitive marketplace
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Level 2 – Defined
Unlike an organization at Level 1, an organization at this level will delegate accountability for creating a human rights culture to its operational units, rather than relying solely on its human resources unit to carry the responsibility
Sample Outcome Interest-based system for managing
human rights issues developed
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Level 3 – Managed and Routine
An organization at this level of evolution has clearly established policies for a wide range of human rights issues, including harassment and reasonable accommodation, and routinely reviews all policies likely to contain cultural bias (hiring, deployment, training, etc.)
Sample Outcome Strategic plans developed for integrating
human rights within organization
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Level 4 – Predictable and Sustainable
An organization at this level of evolution views human rights as an intrinsic value and integral part of the organization
Sample Outcome Human Rights integrated into day-to-day
operations and business practices
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Level 5 – Continuously Optimizing
An organization at this level of evolution has achieved a culture of human rights in its workplace and point-of-service areas and is constantly striving for continuous improvement
Sample Outcome Workplace of choice Active commitment to corporate social
responsibility (CSR) goals and objectives (“spreading the gospel internationally”)
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Challenges
Relative to other models in existence, the IHRMM is attempting to provide a standard for over 600 federally regulated employers: from different sectors (public, private), from different industries, with different mandates, and each with a diverse employee base.
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Challenges
The IHRMM is not enforceable; buy-in is critical
What employers are hoping the maturity model will provide: Streamlining administrative reporting Being recognized as an employer of
choice Performance indicators
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