Integrated Human Rights Maturity Model. 2 Context/Background Canadian Human Rights Commission programs: Knowledge Management and Dissemination Discrimination.

Integrated Human Rights Maturity Model

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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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The Model

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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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Next Steps

Pilot workshops Implementation in pilot organizations Evaluation of pilots Revision of IHRMM Launching the IHRMM