Fact Sheet #12b) Resources for HRMM Implementation

Level 2

Element: Capacity Building and Resources

Outcome 12: Organization has adequate capacity and resources to address Level 2 outcomes of each element.

Indicator 12b): Adequate resources committed to implement Human Rights Maturity Model (the Model).

Possible Measures and Data Sources:

  • Budget line to address anti-discrimination complaints and Employment Equity (EE) issues/problems (e.g., duty to accommodate, self-identification).
  • Financial resources for training (e.g., in the Canadian Human Rights Act (CHRA), Alternative Dispute Resolution (ADR) practices, investigation processes, etc.).

Indicator Description

In order to achieve its goals with regard to human rights and EE in the workplace, an organization establishes specific objectives and allocates resources to achieve them in a sustainable manner. To do this, it decides on priorities, sets objectives and implements short term and long term plans to reach those objectives. It seeks ways to achieve results in an effective and efficient manner using resources, processes and activities already in place and adjusting them if necessary.

At Level 1, the organization set up a steering team to implement the Model, conducted a self-evaluation, identified areas for improvement and identified gaps to be addressed in the form of an action plan. At Level 2, it explores options to bridge the gaps and allocates the needed resources to achieve the objectives set out in the action plan.

For example, an organization can take advantage of a periodic review of its human rights and EE policies to look at specific aspects identified during the self-assessment. Gaps identified in the self-assessment could also be bridged by slightly modifying existing practices or simplifying procedures.

Suggested Approach

The Model provides the essential steps of an effective approach to sustain human rights while leaving the implementation of its decisions with organizations. An organization can interpret these steps according to its culture and business objectives. In other words, the Model is a flexible tool that helps organizations define their own human rights objectives, reflective of their business reality. As such, the resources needed to implement the Model vary from one organization to another. To determine the resources required to implement the model:

  • Review the self assessment and identified gaps: Review the information gathered by the steering team at Level 1. (See Fact Sheet #4c)).
  • Develop a draft action plan: The Model on-line assessment tool can be used to generate a draft action plan. Organizations can also use HRMM self-assessment workbooks.
  • Identify cost neutral activities and link them to your action plan. Experience shows that most organizations already have in place some tools, policies or practices to deal with anti-discrimination and employment equity. Some reviews or specific policies may have already been planned. Likewise, some activities may take place on an on-going basis. The idea here is to establish an inventory of those activities and incorporate them into the Model action plan. For example: 
    • Re-administering the workforce survey may have already been identified as a priority for the current year. Ensuring that the survey is managed and communicated while taking into account the Model might be easily feasible.
    • On-going training on human rights developed by an organization could be slightly adjusted to meet the gaps identified during the self-assessment.
    • Taking advantage of the periodic review of organizational forms and publications, to add organizational messaging regarding human rights, EE or accommodation needs, might be possible.
  • Prioritize remaining activities: Once cost neutral activities are included in the Model action plan, the steering team can zero in on the remaining activities required to complete the level. It can then make a proposal to its senior leadership on what the organization can implement immediately and which activities would require additional resources. This way, the organization can already advance in its journey while completing its Model implementation strategy and planning resources for the remaining activities.
  • Identify existing resources and talents: Some staff may have just the skills and experience needed. For example, an employee may have experience working with complaints management in another organization.
  • Secure commitment for the activities included in the plan and coordination: When senior leadership is committed to the Model journey, it is saying that the resources required will be available to meet the objectives of the action plan.

Promising Practices

  • An integrated policy: One organization decided to develop a comprehensive policy on human rights to replace several existing ones. Issues of human rights are now managed by all services on the basis of a single policy, which simplifies the management of cases.
  • Proper planning in time: Objectives can be achieved at lower cost when they are well planned in time. For example, one organization has given itself a few months to organize a training session and found trainers, a room and equipment at a lower cost while limiting stress to the organizers.
  • Train the trainers to reduce costs: To reduce training costs, an organization hired external trainers to train employees who, in turn, provided training internally.
  • Universal Design: Some investments aim at several objectives at once. For example, an organization has used the principle of universal design in choosing the location of ramps for wheelchairs in the construction plans for its new offices. Thus, access is also easier for customers carrying a suitcase on wheels or a baby stroller.
  • Use existing committees: An organization gave the responsibility of implementing the Model to a committee that was already dealing with human rights-related issues (ethics, EE complaints and well-being). The committee could readily identify activities which met Model objectives. It was also able to identify the gaps, develop an action plan and implement it at a lower cost.  

Useful Tools and Links 

Investigation Guide for the Policy on the Prevention and Resolution of Harassment in the Workplace - Treasury Board of Canada Secretariat

Human Rights Legislation and the Charter: A Comparative Guide

Guide to Screening and Selection in Employment - Canadian Human Rights Commission

Frequently Asked Questions Employment Equity - Canadian Human Rights Commission

Employment Systems Review: Guide to the Audit Process December 2002 - Canadian Human Rights Commission

Universal Design - Canadian Association of the Deaf

Improving Universal Design Requirements in the New Brunswick Building Code - Premier’s Council on the Status of Disabled Persons

References

Canadian Charter of Rights and Freedoms - Justice Canada, Constitutionnal Documents

Employment Equity Act - Justice Canada

Canadian Human Rights Act - Justice Canada

Canadian Human Rights Commission

Investigation Guide for the Policy on the Prevention and Resolution of Harassment in the Workplace - Treasury Board of Canada Secretariat

Managing Harassment Complaints (T704) - Canada School of Public Service 

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