Fact Sheet #29b) Dedication of Resources

Level 4

Element: Capacity Building and Resources

Outcome 29: Organization has adequate capacity and resources to address Level 4 outcomes of each element.

Indicator 29b): Dedicated resources for human rights communication activities and the advancement of the HRMM.

Possible Measures and Data Sources:

  • Number of outreach activities.
  • Budget allocation for human rights outreach activities, such as a human rights council or advisory panel.

Indicator Description

At this level, the organization addresses its corporate communications from a human rights perspective (See Fact Sheet 25a)). It also organizes outreach activities reflecting its vision of human rights and its commitment to the HRMM. Finally, it organizes or participates in external networks committed to human rights (See Fact Sheet 29a)). The organization allocates resources to these communication/outreach activities. The organization may use resources already available in-house or may choose to reallocate or add resources. 

At Level 3, the organization trained all staff on human rights and diversity. It also invested in tools and resources to implement its employment equity plan and prevent discrimination in-house. At Level 4, the organization has a clear and shared responsibility for human rights in the workforce and at point-of-service areas. The organization collaborates on human rights issues with suppliers, business partners and stakeholders, including government, unions, employee associations, and with the general public. It is pivotal at this stage to have a good outreach strategy to nurture the renewed vision articulated by senior leadership (See Fact Sheet 30b)) and to engage suppliers and business partners. The organization then plans resources to support this outreach strategy, to communicate its commitment to human rights to its partners and suppliers and to participate in external networks to share best practices.

For example, the organization could include, in its outreach strategy, the creation of a network bringing together women executives from the organization itself and partner organizations, to share, reflect and participate in activities around the theme of equality and advancement of women.

Suggested Approach

Build an internal and external outreach strategy and identify the resources available to ensure that:

  • Responsibility for, and ownership of, the human rights culture in the workplace are widespread; all workplace parties, including partners and suppliers, understand their rights and responsibilities and are working to improve the workplace culture of respect as opportunities arise.
  • A visible commitment to fostering and sustaining a human rights culture in the workplace turns outward from the organization itself, and that senior leadership broadens its focus in order to build productive and durable relationships with partners, suppliers and stakeholders.
  • All organizational communications incorporate human rights principles such as inclusivity and accessibility.
  • The organization’s internal and external policies and practices reflect human rights and are incorporated into the organization’s day-to-day activities. They are sustainable and predictable, consistent with workplace values and applied within the organization and with external stakeholders.
  • The organization shares relevant information and best practices and offers training on trends and HRMM developments to staff at all levels.
  • The organization exchanges best practices for performance measurement with outside organizations and partners. The organization reviews its performance measurement framework regularly to make it more effective, predictable and sustainable.

    To build the internal and external outreach strategy:

  • Lay the groundwork: set priorities and decide on communication goals.
  • Review existing resources: set a budget and look for additional resources that may be available. 
  • Develop a communication and outreach activities plan: identify key spokespersons, coordinate internal and external communications.
  • Put your plan into action and support its implementation.

Delegate staff to network with external groups. Make networking part of people’s job and work objectives. Representatives of the organization, at all levels of the hierarchy, are therefore mandated to participate in the activities of selected groups whose mission best fits the organization’s priorities and objectives regarding human rights. These representatives should share the information and best practices in both directions.

Promising Practices

  • Sharing networking responsibilities. An organization has delegated three people to participate in the activities of a not-for-profit organization that develops strategies and tools to help people with disabilities gain access to employment.  The three employees take turns to attend the meeting and make sure that the information from the meeting and best practices are shared in their respective administrative units and the whole organization. 

Useful Tools and Links

Communications Policy of the Government of Canada - Treasury Board of Canada Secretariat

Communication Planning for Organisation - Ontario Ministry of Agriculture, Food and Rural Affairs 

How to develop a communications plan Public Relations Society of America

References

Employment Equity Act

Canadian Human Rights Act

Canadian Human Rights Commission

CAMO pour personnes handicapées (Available in French only)

The bank for a changing world - BNP PARABAS

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