Integrated Human Rights Maturity Model

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

3 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

4 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”

5 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.)

6 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

7 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

8 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

9 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

10 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

11 IHRMM Guiding Principles Focus Integration General Framework Modelling the Model Extensive Consultation/Buy-in Knowledge Transfer

12 Critical Path Progress 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

13 Critical Path Progress to Date General IHRMM outline has been developed Communications strategy has been prepared The IHRMM Steering Committee has been established

14 The Model

15 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

16 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

17 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

18 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

19 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”)

20 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.

21 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

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