Enterprises and organisations must adopt a deliberate and methodical approach to equality and human rights in order to create a culture of those rights in the workplace. Although none of these strategies must be used in accordance with the law, an organisation interested in promoting equality and respect for human rights in the workplace may find the following seven-step structure useful:
A planned and systematic approach to equality and human rights aims to empower a business or organisation to end discrimination, achieve equality, and uphold human rights for the long term. It denotes that a business or organisation can embed equality and human rights into its organisational culture rather of relying solely on reactive techniques where action on equality and human rights is dependent on addressing and seizing momentary opportunities or problems.
1. Human rights and equality policy
A structured and organised approach to equality and human rights inside an organisation is built on the foundation of an equality and human rights policy. It acts as a roadmap for the company in terms of its goals for its employees. It states:
An equality and human rights policy will outline a statement of expectations for how an employer should act with regard to:
Recruitment, working conditions, workplace culture, career advancement, remuneration, promotions, reasonable accommodations for diversity, such as those for individuals with disabilities, employee equity results, and dismissals and redundancies.
Compliance with international human rights agreements and employment equity laws as they relate to the business/organization and its functions must be the primary goal of the standards set. The finest practises for accommodating variety, attaining equality, and upholding human rights are what an equality and human rights policy aspires to.
The equality and human rights policy outlines ways to protect the established standards and file and handle complaints when standards are broken. It outlines the actions the organisation will take to explain the policy to staff members and customers so they are aware of the obligations made. It outlines procedures for receiving input on implementation from staff members and service recipients. It lays forth the management's direction and oversight of the policy. It identifies the infrastructure for human rights and equality that the organisation uses to guarantee a well-thought-out strategy.
The enterprise/organization assigns responsibility for the process, preferably at a senior level, when creating an equality and human rights policy. Representatives of the wide range of service customers and employees, as well as staff organisations and pertinent representative organisations from civil society, are all included in a participatory process. As a result, the equality and human rights agenda gains support and ownership. Peer learning from other businesses and organisations that have advanced their understanding of equality and human rights improves the standard of the policy.
2. Training in Human Rights and Equality
To ensure that an organisation and its workers can meet the requirements outlined in the organization's equality and human rights policy is one of the main goals of equality and human rights training. This training develops personnel by:
Training in equality and human rights promotes staff personal growth, effective performance with regard to equality and human rights, positive staff relationships, and a workplace environment that values, comprehends, and supports equality and human rights.
In order to ensure competent leadership on equality and human rights, senior management and line management training is crucial. Building a capacity for equality and human rights in critical organisational operations requires training for personnel involved in policymaking, human resources, and customer relations. A company culture that emphasises equality and human rights is developed through training for trainers, new hires, and all staff members.
3. Taking Charge of Human Rights and Equality
Everyone working for a company or organisation is responsible for upholding equality and human rights. This fundamental idea is crucial. To guarantee that the organization's commitments to equality and human rights are carried out and to empower everyone to assume their roles, it is beneficial to assign responsibility for driving those commitments.
This duty can be carried out by a single person, preferably a senior employee with the required power. The person must be provided time to carry out this duty. It is also possible to hire a dedicated equality and human rights officer. This could guarantee the person has the skills required for the position.
An equality and human rights committee may be in charge of shouldering the duty collectively. To disseminate influence and ownership, this committee's members should be selected from the many departments or organisational units. Groups experiencing inequality or potentially the targets of human rights violations should be represented in it. This makes it possible to design and carry out equality and human rights actions from a variety of perspectives.
4. Roadmap for Human Rights and Equality
An organization's or group's goals for furthering equality and upholding employees' human rights are outlined in a roadmap for employment equality and human rights. It outlines the actions the business or organisation will take to enhance how well it handles these problems. It gives personnel who have received training in equality and human rights the context they need to use the knowledge, abilities, and attitudes acquired in their daily work. It makes sure that standards and promises are carried out in the workplace.
The equality and human rights plan calls for the following steps in several crucial functional areas:
The plan's effects should be quantifiable and have specific goals. To maintain morale and dedication, it is crucial to track progress and to recognise accomplishments.
An equality and human rights roadmap can be usefully evidence-based if a prior equality and human rights audit within the organisation is conducted. This audit determines the organization's status with regard to equality and human rights in terms of:
Participatory planning is used to create an equity and human rights roadmap. Employees, a variety of employees, and employee organisations are all involved. Diversity must, to the greatest extent possible, include the nine categories protected by equality laws: gender, civil status, family status, age, handicap, sexual orientation, race, religion, and Traveler community participation. It would also be ideal if it took socioeconomic status into account.
5. Impact evaluation of human rights and equality
A policy or plan is subject to an effect analysis on equality and human rights during the design phase. It aims to make sure that the strategy or policy can account for diversity, promote equality, and comply with non-discrimination and human rights standards. It evaluates any potential negative effects and identifies the necessary adjustments to adapt the strategy or policy. Identifying mitigation strategies to address the potential negative impact is necessary when redesign is not a possibility.
Evaluating the impact of equality and human rights involves four main steps:
6. Data on equality and human rights
The lack of pertinent equality and human rights statistics hampers evidence-based action on equality and human rights. Organizations have little to no influence on this. However, organisations gather information about employees, staff, and policy beneficiaries while remaining within the parameters of data privacy legislation. If this data is desegregated based on socioeconomic position as well as the grounds protected by equality legislation, it can be a valuable tool for planning and evaluating human rights and equality initiatives. Data can be anonymised and exploited to find trends of access, participation, and outcome across the 10 grounds.
7. Involvement of Equal Opportunity and Human Rights Interests
Employee involvement in organisational decision-making is a crucial component of the framework for a planned and methodical approach to equality and human rights. Both individuals and the organisations that advocate for their interests may participate in this. It guarantees:
This involvement can be arranged inside the common decision-making procedures. As necessary, a separate conversation with these groups and their organisations can be conducted and integrated into the decision-making process.