Fact Sheet #30a) Sharing Human Rights Monitoring Practices

Level 4

Element: Evaluation for Performance Measurement and Continuous Improvement

Outcome 30: Organization enhances and shares its performance measurement framework using an integrated data collection approach.

Indicator 30a): Organization shares its results and proven practices and learns from others.

Possible Measures and Data Sources:

  • Full overall employment equity (EE) representation of all four designated group members.
  • Exchange of human rights portrait, promising practices in human rights evaluation, and EE results with stakeholders.
  • Exchange of documents, revisions, and recommendations related to the human rights action plan with stakeholders.

Indicator Description

Now that the organization has an integrated monitoring system enabling it to highlight human rights trends and best practices, it considers sharing its monitoring approach as well as its human rights successes and challenges with others. The idea is to gain access to a greater source of information in terms of human rights practices and/or to nurture partnerships (see Fact Sheet #24a)).

At Level 3, the organization has put in place a monitoring structure to 1) better understand its human rights portrait, 2) quickly identify issues, 3) proactively address them, 4) effectively consult and gain support for continuous improvement, and 5) reduce complaints and increase representation. At Level 4, the organization is sharing its portrait and practices in terms of both monitoring structure and human rights with external partners. From common experiences or from similar circumstances, they can explore new avenues to better respond to the evolving needs of their workforce and clients in terms of human rights and diversity. 

For example, the organization may share its portrait regarding its obligation to provide accommodation with its landlord, or its leasing agency, in order to ensure that future needs or trends for accommodation will be taken into account during the period covered by the leasing agreement.

Suggested Approach

  • Share your human rights portrait: Sharing monitoring practices and human rights portrait with others is part of the organization’s knowledge sharing culture.  As seen throughout the human rights maturity model (the Model), at all levels, and across the elements, sharing knowledge is an integral part of human rights maturity. The organization portrait may be:
    • Its ingenious hiring strategy for members of a designated group along with their employment equity data.
    • Its revamped accommodation policy and guidelines along with satisfaction survey results from its employees and clients.
    • Its general human rights situation with aggregated data on its human rights complaints resolution and its employment equity data, etc.
  • Recognize that sharing your results goes beyond sharing information: It means sharing the results as well as the facts, research, experiences, etc. that an organization has gathered. Not only does the organization share the status of its human rights culture with others, but it also shares how it got there.
  • Be strategic about what you share: As sharing results and practices is more than sending information, it is important to understand the goal behind the sharing, to identify the purpose to do so and with which group/individual the sharing should occur.  Whether it is to promote its successes, to help another division/organization/partner or to enhance its own human rights culture/situation/processes, it is important to understand why the knowledge, practices, portrait, and results are shared and with whom the organization is sharing as well. This exchange may bring a wealth of opportunity!
  • Recommend implementation of practices or approaches: Once the results, portrait, methods, practices, monitoring system are shared and analyzed, the organization will recommend the implementation of new practices, the use of information, or the enhancement to its human rights monitoring system to senior leadership.
  • Reward knowledge sharing: Whether the organization receives knowledge (practices, results, etc.) through internal or external sources, once the information, practices, knowledge have been analyzed and integrated into the business, it is important to communicate to the sources and to the entire organization how the knowledge was used. This will promote knowledge sharing and motivate employees and partners to break silos and move away from the “knowledge is power” culture to a “sharing is empowering” one. This may, in turn, also increase team spirit and give the entire staff a sense of joint accomplishment.  

Promising Practices

  • Sharing its Model gap analysis: Many organizations are using the Model and share results and other monitoring practices with the Candadian Human Rights Commission and other communities of practices. These organizations share their portrait to encourage other similar organizations to advance human rights culture in their workplaces and in the provision of services.
  • Exchanging information regarding the monitoring of the impact of a new hiring program for a particular designated group:  Public service organizations that had similar issues regarding hiring and maintaining employees from a particular designated group shared their approaches to monitor the situation along with practices used to attract these employees. They also asked non-governmental organizations, representing the interest of the designated group, to be part of the exchange to gather more ideas regarding practices.

Useful Tools and Links

Canadian Human Rights Commission

Employment Equity Act

Canadian Human Rights Act

Supporting Effective Evaluations: A Guide to Developing Performance Measurement Strategies – Treasury Board of Canada Secretariat

Plan Do Review Improve cycle - Australia Edith Cowan University


Frank, Flo, and Anne Smith. “The Partnership Handbook”. Ottawa: Human Resources Development Canada, 2000. Print.

Smith, Heather A., McKeen, James D., Instilling a Knowledge-Sharing Culture, Queens University, School of Business, 2002.

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