Fact Sheet #5b) Improving Leadership Strategic Commitment to Human Rights

Level 1

Element: Evaluation for Performance Measurement and Continuous Improvement

Outcome 5: Organization is collecting human rights basic data.

Indicator 5b): Organization works at improving its strategic commitment to human rights with a leadership focus

Possible Measures and Data Sources:

  • Effectiveness in setting directions.
  • Level of understanding of human rights.
  • Extent of leadership involvement in the Human Rights Maturity Model (the Model).
  • Employment Equity (EE) narrative in the ESDC report (private sector only).

Indicator Description

As the organization embarks in the HRMM journey, it starts to gather data on its initiatives to integrate employment equity and human rights into its activities. Its leadership also starts reporting on its commitments and strategies to make the work environment inclusive and respectful.

At Level 1, the organization looks at the results of its actions to meet the indicators of each element of the Model. It looks at how senior leadership understands its human rights obligations, how effective they are in integrating human rights into their vision and strategies, and how well they engage staff in achieving the desired change in terms of human rights and equity.

For example, senior leadership may reserve a portion of their annual business planning meeting for measuring progress made in terms of human rights in the organization. They would look at the goals they wanted to achieve through the past year and how the organization progressed towards meeting these goals.

Suggested Approach

While senior leadership invests in specific initiatives linked to the Model, they also commit to measuring the progress made within the organization in terms of human rights culture. Keeping in mind that the essence of the Model's Level 1 is to ensure that senior leaders of an organization lead the way in implementing the Model, the organization should measure how well they are meeting expectations of the Model in terms of awareness, leadership and role modeling.

Here are some steps that can be followed to achieve Level 1 of the Model for the Performance Measurement and Continuous Improvement element:

  • Use the Model self-assessment tool to generate a report on your progress within the model, including available data on human rights and employment equity.
  • Share this progress report with senior leaders and other resources involved in the implementation of the Model, such as the Model Steering Team, human resources staff, unions, etc.  
  • Undertake a gap analysis between the vision for change and the progress report.
  • Reevaluate quantitative data to be gathered, if needed.
  • Provide guidance and directions for the gathering of qualitative data required at Level 2 of the Model.
  • Ask senior leadership to renew their commitment to both the enhancement of the human rights culture of the organization and the measurement of continuous improvement.

Promising Practices

  • Link human rights performance objectives to the reporting structure: An organization integrated human rights performance objectives in the reporting structure of the organization (performance agreements, objectives for the year, etc.) to monitor the level of human rights commitment among senior managers.
  • Keep track of human rights commitment in senior leadership speeches: An organization monitored the number of times human rights were mentioned in senior leadership speeches. This was used as internal communication tool to foster engagement and to measure progress towards the organization’s vision regarding human rights.
  • Report through a dashboard process: In some organizations, each branch or department contributes to an organization/enterprise-wide dashboard. Specific data or measures in dashboards may provide insights on the organizations’ progress on the Model.
  • Include strategic commitment reporting on the WEIMS’ narrative report: While filling out the narrative section the Workplace Equity Information Management System (WEIMS), private sector organizations can include their strategic commitment to employment equity as well as their progress.

Useful Tools and Links

Canadian Human Rights Commission

Employment Equity Act

Canadian Human Rights Act

The Quality Metric Maturity Model - ASQ

Equality in the Workplace, Federal Contractors Program, Employer Tools: Workforce Analysis (there is a description of WEIMS) - Human Resources and Skills Development Canada

Delivering Intelligent Transport Systems: Driving integration and innovation - IBM

Financial Management Capability Model - Office of the Auditor General of Canada

Recordkeeping Maturity Model Road Map: Improving recordkeeping in Queensland public authorities -Queensland State Archives

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