A complete strategy to prevent and address human rights issues should include:
An effective strategy will combine all of these elements. For example, while it is an essential part of any human rights strategy, an education and training program on its own will not remove underlying systemic barriers. On the other hand, without education and training, it will be difficult to ensure organizational support for, and compliance with, human rights policies, programs and procedures.
No strategy will be effective without strong, visible and ongoing commitment from the senior levels of the organization.
It is helpful when designing any human rights plan, policy or procedure, to get input from all parts of the organization. For example, input from employees will be invaluable in developing and implementing workplace anti-harassment and anti-discrimination policies, plans or procedures. In a unionized workplace, the union should be a key partner in developing and implementing any human rights strategies. Housing providers may wish to consult tenants, and service providers to seek the views of their clients.
In some cases it would also be wise, where feasible, to seek advice or input from community organizations representing certain groups such as racialized persons, women, people with disabilities, etc. For example, public service organizations that are dealing with complex or systemic barriers may wish to consult with the community when identifying strategies and best practices. This step will help identify issues and effective solutions, and will also increase buy-in and commitment to the policy, plan or procedure.
Policies, plans and procedures must consider the size, complexity, and culture of an organization.[9]For example, the complaints procedure for a small organization will probably be simpler than that for a large, multi-site, unionized organization.
Sound communication strategies are essential to the success of any human rights plan, policy or procedure. Employees, tenants or customers must clearly understand the content of the strategy and their rights and responsibilities, why the strategy was developed and how it will be implemented. Information should be readily accessible and easy to understand.
Identify and address issues or factors that may cause opposition or resistance to the strategy. It is important to regularly remind existing employees, tenants and clients about organizational human rights policies and procedures, as well as to ensure that individuals who are new to the organization receive orientation and training.
All policies, plans and procedures require regular review and revision to make sure they:
Organizations may want to seek assistance from lawyers or other experts in developing policies, procedures or education programs that will effectively meet their needs. The more complex the organization or the human rights issues, the more likely it will be advisable to seek specialized assistance.
To effectively manage change efforts, it is important to help people understand what the change will be and the reasons behind the change. The more detailed the communication about the vision for the change, the better employees understand the need and the less resistant they will be to the change.
Steps to Implementing Change
If you would like to learn more about managing change in your organization, John Kotter has a great book, Leading Change, With a New Preface, that I highly recommend.
- A plan for preventing, reviewing and removing barriers
- Anti-harassment and anti-discrimination policies
- An internal complaints procedure
- An accommodation policy and procedure
- An education and training program.
An effective strategy will combine all of these elements. For example, while it is an essential part of any human rights strategy, an education and training program on its own will not remove underlying systemic barriers. On the other hand, without education and training, it will be difficult to ensure organizational support for, and compliance with, human rights policies, programs and procedures.
No strategy will be effective without strong, visible and ongoing commitment from the senior levels of the organization.
It is helpful when designing any human rights plan, policy or procedure, to get input from all parts of the organization. For example, input from employees will be invaluable in developing and implementing workplace anti-harassment and anti-discrimination policies, plans or procedures. In a unionized workplace, the union should be a key partner in developing and implementing any human rights strategies. Housing providers may wish to consult tenants, and service providers to seek the views of their clients.
In some cases it would also be wise, where feasible, to seek advice or input from community organizations representing certain groups such as racialized persons, women, people with disabilities, etc. For example, public service organizations that are dealing with complex or systemic barriers may wish to consult with the community when identifying strategies and best practices. This step will help identify issues and effective solutions, and will also increase buy-in and commitment to the policy, plan or procedure.
Policies, plans and procedures must consider the size, complexity, and culture of an organization.[9]For example, the complaints procedure for a small organization will probably be simpler than that for a large, multi-site, unionized organization.
Sound communication strategies are essential to the success of any human rights plan, policy or procedure. Employees, tenants or customers must clearly understand the content of the strategy and their rights and responsibilities, why the strategy was developed and how it will be implemented. Information should be readily accessible and easy to understand.
Identify and address issues or factors that may cause opposition or resistance to the strategy. It is important to regularly remind existing employees, tenants and clients about organizational human rights policies and procedures, as well as to ensure that individuals who are new to the organization receive orientation and training.
All policies, plans and procedures require regular review and revision to make sure they:
- Reflect the current state of human rights law and policy
- Take into account changes in organizational structures or resources
- Address new human rights issues emerging within the organization
- Continue to be effective.
Organizations may want to seek assistance from lawyers or other experts in developing policies, procedures or education programs that will effectively meet their needs. The more complex the organization or the human rights issues, the more likely it will be advisable to seek specialized assistance.
To effectively manage change efforts, it is important to help people understand what the change will be and the reasons behind the change. The more detailed the communication about the vision for the change, the better employees understand the need and the less resistant they will be to the change.
Steps to Implementing Change
- Management Support for Change: It is critical that management shows support for changes and demonstrates that support when communicating and interacting with staff. Employees develop a comfort level when they see management supporting the process.
- Case for Change: Implementing Organizational Change240No one wants to change for change sake, so it is important to create a case for change. A case for change can come from different sources. It can be a result of data collected on defect rates, customer satisfaction survey, employee satisfaction survey, customer comment cards, business goals as a result of a strategic planning session or budget pressures. Using data is the best way to identify areas that need to improve and change initiatives.
- Employee Involvement: All change efforts should involve employees at some level. Organizational change, whether large or small, needs to be explained and communicated, specifically changes that affect how employees perform their jobs. Whether it is changing a work process, improving customer satisfaction or finding ways to reduce costs, employees have experiences that can benefit the change planning and implementation process. Since employees are typically closest to the process, it is important that they understand the why behind a change and participate in creating the new process.
- Communicating the Change: Communicating change should be structured and systematic. Employees are at the mercy of management to inform them of changes. When there is poor communication and the rumor mill starts spreading rumors about change, it can create resistance to the change. Being proactive in communications can minimize resistance and make employees feel like they are part of the process.
- Implementation: Once a change is planned, it is important to have good communication about the rollout and implementation of the change. A timeline should be made for the implementation and should make changes in the order that affect the process and the employees who manage the process. An effective timeline will allow for all new equipment, supplies or training to take place before fully implemented. Implementing without a logical order can create frustration for those responsible for the work process.
- Follow-up: Whenever a change is made it is always good to follow-up after implementation and assess how the change is working and if the change delivered the results that were intended. Sometimes changes exceed target expectations but there are occasions that changes just don’t work as planned. When this is the case, management should acknowledge that it didn’t work and make adjustments until the desired result is achieved.
- Removing Barriers: Sometimes employees encounter barriers when implementing changes. Barriers can be with other employees, other departments, inadequate training, lacking equipment or supply needs. Sometimes management also needs to deal with resistant or difficult employees. It is management’s responsibility to ensure that employees can implement change without obstacles and resistance. Unfortunately, sometimes employees need to move on in order to successfully implement a needed change.
- Celebrate: It is important to celebrate successes along the way as changes are made. Celebrating the small changes and building momentum for bigger changes are what makes employees want to participate in the process. When employees understand why a change is made and are part of the process for planning and implementing the change, it allows for a better chance for successful implementation.
If you would like to learn more about managing change in your organization, John Kotter has a great book, Leading Change, With a New Preface, that I highly recommend.
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