Welche Fähigkeiten benötigen Sie, um eine Menschenrechtskultur in Ihrer Organisation zu schaffen?

I think we need a little kindness, fairness and honesty. Having a principally infused team is more important than championing human rights.

You need to make your team to confront with their potential behavior/feelings (hidden ones included) approving gender roles assigned to women, stigmatization of LGBTIQ communities, racism and discrimination against minorities or any “marginalized groups. It shouldn’t be only laws, international principles but also gathering people from different backgrounds together and mainstream human centered and participatory approach in your enterprises’ policies so people also have the chance to interiorize them in their mind set and feeling. People shouldn’t be defending human rights to be “politically correct”.

You need to create a system of sharing information. First, you need to empower the people by sharing information about policies and what makes the work environment a great place to work. My believe is when we know better, we do better. Then you provide avenues for feedback where people can voice their concerns and recommendations for improvements. These are critical to creating a human rights culture in the work place.

Understand what employees need .. If a childbearing woman needed a child care facility at work place, please provide it.. If an employee with disabilities needs accessibility, provide it… Extend psychological support to employees working under extreme stress conditions…

To create a human rights culture - key ingredient is to know it first! Then - key Leadership - Ability to champion human rights principles and lead by example. Then a combination of; Effective Communication Empathy Conflict Resolution: promote a respectful, inclusive environment. Diversity & Inclusion: promote the practices. Policy Development: embed the principles Training & Education. Advocacy: Advocating for human rights both internally and externally. Compliance: Ensuring adherence to laws and regulations. Monitoring & Reporting. These skills, when cultivated, can help foster a culture where human rights are respected and integrated into your organisation's values and practices.

Also the assessment should look at the appropriateness of the activities or programme on the service users, client's or customers. Assess the risk of doing business the way it is conducted which will then result in a risk mitigation plan for the programme. In the assessment identify the pressure points for change that will lead to various factors that could be addressed.

The first step to develop in a human rights culture is the establishment of spaces for learning and training. Planned interventions in the development of a shared vision and values such as tolerance, acceptance and other shared cultural values. A culture will develop when we start educating people towards a shared vision of human rights.

Assessments can be valuable tools, but they sometimes take away attention from the core purpose of an activity. While assessments can offer insights into the potential impact and effectiveness of our actions, the actual work starts before. The question we should be asking is not just whether this is right or wrong, but rather, is it necessary and is it truly benefiting those who require help.

No single skill one can have and manage to create such culture but, humanity. Culture is built in an organization through demonstration of good office practices and team work.

Human Rights Impact Assessment (HRIA) is often underrated but remains a veritable tool for combating human rights violations. A properly conducted HRIA takes into perspective the needs, expectations and vulnerabilities of interested parties. The data so generated from the HRIA, the responsible parties may now fashion out ways to regulate the likelihood of occurrence as well as mitigate the impact of identified significant human rights issues

Actually, I agree with the fact that it is imperative to monitor and evaluate the progress and performance of the implementation of the HRIA having defined responsibilities and assigned resources; and report on the outcomes of such actions and the challenges to arose during the implementation process.

Steps that may help - Leadership Buy-In: Secure support from top leaders to champion human rights. - Assessment: Identify existing gaps and potential issues regarding human rights. - Policy Development: Establish clear, inclusive human rights policies. - Training: Provide regular training to build awareness and skills. - Reporting Mechanisms: Implement confidential channels for reporting violations. - Inclusive Culture: Promote diversity, equity, and inclusion in all aspects. - Accountability: Hold individuals accountable for upholding human rights. - Continuous Improvement: Regularly assess and adapt your approach. Creating a human rights culture requires ongoing commitment, education, and action at all levels of the organization.

Take an honest look at what's really happening in your organisation. Despite all your best efforts to build a culture of respect and equality, the reality is that unlawful behaviours like sexual harassment, are persistent (19% is the annual average in Australia). Less than 20% of these incidents are ever reported. If you don't know it's happening, you can't stop it. My advice is always to create safer ways for your people to report misconduct. You need to know the full picture, and leadership need to actively seek it out, not wait for people to come to HR with a problem. A victim-centric mindset, courage in seeking hard truths, building trust, devolving power, these are all critical skills to master.

Sure, but also, after ensuring the company's vision, values, mission, and strategy is aligned with its goals, then harness that power by setting targets with short and long term goals. Once the company's definition of a human rights culture is clear and well defined. Then the focus of developing these behaviors internally and externally can really take root. But don't stop here, you need to show this in and out if company in action; positive, neutral and negative. And when violated, there is accountability maintained. Going further, while your company is establishing clarity, consistentcy, and accountability, you are also actively communicating your stories, set backs, and triumphs. This is a marathon, not a sprint.

It is imperative to critically examine the happenings in one's organization with respect to human rights issues and objectively answer these questions: how have things grown better or worse? What areas still need attention? Are there lessons to learn based on previously attended issues that can help improve upon the culture of human rights?

The PDCA Cycle (PLAN I DO I CHECK I ACT) can also be applied here. Having checked the effectiveness of the implementation process and identified areas that need improvement, it's equally important to collaborate across relevant industries in knowledge sharing and engage in programs or projects that would foster a better human rights culture

With the use of the baseline information obtained during the HRIA and objectives drafted, engage in evidence based advocacy with the duty bearers and rights holders. Engage both in capacity building do that there is responsiveness to the issues being advocated for.

Creating a human rights culture requires: Positive communication and collaboration with colleagues, customers, and stakeholders. Employees need to be able to communicate effectively and actively listen to others' opinions and concerns regarding human rights. Furthermore, "Cultural Competency", having an understanding of different cultures and customs is essential when developing a human rights culture. It helps to recognize and respect cultural differences and how they intersect with human rights issues. In addition of that, "Conflict resolution skills". Employees should be able to resolve conflicts constructively, while being mindful and respectful of others' perspectives, to maintain a positive environment that supports human rights.