Equality Means Business: Trainers’ Manual for Gender Equality in the Private Sector

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ATTRIBUTES
  • Capacity Building and Awareness Raising

SOURCE
  • UN Women Georgia

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Equality Means Business: Trainers' Manual for Gender Equality in the Private Sector

UN Women Georgia
This training manual provides organizations with an understanding of how to conduct training on issues of gender equality and corporate sustainability aligned with the UN Women and UN Global Compact’s Women’s Empowerment Principles (WEPS).

There are six modules included in the training module:

  • Module 1: Introduction to corporate sustainability, gender equality, and the WEPS
  • Module 2: Equality opportunity, inclusion, and non-discrimination (Principle 2)
  • Module 3: Health, safety, and freedom from violence (Principle 3)
  • Module 4: Gender equality and education (Principle 4)
  • Module 5: Community engagement, supply chain, and marketing practices (Principles 5 and 6)
  • Module 6: Leadership commitment and transparency in reporting (Principles 1 and 7)

To learn more, click here.

The Gender Equality Mainstreaming (GEM) Framework – Gender Equality Mainstreaming for Business Growth and Impact

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ATTRIBUTES
  • Baseline Assesment
  • Capacity Building and Awareness Raising
  • Goal Setting
  • Measuring and Evaluating

SOURCE
  • Mennonite Economic Development Associates

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Investors

LINK TO RESOURCE

The Gender Equality Mainstreaming (GEM) Framework – Gender Equality Mainstreaming for Business Growth and Impact

Mennonite Economic Development Associates
The Gender Equality Mainstreaming (GEM) Framework has two components:

The GEM Self-assessment: This assessment is composed of three surveys that allow companies to measure their own gender equality and inclusion performance across a series of environmental, social, and governance(ESG) criteria. After providing a gender score for each component of ESG, MEDA then offers a series of recommendations on ways that the business can mainstream gender within operations.

The GEM Framework: This comprehensive framework is presented as a manual and can be used by investors and capacity builders to assess gender equality and measure gender mainstreaming strategies within a business.

The six steps of the GEM Framework are:

Step 1: Identification: Determine whether a business is an appropriate candidate for GEM.

Step 2: Scoping assessment: Complete a high-level assessment of business performance in GEM and business practices and policies.

Step 3: Full assessment: Conduct an in-depth assessment of business performance in GEM and identify areas of improvement. Businesses can also complete this step to conduct a self-assessment.

Step 4: Strategy development: Develop GEM strategies that align with business growth.

Step 5: Implementation, monitoring, and learning: Monitor and learn from GEM implementation.

Step 6: Impact measurement: Measure the long-term impact of GEM implementation initiatives.

To read the full guide, click here.

International Labour Organization (ILO) and Public-Private Partnerships: An Alliance for the Future

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Outreach Initiatives and Partnerships

SOURCE
  • International Labour Organization

TYPE OF RESOURCE
  • WWebpage

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

International Labour Organization (ILO) and Public-Private Partnerships: An Alliance for the Future

International Labour Organization
The ILO today has more than 700 active programs and projects on various themes in more than 100 countries – with the support of 120 development partners. Between 2008 and 2018, the ILO engaged with 238 partners, of which 52 percent are private enterprises. ILO’s projects with public-private partnerships fall under these themes:

  • Rights at work
    • Child labour
    • Forced labour
    • Gender equality and non-discrimination
  • Employment promotion
    • Entrepreneurship
    • Jobs and skills for youth
    • Microfinance
  • Social dialogue
    • Supply chain
    • Industrial relations
    • Corporate social responsibility
  • Social protection
    • HIV and AIDS
    • Social protection floors
  • Academia
  • South-south and triangular cooperation

For more information on partnership information with ILO, click here.

ERLI: Employee Resource Leadership Initiative

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Career Development

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • IInitiative

TARGET AREA
  • Development, Programs and Initiatives

TARGET UNIT
  • Diversity & Inclusion, Employee Resource Groups, Human Resources

LINK TO RESOURCE

ERLI: Employee Resource Leadership Initiative

Catalyst
Catalyst created the Employee Resource Leadership Initiative (ERLI) to engage and connect Employee Resource Group leaders across companies, industries, functions, and regions. ERLI has virtual and live events that aim to share ideas and practices while learning how to amplify inclusion. Additionally, Catalyst holds an annual ERLI Conference and an ERG Community via social media.

To learn more, click here.

Support for Trans Employees: A Guide for Employees and Managers

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Organizational Culture

SOURCE
  • Public Services and Procurement Canada

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Employee Support, Strategy

TARGET UNIT
  • All Employees, Human Resources, Legal

LINK TO RESOURCE

Support for Trans Employees: A Guide for Employees and Managers

Public Services and Procurement Canada
This resource provides guidance for employees and managers on how to provide a safe, respectful, and inclusive work environment for transgender and gender variant employees. These guidelines describe the roles and responsibilities of everyone included in the entire transition process, including deputy heads, managers, employees, unions, and human resources.

The guidelines list several considerations that should be deliberated in the process, which include privacy, dress codes, work assignments and duties, informing management and colleagues, and medical assistance. This resource also provides a comprehensive list of terms and definitions, a gender transition template for employees, as well as a sample letter to colleagues from a manger to the employees, and federal legislation related to transgender issues, and other resources.

To learn more, click here.

The Intercultural Development Inventory

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership

SOURCE
  • Intercultural Development Inventory

TYPE OF RESOURCE
  • AAssessment

TARGET AREA
  • Development

TARGET UNIT
  • Human Resources

LINK TO RESOURCE

The Intercultural Development Inventory

Intercultural Development Inventory
The Intercultural Development Inventory (IDI) is an assessment that organizations can use to measure the intercultural competence within their workplaces. Intercultural competence refers to the capability to shift cultural perspective and appropriately adapt behaviour to partake in meaningful and intercultural interactions. After the assessment is completed, IDI generates a profile of the organization’s intercultural competence. Moreover, IDI develops an Intercultural Development Plan to assist in the transition from a monocultural mindset, which includes stages of denial and polarization, to an intercultural mindset, which includes stages of acceptance and adaptation. Organizations that use the IDI include Microsoft, Target, the Canadian Federal Government, and the Boeing Company.

To learn more, click here.

Women of Colour in the Workplace Toolkit

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ATTRIBUTES
  • Capacity Building and Awareness Raising

SOURCE
  • European Network Against Racism

TYPE OF RESOURCE
  • TToolkit

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Women of Colour in the Workplace Toolkit

European Network Against Racism
This toolkit explores the barriers for women of colour in employment as well as the solutions towards an intersectional approach to diversity management.The toolkit was developed based on findings from a seminar held by Equal@work and the European Network Against Racism in order to challenge dominant diversity management practices and move beyond gender as a single category.

The toolkit describes the following principles that are integral when forming an intersectional approach to diversity management:

  • Diversity is not one-dimensional –move beyond rigid categories like gender, ethnicity, sex.
  • An intersectional approach addresses structures, not identity –ask “what barriers hinder minorities within this organization?” not “how can I employ more minorities?”
  • Foregrounding the experience of marginalized groups –employers must place weight on the experience of marginalized groups and value their individual skills and contributions.
  • An intersectional approach concerns outcomes not opportunities – focus on removing barriers and remedying disadvantages for certain groups or individuals.
  • Measure intersectionality –data collection and self-assessment are necessary to track progress.

The toolkit also suggests the following steps aimed to help understand intersectional issues, transform an organization, and empower women of colour:

  1. Conduct consultations with affected groups
  2. Carry out an intersectional audit
  3. Reflection on internal structures
  4. Develop an intersectional diversity strategy
  5. Take steps to eradicate structural inequalities and disparities
  6. Transforming workplace culture
  7. Reassess diversity policies from an intersectional perspective
  8. Make resources available to those dealing with oppression at work
  9. Support employees to access empowerment programs
  10. Encourage and support networks and affinity groups

To read more, click here.

Intersectionality Toolkit

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Internal Communication

SOURCE
  • International LGBTQ Youth and Student Organization

TYPE OF RESOURCE
  • TToolkit

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Intersectionality Toolkit

International LGBTQ Youth and Student Organization
This toolkit was designed to provide more information on intersectionality to organizations and activists, and to explore practices that improve inclusiveness.The toolkit was developed after the International LGBTQ Youth & Student Organization held a series of roundtable and conference discussions and found that intersectionality is not a passing fad; it needs be permanently embedded in organizations.

In order to adopt an intersectional approach, this toolkit recommends the following practical actions:

  • Conduct outreach and consultations with individuals, key groups, and organizations that support intersectional issues
  • Review internal policies while considering their inclusiveness
  • Encourage and support diverse representation in leadership positions
  • Examine whose voices are heard and valued, and whose are silenced and ignored
  • Review internal events to ensure accessibility
  • Work with human rights organizations
  • Form an advisory board to oversee issues of identity and inclusion
  • Provide equal access to intersectional training exercises for all level of the workforce

To read more, click here.

Intersectionality and the Implications for Workplace Gender Equity

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ATTRIBUTES
  • Capacity Building and Awareness Raising

SOURCE
  • The Rotman Institute for Gender and the Economy

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Intersectionality and the Implications for Workplace Gender Equity

The Rotman Institute for Gender and the Economy
Produced by the Rotman Institute for Gender and the Economy, this research brief describes what intersectionality is, and why it is important to approach workplace policies from an intersectional perspective.

The research brief contains a section that provides methods of reducing or eliminating intersectional inequalities in the workplace. Suggestions include:

  • Be specific in language use: Ensure the language your organization uses is inclusive to all intersectional identities, especially when hiring or recruiting outsiders.
  • Promote sponsorship over mentorship: White male sponsors should consider sponsoring females and visible minorities.
  • Get buy-in from management: Engage managers in solving problems of underrepresentation and increase managers’ contact with women and visible minority workers.
  • Track data on employee demographics: Track diversity data and alter practices to mitigate discriminatory behaviour.
  • Move beyond usual networks for recruitment and hiring: Use job boards that specifically target underrepresented groups.

To read the research brief, click here.

Developing a Workplace Accomodation Policy

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ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Leadership
  • Recruitment, Retention and Promotion

SOURCE
  • Canadian Human Rights Commission

TYPE OF RESOURCE
  • TTemplate

TARGET AREA
  • Development, Institutional Policies

TARGET UNIT
  • Human Resources, Legal

LINK TO RESOURCE

Developing a Workplace Accomodation Policy

Canadian Human Rights Commission
This resource, developed by the Canadian Human Rights Commission, includes a drafted template of a workplace accommodation policy to help employers seeking to develop a policy for their organization.

The template includes the following sections:

  • Policy Statement – Organizational commitment to intersectional inclusion, respect, dignity, and equal opportunity
  • Application – Who the policy applies to and what aspects of employment
  • Definitions – Definitions of relevant language (e.g. accommodation, undue hardship)
  • Responsibilities and Expectations – The responsibilities of the organization, supervisors, and employees or job applicants (e.g. the organization is responsible for providing individual accommodation to the point of undue hardship; supervisors are responsible for dealing with requests for accommodation in a timely, confidential, and sensitive manner; and employees are responsible for helping to identify potential accommodation options)
  • Procedures for Accommodation – The step-by-step process for employees or job applicants of claiming an accommodation and the supervisor’s process of meeting the duty to accommodate
  • Appeals – What employees or job applicants can do if they are not satisfied with the offered accommodation
  • Privacy and Confidentiality – Statement of confidentiality regarding requests for accommodation
  • Review – Assignment of responsibility/accountability to review the accommodation procedures annually
  • Enquiries – Contact information in case of questions or concerns

To learn more, click here.