Human resource management -- Diversity and inclusion

Management des ressources humaines -- Diversité et inclusion

General Information

Status

Published

ICS

03.100.30 - Management of human resources

Technical Committee

ISO/TC 260 - Human resource management

Drafting Committee

ISO/TC 260/WG 8 - Diversity and inclusion

Current Stage

5020 - FDIS ballot initiated: 2 months. Proof sent to secretariat

Start Date

27-Jan-2021

Completion Date

27-Jan-2021

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FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 30415
ISO/TC 260
Human resource management —
Secretariat: ANSI
Diversity and inclusion
Voting begins on:
20210127
Management des ressources humaines — Diversité et inclusion
Voting terminates on:
20210324
RECIPIENTS OF THIS DRAFT ARE INVITED TO
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
ISO/FDIS 30415:2021(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. ISO 2021
---------------------- Page: 1 ----------------------
ISO/FDIS 30415:2021(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2021

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting

on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address

below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2021 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/FDIS 30415:2021(E)
Contents Page

Foreword ..........................................................................................................................................................................................................................................v

Introduction ................................................................................................................................................................................................................................vi

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Fundamental D&I prerequisites ........................................................................................................................................................... 4

5 Accountabilities and responsibilities ............................................................................................................................................. 4

5.1 General ........................................................................................................................................................................................................... 4

5.2 Organizational governance ........................................................................................................................................................... 5

5.3 Organizational leadership ............................................................................................................................................................. 5

5.4 Organizational designated responsibilities for D&I ................................................................................................ 6

5.5 Individual responsibilities ............................................................................................................................................................ 6

6 D&I framework ....................................................................................................................................................................................................... 7

6.1 General ........................................................................................................................................................................................................... 7

6.2 Actions ............................................................................................................................................................................................................ 7

6.3 Measures ...................................................................................................................................................................................................... 8

6.4 Outcomes ..................................................................................................................................................................................................... 8

7 Inclusive culture .................................................................................................................................................................................................... 9

7.1 General ........................................................................................................................................................................................................... 9

7.2 Actions ............................................................................................................................................................................................................ 9

7.3 Measures ...................................................................................................................................................................................................10

7.4 Outcomes ..................................................................................................................................................................................................10

8 Human resource management life cycle ...................................................................................................................................11

8.1 General ........................................................................................................................................................................................................11

8.2 Workforce planning .........................................................................................................................................................................11

8.2.1 General...................................................................................................................................................................................11

8.2.2 Actions ...................................................................................................................................................................................11

8.2.3 Measures ..............................................................................................................................................................................12

8.2.4 Outcomes .............................................................................................................................................................................12

8.3 Remuneration .......................................................................................................................................................................................12

8.3.1 General...................................................................................................................................................................................12

8.3.2 Actions ...................................................................................................................................................................................13

8.3.3 Measures ..............................................................................................................................................................................13

8.3.4 Outcomes .............................................................................................................................................................................13

8.4 Recruitment ............................................................................................................................................................................................14

8.4.1 General...................................................................................................................................................................................14

8.4.2 Actions ...................................................................................................................................................................................14

8.4.3 Measures ..............................................................................................................................................................................15

8.4.4 Outcomes .............................................................................................................................................................................15

8.5 Onboarding..............................................................................................................................................................................................15

8.5.1 General...................................................................................................................................................................................15

8.5.2 Actions ...................................................................................................................................................................................15

8.5.3 Measures ..............................................................................................................................................................................16

8.5.4 Outcomes .............................................................................................................................................................................16

8.6 Learning and development........................................................................................................................................................17

8.6.1 General...................................................................................................................................................................................17

8.6.2 Actions ...................................................................................................................................................................................17

8.6.3 Measures ..............................................................................................................................................................................18

8.6.4 Outcomes .............................................................................................................................................................................18

8.7 Performance management ........................................................................................................................................................18

8.7.1 General...................................................................................................................................................................................18

8.7.2 Actions ...................................................................................................................................................................................19

8.7.3 Measures ..............................................................................................................................................................................19

8.7.4 Outcomes .............................................................................................................................................................................19

8.8 Succession planning ........................................................................................................................................................................20

8.8.1 General...................................................................................................................................................................................20

8.8.2 Actions ...................................................................................................................................................................................20

8.8.3 Measures ..............................................................................................................................................................................21

8.8.4 Outcomes .............................................................................................................................................................................21

8.9 Workforce mobility ..........................................................................................................................................................................21

8.9.1 General...................................................................................................................................................................................21

8.9.2 Actions ...................................................................................................................................................................................21

8.9.3 Measures ..............................................................................................................................................................................22

8.9.4 Outcomes .............................................................................................................................................................................22

8.10 Cessation of employment ............................................................................................................................................................23

8.10.1 General...................................................................................................................................................................................23

8.10.2 Actions ...................................................................................................................................................................................23

8.10.3 Measures ..............................................................................................................................................................................23

8.10.4 Outcomes .............................................................................................................................................................................24

9 Products and services — design, development and delivery ..............................................................................24

9.1 General ........................................................................................................................................................................................................24

9.2 Actions .........................................................................................................................................................................................................24

9.3 Measures ...................................................................................................................................................................................................25

9.4 Outcomes ..................................................................................................................................................................................................25

10 Procurement and supply chain relationships .....................................................................................................................25

10.1 General ........................................................................................................................................................................................................25

10.2 Actions .........................................................................................................................................................................................................26

10.3 Measures ...................................................................................................................................................................................................26

10.4 Outcomes ..................................................................................................................................................................................................26

11 External stakeholder relationships ...............................................................................................................................................27

11.1 General ........................................................................................................................................................................................................27

11.2 Actions .........................................................................................................................................................................................................27

11.3 Measures ...................................................................................................................................................................................................28

11.4 Outcomes ..................................................................................................................................................................................................28

Annex A (informative) Self-assessment checklist ................................................................................................................................29

Bibliography .............................................................................................................................................................................................................................42

iv © ISO 2021 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/FDIS 30415:2021(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/ patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www .iso .org/

iso/ foreword .html.

This document was prepared by Technical Committee ISO/TC 260, Human resource management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www .iso .org/ members .html.
© ISO 2021 – All rights reserved v
---------------------- Page: 5 ----------------------
ISO/FDIS 30415:2021(E)
Introduction

Developing an inclusive workplace requires an ongoing commitment to diversity and inclusion (D&I)

to address inequalities in organizational systems, policies, processes and practices, as well as people’s

conscious and unconscious biases and behaviours.

In today’s increasingly interconnected world, recognizing and leveraging D&I can be critical for

organizations seeking to increase innovation, and enhance their resilience, sustainability and reputation.

Each organization is different and decision makers need to determine the most appropriate approach

for integrating D&I into their strategy and business processes, based on their organizational context.

To achieve D&I objectives, organizations need to be brave and committed to actively tackling sensitive

issues and addressing non-inclusive behaviours and cultural norms, and unfair and discriminatory

organizational practices, whether these are developed by people or associated with technologies.

Fostering a diverse and inclusive organizational culture can enable individuals and teams to thrive

and do their best in conditions that enable effective collaboration and participation. Building fairer,

more inclusive, socially responsible organizations can help people, regardless of identity, background

or circumstance, to access work and develop knowledge, skills and abilities critical to their personal

development and wellbeing.

This document is relevant to the following United Nations Sustainable Development Goals: (5) Gender

Equality; (8) Decent Work and Economic Growth; (9) Industry, Innovation and Infrastructure; and (10)

[11]

Reduced Inequality, and is guided by the principles of human rights at work. Additionally, it is linked

to ISO 30408.

This document supports organizations to embed D&I in their workplaces (see Figure 1) by providing

guidance and methods on:
a) prerequisites for demonstrating ongoing commitment to D&I;
b) accountabilities and responsibilities for D&I;

c) approaches to valuing diversity and fostering development of an inclusive workplace; and

d) identifying D&I objectives, opportunities and risks, actions, measures, outcomes and impacts.

vi © ISO 2021 – All rights reserved
---------------------- Page: 6 ----------------------
ISO/FDIS 30415:2021(E)
Figure 1 — Organizational diversity and inclusion

This document applies to the human resource management life cycle, delivery of products and services,

supply chain relationships, and relationships with external stakeholders to ensure equity, fairness

and equality. It encourages organizations to use a continual improvement plan, do, check and review

approach. It is intended to help organizations achieve D&I objectives, evaluate the impact on people,

communities and society, and meet sustainable development goals. It can also support independent and

external validation of organizational approaches to embedding D&I in the workplace. To facilitate the

use of this document by organizations, a checklist of the document’s D&I actions is included in Annex A.

© ISO 2021 – All rights reserved vii
---------------------- Page: 7 ----------------------
FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 30415:2021(E)
Human resource management — Diversity and inclusion
1 Scope

This document provides guidance on D&I for organizations, including their governance body, leaders,

workforce and recognized representatives, and other stakeholders. It is intended to be scalable to the

needs of all types of organizations in different sectors, whether in public, private, government or non-

governmental organizations (NGO), regardless of size, type, activity, industry or sector, growth phase,

external influences and country-specific requirements.

This document presents fundamental prerequisites for D&I, associated accountabilities and

responsibilities, recommended actions, suggested measures and potential outcomes. It recognizes

that each organization is different and that decision makers need to determine the most appropriate

approach to embedding D&I in their organization, based on the organization’s context and any

disruptive challenges that emerge.

This document does not address the specific aspects of relations with labour unions or work councils,

or country-specific compliance, legal requirements or litigation.
2 Normative references

The following documents are referred to in the text in such a way that some or all of their content

constitutes requirements of this document. For dated references, only the edition cited applies. For

undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 30400, Human resource management — Vocabulary
3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 30400 and the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
accessibility

extent to which workplace environments, systems, and organizational products and services are

accessible and can be used by the broadest range of people
3.2
accommodate
adapt to or adjust to

Note 1 to entry: The aim of accommodating specific needs is to enable people with differing abilities to gain

access to work and contribute to the organization.

Note 2 to entry: Adjustments can vary according to differing abilities, specific individual needs and circumstances.

For example, having organizational policies that cover making adjustments to premises, working hours, job

responsibilities and equipment, and providing accessible information and assistive technologies, as well as time

for treatment and rehabilitation, when applicable.
© ISO 2021 – All rights reserved 1
---------------------- Page: 8 ----------------------
ISO/FDIS 30415:2021(E)
3.3
accountability

obligation of a person or organization to account for their activities or accept responsibility for those

activities

Note 1 to entry: The activities can, for example, include the completion of a deliverable or task, and accepting

responsibility can involve disclosing the results of the activities in a transparent manner.

[SOURCE: ISO/TS 21089:2018, 3.3.1, modified — Variable characteristics of the concept moved to Note

1 to entry.]
3.4
adverse impact

outcome that is disadvantageous and potentially discriminatory for individuals and groups of people

3.5
bias

tendency, inclination or opinion that is preconceived or unreasoned that hinders impartial judgement

Note 1 to entry: Bias can be unconscious, conscious or systematic.
[SOURCE: ISO 30400:2016, 9.2, modified]
3.6
decent work
work performed in conditions of freedom, equity, security and human dignity
[SOURCE: ISO 26000:2010, 6.4.1.1, Box 8, modified]
3.7
diversity
characteristics of differences and similarities between people

Note 1 to entry: Diversity includes factors that influence the identities and perspectives that people bring when

interacting at work.

Note 2 to entry: Diversity can support the development of workplace environments and practices that foster

learning from others to gain diverse perspectives on inclusiveness (3.12).

Note 3 to entry: Diversity dimensions include the demographic and other personal characteristics of the

workforce, for example age, disability, sex, sexual orientation, gender, gender identity, race, colour, nationality,

ethnic or national origin, religion or belief, as well as characteristics related to socio-economic context. These

are often identified and agreed upon dimensions, which can be associated with legal requirements in different

jurisdictions.

[SOURCE: ISO 30400:2016, 9.1, modified —Note 2 to entry modified and Note 3 to entry added.]

3.8
employee resource group
ERG

people with shared demographic and other diversity (3.7) dimensions, and their allies

Note 1 to entry: An ERG generally consists of people who join together in a network to share experiences and

beliefs, and to promote diversity and inclusion (3.12) in the workplace.

Note 2 to entry: ERGs can contribute to an organization’s approach to D&I, and promote, lead and provide support

for D&I objectives.

Note 3 to entry: Organizations can support the role and contribution of an ERG by allocating a budget and

identifying a leadership team sponsor.
2 © ISO 2021 – All rights reserved
---------------------- Page: 9 ----------------------
ISO/FDIS 30415:2021(E)
3.9
equality
state of being equal, especially in status, rights, opportunities or outcom
...

DRAFT INTERNATIONAL STANDARD
ISO/DIS 30415
ISO/TC 260 Secretariat: ANSI
Voting begins on: Voting terminates on:
2019-11-27 2020-02-19
Human resource management — Diversity and inclusion
ICS: 03.100.30
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL,
This document is circulated as received from the committee secretariat.
TECHNOLOGICAL, COMMERCIAL AND
USER PURPOSES, DRAFT INTERNATIONAL
STANDARDS MAY ON OCCASION HAVE TO
BE CONSIDERED IN THE LIGHT OF THEIR
POTENTIAL TO BECOME STANDARDS TO
WHICH REFERENCE MAY BE MADE IN
Reference number
NATIONAL REGULATIONS.
ISO/DIS 30415:2019(E)
RECIPIENTS OF THIS DRAFT ARE INVITED
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
RIGHTS OF WHICH THEY ARE AWARE AND TO
PROVIDE SUPPORTING DOCUMENTATION. ISO 2019
---------------------- Page: 1 ----------------------
ISO/DIS 30415:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting

on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address

below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2019 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/DIS 30415:2019(E)
Contents Page

4 Principles ..................................................................................................................................................................................................................... 5

5 D&I Roles and Responsibilities ............................................................................................................................................................. 6

5.1 Governance bodies .............................................................................................................................................................................. 6

5.2 Organizational Leadership ........................................................................................................................................................... 7

5.3 Designated Responsibilities for D&I, People Management, and Stakeholder Relationships 7

5.4 Individual responsibilities include: ....................................................................................................................................... 8

6 Diversity and Inclusion (D&I) Framework ................................................................................................................................ 8

7 Inclusive Culture ................................................................................................................................................................................................10

7.1 Outcomes ..................................................................................................................................................................................................10

8 Human Resource Management Life Cycle ................................................................................................................................11

9 D&I and Development and Delivery of Products and services ..........................................................................21

10 D&I and the organization’s procurement and supplier diversity ...................................................................22

11 D&I and other organizational stakeholders .........................................................................................................................23

© ISO 2019 – All rights reserved iii
---------------------- Page: 3 ----------------------
ISO/DIS 30415:2019(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following

URL: www .iso .org/iso/foreword .html.

This document was prepared by Technical Committee ISO/TC260, Human Resources Management

iv © ISO 2019 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/DIS 30415:2019(E)
Introduction

Developing an inclusive workplace requires an ongoing commitment to Diversity and Inclusion (D&I)

to address inequalities in organizational systems, policies, processes, and practices as well as people’s

conscious and unconscious biases and behaviours.

This international standard provides guidelines to organizations on diversity and inclusion, D&I

principles, practices, approaches, methods, and mechanisms, to enable and support equity, fairness,

equality, and accessibility in workplace contexts. It recognizes that each organization is different

and that decision-makers need to determine the most appropriate approach to integrate D&I into the

organization’s business processes, based on the organization’s context. It can also foster consistency

and fairness in the management and development of people in the supply chain, the delivery of the

organization’s products and services, and the interaction with other stakeholders.

This standard includes guidance and methods, and is structured to:

a) Present a set of Principles that demonstrate ongoing commitment to valuing diversity and inclusion

(D&I) that should be fostered by governing bodies and leaders.

b) Provide guidance on D&I Roles and Responsibilities, which includes a Framework, Outcomes,

Actions, and Measures to foster development of an inclusive workplace.
Figure 1 — Diversity & Inclusion Guidance and Methods

c) Identify Roles and Responsibilities that would be accountable for achieving the potential D&I

outcomes.

d) Identify Outcomes of leveraging diversity through inclusiveness, such as increased workforce

engagement, creativity, innovation, productivity, and retention.

e) Identify diversity and inclusion (D&I) Actions (using a plan-do-check-act approach), which can lead

to the desired outcomes.

f) Identify Measures for assessing effectiveness of the D&I Actions to address D&I risks, opportunities,

impacts and outcomes.
© ISO 2019 – All rights reserved v
---------------------- Page: 5 ----------------------
DRAFT INTERNATIONAL STANDARD ISO/DIS 30415:2019(E)
Human resource management — Diversity and inclusion
1 Scope

This International Standard provides guidance on diversity and inclusion for organizations, including

their governance bodies, leaders, workforce and their recognized representatives, and other

stakeholders. It is intended to be scalable to the needs of all types of organizations in different sectors,

whether in public, private, government or non-governmental organizations (NGO), regardless of size,

type, activity, industry or sector, growth phase, or country-specific requirements.

This international standard identifies a set of principles, roles and responsibilities, actions, policies,

processes, practices, and measures to evaluate impacts and outcomes to enable and support effective

diversity and inclusion in the workplace. It recognizes that each organization is different and that

decision-makers need to determine the most appropriate approach according to their organization’s

context.

This International Standard is voluntary and does not address the specific aspects of relations with

labour unions, work councils, country-specific compliance or legal requirements or litigation.

2 Normative references

The following documents are referred to in the text in such a way that some or all of their content

constitutes requirements of this document. For dated references, only the edition cited applies. For

undated references, the latest edition of the referenced document (including any amendments) applies:

ISO 30400, Human resource management — Vocabulary
3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 30400 and the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at http: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/

For the purposes of this document, the terms and definitions given in ISO 30400 Vocabulary, ISO 30408

Guidelines on Human Governance, ISO 30405 Guidelines on Recruitment, and ISO 10667 Assessment

service delivery -- Procedures and methods to assess people in work and organizational settings, and

the following apply.
3.1
accessibility

extent to which facilities, work environments, systems, services, and products can be used by the

broadest range of people (modified: ISO 27500 2011 2.3)

Note 1 to entry: The concept of accessibility addresses the full range of user capabilities and is not limited to

users with a disability; the aim is to achieve high levels of effectiveness, efficiency and user satisfaction whilst

paying attention to the full range of capabilities and universal design principles (modified: ISO 9241-20 2018 3.1).

© ISO 2019 – All rights reserved 1
---------------------- Page: 6 ----------------------
ISO/DIS 30415:2019(E)
3.2
accommodation
reasonable adjustments
process by which a person or organization adjusts to new circumstances

Note 1 to entry: Organizational policies on making reasonable adjustments to accommodate people with

disabilities to access the same opportunities and services as non-disabled people, and to ensure that people with

different abilities can contribute to their full potential.

Note 2 to entry: Adjustments may vary according to individual circumstances but must be effective and practical.

Examples include making adjustments to premises, modifying equipment, ensuring information is available in

an accessible format, direct or supported use of assistive technologies, altering working hours or duties, and

allowing absence for treatment and rehabilitation.

Note 3 to entry: Through proactive support, organizations can enhance employability for people of differing

abilities by making accommodations and reasonable adjustments.
3.3
accountability

State of being answerable for decisions and activities to the organizations governing body, legal

authorities, and more broadly, its stakeholders (ISO 26000 2010 2.1)

Note 1 to entry: Obligation of an organization and its people to account for their roles, responsibilities and

actions, and for completion of a deliverable or task, and to disclose opportunities, risks and outcomes in a

transparent manner.
3.4
benefits

non-cash provisions provided within an organization’s reward policies, processes and practices

Note 1 to entry: Although pay and benefits are often referenced together, the intent to define benefits separately

is to describe the broad range of non-pay elements that an organization can provide (for example, paid leave,

healthcare, company cars, childcare vouchers, and free or subsidized meals).

Note 2 to entry: Although they have a financial value and cost for organizations, for example paid leave, pensions

and company cars, they may be offered based on the desire to care for workforce and organizational well-being

and engagement.

Note 3 to entry: Financial, legal and socio-economic factors influence the development and shaping of an

organization’s reward policies and practices.
3.5
diversity
characteristics of differences and similarities between people

Note 1 to entry: Dimensions of diversity are the demographic other personal characteristics of the workforce,

often expressed statistically, for example, age, disability, sex, sexual orientation, gender, race, colour, nationality,

ethnic or national origin, religion or belief.

Note 2 to entry: Diversity includes factors that influence the identities and perspectives that people bring when

interacting at work.

Note 3 to entry: Diversity can support the development of workplace environments and practices that foster

learning from others to gain diverse perspectives on inclusiveness.
2 © ISO 2019 – All rights reserved
---------------------- Page: 7 ----------------------
ISO/DIS 30415:2019(E)
3.6
employee resource groups (ERG’s)
business resource groups (BRG’s)

people with shared demographic and other personal characteristics, or affinity with these

characteristics, who join together to demonstrate commitment to diversity and promote inclusion in

the workplace

Note 1 to entry: Examples of personal characteristics can include age, disability, sex, sexual orientation, gender,

race, colour, nationality, ethnic or national origin, religion or belief.

Note 2 to entry: These groups can raise awareness, lead, and provide support for D&I strategic objectives and

actions.

Note 3 to entry: Feedback from these groups can inform an organization’s vision, mission and D&I strategy

related to workforce development, retention and engagement, which can also foster a sense of belonging.

Note 4 to entry: Ideally, these groups are sponsored by organizational leaders and usually have a written terms

of reference and an allocated budget.
3.7
equality
equal treatment and opportunities to participate and contribute

Note 1 to entry: People should not be treated less favourably because of their demographic and other personal

characteristics.

Note 2 to entry: It includes equal treatment, or in some instances, treatment that is different but equivalent in

terms of rights, benefits, obligations and opportunities. (ISO 26000 2010 2.8)
3.8
equity

principle that people should be subject to policies, processes and practices that are fair, as far as

possible, and free from bias (modified ISO 10667 2011 2.13)
3.9
fairness

impartial, equitable and respectful treatment or behaviour that strives to alleviate favouritism or

discrimination

Note 1 to entry: Organizational policies, processes and practices that are fair and impartially applied support the

development and maintenance of an inclusive workplace.
3.10
inclusion
process of including all stakeholders in organizational contexts

Note 1 to entry: Organizational policies, processes and practices that are fair and impartially applied can support

an inclusive workplace.

Note 2 to entry: This involves the entire workforce having access to opportunities and resources to enable their

contribution to the organization.

Note 3 to entry: entry: This involves stakeholders from different groups being accepted, welcomed, enabled to

have a voice, and to develop a sense of belonging.
3.11
Inclusive culture

values, beliefs and practices that influence the conduct and behaviour of people and organizations, and

that include and value the perspectives and contributions of diverse stakeholders

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3.12
inclusiveness
process of aiming at achieving inclusion

Note 1 to entry: An organization is realizing inclusiveness when it seeks to foster and value the perspectives and

contributions of every stakeholder.

Note 2 to entry: Inclusivity is demonstrated when an organization strives to include many different types of

stakeholders and treat them fairly and equally.
3.13
intersectionality

combination of one or more demographic and personal characteristics that are part of a person’s

identity

Note 1 to entry: These personal characteristics include age, disability, sex, sexual orientation, gender, race,

colour, nationality, ethnic or national origin, religion or belief, as well as characteristics related to socio-economic

context.

Note 2 to entry: These personal and socio-economic characteristics intersect, such that each characteristic is

linked to other characteristics, and influence a person’s life and work experiences.

3.14
learning and development

broad, multifaceted set of activities focused on improving the performance of the organization and the

knowledge, skills and abilities of its people

Note 1 to entry: It includes a variety of approaches and methods, such as induction, on-the-job or off-the-job

training, coaching, mentoring, and forms of self-development aimed at helping people develop knowledge,

skills, abilities and behaviours related to their job, employability, and well-being, in addition to meeting the

organization’s strategic objectives.

Note 2 to entry: Learning is the act of obtaining or acquiring new knowledge, skills, and abilities, and occurs

through the impact of education, training, instruction, practice or study on the individual.

Note 3 to entry: People also learn from others, which can raise awareness of the organization’s diversity and

inclusion principles and strategic objectives.
3.15
onboarding
boarding
induction

processes of welcoming people into the organization, its culture, expectations, policies, people and

their roles

Note 1 to entry: The length and nature of onboarding depends on the size and nature of the organization,

complexity of the job, and the knowledge, skills and abilities of the person.

Note 2 to entry: It is a process through which people adjust or acclimatise to a new work environment, role and

responsibility.
3.16
stakeholder
interested parties

person or organization that can affect, be affected by, or perceive itself to be affected by a decision or

activity
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3.17
supplier diversity

deliberate approach to engage and support diverse suppliers, and to foster diversity and inclusion in

the organization’s supply chain

Note 1 to entry: Supplier diversity processes could be integrated into supplier selection activities, contracting

processes and objectives, such as, leveraging the demographics of the organization’s customer base.

Note 2 to entry: supplier diversity can be part of the organizational strategy, integrated with other organizational

policies, processes, and practices, and linked to annual performance objectives cross-functionally.

3.18
Voice

way an organization's people communicate their views and influence matters that affect them at work

Note 1 to entry: The means by which people communicate views on employment and organizational issues,

for instance through line managers, which can enable participation and involvement of people in influencing

organizational decision-making.

Note 2 to entry: Formal and informal mechanisms can be supported by workforce and organizational engagement

and opinion surveys, face-to-face focus groups, Employee Resource Groups (ERG’s), forums, social media

platforms, and others.

Note 3 to entry: Can be evident through discussions, consultations, negotiations and joint actions involving

representatives of the organization and its workforce in social dialogue; this can be facilitated by labour unions,

work councils, or workforce representatives present in the workplace.
3.19
working time

period of activity, or working hours, defined by the daily start and finish times (ISO 2631-2 2003 3.3)

Note 1 to entry: Period of time, during which people are carrying out activities and duties they have agreed to

undertake.

Note 2 to entry: It includes agreed minimum conditions, such as rest and leave entitlements, and opportunities

for flexible or smart working. (BSI PAS 3000 Smart working)

Note 3 to entry: It takes into account the changing nature of work and acknowledges issues that people face in

the workplace, such as those with caring responsibilities.
4 Principles

The following principles, taken together, are fundamental to these guidelines and, when applied,

demonstrate commitment to valuing diversity and inclusion:

4.1 Human Capital. Valuing people in organizations and recognizing their intrinsic value, individually

and collectively, in addition to any protections under the law, regulation and/or organizational protocol.

[Ref: TC260 30414 HCR]

4.2 Governance. Exemplifying and promoting commitment to D&I through use of organizational

governance systems policies, processes, practices, and operations. Application of effective governance

includes ethics and ethical leadership, integrity, transparency, fairness, equity, equality, harassment and

retaliation prevention, due process, assessment and evaluation, reporting, and independent validation

(where appropriate).

4.3 Accountability for actions. For the organization, accountability to act in a socially responsible

manner that is sustainable for itself, its communities, and societies. For members of the workforce,

accountability to act in a manner that is respectful and inclusive.
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4.4 Integration. Aligning D&I with organizational, financial, and human resource management

outcomes and impacts.

4.5 Work. Creating an accessible and respectful workplace environment to foster inclusion and a

sense of belonging that enables people to participate and bring their whole selves to work. When the

composition of the workforce is representative of the community in which the organization operates, the

benefits of diversity can be realized by all stakeholders.

4.6 Intersectionality. Recognizing and appreciating different dimensions of diversity in the workplace

and how they interconnect and interrelate. This includes a variety of demographic and other personal

characteristics, the inter-relationship of these.

4.7 Communication. To encourage civil discourse, respectful dialogue and behaviour between

members of the workforce and other stakeholders, organizational communication should be accessible,

multidirectional, and use explicit and implicit inclusive language, images and symbols, a variety of

approaches, methods, and mediums that recognize the different abilities of people to access, understand

and respond to communications in different ways.

4.8 Advocacy. To recognize, champion and value D&I, and to influence and promote inclusive

organizational practice across the organisation and relationships with customers/clients, suppliers,

communities, and other stakeholders.
5 D&I Roles and Responsibilities

Everyone in the organization has a role and responsibility in the realization of the D&I principles, and in

establishing and maintaining an inclusive culture at work. Inclusive behaviours ensure that ideas and

contributions of stakeholders are welcomed and respected. Encouraging feedback from the workforce

and other stakeholders can be used to effectively develop and communicate the importance of D&I

as an organizational strategy, and to influence organizational outcomes and impacts throughout the

entire organisational life cycle and in critical periods of change.

The organization’s governance bodies and senior leadership teams’ commitment to and accountability

for D&I is demonstrated by ensuring that adequate resources and funding of D&I initiatives

and activities is available. D&I responsibility should be designated to people with expertise and

understanding of D&I. People who have designated responsibilities for D&I, people management,

and stakeholder relationships are accountable for planning, implementing and monitoring policies,

processes, and practices, and reviewing their effectiveness in achieving D&I strategic objectives. This

includes recognizing the value of its relationships with customers/clients, suppliers and communities,

and considering the outcomes and impacts of D&I strategic objectives across organizational operations.

5.1 Governance bodies

To ensure that D&I principles and strategic objectives are aligned with the vision, mission, strategy,

systems, an organization’s governance body has responsibility for:

• determining senior leadership accountability for establishing D&I principles and strategic

objectives, including the provision of resources to achieve them, and embedding D&I principles into

the organizational culture.

• demonstrating and role modelling behaviours that are required by the D&I principles, shared values

and beliefs.

• challenging behaviour that is inconsistent with D&I principles and ensuring that people who

challenge inappropriate behaviour, and those who are affected by it, are protected and supported.

• evaluating the organization’s D&I risks and opportunities and progress in meeting its D&I strategic

objectives.
6 © ISO 2019 – All rights reserved
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ISO/DIS 30415:2019(E)
5.2 Organizational Leadership

Organizational leaders, as advocates and champions of D&I, have responsibility for:

• establishing D&I principles and strategic objectives.

• allocating resources to achieve D&I objectives, including sponsorship of initiatives, Employee

Resource Groups (ERGs) and diversity councils where these exist, and others. This includes

allocation of adequate time and support for participating and contributing to the achievement of

D&I strategic objectives.

• facilitating a positive organizational culture by establishing D&I expectations and accountability,

communicating these to all stakeholders, and fostering inclusive relationships and shared values

with an increasingly diverse workforce, consumer base, and supply chains.

• clarifying and role modelling appropriate behaviour; clarifying, challenging and addressing

inappropriate behaviour; and recognizing and rewarding D&I inclusive practices and behaviours.

• directing that systems, policies, processes, and practices meet the D&I principles and strategic

objectives, taking into account challenges, constraints, risks and opportunities.

• considering demographic data, including the implications of intersectionality, when planning,

designing, delivering, measuring and assessing the impact of their products and services on diverse

markets and customers.

• leading the organization’s annual reporting process to ensure that D&I strategic objectives, risks and

opportunities are discussed in a clear narrative description that is supported by robust evidence.

...

PROJET DE NORME INTERNATIONALE
ISO/DIS 30415
ISO/TC 260 Secrétariat: ANSI
Début de vote: Vote clos le:
2019-11-27 2020-02-19
Management des ressources humaines — Diversité et
inclusion
Human resource management — Diversity and inclusion
ICS: 03.100.30
CE DOCUMENT EST UN PROJET DIFFUSÉ POUR
OBSERVATIONS ET APPROBATION. IL EST DONC
SUSCEPTIBLE DE MODIFICATION ET NE PEUT
ÊTRE CITÉ COMME NORME INTERNATIONALE
AVANT SA PUBLICATION EN TANT QUE TELLE.
OUTRE LE FAIT D’ÊTRE EXAMINÉS POUR
ÉTABLIR S’ILS SONT ACCEPTABLES À DES
FINS INDUSTRIELLES, TECHNOLOGIQUES ET
COMMERCIALES, AINSI QUE DU POINT DE VUE

Le présent document est distribué tel qu’il est parvenu du secrétariat du comité.

DES UTILISATEURS, LES PROJETS DE NORMES
INTERNATIONALES DOIVENT PARFOIS ÊTRE
CONSIDÉRÉS DU POINT DE VUE DE LEUR
POSSIBILITÉ DE DEVENIR DES NORMES
POUVANT SERVIR DE RÉFÉRENCE DANS LA
RÉGLEMENTATION NATIONALE.
Numéro de référence
LES DESTINATAIRES DU PRÉSENT PROJET
ISO/DIS 30415:2019(F)
SONT INVITÉS À PRÉSENTER, AVEC LEURS
OBSERVATIONS, NOTIFICATION DES DROITS
DE PROPRIÉTÉ DONT ILS AURAIENT
ÉVENTUELLEMENT CONNAISSANCE ET À
FOURNIR UNE DOCUMENTATION EXPLICATIVE. ISO 2019
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ISO/DIS 30415:2020(F)
ISO/DIS 30415:2019(F)
Sommaire Page

Avant-propos................................................................................................................................................................. iv

Introduction..................................................................................................................................................................... v

1 Domaine d’application...................................................................................................................................1

2 Références normatives..................................................................................................................................1

3 Termes et définitions .....................................................................................................................................1

4 Principes .............................................................................................................................................................6

5 Rôles et responsabilités en matière de D&I...........................................................................................7

5.1 Instances de gouvernance ............................................................................................................................7

5.2 Leadership organisationnel.........................................................................................................................8

5.3 Responsabilités désignées dans le domaine de la D&I, de la gestion du personnel et

des relations avec les parties prenantes.................................................................................................8

5.4 Les responsabilités individuelles comprennent :................................................................................9

6 Cadre de la diversité et de l’inclusion (D&I) ....................................................................................... 10

7 Culture inclusive ........................................................................................................................................... 11

7.1 Résultats .......................................................................................................................................................... 12

7.2 Actions .............................................................................................................................................................. 12

7.3 Mesures ............................................................................................................................................................ 13

8 Cycle de vie du management des ressources humaines................................................................. 13

9 D&I et développement et livraison de produits et de services .................................................... 24

10 D&I et diversité des achats et des fournisseurs de l’organisme.................................................. 26

11 D&I et autres parties prenantes de l’organisme ............................................................................... 27

Bibliographie................................................................................................................................................................ 29

DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2019

publication ne peut être reproduite ni utilisée sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique,

y compris la photocopie, ou la diffusion sur l’internet ou sur un intranet, sans autorisation écrite préalable. Une autorisation peut

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iii
Publié en Suisse
ii © ISO 2019 – Tous droits réservés
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Sommaire Page

Avant-propos ................................................................................................................................................................. iv

Introduction ..................................................................................................................................................................... v

1 Domaine d’application ...................................................................................................................................1

2 Références normatives ..................................................................................................................................1

3 Termes et définitions .....................................................................................................................................1

4 Principes .............................................................................................................................................................6

5 Rôles et responsabilités en matière de D&I ...........................................................................................7

5.1 Instances de gouvernance ............................................................................................................................7

5.2 Leadership organisationnel .........................................................................................................................8

5.3 Responsabilités désignées dans le domaine de la D&I, de la gestion du personnel et

des relations avec les parties prenantes .................................................................................................8

5.4 Les responsabilités individuelles comprennent : ................................................................................9

6 Cadre de la diversité et de l’inclusion (D&I) ....................................................................................... 10

7 Culture inclusive ........................................................................................................................................... 11

7.1 Résultats .......................................................................................................................................................... 12

7.2 Actions .............................................................................................................................................................. 12

7.3 Mesures ............................................................................................................................................................ 13

8 Cycle de vie du management des ressources humaines ................................................................. 13

9 D&I et développement et livraison de produits et de services .................................................... 24

10 D&I et diversité des achats et des fournisseurs de l’organisme .................................................. 26

11 D&I et autres parties prenantes de l’organisme ............................................................................... 27

Bibliographie ................................................................................................................................................................ 29

L’ISO (Organisation internationale de normalisation) est une fédération mondiale d’organismes

nationaux de normalisation (comités membres de l’ISO). L’élaboration des Normes internationales est

en général confiée aux comités techniques de l’ISO. Chaque comité membre intéressé par une étude a le

droit de faire partie du comité technique créé à cet effet. Les organisations internationales,

gouvernementales et non gouvernementales, en liaison avec l’ISO participent également aux travaux.

L’ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui

concerne la normalisation électrotechnique.

Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont

décrites dans les Directives ISO/IEC, Partie 1. Il convient, en particulier de prendre note des différents

critères d’approbation requis pour les différents types de documents ISO. Le présent document a été

rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2

(voir www.iso.org/directives).

L’attention est attirée sur le fait que certains des éléments du présent document peuvent faire l’objet de

droits de propriété intellectuelle ou de droits analogues. L’ISO ne saurait être tenue pour responsable

de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant les

références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de

l’élaboration du document sont indiqués dans l’Introduction et/ou dans la liste des déclarations de

brevets reçues par l’ISO (voir www.iso.org/brevets).

Les appellations commerciales éventuellement mentionnées dans le présent document sont données

pour information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un

engagement.

Pour une explication de la nature volontaire des normes, la signification des termes et expressions

spécifiques de l’ISO liés à l’évaluation de la conformité, ou pour toute information au sujet de l’adhésion

de l’ISO aux principes de l’Organisation mondiale du commerce (OMC) concernant les obstacles

techniques au commerce (OTC), voir le lien suivant : www.iso.org/iso/fr/avant-propos.

Le présent document a été élaboré par le comité technique ISO/TC 260, Management des ressources

Développer un lieu de travail inclusif exige un engagement continu pour la diversité et l’inclusion (D&I)

afin de lutter contre les inégalités dans les systèmes organisationnels, politiques, processus et pratiques

des organismes et contre les préjugés et comportements conscients et inconscients des individus.

La présente Norme internationale fournit aux organismes des lignes directrices sur la diversité et

l’inclusion, leurs principes, les pratiques, les approches, les méthodes et les mécanismes en matière de

diversité et d’inclusion, afin de favoriser et de soutenir l’équité, la justice, l’égalité et l’accessibilité dans

le monde du travail. Elle reconnaît que chaque organisme est différent et qu’il est nécessaire pour les

décideurs de déterminer l’approche la plus appropriée pour intégrer la D&I dans les processus métiers

de l’organisme, en fonction du contexte de celui-ci. Elle peut également favoriser la cohérence et la

justice dans la gestion et l’évolution du personnel de la chaîne d’approvisionnement, dans la livraison

des produits et services de l’organisme et dans l’interaction avec les autres parties prenantes.

La présente norme comprend des recommandations et des méthodes, et elle est structurée de manière à :

a) présenter un ensemble de Principes démontrant un engagement continu pour valoriser la diversité

et l’inclusion (D&I), qu’il convient de promouvoir de la part des instances de gouvernance et des

dirigeants ;

b) fournir des recommandations relatives aux Rôles et responsabilités en matière de D&I, y compris

un Cadre, des Résultats, des Actions et des Mesures pour favoriser le développement d’un lieu de

travail inclusif ;
Figure 1 — Recommandations et méthodes relatives à la diversité et l’inclusion

c) identifier les Rôles et responsabilités qui seraient comptables de la concrétisation des résultats

escomptés en matière de D&I ;

d) déterminer les Résultats de la promotion de la diversité par l’inclusivité, comme l’engagement, la

créativité, l’innovation, la productivité et la fidélisation accrus du personnel ;

e) identifier les Actions en matière de diversité et d’inclusion (D&I) (à l’aide d’une approche PACV)

qui peuvent mener aux résultats souhaités ;

f) déterminer les Mesures d’évaluation de l’efficacité des Actions de D&I pour traiter les risques, les

opportunités, les impacts et les résultats en matière de D&I.
© ISO 2019 – Tous droits réservés
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PROJET DE NORME INTERNATIONALE ISO/DIS 30415:2019(F)
Management des ressources humaines — Diversité et
inclusion
1 Domaine d’application

La présente Norme internationale fournit des recommandations relatives à la diversité et à l’inclusion

aux organismes, leurs instances de gouvernance, leurs dirigeants, leur personnel et leurs représentants

reconnus, ainsi que les autres parties prenantes. Elle se veut modulable pour répondre aux besoins de

tous les types d’organismes dans divers secteurs, qu’ils soient publics, privés, gouvernementaux ou non

gouvernementaux (ONG), quels que soient leur taille, leur caractéristique, leur activité, leur industrie ou

secteur, leur phase de croissance ou les exigences propres au pays.

La présente Norme internationale définit un ensemble de principes, de rôles et responsabilités,

d’actions, de politiques, de processus, de pratiques et de mesures visant à évaluer les impacts et les

résultats afin de favoriser et de soutenir une véritable diversité et inclusion sur les lieux de travail. Elle

reconnaît que chaque organisme est différent et qu’il est nécessaire pour les décideurs de déterminer

l’approche la plus appropriée en fonction de son contexte.

La présente Norme internationale est volontaire et n’aborde pas les aspects spécifiques des relations

avec les syndicats, les comités d’entreprise, les exigences légales ou réglementaires propres à chaque

pays ou encore les contentieux.
2 Références normatives

Les documents suivants sont cités dans le texte de sorte qu’ils constituent, pour tout ou partie de leur

contenu, des exigences du présent document. Pour les références datées, seule l’édition citée s’applique.

Pour les références non datées, la dernière édition du document de référence s’applique (y compris les

éventuels amendements).
ISO 30400, Management des ressources humaines — Vocabulaire.
3 Termes et définitions

Pour les besoins du présent document, les termes et définitions de l’ISO 30400 ainsi que les suivants,

s’appliquent.

L’ISO et l’IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en

normalisation, consultables aux adresses suivantes :
— ISO Online browsing platform : disponible à l’adresse http://www.iso.org/obp ;
— IEC Electropedia : disponible à l’adresse http://www.electropedia.org/.

Pour les besoins du présent document, les termes et définitions de l’ISO 30400 [Vocabulaire],

l’ISO 30408 [Lignes directrices sur la gouvernance humaine], l’ISO 30405 [Lignes directrices relatives

au recrutement] et l’ISO 10667 [Livraison d’un service d’évaluation — Modes opératoires et méthodes

d’évaluation des personnes au travail et des paramètres organisationnels], ainsi que les suivants,

degré selon lequel des installations, environnements de travail, systèmes, services et produits peuvent

être utilisés par le plus large éventail possible de personnes (modifiée : ISO 27500:2011, 2.3)

Note 1 à l’article : Le concept d’accessibilité comprend toute la gamme de capacités des utilisateurs et ne se limite

pas aux utilisateurs présentant des déficiences ; le but est d’atteindre de hauts niveaux d’efficacité, d’efficience et

de satisfaction des utilisateurs, tout en portant une attention particulière à la gamme complète de capacités et aux

principes de la conception universelle (modifiée : ISO 9241-20:2018, 3.1).
3.2
adaptation
ajustements raisonnables

processus par lequel une personne ou un organisme s’adapte à de nouvelles circonstances

Note 1 à l’article : Politiques organisationnelles visant à apporter des ajustements raisonnables pour permettre

aux personnes présentant des déficiences d’accéder aux mêmes opportunités et aux mêmes services que les

personnes ne présentant pas de déficiences, et pour faire en sorte que les personnes de capacités différentes

puissent apporter leur contribution dans toute la mesure de leurs possibilités.

Note 2 à l’article : Les ajustements peuvent varier selon les circonstances individuelles, mais ils doivent être

efficaces et pratiques. Il peut s’agir, par exemple, d’adapter les locaux, de modifier l’équipement, de veiller à ce que

les informations soient disponibles dans un format accessible, de permettre l’utilisation directe ou avec un

accompagnement de technologies d’assistance, de modifier les heures de travail ou les tâches et d’autoriser les

absences pour traitement et rééducation.

Note 3 à l’article : Grâce à un soutien proactif, les organismes peuvent améliorer l’employabilité des personnes de

capacités différentes en apportant des adaptations et des ajustements raisonnables.

3.3
redevabilité

état consistant à être en mesure de répondre de ses décisions et activités à l’organe directeur de

l’organisme, ses autorités constituées et, plus largement, à ses parties prenantes (ISO 26000:2010, 2.1)

Note 1 à l’article : Il s’agit de l’obligation pour un organisme et son personnel de rendre compte de leurs rôles, de

leurs responsabilités et de leurs actions, ainsi que de la réalisation d’un livrable ou d’une tâche, et de

communiquer sur les opportunités, les risques et les résultats de manière transparente.

3.4
avantages

dispositions non monétaires prévues dans les politiques, processus et pratiques d’un organisme en

matière de rétribution

Note 1 à l’article : Bien que la rémunération et les avantages soient souvent mentionnés ensemble, l’intention en

définissant les avantages séparément est de décrire la vaste gamme d’éléments non salariaux qu’un organisme

peut offrir (par exemple, congés payés, soins de santé, voitures de fonction, frais de garde d’enfants, repas gratuits

ou subventionnés).

Note 2 à l’article : Bien qu’ils aient une valeur et un coût financiers pour les organismes, par exemple en ce qui

concerne les congés payés, les pensions et les voitures de fonction, ils peuvent être offerts dans le but d’assurer le

bien-être et l’engagement du personnel, notamment au sein de l’organisme.

Note 3 à l’article : Les facteurs financiers, juridiques et socio-économiques influent sur le développement et

l’élaboration des politiques et des pratiques de rétribution d’un organisme.
© ISO 2019 – Tous droits réservés
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ISO/DIS 30415:2019(F)
3.5
diversité
caractéristiques des différences et des similitudes entre les personnes

Note 1 à l’article : Les dimensions de la diversité sont les caractéristiques démographiques et autres

caractéristiques personnelles du personnel, souvent exprimées statistiquement, par exemple l’âge, le handicap, le

sexe, l’orientation sexuelle, le genre, la race, la couleur, la nationalité, l’origine ethnique ou nationale, la religion ou

les croyances.

Note 2 à l’article : La diversité inclut les facteurs qui influencent les identités et les points de vue que les personnes

apportent lorsqu’elles interagissent au travail.

Note 3 à l’article : La diversité peut favoriser le développement d’environnements et de pratiques de travail qui

encouragent à apprendre des autres afin de faire émerger des points de vue variés sur l’inclusivité.

3.6
groupes-ressources pour les employés (GRE)
groupes-ressources pour les organismes (GRO)

personnes partageant des caractéristiques démographiques et d’autres caractéristiques personnelles,

ou ayant des affinités avec ces caractéristiques, qui s’unissent pour manifester leur engagement en

faveur de la diversité et promouvoir l’inclusion sur le lieu de travail

Note 1 à l’article : Les caractéristiques personnelles peuvent inclure par exemple l’âge, le handicap, le sexe,

l’orientation sexuelle, le genre, la race, la couleur, la nationalité, l’origine ethnique ou nationale, la religion ou les

croyances.

Note 2 à l’article : Ces groupes peuvent faire connaître, piloter et soutenir les objectifs stratégiques et les actions

en matière de D&I.

Note 3 à l’article : Les retours d’information de ces groupes peuvent éclairer la vision, la mission et la stratégie de

D&I d’un organisme en ce qui concerne l’évolution, la fidélisation et l’engagement du personnel, ce qui peut

également favoriser un sentiment d’appartenance.

Note 4 à l’article : Idéalement, ces groupes sont parrainés par des dirigeants des organismes et ils ont

habituellement un mandat écrit et un budget alloué.
3.7
égalité
traitement égal et chances égales de participation et de contribution

Note 1 à l’article : Il convient de ne pas traiter des personnes de manière moins favorable en raison de leurs

caractéristiques démographiques et autres caractéristiques personnelles.

Note 2 à l’article : Il s’agit d’un traitement égal ou, dans certains cas, d’un traitement différent mais équivalent en

termes de droits, avantages, obligations et opportunités (ISO 26000:2010, 2.8).
3.8
équité

principe selon lequel il convient de soumettre les personnes à des politiques, processus et pratiques

justes, dans la mesure du possible, et exempts de préjugés (modifiée : ISO 10667:2011, 2.13)

traitement ou comportement impartial, équitable et respectueux qui vise à atténuer le favoritisme ou la

discrimination

Note 1 à l’article : Les politiques, les processus et les pratiques des organismes qui sont justes et appliqués de

façon impartiale contribuent au développement et au maintien d’un lieu de travail inclusif.

3.10
inclusion

processus consistant à inclure l’ensemble des parties prenantes dans les contextes organisationnels

Note 1 à l’article : Les politiques, les processus et les pratiques des organismes qui sont justes et appliqués de

façon impartiale peuvent contribuer à un lieu de travail inclusif.

Note 2 à l’article : Cela signifie que l’ensemble du personnel a accès à des opportunités et à des ressources qui lui

permettent d’apporter sa contribution à l’organisme.

Note 3 à l’article : Cela implique que les parties prenantes de différents groupes soient acceptées, bien accueillies

et en capacité de faire entendre leur voix et de développer un sentiment d’appartenance.

3.11
culture inclusive

valeurs, convictions et pratiques qui influencent la conduite et le comportement des personnes et des

organismes, et qui incluent et valorisent les points de vue et les contributions des diverses parties

prenantes
3.12
inclusivité
processus visant à parvenir à l’inclusion

Note 1 à l’article : Un organisme fait preuve d’inclusivité lorsqu’il cherche à encourager et à valoriser les points de

vue et les contributions de chaque partie prenante.

Note 2 à l’article : L’inclusivité se manifeste lorsqu’un organisme s’efforce d’inclure un grand nombre de types

différents de parties prenantes et de les traiter de manière juste et égale.
3.13
intersectionnalité

combinaison d’une ou de plusieurs caractéristiques démographiques et personnelles qui font partie de

l’identité d’une personne

Note 1 à l’article : Ces caractéristiques personnelles comprennent l’âge, le handicap, le sexe, l’orientation sexuelle,

le genre, la race, la couleur, la nationalité, l’origine ethnique ou nationale, la religion ou les croyances, ainsi que les

caractéristiques liées au contexte socio-économique.

Note 2 à l’article : Ces caractéristiques personnelles et socio-économiques se recoupent, de sorte que chaque

caractéristique est liée à d’autres caractéristiques, et a une influence sur le vécu et les expériences

vaste ensemble d’activités diversifiées visant à améliorer les performances de l’organisme ainsi que les

connaissances, savoir-faire et aptitudes de son personnel

Note 1 à l’article : Cela comprend une diversité d’approches et de méthodes, comme la présentation, la formation

en interne ou en externe, le tutorat, le mentorat et des formes de développement personnel visant à aider les

personnes à acquérir des connaissances, des savoir-faire, des aptitudes et des comportements en lien avec leur

travail, leur employabilité et leur bien-être, en plus d’atteindre les objectifs stratégiques de l’organisme.

Note 2 à l’article : L’apprentissage est l’acte d’obtenir ou d’acquérir de nouvelles connaissances, de nouveaux

savoir-faire et de nouvelles aptitudes, et se fait par l’impact sur l’individu de l’éducation, de la formation, de

l’instruction, de la pratique ou de l’étude.

Note 3 à l’article : On apprend aussi des autres, ce qui peut sensibiliser aux principes et aux objectifs stratégiques

de l’organisme en matière de diversité et d’inclusion.
3.15
intégration
accueil
présentation

processus consistant à accueillir les personnes au sein de l’organisme, de sa culture, de ses attentes, de

ses politiques, de son personnel et de leurs rôles

Note 1 à l’article : La durée et la nature de l’intégration dépendent de la taille et de la nature de l’organisme, de la

complexité du poste et des connaissances, savoir-faire et aptitudes de la personne.

Note 2 à l’article : Il s’agit d’un processus par lequel les personnes s’adaptent ou s’acclimatent à un nouvel

environnement de travail, un nouveau rôle et de nouvelles responsabilités.
3.16
partie prenante
parties intéressées

personne ou organisme qui peut soit influer sur une décision ou une activité, soit être influencé ou

s’estimer influencé par une décision ou une activité
3.17
diversité des fournisseurs

approche délibérée pour solliciter et soutenir des fournisseurs diversifiés, et pour favoriser la diversité

et l’inclusion dans la chaîne d’approvisionnement de l’organisme

Note 1 à l’article : Les processus favorisant la diversité des fournisseurs peuvent être intégrés aux activités de

sélection des fournisseurs, aux processus de passation de marchés et aux objectifs, tels que l’exploitation au mieux

de la démographie de la clientèle de l’organisme.

Note 2 à l’article : La diversité des fournisseurs peut faire partie de la stratégie de l’organisme, être intégrée à

d’autres politiques, processus et pratiques de l’organisme, et être corrélée aux objectifs de performance annuels

façon dont les membres d’un organisme communiquent leurs points de vue et exercent une influence

sur les questions qui les concernent au travail

Note 1 à l’article : Il s’agit du moyen par lequel les personnes communiquent leurs points de vue sur les questions

d’emploi et d’organisation, par exemple par l’intermédiaire de leur hiérarchie, ce qui peut permettre leur

participation et leur implication dans les prises de décision de l’organisme.

Note 2 à l’article : Les mécanismes formels et informels peuvent s’appuyer sur la mobilisation du personnel et de

l’organisme et sur des enquêtes d’opinion, des groupes de discussion en face à face, des groupes-ressources pour

les employés (GRE), des forums, les réseaux sociaux, etc.

Note 3 à l’article : Cela peut se manifester par des discussions, des consultations, des négociations et des actions

conjointes impliquant des représentants de l’organisme et de son personnel dans le cadre du dialogue social ;

cette démarche peut être facilitée par la présence de syndicats, de comités d’entreprise ou de représentants du

personnel sur le lieu de travail.
3.19
temps de travail

période d’activités ou heures travaillées délimitées par des heures de début et de fin (ISO 2631-2:2003,

3.3)

Note 1 à l’article : Il s’agit de la période au cours de laquelle les personnes exercent les activités et exécutent les

tâches qu’elles ont accepté d’entreprendre.

Note 2 à l’article : Il comprend des conditions minimales convenues, telles que des droits au repos et aux congés,

...

ISO/FDIS 30415

Human resource management -- Diversity and inclusion

Human resource management -- Diversity and inclusion

Management des ressources humaines -- Diversité et inclusion

General Information

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Human resource management -- Diversity and inclusion

Management des ressources humaines -- Diversité et inclusion

General Information

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Standards Content (sample)

Questions, Comments and Discussion

Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.

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