ISO 30415:2021 人的資源管理—多様性と包括性 | ページ 6

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.

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.

3.9

equality

state of being equal, especially in status, rights, opportunities or outcomes

3.10

equity

principle that policies, processes and practices should be fairly applied and individual needs recognized

3.11

fairness

principle that everyone should be subject to procedures that are equitable and, as far as possible, free from systematic bias (3.5)

3.12

inclusion

inclusiveness

practice of including all stakeholders in organizational contexts

Note 1 to entry: Inclusion can involve stakeholders from different groups being accepted, welcomed, and enabled to have a voice (3.19) and develop a sense of belonging.

Note 2 to entry: Inclusion can also involve offering opportunities to people on the basis of their knowledge, skills and abilities, as well as providing access to resources that enable their participation.

[SOURCE: ISO 30400:2016, 9.5, modified —Note 1 to entry revised and Note 2 to entry added.]

3.13

inclusive culture

values, beliefs and practices that influence the conduct and behaviour of people and organizations by including and valuing the perspectives and contributions of the broadest range of stakeholders

3.14

inclusive behaviour

conduct that promotes inclusion (3.12)

Note 1 to entry: Organizations can enable conditions that encourage inclusive behaviour.

Note 2 to entry: Individuals within an organization demonstrate inclusive behaviour when they enable everyone to have a voice (3.19) and accept and value the perspectives and contributions of every stakeholder.

3.15

intersectionality

combination of one or more diversity (3.7) dimensions and other personal characteristics that are part of a person’s identity

Note 1 to entry: These diversity dimensions and personal characteristics intersect, such that each is linked to the other, and influence a person’s life and work experiences.

3.16

onboarding

process of welcoming people into the organization, its culture, expectations, policies, people and their roles

Note 1 to entry: The approach to onboarding can depend on the type and size of the organization, complexity of the job, and the knowledge, skills and abilities of the person.

Note 2 to entry: Onboarding can help people adjust or acclimatize to a new work environment, role and responsibility, and also help the workforce and the organization to adjust to its new members.

3.17

organizational governance

system by which an organization makes and implements decisions in pursuit of its objectives

[SOURCE: ISO 26000:2010, 2.13]

3.18

outreach

activities undertaken by an organization to engage with a broader group of stakeholders

3.19

voice

way people communicate their views and influence matters that affect them

Note 1 to entry: Voice can include workforce views on employment and organizational issues, which can enable participation and involvement of people in influencing organizational decision-making.

Note 2 to entry: Voice can be evident through formal and informal mechanisms, including engagement surveys, employee resource groups (3.8) , and consultations and negotiations that involve workforce representatives, labour unions or work councils where they exist.

Note 3 to entry: Voice can include communications from customers, people in the supply chain and other external stakeholders, expressing expectations and concerns.