Blog, COVID-19
In this blog, GBI Director Catie Shavin explores why in-person communication is a critical component of effective human rights risk management and suggests four practical steps human rights managers can take now, and in the longer term, to better navigate situations where such direct contact is not feasible.
Video conferencing apps, text messages and even old-school phone calls have come into their own during the COVID-19 pandemic. They’re keeping us connected but they’re no substitute for direct human contact.
In-person connection is clearly vital for our health and well-being. And in some situations, it’s also essential for effective communication. Information, data and ideas can be exchanged online, but there’s a hard-to-define something that these forms of communication lack. You can’t make eye contact. You can’t read body language. It’s difficult to effectively navigate the energy in a room, the dynamics of a group, the feelings or vulnerabilities of another person. It’s harder to build trust. It’s harder to connect.
In recent weeks, we’ve seen a lot of focus on how companies are managing the human rights challenges presented by COVID-19 – including those related to worker health and safety, unemployment, migrant labour, access to essential goods and services, and so on. Discussion of these challenges is absolutely critical.
But we should also consider the impact of this crisis on ‘everyday’ human rights risk management. Because the lost ability to communicate in-person is having an impact – and one that we’re not talking about.
For example, effective human rights due diligence – particularly at site level – requires conversations with affected, or potentially affected, people and groups. These discussions typically need to be approached thoughtfully and sensitively to build trust, navigate power disparities and cultural differences, and support (often vulnerable) people to share their perceptions and experiences as openly as possible. For these conversations, video conferencing will often be a poor substitute for an in-person discussion, potentially undermining the effectiveness of due diligence efforts. For similar reasons, in-person communication can also be critical when dealing with grievances and engaging with remedy processes.
In-person communication is also invaluable when engaging with colleagues, business partners and other stakeholders. It was hard enough to build buy-in or overcome differences before the pandemic. Trying to do this via video conferencing – or, in one example shared with me, via a crackly international phone call with a partner organisation in a remote location – can feel near impossible.
So, what can we do when we can’t speak in-person? Two suggestions: –
1. Innovate to minimise or overcome the challenges of working remotely: It may be possible to use video conferencing technology to conduct a remote factory tour and audit. Not entirely satisfactory, of course, but worth a try. There may also be ‘proxy questions’ you can include in discussions with colleagues and business partners to get better information. For example, if it is not possible to ask workers directly about their mental wellbeing (or you don’t feel confident about the responses you receive), ask their managers about working hours, contact with family and opportunities to spend time outdoors to get an indication of workers’ likely mental and physical situation.
2. Take note of the challenges that you can’t mitigate or overcome: Inevitably, there will be some challenges connected with remote communication that cannot be fully overcome, and some people and groups may, sadly, suffer as a result. This is a difficult reality, and one that we can do little to change right now. But we should take note of these issues and come back to them later. It’s also a valuable opportunity to articulate to senior managers the value of in-person due diligence and communication in specific situations. It won’t change the challenges you face right now, but it may better position you to advocate for in-person meetings and travel in future.
When restrictions ease and we can be physically present with one another again, consider prioritising two further actions, particularly since there will likely be more COVID-19 spikes and other pandemics in future.
1. Build trust with key stakeholders – especially those you may one day need to work with remotely: Building trust with stakeholders is something many companies working seriously to manage their human rights risks have been doing for some time. However, COVID-19 is teaching us not to take for granted that we will be able to do this when we need to. Prioritise building trust whenever and wherever you can. Because if remote-working restrictions like these are in place when you need that trust to manage human rights issues, it might no longer be easy – or possible – to build it. See Engaging Stakeholders on the GBI Business Practice Portal for practical approaches and insights.
2. Strengthen human rights know-how and capability at a local level: In many companies, human rights expertise is still concentrated at head office – often in the hands of just one or two individuals. This is never ideal, and we’re increasingly seeing companies invest in building capability at a local level. This is something that GBI has been actively supporting in local workshops with business practitioners in key regions over the past two years. The pandemic has made this local capability all the more important. Lockdown restrictions are easing in some countries, but it is likely that reduced travel may to be a feature of the so-called new normal. Ensure your company has the right expertise where it is needed. In the meantime, use remote communication to build that local capacity.
COVID-19 is challenging us to develop a more nuanced approach to ensuring our communication with each other is fit for purpose – on the one hand, we’re getting more familiar with what can be done remotely; on the other, we’re better understanding the value of in-person conversation and collaboration. We should make the most of this opportunity to become more effective in how we connect with one another – both at a personal level, and to improve human rights risk management.
Access more on COVID-19 and responsible business practice here:
- COVID-19 and business and human rights: adopting a responsible business response
- COVID-19: The mental health considerations for responsible business
- COVID-19 and stigma: a responsible business approach
- COVID-19 and contract non-performance: wise companies are guided by business and human rights thinking
- COVID-19 and the right to water: the crucial role of business during and after
- Pandemic shows need to integrate human rights specialists in crisis management teams