Principle 6: Transparent decision making

Workers are employed in decent work through transparent decision making.

GBVH often results from an abuse of power; frequently, in the workplace, this is an abuse of power by individuals in positions of authority (decision-making) and influence over hiring/recruitment, pay and working conditions of workers. Low pay and precarious terms of employment, or lack thereof, puts workers in greater positions of vulnerability, especially in areas with limited job opportunities where workers heavily depend on their jobs. Piece rate pay can motivate workers but also poses risks if targets are unrealistic, rates too low or pay calculations easily manipulated. Gender pay gaps can also increase GBVH risk, especially when women are concentrated in low paying roles and men hold decision-making power. 

In contrast, decent work¹ provides protection and stability for workers, while ensuring their pay is sufficient to meet their needs thus reducing their vulnerability to GBVH.

See Principle 5 for the role that business’ purchasing practices play in enabling greater security and pay for workers specified in 5.2.

6.1 Recruit workers directly and conduct due diligence with labour providers/contractors.  

• Inform job seekers that GBVH is prohibited in recruitment. Follow transparent recruitment procedures (see Principle 4.3), and share grievance mechanism details in job advertisements, recruitment, onboarding process and pre-departure training.  
• Where direct recruitment is not possible, take additional steps to manage GBVH risk, such as interviewing workers about their recruitment experience.
• During the procurement and contracting process with labour providers/contractors, engage these business partners on their recruitment practices and responsibility to prevent GBVH in their operations (see Principle 2).

6.2 Prioritise long term or permanent employment contracts.

• Prioritise permanent employment contracts over short term/temporary/seasonal, casual or day work where possible.
• Take additional measures to control the risk of GBVH when short term/temporary/seasonal, casual contracts are used (see Principle 4.3).

6.3 Transparently decide workers’ jobs, pay, incentives and promotion.

• Reduce the opportunity for individuals to abuse positions of power and authority, and to rely on biases and assumptions when making decisions by adopting formal procedures (see Principle 4.3) related to a worker’s employment and/or pay including: determining wages within transparent pay scales/grades, requesting overtime, awarding incentives, evaluating workers’ performance and promotion, contract renewal or changes.  
• Address gender pay gaps between workers performing similar work and between genders across the business through decisions based on objective, gender-neutral evaluation of skill and performance.

6.4 Work with workers and their representatives/trade union to set decent wage levels for all workers. 

• Engage with workers and their representatives/trade union to ensure all workers, including seasonal and casual, receive fair pay that meets their needs, ideally through free and fair collective bargaining.
• Take targeted action such as anonymous wage surveys and confidential focus groups with workers at risk of GBVH (e.g. women workers, migrant workers) to understand their views on pay with worker representatives/trade unions. Gender experts from the trade union movement and specialist NGOs can provide guidance and support to engage with workers.