HR's Role in Building a Sustainable Enterprise: Insights from Some of the World's Best Companies (original) (raw)
Related papers
HR's Role in Building a Sustainable Enterprise: Insights From Some of the World's Best
2000
S ustainability-balancing social, environmental, and economic factors for shortand long-term performance-is a critical issue for the world and for business. We interviewed key executives at nine of the world's most "sustainable" companies to examine important issues about their sustainability journeys and the role Human Resources is playing. We confirmed that these companies exhibit first-class sustainability results on a variety of dimensions.
2016
Sustainable organizations and the role of HR: HR related interventions towards sustainable change processes 108 the sustainability of the HRM system itself becomes a 'survival strategy' for organizations dependent on high quality employees" (Ehnert & Wes, 2012, p. 223). Defining Sustainable HRM Research on sustainable HRM originated from a few countries only, such as Germany, Switzerland, and Australia (Ehnert & Wes, 2012). Wilkonsson, Hill and Gollan (2001) focused on the short term use of human resources in organizations. The authors speak about 'consumption' of people instead of 'reproduction'. Zaugg et al. (2001) go one step further and claim that a sustainable use of the capabilities of people in organizations can lead to a competitive advantage, especially where there is labour scarcity. These authors define sustainable HRM as "long term socially and economically efficient recruitment, development, retainment and dis-employment of employees" (p. II). Most definitions in this period were focused on the long term survival, on the viability of organizations, and a future orientation (Ehnert & Wes, 2012). Later studies used terms such as 'sustainable work systems,' HRM', 'talent management', and 'HRM and stakeholder theory' (Ehnert & Wes, 2012). Cohen et al. (2010, p. 1) define a sustainable organization as an "enterprise that simultaneously contributes economic, social and environmental benefits-known as the "triple bottom line"-to society while also ensuring its own long-term sustainability as an organization." Sustainable HRM in their view is the use of the tools of HR to create a workforce that has the trust, values, skills and motivation to achieve a profitable triple bottom line. In this liber amicorum contribution for Jac Vennix, we focus on sustainable HRM, referring to Socially Responsible HRM (Cohen, 2010), combining social sustainability and Corporate Social Responsibility (CSR). This fits well in the Nijmegen School of Management (NSM) social science perspective on business administration where multiple value creation is key and where a social and organizational perspective beyond an economic perspective are central. The NSM Strategic HRM group uses this multidisciplinary approach with a focus on social embeddedness. Six scholars of the NSM Strategic HRM group take the opportunity to offer their research view and output on Socially Responsible HRM, zooming in on sustainable employability or careers, gender diversity, cultural intelligence, the flexible workforce, high performance work systems, and financial participation. Each of these individual contributions describes the challenges of sustainable HRM in the midst of a rapidly changing environment characterised by globalization, geographical mobility, strong competition, and decreasing social security support from governments. After these individual sustainable HR related
Human Resource Sustainability: Deliverables of Sustainable Business Management
2017
Increasing complexity, high level of competition, unstable market conditions, environmental and social issues are the elements that often characterize a business. In order to manage these challenges that a business confronts, a general framework can be designed through the concept of sustainable development. Though it is a macroeconomic concept and is rarely discussed on the grounds of companies and business processes. The concept of sustainability can be understood as a company's ability to achieve its business objectives and to increase long-term stakeholder value by integrating economic, environmental and social opportunities into its business strategies. It seems vital for companies operating worldwide. Additionally, human resources are known to be the most valuable assets for any company. This study focuses on reviewing the important factors associated with the organizations' drift towards greater sustainability as well as the part human resources might be playing in th...
RETHINKING THE ROLE OF HR AS AA CATALYST FOR SUSTAINABLE INNOVATION
Indian Journal of Economics & Business, Vol. 17, No. 3, (2018) : 65-78, 2018
In current business scenario, the concept of organizational sustainability and role of HR in it is a well-argued concept. The research aims in identifying the key factors that define HR role in organizational sustainability.The respondents of the study were HR professionals from two companies namely DCM Shriram Ltd.(Organization A) and Simbhaoli Sugars Ltd.(Organization B).Findings reveal that organization A is more focused on sustainability practices as compared to organization B and also the HR department of Organization A is more involved in creating a favorable work environment to achieve the organization's sustainability goal. Researchers found both companies adhere to environmental issues, remuneration policies, equal opportunity policies, and transport to work policy. However, company B is not open to employee recruitment policy, employee volunteering policy, and travel and expenses policy.
Role of HR for Sustainable Tomorrow
International Journal of Research in Commerce, Economics and Management, 2017
Organizations today are performing functions extensively in order to deliver to their best. With more importance on the performance of a company comes greater responsibility in every sphere. Subsequently there comes a need for sustainability to be adopted by organizations. In fact, the advantages of sustainable business practices are being identified and realized by certain companies which could lead to long term benefits. All businesses are contributing towards a global economy through transforming from a conventional approach to a modern outlook by exploring the environmental and green aspect of business practices. If we look closely, both our personal and professional lifestyle is heavily impacting the environment. When HR intersects with sustainability, various measures are taken into consideration such as training and engagement, effective communication with the employees to form committees and groups on green planning. This is when the HR explains to the employees the goals and objectives for progress. Voluntary initiatives are also encouraged as a step towards sustainability. Moreover, the process of Talent acquisition is also monitored wherein the entire process of hiring is either electronic to save paper, or vice versa. The main belief followed here is to minimize the impact on nature using ecofriendly options.
Integrating Sustainable HR Practices with Corporate Social Responsibility for Enduring Organisations
Kosh: The Journal of Employee Provident Fund, 2024
In the rapidly evolving global business environment, the concept of sustainability has transcended beyond environmental concerns to encompass economic and social dimensions. Hence, human resource (HR) practices should also be aligned with sustainable principles, focusing not only on the long-term success of the organisation but also on the well-being of employees, ethical labour practices, and social responsibility. Sustainable HR practices involve fostering a supportive work culture, investing in human resource development, ensuring diversity and inclusion, and implementing fair labour policies that contribute to the overall sustainability goals of the organisation. For developing countries like Nepal, integrating sustainable HR practices with Corporate Social Responsibility (CSR) is not just a strategic advantage, but a necessity for building resilient and long-lasting organisations. This article critically explores how sustainable HR practices, aligned with CSR, can ensure sustainable business operations and organisational longevity in developing economies like Nepal.
GREEN HR: THE ESSENCE FOR SUSTAINABILITY IN THE 21ST CENTURY
The Green human resources management is a new management philosophy is based on green movement related to Protection of surroundings and pattern in which " green " concept applied to the field of human resource management. It's essential meaning is to take " green " management tools to enhance ecological benefits i.e., " To defend & improve the human environment for present and future generation has become an imperative goal for mankind. " Green HR is basically for economic and social perspective to achieve employees' psychology, human and ecological harmony. It was affirmed that, Green HR is the use of Human Resources Management policies to endorse the sustainable use of resources within business communities on the significance of going green and adopting various environment management techniques in business organizations and to our surrounding milieu, more generally, promotes the cause of environmental sustainability. The Green HRM involves indispensable elements i.e. 'environmental friendly HR practices', which will as well help the producers and Manufacturers in visualization and brand building. Rigorous implementation of the ISO 14000 standards and environmental audit systems will help change the organizational culture and approach towards waste management& pollution. In this paper an attempt has been made to promote the importance of Green HRM in polluting industries. The topic of environmental sustainability is drawing increased attention. Efficiency created by Green HRM can help cut operational costs and facilitates the industry professionals to realize their Corporate Social Responsibility in an enhanced manner.
2021
The demands for companies on sustainability have increased during the past decade. Sustainable human resource management is desirable due to various benefits, such as competitive advantage and benefits experienced by employees. Additionally, the companies aim to respond to the demands the companies' stakeholders, such as employees and customers, have set for them on sustainability. Sustainable human resource management is both a mean and an end when companies aim for sustainability. External stakeholders, such as investors, are kept informed by sustainability reporting, which has increased remarkably during the past years. Despite the growth of demands and aims on sustainable human resource management and human resource management related to sustainability reporting and measurement, the field is not widely studied. This research aims to examine what kind of human resource management practices the most sustainable companies of the world report having and how they are being measured. This research is qualitative, and the research material consists of the sustainability reports of the companies studied. The material is analyzed by thematic analysis. The theoretical framework of the research consists of two parts. In the first part, sustainable business will be discussed based on the theory of Corporate Social Responsibility. The framework of sustainable human resource management will be built on it based on previous research. The second part of the theoretical framework consists of stakeholder theory, sustainability reporting and measuring of human resource management. This research indicates that the practices the companies report having can be categorized into four main themes: Health & Wellbeing, Employee Development, Employee Engagement, and Diversity & Inclusion. All the main categories include multiple different practices and metrics, which aim for sustainable human resource management. There are three key findings presented based on this research. Firstly, the similarity of the main themes, with varying details, was identified in this research. Although there is no unified way to report human resource management, a similarity in the topics was noticed. Secondly, the absence of shortcomings was observed in the research. This and various ways to measure the different practices indicate that companies report about the successes to ensure the stakeholders on the sustainability, rather than to increase transparency. Finally, it was noticed that the sustainable human resource practices identified in this research reflect the previous literature and research. However, there is an aim to open a discussion about whether sustainable human resource practices are sustainable enough.