The implications of the concept of “Sustainability “on human resource management. How will this concept affect recruitment, training and development, organisational change, etc?
Introduction
“Sustainability” in HRM has been recently introduced to describe people management and organisational sustenance in a strategic manner. Over the years researchers have thoroughly discussed the concept and argued on its role in resource management and in meeting stakeholder expectation. Sustainability according to Derek Crews is a multifaceted phenomenon and the concept was implemented to balance the economic objectives with environmental pressure and changing expectations of the society. Researchers Stankeviciute and Savaneviciene, further linked the concept of sustainability with human resource management and discussed its significance in people management. Effective Human resource management leads to organisational success, and to overcome new challenges in people management such as in recruitment, training, leadership and organisational change the concept of sustainability is of great importance. Sustainability at the corporate level is explained as a tool that helps in meeting the direct organisational and indirect need of stakeholders in a defined manner.Thus in order to maintain sustainability leadership challenge has been discussed in minute detail. Leadership challenges begin with stakeholder engagement approach where triple bottom line concept is of tremendous importance.
Studies highlight the fact that “Sustainable HRM” is an upcoming topic and is still at the embryonic state. Sustainability in business was always discussed in relation to CSR activity. However with change in workforce demographics, technology, globalisation and competitiveness according to Rompa, the HR could assist the leaders of the organisation to implement sustainable strategy and manage the workforce in a productive way. Thus sustainability is a strategic approach that helps in motivating the employees so that they continue making positive contribution to the work environment.Stankeviciute and Savaneviciene, argued that firstly the HRM directs the employees mind-set and controls action to meet the organisation’s sustainability goals and secondly, sustainable principle in HRM could lead to long term physical, social as well as economic well-being of the workforce. Thus it is evident from the scholarly research work that sustainability as a strategy in HRM aims to enriching the work environment by managing the work force in strategic manner and thus accelerates their performance and improves organisational sustenance amidst steep competition.
Sustainability has been therefore identified that an important factor in HRM, however a group of thinkers pointed out that organisation is often forced to deal with a variety of issues such as sparse human resource, aging population etc. In such situation effective strategies could assist in overcoming the challenges faced by the enterprise by creating a defined organisational culture. It has been further argued that recruitment play a pivotal role in maintaining productivity of the company. Soon after recruitment the deployment takes place through which the people are adjusted to the organisational culture. Training helps in adjusting to the new environment and also lowers risk(Rompa). Adequate motivating techniques, coupled with apt training session increases employee productivity by boosting their morale. Thus it has been argued that in order to incorporate a sustainable environment the entire organisational culture should be adjustable and a creating a learning environment would not only ensure engaged performance by the new employees, but also improve the overall organisational behaviour and encourage holistic growth and sustainability.
The concept of sustainability in human resource is a recent phenomenon that harps on discussing ways of treating human resource in theory and practice. The concept of ‘triple bottom line’ has been further introduced by thinker Crews and its relevance argued by other researchers in their research work. Sustainability is essential in HRM for survival of the organisation(Mazur). However it is evident from the study of different literatures on the same topic, that researchers have heavily discussed on the ways in which leaders create a sustainable strategy to manage the organisation. As a historical concept sustainability is strictly about profit, people and planet and the balancing of three communities lead to mutual success. Sustainability has been further stated as a journey and not a destination (Stankeviciute and Savaneviciene).
Engaging sustainable workforce practices
Organisational learning is a holistic approach that involves talent management, training and development as well as leadership development. Organisations have implemented the sustainability technique as per their need, for example Wal-Mart has incorporated personal sustainability programme, PSP to encourage sustainability and infuse the idea in daily work culture. PSP is unique and effective approach to ensure people management in a systematic manner.Under employee management and improve sustainability a variety of concepts developed over the years, the TBL or triple bottom line, balanced score card, Dow Jones sustainability index etc. However TBL was the most widely approach and has proved effective (Mazur).
While employee management and stake holder engagement are key to business success, it has been further identified that financial evaluation of the enterprise is multi-faceted and involves a variety of analysis of financial papers, like balance sheet, cash flow, income statement and so on. Thus in order to measure sustainability financial evaluation is critical. It is therefore discussed under leadership challenges. However there are core areas like leadership development, change management, ethics governance, talent management, and training, workforce management in which HR could successfully implement sustainability approaches and support human capital. Resources play a pivotal role in organisational growth and sustenance. Hence apt people management is essential for business enhancement. Thinkers have time and again discussed sustainability in relation to employee management as employees are assets who if managed properly lads to matchless organisational success(Stankeviciute and Savaneviciene). It could be therefore mentioned that researchers have argued ways in which both human and economic resources were balanced in a planned way to improve business and ensure business sustainability amidst steep competition.
Conclusion
Sustainability in HRM is an emerging phenomenon. In the past decade companies around the world have perceived the importance of suitability in HRM and have engaged in implementing different models. HR plays a key role in linking sustainability to people management and talent acquisition as well as business development through resource management. HRM however faces challenges while implementing various strategies for improving organisational sustainability, yet the modern researchers have developed innovative techniques to ensure sustainable HRM through key approaches like good treatment of employees, creating learning environment, engagement of employees with CSR activities and also ensure adequate growth and future prospect for the employees. A variety of strategies are developed and implemented for the purpose.
Works Cited:
"Advancing Sustainability: HR’S Role".A Research Report by the Society for Human Resource Management, BSR and Aurosoorya (2010): n. pag. Web. 29 Jan. 2016.
Crews, Derek E. "Strategies For Implementing Sustainability: Five Leadership Challenges". SAM- Advanced Management Journal (2010): n. pag. Print.
Mazur, Barbara. "Sustainable Human Resource Management In Theory And Practice". Economics and Management – 1 (2014): n. pag. Web.
Rompa, Irene. "ân˜Explorative Research On Sustainable Human Resource Management™". Sustainable HRM (2011): n. pag. Web. 29 Jan. 2016.
Stankeviciute, Zivile, and AstaSavaneviciene. "Sustainability As A Concept For Human Resource Management". Economics And Management 18.4 (2013): n. pag. Web.
