1. Introduction - Integration of Sustainability into HRM

Introduction 

Hello, and welcome to my blog, where sustainability is the main focus! My path has been motivated by a passion for building a more sustainable world since 2018. I have been actively supporting and advocating for the Sustainable Development Goals (SDGs) of the United Nations through my dedication as a Team Lead at AIESEC. Now that I have a Master's degree in Environmental Management and Sustainability, I'm on a quest to integrate sustainable solutions into company processes.

In this blog series, we are starting an exploration adventure in Green HRM. Our attention? Explore the field of sustainable human resource management (HRM), closing the gap between sustainability and business. We'll explore the nuances of how companies can successfully incorporate sustainable practices into their business strategies while simultaneously cultivating a committed and environmentally conscious staff.

Join me as we explore the world of sustainable training programs, employee involvement in sustainability projects, green recruitment methods, and even the relationship between diversity and inclusion with a sustainable twist. Our way will be illuminated by real-world success stories and case studies that show how businesses have successfully applied these strategies and reaped the benefits.

However, each journey comes with its own challenges. We'll analyze various barriers to sustainable integration in HRM and devise plans of attack to get through them. Through it all, we'll remain focused on the rewards that await those who embrace sustainable HRM: devoted staff, a strong reputation for their brand, and a company well-positioned for long-term success.

Therefore, this blog is your compass whether you're an aspirant sustainability champion or a corporate executive looking for creative solutions. Together, we'll clear the path towards a time when sustainability isn't simply an objective but the core basis of successful companies.

Green HRM Vs Sustainable HRM

Green HRM

Green HRM is the application of HRM policies to aid an organization's sustainable resource usage and, more frequently, to advance environmental sustainability. Most often, the term "Green HRM" is used to describe concerns about people management practices and policies concerning corporate ecological goals. People participating in the green program can continue to get green awards that acknowledge their participation. Millennials, the emerging workforce, are stressing environmental realization while they choose their enterprises, although many traditional workers frequently feel like they are not responsible for sustaining the environment while they are at work. Given that more and more people look for meaning and self-actualization in their careers, there is also a broader chance to link the workforce. Video recruitment, online and video recording, minimizing travel, moving to a digital environment to reduce paper use, and lowering the company's carbon footprint using HRM policies and regulations are just a few examples of green HRM (Rani, 2014).

Sustainable HRM

Sustainable HRM includes a wider perspective that extends beyond merely environmental considerations. It incorporates sustainability's social and environmental components into HRM procedures. It includes social responsibility, diversity and inclusion, ethical standards, and employee well-being in addition to environmental concerns. Sustainable HRM aims to have a good effect on the environment as well as the relationships between the company and its stakeholders, including its workers, communities, and employees. In order to encourage long-term organizational success and advance society, it seeks to establish a culture that is both socially and environmentally responsible (Wikhamn, 2019).

The emergence of Sustainable HRM

The fusion of sustainability and human resource management (HRM) emerges as a key force pushing enterprises towards a more responsible and successful future in a world that is changing quickly and where environmental concerns and social responsibility have become essential to commercial success. The symbiotic relationship between sustainability and human resource management is explored in this article, along with how these two crucial fields can come together to build resilient, purpose-driven workplaces that positively influence people and the environment. According to (Aust et al. 2020) Numerous academics have noted a rise in interest in sustainable HRM systems during the past ten years. The urge to use sustainability for CSR and HRM practices is delayed despite evidence that HRM practices have an impact on not just employees but also the human, social, and environmental context of enterprises. 

The debate over whether or not to include CSR in general management began in the 1990s (Gladwin, Kennelly, & Krause, 1995) and gained momentum after (Dyllick and Muff, 2016) proposed that businesses should concentrate on advancing Sustainable Development Goals (SDGs) rather than just their own CSR goals. Organizations will be challenged to establish and implement policies and practices that will ultimately connect with HRM functions if they are directed to concentrate on sustainable development goals. 

The early 20th century saw the emergence of the classic Human Resource Management (HRM) model, which was mostly focused on administrative tasks and fundamental employee management (Huselid, 1995). Employees were seen as a resource to be handled and controlled under the old HRM strategy in order to accomplish organizational goals. It places a focus on top-down communication, allows for little employee input in decision-making, and frequently sees workers as expendable commodities. Traditional HRM models frequently lack alignment with overarching business strategies and sustainability objectives since they operate from a short-term viewpoint (Jackson, S. E., & Schuler, R. S., 1995). The social and environmental consequences of the organization's actions are frequently ignored in this method.

As pressure groups' influence grows, consumers become more informed, and the global business climate evolves, more and more companies are implementing green HRM practices to better align themselves with the evolving needs of their customers as well as the legal and regulatory framework. This has been escalating as firms place more and more attention on sustainable practices to guarantee that they function in accordance with sustainability standards for the benefit of people, animals, and the environment (O'Higgins & Zsolnai, 2017). 

Due to the aforementioned factors, HRM is currently undergoing a transition from the traditional HRM Model to a more multidimensional sustainable model (Ehnert, 2014) that takes into account long-term influences rather than just quarterly returns and market-driven, short-term financial issues. These influences include climate change, biodiversity, urbanization, and workforce demographics. It is obvious to build people management techniques that take the growth of social, environmental, and human capital into account given the growing emphasis on natural resources and social capital (Guerci & Carollo, 2016, p. 212). 

An organization's long-term performance depends on a successful integration of human, environmental, and economic considerations, which is why sustainability HRM is so important in today's corporate climate, which is changing quickly. Employers can recruit and keep a motivated, varied staff by embracing sustainable HRM, which also helps the business meet its social and environmental objectives. This strategy effectively contributes to environmental preservation and societal well-being while encouraging innovation, boosting employee engagement, and developing a healthy organizational culture (Ehnert, 2016). In a society that is becoming more and more concerned with sustainability, sustainable HRM makes sure that the company not only stays morally upright but also strategically robust, flexible, and competitive.

Referencing 

Aust, Ina, et al. (2020). “Common Good HRM: A Paradigm Shift in Sustainable HRM?” Human Resource Management Review, vol. 30, no. 3, p. 100705. Accessed 4 Aug. 2023.

Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organization & Environment, 29(2), 156–174.

Ehnert, I. (2009). Sustainable human resource management. A conceptual and exploratory analysis from a paradox perspective. Heidelberg: Springer.

Ehnert, I., Harry, W., Zink, K. J., & Kels, P. (2016). Sustainability and HRM: A multiple‐level perspective. In Research Handbook of Human Resource Management in the Management Education (pp. 197-216)

Gladwin, T. N., Kennelly, J. J., & Krause, T. S. (1995). Shifting paradigms for sustainable development: Implications for management theory and research. Academy of Management Review, 20(4), 874–907.

Guerci, M., & Carollo, L. (2016). A paradox view on green human resource management: Insights from the Italian context. The International Journal of Human Resource Management, 27(2), 212–238.

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

Jackson, S. E., & Schuler, R. S. (1995). Understanding human resource management in the context of organizations and their environments. Annual Review of Psychology, 46(1), 237–264 S. 7.

O'Higgins, E., & Zsolnai, L. (Eds.). (2017). Progressive business models: Creating sustainable and pro-social enterprise. Cham: Springer

Rani, Sushma, and K Mishra. (2014). “Green HRM: Practices and Strategic Implementation in the Organizations.” International Journal on Recent and Innovation Trends in Computing and Communication, vol. 2, no. 11.

Wikhamn, Wajda. (2019). “Innovation, Sustainable HRM and Customer Satisfaction.” International Journal of Hospitality Management, vol. 76, pp. 102–110. Accessed 4 Aug. 2023.