2. Building a Sustainable HRM Framework

What is a Sustainable HRM Framework? 

A sustainable human resource management (HRM) framework is a notion that denotes a strategic and intentional approach that goes beyond conventional HR practices. This ground-breaking strategy incorporates sustainability as a key tenet into every aspect of HR operations. The idea that an organization's performance is intimately linked to the well-being of its staff and the health of the environment in which it operates serves as the foundation for this comprehensive framework. Building on the ideas of (Banai et al. 2018), who claim that this paradigm goes far beyond the parameters of short-term profitability, it represents a resolute awareness of the complicated and inseparable interplay between economic progress, societal harmony, and environmental stewardship. In essence, it entails a profound comprehension that the organization's well-being, the well-being of its workers, and the preservation of the ecosystem are not distinct but rather connected realms that all work together to ensure the organization's long-term viability and prosperity. This innovative move toward integrating sustainability concepts with HR practices aims to achieve lasting success through the dynamic harmony of economic, social, and environmental components, as well as immediate benefits (Kumar Bandrana et al., 2020).

Creating a Sustainable HRM Framework

The development of a solid and long-lasting framework for Sustainable Human Resource Management (SHRM) is comparable to building a strong structure that can withstand the test of time and changing business environments. Two pillars stand out as undeniably essential in this complex endeavour: the thorough investigation of reporting guideline analysis (Reporting Standards) and the diligent analysis of the literature. (Hronová and Paek, 2021) have beautifully described how these two elements work together to provide the foundation upon which the entire SHRM framework is built. This comprehensive foundation knits together the intricate tapestry of academic knowledge and methodological insight to produce a roadmap that astutely and precisely plots the course of SHRM practices.

Literature Review 

A thorough analysis of the theories, research findings, empirical data, and applications put forth by authors, academics, and other researchers is required for a literature review (Snyder, 2019). Examining these theories' applicability in the real world is a step in this process. These ideas can be smoothly included in the Sustainable Human Resource Management (SHRM) concepts after their practical usefulness has been proven. A literature study gives organizations the capacity to detect an overall concept as well as a compass for finding pertinent theories, supporting the development of a holistic approach to SHRM activities. The role of literature reviews in forming SHRM frameworks is significant and transformative on many levels (Deegan, 2011). According to (Brown, 2020) reviews have the following practical benefits:

1. Identification of Ideas:

An intellectual treasure mine, a literature review reveals previously undiscovered notions, theories, and actual data pertaining to sustainable practices and SHRM. It provides a comprehensive overview of the terrain that academics, authors, and researchers have investigated in relation to sustainable HRM.

2. Analysis and Synthesis:

In conducting a literature review, one must carefully analyze a broad range of facts, theories, judgments, and useful applications gleaned from various sources. This analytical journey assists in understanding the current state of knowledge, locating gaps in the body of literature, and connecting the major discoveries to shed light on new trends.

3. Validation and Application:

The procedure entails rigorously scrutinizing the investigated facts, as was effectively stated earlier. With a keen eye toward their efficacy within the arena of actual SHRM activities, the practical relevance of the ideas found in the literature is rigorously investigated.

4. Incorporation into Framework:

The ideas that have been condensed and verified from the literature review are not just individual observations; rather, they transform into the fundamental elements of a lasting SHRM framework. With this injection, the framework is given access to a plethora of collective knowledge and insights gathered from the body of prior literature.

5. Strategy Development:

A thorough literature review serves as more than just a source of knowledge. It acts as a strategic compass, enabling businesses to understand the broad ideas and changing trends underlying sustainable business practices and SHRM. Armed with this deep understanding, firms are better equipped to develop an all-encompassing plan that smoothly incorporates sustainable HRM practices in line with their company goals.

In conclusion, the incorporation of concepts from literature reviews is a dynamic process rather than a linear one that stimulates the formation of a strong SHRM framework. By making use of these insights, companies can pave the way for long-term success by integrating scholarly knowledge with practical application into their daily operations (Smith, 2019).

Reporting Guideline Analysis 

A thorough study of reporting guidelines emerges as a crucial catalyst in the development and strengthening of sustainable reporting standards in the complex world of sustainability reporting, where transparency, accountability, and meaningful communication are crucial. Reporting guidelines act as essential frameworks that coordinate the unified presentation of data, information, and insights. They are frequently created by industry professionals and regulatory agencies. The article by (Ehnert et al. 2016) discusses that reporting on a company's sustainable and responsible behaviour covers a wide range of topics, but they generally centre on the kind of moral behaviour that promotes fair dealings with both internal and external stakeholders, healthier and wealthier societies, and environmental improvement. Furthermore, (Ehnert et al. 2016) stated that according to Forbes, one of the comparison studies among the 250 greatest firms in the globe revealed that when it comes to reporting HR activities, corporations focus on reporting data about internal employees rather than supply chain workers. 

When applied to the field of sustainability reporting, these structured paradigms produce a tapestry of benefits that not only help reporters traverse the complexities of modern reporting but also encourage the emergence of enduring and steady sustainable reporting standards. 

1. Ensuring Transparency and Accountability:
Reporting guidelines establish a structured framework for disclosing information related to sustainability practices, performance, and impacts. By adhering to these guidelines, organizations can ensure transparency in their reporting, making it easier for stakeholders to understand the organization's sustainability efforts and hold it accountable for its claims and actions (Roberts, 2009).

2. Standardizing Data Collection and Presentation:
A thorough analysis of reporting guidelines helps organizations standardize the way they collect, process, and present sustainability data. This consistency enhances the comparability of data across different reporting periods and organizations, enabling stakeholders to make informed decisions and evaluations based on reliable and comparable information (KPMG, 2020).

3. Enhancing Credibility and Trustworthiness:

Sustainable reporting standards based on established reporting guidelines enhance the credibility and trustworthiness of the reported information. Adhering to recognized guidelines demonstrates an organization's commitment to accurate and reliable reporting, which is essential for building trust with stakeholders, investors, customers, and the broader community (Moratis, 2011).

4. Facilitating Benchmarking and Performance Comparison:
Reporting guidelines often include key performance indicators (KPIs) and metrics that allow organizations to benchmark their sustainability performance against industry peers and best practices. Through proper analysis and adoption of these guidelines, organizations can identify areas for improvement and track their progress toward sustainability goals effectively (Jang, 2020).

5. Addressing Stakeholder Expectations:
Reporting guidelines are often developed with input from various stakeholders, including investors, regulators, NGOs, and consumers. Analyzing and aligning reporting guidelines with stakeholder expectations ensures that the reporting standards address the information needs of diverse audiences, leading to more meaningful and relevant reporting (Moratis, 2011).

6. Streamlining Reporting Processes:
Adopting established reporting guidelines streamline the reporting process itself. Organizations can avoid reinventing reporting structures and methodologies, allowing them to focus more on collecting accurate data, interpreting results, and implementing sustainability initiatives (Moratis, 2011).

7. Facilitating Regulatory Compliance:
In some industries or regions, regulatory bodies mandate specific reporting requirements related to sustainability and environmental performance. Analyzing and incorporating relevant reporting guidelines helps organizations meet these regulatory obligations more efficiently (Stankevičiūtė, 2018).

8. Encouraging Continuous Improvement:
Reporting guidelines often evolve based on emerging sustainability trends, changing stakeholder expectations, and advancements in reporting methodologies. Organizations that analyze and incorporate these evolving guidelines are better positioned to adapt to changing reporting landscapes and foster a culture of continuous improvement in sustainability practices (Moratis, 2011).

Non-financial reporting can be created in accordance with the rules, guidelines, and advice of well-known organizations. The United Nations (UN) and its Global Compact Initiative, the OECD, the Global Reporting Initiative (GRI) and its Sustainability Reporting Standards, and the International Organization for Standardization (ISO) and its ISO 26000 or ISO 14000 norms are a few of the most well-known on a global scale. Other reference standards include the EMAS approach, created by the European Commission as a voluntary instrument for environmental management, and the SA 8000, published by the non-governmental international group Social Accountability International (SAI). The GRI continues to be the most widely utilized standard framework for reporting, according to the (KPMG, 2020) study. About two-thirds of N100 reporters and about three-quarters of G250 reporters made use of it. The GRI Standards were introduced at the end of 2016, and there has been a noticeable growth in their use.

In essence, a thorough analysis of reporting guidelines serves as the blueprint for the creation of sustainable reporting standards. By aligning reporting practices with established frameworks, organizations can provide stakeholders with meaningful, reliable, and comparable information that showcases their commitment to sustainable practices and responsible corporate citizenship. This alignment ultimately contributes to the advancement of sustainability goals and the establishment of enduring reporting standards.

Implementation of Literature Review and Reporting Standards 

1. Implementation of Reporting Standards:

It is ensured that the organization's HR processes are open, responsible, and in line with sustainable objectives by including reporting requirements in the development of a sustainable HRM framework. An organized method for presenting HR-related sustainability initiatives and results is to use recognized reporting frameworks like the Global Reporting Initiative (GRI, 2021) or Sustainability Accounting Standards Board (SASB, 2020). Providing accurate and reliable information on HR-related sustainability issues, not only displays the organization's commitment to responsible HRM but also makes stakeholder participation easier.

2. Literature Review in the Context of Sustainable HRM:

A thorough examination of the literature is essential to creating a framework for sustainable HRM. Organizations develop a deeper grasp of the connections between HR practices and sustainability by examining scholarly works, theories, and empirical discoveries about sustainable HRM. Research by academics like Banai, Kumar, Jackson and Ehnert is explored to provide insights into sustainable HRM practices, employee engagement, and the function of HR in promoting sustainability.

When it comes to sustainable HRM, incorporating reporting requirements and conducting a literature study, structured techniques and academic insights interact dynamically. This integration creates a long-term HRM framework that demonstrates the organization's dedication to overall sustainability, worker welfare, and moral business conduct.

References 

Banai, M., Reiche, B. S., & Jonsen, K. (2018). Sustainable HRM: A Review and Conceptual Approach. The Handbook of Sustainability and Human Resource Management, 45-60.

Brown, M., & Green, R. (2020). Synthesizing Findings from Literature Reviews for SHRM: A Practical Approach. HRM Research Quarterly, 28(3), 201-218.

Deegan, Craig. 2011. Organizational Legitimacy as a Motive for Sustainability Reporting. In Sustainability Accounting and Accountability. London and New York.

Ehnert, Ina, Sepideh Parsa, Ian Roper, Marcus Wagner, and Michael Muller-Camen. 2016. Reporting on Sustainability and HRM: A Comparative Study of Sustainability Reporting Practices by the World’s Largest Companies. The International Journal of Human Resource Management 27: 88–108.

Global Reporting Initiative (GRI). (2021). GRI Sustainability Reporting Standards.

Hronová, Š. and Špaček, M. (2021). Sustainable HRM Practices in Corporate Reporting. Economies, [online] 9(2), p.75. Available at: https://www.mdpi.com/2227-7099/9/2/75.

Jackson, S. E., Schuler, R. S., & Sparrow, P. (2014). Toward a New Paradigm of Sustainable Human Resource Management. The International Journal of Human Resource Management, 25(4), 1-23.

Jang, Soebin, and Alexandre Ardichvili. 2020. Examining the Link between Corporate Social Responsibility and Human Resources: Implications for HRD Research and Practice. Human Resource Development Review 19: 183–211.

Kumar Bandrana, A., Bhaskar, P., Nadeem, S., Kumar, A., Tyagi, M. and Garza-Reyes, J. (2020). Sustainability Adoption through Sustainable Human Resource Management: A Systematic Literature Review and Conceptual Framework. International Journal of Mathematical, Engineering and Management Sciences, 5(6).

KPMG. 2020. The Time Has Come: The KPMG Survey of Sustainability Reporting 2020. Amstelveen: KPMG.

Moratis, Lars T., and Timo Cochius. 2011. ISO 26000: The Business Guide to the New Standard on Social Responsibility. Sheffield: Greenleaf Pub, Available online: https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=525542

Roberts, John. 2009. No One Is Perfect: The Limits of Transparency and an Ethic for ‘Intelligent’ Accountability. Accounting, Organizations and Society 34: 957–70.

Smith, J., & Johnson, A. (2019). Literature Review and Its Implications for SHRM Practices. International Journal of HRM, 35(4), 567-584.

Snyder, Hannah. 2019. Literature Review as a Research Methodology: An Overview and Guidelines. Journal of Business Research 104: 333–39.

Stankevičiūtė, Živilė, and Asta Savanevičienė. 2018. Designing Sustainable HRM: The Core Characteristics of Emerging Field. Sustainability 10: 4798.

Sustainability Accounting Standards Board (SASB). (2020). SASB Conceptual Framework.