...Role of HR in driving Corporate Sustainability measures Executive Summary After the Brundtland report in 1987, special emphasis has been given towards sustainable development and its interrelationship between firm productivity, societal equity and environment quality. Proactive organizations are accountable for facilitating, demonstrating and promoting corporate social responsibility. Companies have to rethink their strategy from being profit driven to corporate citizenship. There has been immense pressure from government, customer, employees and competitors to think towards environmental management. HR can play a critical role in this regard by acting as a medium to communicate and educate firms about the importance of CSR. At the same time HR can integrate business goals and CSR goals by implementing HR practices. Introduction Since rapid industrialisation, natural resources are getting depleted at a fast pace. There is a need to conserve and judiciously use natural resources so that there is no burden on our future generation. Corporate sustainability was once seen as a philanthropic activity but now it is getting its due importance in leading companies. Companies have gone to the extent of proactive environmental management which encourages corporations to prevent pollution at the source rather than at the end of pipeline (Annexure 01). Cutting edge firms are going beyond pollution prevention and exploring new opportunities for developing eco-friendly products, processes and...
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...Slide 2: The environmental forces impacting Human Resource: Two types: 1) Internal * Organizational culture- Organizational culture consists of the core values, beliefs, and assumptions that are widely shared by members of an organization. It serves a variety of purposes: • communicating what the organization “believes in” and “stands for” • providing employees with a sense of direction and expected behaviour (norms) • shaping employees’ attitudes about themselves, the organization, and their roles • creating a sense of identity, orderliness, and consistency • fostering employee loyalty and commitment. Below characteristics captures the essence of organizational culture: * Innovation and risk taking * Attention to detail * Outcome orientation * Team orientation * Aggressiveness * Stability * Organizational Structure * Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. * A structure depends on the organization's objectives and strategy. 2) External * Economic- The economic environment has a major impact on business in general and the management of human resources in particular. Economic conditions affect supply and demand for products and services, which, in turn, have a dramatic impact on the labour force by affecting the number and types of employees required, as well...
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...HR Department and Business Sustainability Name Institution Affiliation Sustainability in Human Resource Management Sustainability is setting up the equilibrium of social, environmental and economic factors that affect the business with an aim of improving the short term and longtime performance of the business. Human resource department has a wide scope in the sustainability of the business by balancing several components of the business. These are financial feasibility of the organization and the welfare of the employees, the society, and environmental friendly integrating initiatives (Aras & Crowther, 2012). Sustainability involves compliance with the codes and regulations, integration of social and environmental factors and governance factors into the business and transformation. Frazer (2013) states that, “The primary role of any human resource manager is designing a holistic policy to manage the employee’s talents, which will create sustainability in business strategies and practices” (p .78). The HR should create a culture of unlimited Leadership development for the high potential employees. Workforce engagement contributes to sustainability through customer satisfaction that defines the business growth. Engaging the employees is a noble initiative and the best domain that epitomizes the workers part on the triple bottom line (Hitchcock & Willard, 2009). Collaboration and enhancing teamwork among different departments...
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...Nike Inc. Strategic Analysis ----Eric Overview Nike, Inc. is an American multinational corporation that is engaged in the design, development, manufacturing and worldwide marketing and selling of footwear, apparel, equipment, accessories and services. The company is headquartered near Beaverton, Oregon, in the Portland metropolitan area, and is one of only two Fortune 500 companies headquartered in Oregon. It is one of the world's largest suppliers of athletic shoes and apparel and a major manufacturer of sports equipment, with revenue in excess of US$24.1 billion in its fiscal year 2012 (ending May 31, 2012). As of 2012, it employed more than 44,000 people worldwide. The brand alone is valued at $10.7 billion, making it the most valuable brand among sports businesses. The company was founded on January 25, 1964 as Blue Ribbon Sports by Bill Bowerman and Phil Knight, and officially became Nike, Inc. on May 30, 1971. The company takes its name from Nike (Greek Νίκη), the Greek goddess of victory. Nike markets its products under its own brand, as well as Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding, and subsidiaries including Hurley International and Converse. Nike also owned Bauer Hockey (later renamed Nike Bauer) between 1995 and 2008, and previously owned Cole Haan and Umbro. In addition to manufacturing sportswear and equipment, the company operates retail stores under the Niketown name. Nike sponsors many high-profile...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...Ones and Dilchert’s article: the creation of organizational cultures. Here, we will develop the idea of how culture, value creation, and competitive advantage are linked to environmental sustainability. We will briefly illustrate our arguments with findings from our case-study research in the hospitality industry in 13 Iberoamerican countries.1 1. Ours is research in progress, based on qualitative and mixed research methods. It aims to analyze the role of sustainability in the hospitality sector in Iberoamerica: Spain, Portugal, and Latin America (concretely, in Chile, Brazil, Peru, Argentina, Mexico, Colombia, Venezuela, Uruguay, Costa Rica, Nicaragua, and the Dominican Republic). Organizational culture and sustainability Sustainability and Organizational Culture There is a nascent body of literature that aims to understand how companies can embed sustainability in their organizational cultures (Howard-Grenville & Bertels, 2012). For these authors, culture has been conceptualized as shared norms or values (reinforced through the role of leaders and ‘‘champions,’’ the allocation of resources, the use of incentives, and the existence of corporate policies), as a frame or filter (that is, as recursive connections between people’s day-to-day actions and the meanings associated with them), and as a toolkit (made malleable by individual actors who use cultural resources in new ways). Among the myriad of conceptualizations available, Ulrich and Brockbank...
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...s the HR profession moving fast enough to capture the opportunities in emerging trends? Much of the work addressing this issue has defined the future of HR in terms of competencies, workforce demographics, or professional techniques or practices. Here we take a different departure point by starting with prominent emerging general trends and examining their potential effect on HR, now and in the future, and HR’s desired and actual role in addressing them. What we found was that while HR leaders generally feel their ideal role is one of broad leadership, their assessment of the current role often is far less than that. Our research at the Center for Effective Organizations was conducted with a consortium of 11 large companies: Citrix Systems Inc.; Electronic Arts Inc.; Gap Inc.; Lockheed Martin Corp.; Mattel Inc.; Rockwell Automation; Royal Bank of Canada; Sony Pictures Entertainment; Unilever; UPS Inc.; and The Walt Disney Co. Twenty to 30 HR professionals within each company participated in the consortium. We examined the trends of globalization, generational diversity, sustainability, social media, personal technology, mass customization, open innovation, big data and gamification. Beyond Tradition: Reach Out, Venture Out, Seek Out, Break Out Our findings suggest that human resources can make great progress by simply allocating more time, budget and expertise to the emerging trends that have the greatest potential effect on organizations. However, at a larger level...
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...Human Resource Sustainability & Organizational Behaviours at NOKIA Case Study Assignment 3 Human Resource Sustainability & Organizational Behaviours at NOKIA Case Study Assignment 3 Contents History & Introduction to Nokia 2 Work- Life Balance (WLB) 3 Action Plan/Steps 4 Sustainability 5 Recruitment & Training 5 Action Plan/Steps 5 Sustainability 6 Retaining top talent by incentivising 6 Action Plan/Steps 7 Sustainability 7 Conclusion 8 REFRENCES 9 Extra Readings 11 “ It’s in the Hands of Humanity to make development sustainable, that is to say, seek to meet the needs and aspirations of the present without compromising the ability of the future generations to meet their own” United Nations 1st Rio Earth Summit History & Introduction to Nokia Nokia’s origins stem from the paper manufacturing business by Fredrik Idestam, established in 1865 in the south-west Finland. He later erected a second mill in the nearby town of Nokia which equipped him with the generation of hydropower production. In 1971 the Idestam family along with a business partner Leo Mechlin transformed the firm into a share company and as we know it today to be Nokia. Nokia have a diverse range of interests but we know Nokia for its Mobile Phones * 1912 Generated electricity for the population of Finland * 1962 Created the first pulse generator for use in nuclear power plants * 1963 developed radio/telephone which was...
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...Team Project Unilever: HRM Strategies Unilever HR Team Fengho Natalya Raul Acsenda School of Management Professor: Pomponia Martinez, M.A.M. BHRM490: HRM STRATEGIES AND WORKPLACE DEVELOPMENT April 28, 2015 Table of Contents Introduction………………………………………………………………………………3 Strategic Directions and Priorities………………………………………………………4 Strategic Action Plans……………………………………………………………………5 Forecasting and SWOT Analysis…………………………………………………………5 Alternative 1 (hire more employees)………………………………………………7 Alternative 2 (create Green technology inspires innovative products)…………….8 Alternative 3 (new techniques to help increase its productivity)…………………..8 Alternative 4 (technological advancement “Automation and Robotics”)………….9 Recruitment………………………………………………………………….………….…10 Training and Development……………………………………………………………….11 Sustainable living plan ………………………………………………………………….15 Performance Management…………………………………………………………………17 Recommendation …………...……………………………………………………………18 Conclusion………………………………………………………………………………….19 References………………………………………………………………………………….19 Introduction Unilever is a multinational company, headquartered in London and Rotterdam. Its products include cleaning agents, personal care, food and beverages. Among their brand are Dove, Axe, Rexona, Magnum and other. The company operates in more than 190 countries and is used by over 2 billion people every day. Their main competitors are Nestlé, Procter & Gamble, L’Oréal, Danone. Unilever is publicly traded...
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...stomer loyaltyLAU | School of Business BUS831: Management Theory Sustainability of Customer Loyalty Presented to: Dr. Silva Karkoulian Prepared by: Siham Kibbi Aline Ibrahim Mohammad El Mogharbel Mounir Ghazal Date: 27/11/2013 Paper Outline * Introduction: Four major approaches toward achieving sustainable customer loyalty * Corporate Social Responsibility: CSR plays a significant role in developing customer's loyalty * Customer Relationship Management: Delivering superior customer value has become a major concern targeting the buildup of a sustainable competitive advantage * Product/Services Cost and Price: Pricing strategies are considered to be critical aspects for creating competitive advantage and customer loyalty * Human Resources: Promoting sustainability requirements through HR management * Conclusion: Management, employment, social responsibility, and affordable prices are all keys to give customers a reason to come back Introduction Behind a sustainable business, there are many successful strategies to achieve customer loyalty. Fostering our customers’ decision in keeping a relationship with our company is not an easy job. Thus, attaining sustainability of customer loyalty is a key for a major long- term success of our organizational goals. It is our responsibility to create an attractive yet profitable business which focuses on the ways that not only satisfy but also keep a high satisfaction level...
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...Ph.D. Research Proposal Area of Research: Human Resources GREEN HUMAN RESOURCEMANAGEMENT PRACTICES IN ANKLESHWAR CHEMICAL FACTORIES Table of Contents Page No. CHAPTER 1 INTRODUCTION………………………………………………..03 1.1 What is Green?............................................................................................. .04 1.2 What is Green HRM?.................................................................................. .04 1.3 Why HR?...................................................................................................... ...06 1.4 Some Practices and Example…………………………………......................07 1.5 Chemical Industry Profile…………………………………………………..08 CHAPTER 2 REVIEW OF LITERATURE……………………………………09 CHAPTER 3 IMPORTANCE OF THE STUDY………………………………11 3.1 Green HRM Practices……………………………………………………….13 CHAPTER 4 OBJECTIVES OF THE STUDY………………………………..18 CHAPTER 5 HYPOTHESIS……………………………………………………19 CHAPTER 6 RESEARCH METHODOLOGY……………………………....19 CHAPTER 7 BIBLIOGRAPHY AND WEBLIOGRAPHY…………………..20 CHAPTER 8 END NOTE……………………………………………………….20 1. INTRODUCTION GREEN Green is the colour of emeralds,Jade, and growing grass. Green is the colour most commonly associated with nature and the environmental movement, Islam, spring, hope and envy. The term Green is derived from the German word Grun and Grene. The first recorded use of the word as a color as term in Old English dates to AD 700. In (Germanic, Romance...
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...Challenge of embedding Sustainability in Organizations: The role of HRM and Leadership INTRODUCTION In the last decade, the importance of sustainability in any part of business in any industry has increased. Sustainability needs to move from being an add-on to a way of life at the firm such that companies can balance their social, financial and environmental risks and obligations. While companies have begun identifying the need to ingrain sustainability into the organisation, most business leaders still do not have a clear idea on how to go about doing so. THE CULTURE OF SUSTAINABILITY When talking about sustainability in business we mean managing the ‘triple bottom line’ such that decision making takes into account not only profits but also people and the planet along with social and environmental risks and obligations. In this sense, corporate reporting takes into account the environmental and social impact of the firms operations. But a culture of sustainability is more than just the corporate report and the face value of the initiative. It is one in which all the members of the organization share the spirit and the passion for the cause of balancing profitability with environmental accountability and social well being. Such a culture constantly strives to improve the lives of stakeholders while successfully carrying out its operations over the long term. WHAT DIFFERENTIATES SUSTAINABILITY FROM OTHER INITIATIVES? Most organizational change initiatives are largely...
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...A review of the sustainability products, services and programmes of the international best practice sustainability finance institutions and initiatives demonstrates some or all of the following characteristics: COMMON THEMES Embedding CSR: Many companies report on their governance and management systems and processes to embed CSR or sustainability throughout the company, including: • Boardapproved mission and values statements that incorporate sustainability. Some FIs take the view that CSR will contribute to longterm shareholder value; others commit their organization to using financial services to contribute to sustainable development; and the sole purpose of a third group is to aid sustainability through finance. • Establishment of CSR board committees and governance frameworks. • Shift to thinking about CSR as a business strategy or opportunity. Many companies describe a process of moving away from a compliance and risk minimization orientation to identification of new business opportunities and win-win solutions that benefit the company and the environment/society. • Designation of senior management responsibility for CSR, appointment of CSR staff, establishment of CSR units and cross-department CSR teams and working groups. • CSR staff training and development of CSR awareness in leaders. • Incorporating CSR into performance contracts, job descriptions and incentive pay. • Secondment, including long-term secondment programs, and...
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...Developing Good Business Sense Beth Ray BUS/210 June 9th, 2013 William Peck Developing Good Business Sense Introduction To develop good business sense there are several factors that need to be taken into consideration. Operations Material Management is the source of the company’s competitive advantage. Then you have to take into account the OMM expenses and how it affects the profitability. Next examine innovative ways to increase productivity and quality while minimizing operational cost. Last look at the material management techniques that can be improved to gain a competitive advantage. Find ways to use company resources to deliver the goods and services more quickly to the customers. I will compare three different businesses and their OMM, job task, input and output, job organization and each competitive advantage. Developing Good Business Sense McDonald’s Mission statement speaks volumes, “Be the best quick fast food service restaurant experience by providing quality service cleanliness and value that make every customer in every restaurant smile.” This is what makes their Operations and Material Management Process so successful. There are six McDonald in my area...
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...organizations in the world. Sustainability in Supply Chain Management refers to the fact that organization should not only fulfill the wants and expectations of their stakeholders, but also avoid actions that reduce the ability of the interested parties, including the future generations to meet their needs. In order to elaborate, how a leading global organization takes Sustainable Supply Chain Management as a strategic goal, we have prepared our report on GSK’s Sustainability elements. GSK is one of the world’s leading research-based pharmaceutical and healthcare companies, developing and supplying medicines to a huge global market. The company employs more than 97,000 people in over 100 countries and has an extensive worldwide supply chain. GSK’s mission is to help people do more, feel better, live longer. They do this through investing in R&D, adopting flexible approaches to pricing, promoting open innovation, and strengthening healthcare systems. By growing their business and extending access to their medicines, GSK ensures long term commercial success as well as creating value for its shareholders and delivering economic benefits to the wider society. GSK contributes directly and indirectly to the economic growth in more than 150 countries through tax, charitable support and employment of 101,255 people around the world. This report reflects the actions taken up by GSK for achieving sustainability in their supply chain operations. GSK’S top 10 sustainability successes have also...
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