EXPLORING EFFECTIVE GREEN HRM

With rising environmental concerns and a stronger emphasis on sustainability, organizations are turning to Green Human Resource Management (Green HRM). This approach integrates environmental management into HR practices to support sustainability in the workplace.

Green HRM refers to the implementation of HR policies and practices that aim to reduce the environmental impact of organizational activities. It encompasses various strategies designed to make HR functions more eco-friendly, aligning business operations with sustainability goals (Renwick, Redman, & Maguire, 2013).

                                                Key Elements of Green HRM practices

Figure 01: Green HRM Practices

• Recruitment and Selection: Organizations can implement environmentally friendly recruitment strategies by using digital platforms for job listings and interviews, which minimizes paper usage and travel requirements. Highlighting environmental values during the recruitment process can draw in candidates who are dedicated to sustainability (Jabbour & Santos, 2008).

• Training and Development: Green HRM involves providing employees with training on sustainability practices and environmental awareness. This includes workshops on reducing waste, energy conservation, and promoting green practices within the workplace (Jackson & Seo, 2010).

• Performance Management: Integrating sustainability goals into performance evaluations motivates employees to support the organization’s environmental aims. This may include establishing targets for lowering carbon footprints or minimizing waste production (Shen & Benson, 2016).

• Compensation and Benefits: Green HRM can affect compensation by providing incentives for environmentally friendly behaviors, such as using public transport for commuting or engaging in recycling programs. Additionally, benefits may include facilitating employees' involvement in environmental initiatives (Mishra & Sharma, 2015).

Challenges to Implement Green HRM

• Workplace Practices: Adopting green practices in the workplace involves using energy-efficient lighting, minimizing paper consumption, and promoting recycling. HR can contribute by encouraging and overseeing these initiatives among employees (Renwick, Redman, & Maguire, 2013).

• Resistance to Change: Employees and management might resist changes due to a lack of understanding or the perception that they are inconvenient. To address this resistance, it is essential to communicate effectively and highlight the advantages of adopting green practices (Jackson & Seo, 2010).

• Costs of Implementation: At first, implementing green practices may incur higher expenses, such as investments in energy-efficient technologies. Organizations must weigh these costs against the long-term advantages of sustainability (Jabbour & Santos, 2008).

• Measuring Impact: Measuring the impact of green HRM practices can be difficult. Organizations must create metrics to assess the effectiveness of their environmental initiatives (Shen & Benson, 2016).

• Integrating with Existing Systems: Aligning green HRM practices with current HR systems and processes may necessitate modifications and integration efforts to guarantee consistency and effectiveness (Mishra & Sharma, 2015).

Best Practices for Effective Green HRM

• Develop a Green HRM Strategy: Create a clear strategy that outlines environmental goals and integrates them into HR policies and practices. This strategy should be aligned with the organization’s overall sustainability objectives (Renwick, Redman, & Maguire, 2013).
• Foster a Culture of Sustainability: Promote a workplace culture that values and supports environmental responsibility. Encourage employees to participate in green initiatives and recognize their contributions to sustainability (Jackson & Seo, 2010).
• Engage Stakeholders: Involve stakeholders, including employees, management, and suppliers, in green HRM efforts. Collaboration can enhance the effectiveness of sustainability initiatives and foster a shared commitment to environmental goals (Jabbour & Santos, 2008).
• Utilize Technology: Leverage technology to support green HRM practices, such as using digital tools for training, communication, and performance management. Technology can also facilitate data tracking and reporting on environmental impacts (Shen & Benson, 2016).
• Continuous Improvement: Regularly review and update green HRM practices to ensure they remain effective and relevant. Seek feedback from employees and stakeholders to identify areas for improvement and implement best practices (Mishra & Sharma, 2015).
  

* Sustainable GHRM Practices at Bank Of Ceylon (BOC)

The banking sector is crucial to the economy and significantly impacts global sustainability. In alignment with a greener future, the Bank of Ceylon (BOC) actively supports national environmental goals. Committed to long-term sustainability, the bank has launched several ongoing green initiatives. Notably, it supports the government’s “Wana Ropa” project by replanting trees in the Gal Oya Forest Reserve, the Kumbuk Arana project along the Kalu Ganga riverbed, and the Green Net project in the Southern province (boc.lk)

* Nestlé Sri Lanka's commitment to green HRM is reflected in their implementation of sustainable and eco-friendly practices throughout their human resource management processes.

Conclusion

Green Human Resource Management is an essential part of an organization’s sustainability strategy. By incorporating environmental considerations into HR practices, companies can aid in environmental conservation while improving their corporate reputation and operational efficiency. Successful Green HRM demands a commitment to sustainability, well-defined strategies, and continuous engagement with all stakeholders.

Reference

Jabbour, C. J. C., & Santos, F. C. A. (2008). The role of human resource management in climate change adaptation: An agenda for research. Journal of Cleaner Production, 16(3), 497-508. 

Renwick, D. W. S., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14. 

Jackson, S. E., & Seo, J. (2010). The greening of strategic HRM scholarship. Organization & Environment, 23(1), 7-16.

Mishra, P., & Sharma, R. (2015). Green human resource management and organizational performance: A review of literature. International Journal of Human Resource Studies, 5(3), 146-158. 

Shen, J., & Benson, J. (2016). When green becomes gold: The effects of green human resource management on employee outcomes. Journal of Business Ethics, 140(3), 463-478.