Sustainable Management In Human Resources

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    Sustainable Management In Human Resources - Presentation Transcript

    1. Sustainable Management in Human Resources Lukas Ritzel @ IMI 2008
    2.  
    3. Some text fragments
      • Leaders > Misleading
      • Web of Life
      • We ARE nature
      • Living on current sunlight vs ...
      • Environmental refugees
      • Destruction of ecosystems .. Name
      • Problem is the way we are thinking
      • From well having to well ..
      • The role of media
      • Thread is as well a chance
      • Sustainable design
      • Technology is there, what it needs is a ...
      • Role of individuals
    4. Knowing about all those problems
      • I guess / hope you must ask yourself why don’t we solve all those problems
      • So let us first brainstorm on WHICH problems would you solve FIRST?
      • By the way WHO in this movie talks about those issues? .. And what could be the essential problem in this
    5.  
    6.  
    7.  
    8.  
    9.  
    10. What is sustainable development
      • Meeting the needs of people today BUT keep the future in your mind
        • Broad view on social, environmental, economical outcomes
        • Long term perspective
        • Inclusive approach
    11.  
    12. Topics concerned
    13. Top 3 critical HR challenges
    14. Big Question
      • How do those 2 match
      • Critical top 3 challenges vs.
      • How to integrate those topics for
        • Programs for recruitment
        • Staff development
        • How to bring critical issues top attention of senior management
    15. Where would you want to work
      • Google Headquarter, HRM salary 6000usd
      • Fur Factory, HRM salary 6500usd
      • Esso Corp., HRM salary 7000usd
    16. Recruit and retain top talents
    17. What is society expecting from a business?
      • Applicants pre-assess the social and environmental performance of companies
    18.  
    19. People matter
      • Important competencies are more and more related to management of relationships
        • Ability to network
        • Ability to partner
        • Ability to innovate
      • Ability to support company on a long run
    20. As one HR manager recently said:
      • A sustainable development mindset pushes us to do better – it has encouraged a focus on performance, a consistent eagerness to improve and continual learning
    21. Exercise
      • What could your future company do?
      • Ideas!
    22.  
    23. Create incentives for exceptional performance
      • What rewards can motivate employees?
    24.  
    25. Align values
      • Company and employee values must be aligned
        • Company working ethically
        • Provide work-life balance
        • Demonstrates concern for health
        • Demonstrates concern for safety
        • > Leads to staff morale and commitment increase
    26. Sources of employee motivation
    27. Employee targets and incentives
      • Must be aligned with the goal of sustainable development
        • Strengthen reputation
        • Enhance organisational learning
        • Boost operational efficiency
      • But for this employees must see those objectives reflected in their targets/ rewards
        • Performance appraisal
    28. Q
      • What are the right measures and indicators to assess the success of individuals and teams in contributing to sustainable development?
    29. Q
      • How can you use the knowledge of the HR department – in particular, your understanding of competencies and working practices across the organization – to encourage managers to incorporate social and environmental issues in business?
    30. Enhance critical competencies
      • Enhance employees skills is essential to survival
      • The question is how
        • Formal training (traditional)
        • Mentoring
        • Peer-to-peer learning
        • Involvement in community programmes (more and more)
    31. Q
      • Will training in sustainable development help to deliver the innovation and learning your company needs to improve performance in the long-run, as well as deliver immediate business objectives?
    32.  
    33. Besides...
    34. Spread the news
      • Sustainable development knowledge and skills should be spread widely across the organisation using a variety of approaches
      • Therefore
        • Values and strategies must be understood by as many employees as possible
        • It needs to become part of the business model
        • Integrated across all divisions and functions
    35.  
    36.  
    37. Guidance for the sustainable development manager
      • Sustainable development enters business mainstream
      • Responsibility for managing social and environmental issues slowly shift
      • Corporate fringe to an important business function.
    38. Coming back to rules and regulations
      • What rules and regulations would you yourself add on being the manager of a hotel or restaurant to manage your business, your people and stakeholder in a sustainable manner and make therefore ALL feel better and contribute to a better future
      • Add on to your already existing slides and send to me one by one
    39. References
      • The World Business Council for Sustainable Development ( www.wbcsd.org )
      • HRH The Prince of Wales’s Business & the Environment Programme ( www.cpi.cam.ac.uk/bep )
      • The University of Cambridge Programme for Industry ( www.cpi.cam.ac.uk )

    + lritzellritzel, 2 years ago

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