Building Inclusive and Sustainable Workplaces: HR Contribution to Gender Equality, Decent Work and Equity, Insights from Five Organizations
Vincent, Vindya Gayathri (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025120331828
https://urn.fi/URN:NBN:fi:amk-2025120331828
Tiivistelmä
The increasing demand for sustainability places greater pressure on leaders to implement sustainability initiatives in the workplace. Sustainable human resources bring various benefits not only to the employees but also to society. This bachelor’s thesis aims to understand the contribution of Human Resources in Organizations in building a sustainable workplace with a specific emphasis on three United Nations Sustainability goals: gender equality, decent work, and reduced inequalities. The primary objectives of the study were to develop an understanding of how organizations promote these elements by including sustainability in their current Human Resource practices.
The thesis consists of a theory section based on a brief exploration of the key principles and concepts of Strategic Human Resource Management theory, primarily focusing on its alignment with sustainability. The empirical element of this research is based on five case companies exploring their current sustainable HR practices using qualitative research. Data was gathered primarily by sharing an open-ended questionnaire with the participating HR professionals of the selected organizations. The company details used for the study are kept anonymous.
Research results analysis was conducted using the thematic analysis method. While limitations existed due to sample size and limited participation, the objective of the study was achieved, where the results elaborated on how selected organizations contribute to gender equality, decent work, and reduced inequalities through their HR strategies and initiatives. Some common practices include a code of conduct and an employee handbook that clearly communicate transparency in inclusive and ethical work practices. Additionally, blind hiring, gender neutral policies, women in leadership, diversity, equity, and inclusion (DEI) training for managers, skill development, equitable remuneration policies, flexible working options, and fair parental leave policies are found as part of sustainable HR practices that are implemented in these organizations. Study found that participating organizations recognized well-being initiatives and benefits as some of their best practices in contributing to employee well-being and work-life balance, as a contribution to sustainability. There were some common challenges identified in implementing policies, such as resource constraints, fragmented data collection, and differences in implementing unified practices due to demographics, which applied to globally operating organizations. The Lack of leadership involvement in the process was also emphasized.
The findings are presented in comparison with the theoretical framework used for the research, with the emphasis on Sustainable Development Goals related to gender equality, decent work, and reduced inequalities, to identify ways in which organizations can drive a sustainable workforce.
The thesis consists of a theory section based on a brief exploration of the key principles and concepts of Strategic Human Resource Management theory, primarily focusing on its alignment with sustainability. The empirical element of this research is based on five case companies exploring their current sustainable HR practices using qualitative research. Data was gathered primarily by sharing an open-ended questionnaire with the participating HR professionals of the selected organizations. The company details used for the study are kept anonymous.
Research results analysis was conducted using the thematic analysis method. While limitations existed due to sample size and limited participation, the objective of the study was achieved, where the results elaborated on how selected organizations contribute to gender equality, decent work, and reduced inequalities through their HR strategies and initiatives. Some common practices include a code of conduct and an employee handbook that clearly communicate transparency in inclusive and ethical work practices. Additionally, blind hiring, gender neutral policies, women in leadership, diversity, equity, and inclusion (DEI) training for managers, skill development, equitable remuneration policies, flexible working options, and fair parental leave policies are found as part of sustainable HR practices that are implemented in these organizations. Study found that participating organizations recognized well-being initiatives and benefits as some of their best practices in contributing to employee well-being and work-life balance, as a contribution to sustainability. There were some common challenges identified in implementing policies, such as resource constraints, fragmented data collection, and differences in implementing unified practices due to demographics, which applied to globally operating organizations. The Lack of leadership involvement in the process was also emphasized.
The findings are presented in comparison with the theoretical framework used for the research, with the emphasis on Sustainable Development Goals related to gender equality, decent work, and reduced inequalities, to identify ways in which organizations can drive a sustainable workforce.