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Human Resources Management and Sustainable Careers
International Conference Sustainable Employability: Challenges for HRM Innovation
November 12, 2013
Judith Semeijn, Tinka van Vuuren & Monique Veld
School of Management
Open University in the Netherlands (OUNL)
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Contents
• Context
• Concept of Sustainable Careers
• HRM focus on sustainable outcomes?
• Vitalizing HRM and Sustainable Careers
• Recommendations for research
• Considerations/questions for practice
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Context
• Aging workforce
• Reduction of ‘senior’ arrangements in Collective Labour Agreements (CAO’s)
• Low mobility of older employees
• (less) younger workers, with different needs
• In a continuous changing world of work (24/7), in search for a more sustainable future…
Who has a sustainable career?
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Sustainable labor participation: degree to which employees are willing and able to carry out their current and future work (Van Vuuren, 2012)
Work ability
Vitality
Employability
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Sustainable Careers
• Career is the pattern of an individual’s work-related experiences acquired during the course of one’s professional life (Greenhaus, Callahan & Godshalk, 2010; Hall, 2002)
• Sustainable Career is the pattern of an individual’s work-related experiences while remaining healthy, vital and employable during the course of one’s professional life
• Sustainable Career refers to a sustainable labor market participation of an individual throughout his or her working life.
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Does HRM foster sustainable outcomes/sustainable careers?
• HRM focus on organizational interest (profit by performance)
• Research supports HRM influences performance (see research of e.g. Guest & Conway, 2011; Huselid, 1995, Boselie, Dietz, & Boon, 2005)
• HRM also focus on people’s interest and societal interests (people, planet)
• see e.g. Ehnert & Wes (2012), Paauwe (2009) but findings show this is not always the case (e.g., Kroon,Van der Voorde & Van Veldhoven, 2009)
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Focus: Vitalizing HRM (individual level)
• Not only focus on action/measures aimed at preventing wear and tear, dysfunction and absenteeism (Van Vuuren, 2012).
• But also focus on action/measures aimed at strengthening psychological well being (Ouweneel, Schaufeli & Le Blanc, 2009), and analogous on strengtening work ability, vitality and employability of employees (Van Vuuren, 2012).
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Vitalizing HR activities based on AMO model (Appelbaum et al, 2000)
OpportunityAbility
Motivation
SelectionTrainingRemuneration
Internal promotionCoachingPerformance rewards
Job/work securityParticipationLearning climate
Annual appraisals
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A few known studies... on relation perceived vitalizing HR and sustainable outcomes (individual level)
• Dorenbosch, L. (2009): Management by Vitality; examining the ‘active’ well-being and performance outcomes of HPWS at the Work Unit Level.
• Kooij, D. (2010): Motivating older workers; a life span perspective on the role of perceived HR practices
• Caniëls, Semeijn & Van Vuuren (2011), Van Vuuren, Van der Meeren & Semeijn (2013), Veld, Semeijn & Van Vuuren (2013): aimed at the relation between perceived HRM and sustainable employability.
Summary of Findings (1)
• Especially flexible internal personnel solutions, training and development, and horizontal & vertical mobility activities are beneficial (Dorenbosch, 2009)
• Especially HR bundles aimed at learning and development of employees are profitable for workers’ motivation of all ages to have longer working lives (Kooij, 2010)
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Summary of Findings (2)
• Especially older workers can profit from HR practices aimed at LLL, for their employability and workability (Caniëls, Van Vuuren & Semeijn, 2011)
• HR activities aimed at training and development are profitable for employability of different types of higher educated employees (Van Vuuren, Van der Meeren & Semeijn, 2013)
• ....and seem to be a shared responsibility of both employer and employee (Veld, Semeijn & Van Vuuren, 2013)
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Conclusions
• HRM can affect and contribute to sustainable outcomes for individuals and their careers
• Findings indicate that employees who are supplied with and perceive vitalizing HR activities have better chances for more sustainable outcomes.
• Possible dilemma or paradox for HRM; do we have to choose between performance or sustainable employability?
HRM dilemma?
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Recommendations for research
• More research needed on (the combination of) performance outcomes and sustainable outcomes
• Methodological issues for research development; a.o. multi-perspective, multi-level research, longitudinal designs both within- and cross-sectoral research, can add to further insights.
• Findings for relation HR and sustainable careers still scarce (refer to longer term outcomes)
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Considerations/questions for practice
• Reflection on priorities; what role do vitalizing HR practices play within the HR policy of organizations?
• Research shows not all HR practices are vitalizing; some of these are more vitalizing than others. Do organizations take these into account?
• Explicit HR attention for older workers is valuable, but is this already common sense in organizations?
Further steps…
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Thank you!
Questions?
Remarks?
Judith Semeijn jsm@ou.nl
Tinka van Vuuren tvv@ou.nl
Monique Veld med@ou.nl
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