1、 ISO 2017 Human resource management Sustainable employability management for organizations Management des ressources humaines Management de lemployabilit durable pour les organisations TECHNICAL REPORT ISO/TR 30406 Reference number ISO/TR 30406:2017(E) First edition 2017-05 ISO/TR 30406:2017(E)ii IS
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4、749 09 47 copyrightiso.org www.iso.org ISO/TR 30406:2017(E)Foreword iv Introduction v 1 Scope . 1 2 Normative references 1 3 T erms and definitions . 1 4 Sustainable employability on different levels . 2 4.1 General . 2 4.2 Sustainable employability at government level 2 4.3 Sustainable employabilit
5、y at industry, sector or organizational level 3 4.4 Sustainable employability on individual level . 3 4.5 Flexible working and flexible workforce 3 5 Guiding principles . 3 6 Cluster 1: Integration of sustainable employability into policy 4 6.1 General . 4 6.2 Mission/vision/sustainable employabilit
6、y goals 4 6.3 Leadership 4 6.4 Ownership . 5 6.5 Workforce planning 5 6.6 Implementation 5 6.7 Communication 5 6.8 Culture 5 7 Cluster 2: Work capabilities, content, complexity, relationships and conditions .6 7.1 General . 6 7.2 Vision and policy in relation to the workforces capabilities 6 7.3 Wor
7、k content 6 7.4 Complexity 6 7.5 Skills development . 7 7.6 Workplace relationships . 7 7.7 Working conditions . 7 8 Cluster 3: Vitality and health . 7 8.1 General . 7 8.2 Health management . 7 8.3 Healthy and safe work environment 8 8.4 Healthy lifestyles . 8 8.5 Physical health 8 8.6 Mental health
8、 8 8.7 Well-being . 9 8.8 Work-life balance (caring roles/self-care) 9 Annex A (informative) Implementation process .10 Bibliography .13 ISO 2017 All rights reserved iii Contents Page ISO/TR 30406:2017(E) Foreword ISO (the International Organization for Standardization) is a worldwide federation of
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15、s prepared by Technical Committee ISO/TC 260, Human resource management.iv ISO 2017 All rights reserved ISO/TR 30406:2017(E) Introduction 0.1 General Sustainable employability is a relatively new term reflecting a component or strand of the larger business sustainability movement. The term “sustaina
16、bility” itself refers to the capacity to endure, and in this instance reflects a commitment to creating value for a business, its workforce, industry, community, society and the economy through embedding the capabilities and capacities necessary to deliver enduring or ongoing employment over the lon
17、g term. Broadly, sustainable employability also refers to a persons ability to gain or maintain quality work throughout their working lives, and to have the opportunity and the appropriate work context to be able to transfer knowledge, skills and abilities (KSAs) to another job, organization or futu
18、re role. In addition, sustainable employability refers to an organizations commitment to balancing the well-being and job requirements of workforce members 12 . Globally, the world of work for both large and small-to-medium-sized organizations is in the middle of fundamental changes resulting from f
19、actors including demographic shifts, technological advances, changes in types of work, globalization, the increased interest of individuals in working at the location and hours of choice, and the diminishing viability in the world economy of some industries. Among the most significant changes is the
20、 fact that in most economies, the concept of a “job for life” is no longer applicable for all industries or for individuals. A manifestation of different methods of work involves flexible workforces at different professional levels in different industries and with different working patterns. However
21、, as organizations and individuals also operate in very fast-paced and competitive environments, the new world of work requires workforce and skills planning, as well as a workforce that is agile and adaptable to regularly learning new skills, in order to keep pace with organizational and industry/d
22、iscipline developments. 0 . 2 B e n e f i t s o f f o c u s i n g o n s u s t a i n a b l e e m p l o y a b i l i t y The phrase “war for talent” was first coined by Hankin of McKinsey and Co. in 1997, before being adopted by Michaels, Handfield-Jones and Axelroad as the title of their book in 2001
23、3 . The phrase emphasizes the importance of talent (in the form of KSAs) to an organizations success. This can also refer to the demand for certain KSAs at a given time. Organizations can find that they lack the necessary KSAs when needed. At the same time, organizations can find that they have a su
24、rplus of KSAs that they no longer need. Either factor or both can result in excessive spending on recruitment and buying in talent, expensive layoffs of workforce members that are no longer needed and/or falling behind in the organizations market. However, an approach of sustainable employability ca
25、n help organizations save money and build agility into their own operations. Such an approach involves: assessing market requirements; planning the workforces KSA needs and retraining and redeploying its workforce to meet changing business imperatives; considering workforce members individual life c
26、ycle and lifestyle requirements. Sustainable employability also relates to the balance between the physical and mental demands of the job and the physical and mental abilities of workforce members. Competitive organizations support, nurture and promote sustainable employability for their workforce t
27、hrough monitoring and keeping an inventory of KSAs necessary for current business requirements and the workforces existing KSAs, training workforce members in under-represented KSAs and looking ahead to changing business conditions to ensure workforce members are prepared to adapt to KSAs required i
28、n the future. On a macro level, organizations also promote sustainable employability by working with industry and local, regional and national authorities on KSA availability inventories and by exploring the nature of transferrable KSAs in diminishing industries which can be redeployed in others. IS
29、O 2017 All rights reserved v ISO/TR 30406:2017(E) While it is widely acknowledged that the financial impact of environmental sustainability on business profits has been difficult to measure, metrics for determining the value created through sustainable employability are more tangible because of cost
30、s resulting from laying off staff, recruiting new staff, lack of organizational continuity and other related financial impact. The white paper “Sustainability Value Management: Stronger metrics to drive differentiation and growth” 4asserts that consistent application of new valuation approaches to i
31、dentify and measure the value of sustainability to business and society will foster better decision making and value generation. At the time of publication, there are already metrics available in the area of sustainability that can also function for sustainable employability. For example, the Global
32、 Reporting Initiative defines environmental, social and governance (ESG) factors and metrics for sustainability. Savitz and Weber connect environmental, social and economic factors with sustainable organizations 5 . NOTE Human resource metrics are addressed in other documents developed by ISO/TC 260
33、, notably ISO/TS 30407. Benefits of focusing on sustainable employability include the following: reduction in: absenteeism; burnout; costs related to recruitment, absenteeism, liability and outplacement; workplace accidents and incidents; underemployment and unemployment; liability; improvement in:
34、positioning as an organization of choice; staffing cost management; workforce commitment, attitude and loyalty; flexibility; innovation; organizational agility and ability to adapt in changing markets; planning capabilities; productivity and performance; product quality; right talent at right time;
35、staff retention; workforce morale; labour relations; quality improvement programmes: map and track organizations overall sustainable employability; map and track an organizations health profile long term.vi ISO 2017 All rights reserved ISO/TR 30406:2017(E) 0.3 Aim of this document This document can
36、form a bridge between human resources and other business units such as the executive board, management, operations and occupational health and safety. This document can be used to start a conversation in an organization about sustainable employability and its relationship with the future of the orga
37、nization and the individual. This document can be linked to strategic and tactical, or short-term to medium-term, objectives. There are multiple solutions to improve sustainable employability within an organization. This document can assist in identifying which elements can be important for an organ
38、ization. This document has been developed to assist organizations and the workforce to sustain employability. This document describes a transferable methodology for organizations of any size or type, whose purpose is: a) to help facilitate a common understanding of sustainable employability; b) to b
39、uild capacity and capability. For each sector and organization, the importance of the factors that affect sustainable employability differ, which gives an organization an organizational and/or industry-specific mix of policies. In addition, sustainability policy cannot be separated from general poli
40、cy, quality policy, the improvement cycle, etc., but forms part of this. Figure 1 displays the three clusters of sustainable employability and the relationship between organization, person and business performance. If within an organization, attention is paid to all factors (i.e. to effective workfo
41、rce planning, opportunities provided through the work environment, and to organizations and individuals attention to skills development and well-being issues), a beneficial impact will be felt on both organization and individual, as well as more broadly on the economy. ISO 2017 All rights reserved v
42、ii ISO/TR 30406:2017(E) Figure 1 Sustainable employability: Relationship between organization, person and business performanceviii ISO 2017 All rights reserved TECHNICAL REPORT ISO/TR 30406:2017(E) Human resource management Sustainable employability management for organizations 1 Scope This document
43、 provides guiding principles for developing and implementing sustainable employability policies. Sustainable employability is relevant on different levels: government, organizational and individual. This document focuses exclusively on the organizational level. 2 Normative references The following d
44、ocuments are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 30400, H
45、uman resource management Vocabulary 3 T erms a nd definiti ons For the purposes of this document, the terms and definitions given in ISO 30400 and the following apply. ISO and IEC maintain terminological databases for use in standardization at the following addresses: ISO Online browsing platform: a
46、vailable at h t t p :/ www .iso .org/ obp IEC Electropedia: available at h t t p :/ www .electropedia .org/ 3.1 sustainable employability long-term capability to acquire or create and maintain work Note 1 to entry: Sustainable employability can be the responsibility of people, organizations or gover
47、nments. 3.2 sustainable employability for the individual long-term capability to acquire, create and maintain employment, through adaptation to changing employment, economic and personal conditions throughout different life stages 3.3 sustainable employability for employing organizations long-term a
48、nd agile approach to acquiring, creating, developing and training, retaining, redeploying and supporting workforce members to meet changing economic, legislative and market requirements and conditions Note 1 to entry: This definition applies to organizations in all sectors, both private and public.
49、ISO 2017 All rights reserved 1 ISO/TR 30406:2017(E) 3.4 sustainable employability for public sectors long-term approaches and initiatives to encourage, promote and support value-driven employment benefitting constituents, employing organizations, economic development and all relevant stakeholders Note 1 to entry: Approaches could include, but are not limited to: frameworks, funding and legislation to support anti-discrimination and anti-exploitation in the workpla
