Wirtschaft (MSB)
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- Engagement; Distribution centers; Workplace technology bans; Information design; Disruptive strategies; Human resource management (1)
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Mit der 7. Novelle der MaRisk ist die Notwendigkeit der Berücksichtigung von ESG-Risiken für deutsche Kreditinstitute auch im Kreditprozess angekommen. Um einen Marktüberblick zum aktuellen Umsetzungsstand sowie den geplanten Maßnahmen zur Berücksichtigung von ESG-Risiken im Kreditprozess für Firmenkunden zu erhalten, haben die Autoren zwei umfassende empirische Untersuchungen bei Banken durchgeführt. Als größte Herausforderung bei ESG-Risiken im Kreditprozess haben demnach nahezu alle Institute die Datenerhebung identifiziert. Auswirkungen auf Kreditentscheidungen werden nur von einer Minderheit der Institute (und dann fast immer lediglich in Ausnahmefällen) gesehen. Die Relation von Nutzen und Aufwand wird von den Teilnehmern zudem kontrovers bewertet.
An important, often overlooked group of workers that HR managers have trouble reaching are those intentionally disconnected from personal digital devices. That is, workers in manufacturing facilities, distribution centers, secure areas, or locations where employers ban workers from bringing their own devices. We explore the engagement problem for these intentionally disconnected workers. We outline a disruptive HR strategy in these work contexts. We then focus on implementation, testing a simple digital platform prototype that can serve as an entry for existing, disruptive HR management engagement tools (e.g. chatbots, HR analytics) in these settings. Our exploratory findings suggest engagement is a problem for these workers and these simple tools can be an effective strategy to help HR managers improve engagement. We conclude that simple digital solutions aimed at engaging this underserved segment of the workforce can have disruptive yet positive effects for workers, HR managers and shareholders.
Supply chains often match the supply of labour to uncertain demand by using precarious workprecarious workers. This increases flexibility and lowers costs for the supply chain by shifting risk to the workers and costs to society. Supply chains are maximizing profits, often literally, on the backs of their workers by creating serious negative externalities for society. We address this issue using a powerpower perspective because powerpower is asymmetrically oriented against workers in many supply chain contexts. This allows us to identify examples of how to reverse this trend and shift powerpower back to workers. The goal is to get to where stakeholders understand the costs and limited benefits of precarity, where we can separate the notion of flexibility from low costs, and where through a combination of incentives, policy, social norms of ethical behaviour, and consumer action, we can get to a better place than where we are now.