LEARN AND PLAN

Best Practices for Integrating Social Sustainability in People Management in Smaller Firms

Here you will find simple, easy-to-implement human resource management practices that are suitable for smaller firms. These practices can be implemented by a person or their team who is handling people matters at work. The firm does not need to have a human resource manager, department, or function to implement these practices. These practices are suggestions that support firms in attracting diverse talents, making them feel welcomed at work and enabling them to do their best every day when working.

1. Recruitment

  • Write simple, inclusive job ads so more and diverse people feel able to apply.

Inclusive language in job ads means writing job descriptions that welcome a wide range of applicants by avoiding gender-coded wording, insider phrases, and unnecessary requirements that might discourage people from applying. For example, instead of asking for a “strong, competitive salesman,” you might say “a person who builds good customer relationships,” and instead of requiring a master’s degree or “native-level English,” you can emphasize relevant experience and clear communication. It also helps to use simple, plain language, such as “work with partners” instead of “liaise with stakeholders”, and to add a brief openness statement like “We welcome applicants from different backgrounds,” which is important to encourage diverse applicants to apply. Finally, using neutral job titles like “sales representative,” avoiding culture-specific phrases, and mentioning small accommodations (e.g., flexible interview times) makes the ad more accessible and signals fairness from the very first contact.

Recommended formulations:

  • “We’re looking for a salesperson who builds good relationships and reaches sales goals.”
  • “We want an assistant who supports the team and helps keep tasks organized.”
  • “Relevant experience is welcome. Good communication skills in English are important.”
  • “We value skills and motivation over formal education.”
  • “You will start tasks quickly and work with different colleagues and partners.”
  • “We welcome applicants from different backgrounds and experiences.”
  • “If you need small adjustments for the interview, just let us know.”
  • “We’re looking for someone who enjoys teamwork and open communication.”
  • “We offer a friendly, supportive environment.”
  • “Flexible hours possible.”
  • “We can adjust tasks or tools if needed.”
  • Share job openings beyond personal networks to avoid accidentally favoring insiders. Example: Post ads on public platforms, not only through friends or existing employees.
  • Review all applications and, if possible, at least briefly interview or call all the applicants. What is “on paper” does not always reflect all competencies of a person.
  • During the interview, ask all applicants the same basic questions to keep the process fair. Example: Use one shared interview question list.
  • If possible, include at least two people with diverse profiles in the interviews and in the final recruitment decision-making process. Ensure that task experts are consulted.
  • Evaluate not only factual experience but also the potential of employees. Ask yourself when reviewing applicants: Does their CV indicate that they can learn diverse tasks? Can this diverse professional and learning path support creativity or development of our firm?
  • Avoid a fixed belief of what is “the best employee for this position.” People are different and get the job done in different ways. Predefining a profile of a person may limit your company’s ability to think differently and innovate. Thus, focus on skills and competencies needed to do the job well, rather than on employee profile and their personal features that may fit your understanding of what kind of person is good for the job.
  • Make employment decisions based on the candidate’s ability to complete a specific task. Instead of standard interviews, you may organize a brief workshop/task where candidates are given a task to complete and the output is assessed on a predefined rubric.

2. Onboarding at Work

  • Assign a buddy to help new hires understand daily routines, especially in informal small and medium-sized enterprise (SME) environments. Example: A colleague checks in during the first week and explains how things are usually done.
  • Explain workplace expectations clearly, especially for those new to the culture or language. Explain how work is organized and reported. In smaller firms a lot of tacit knowledge may be hard to grasp for a newcomer.

3. Assessment of Work Results

  • Review what people actually did, not how they come across. For example, focus on whether someone met their targets or completed their tasks well, rather than on how confident or outgoing they seem.
  • Use simple, clear criteria for evaluation so everyone knows what is expected.
  • Give regular, honest feedback so that employees can improve throughout the year, not just at one review moment.

4. Learning, Training & Development

  • Offer learning chances to everyone, even small ones like shadowing or short online courses. Example: Let any employee join a customer-visit day, not only the same few people. Avoid situations where those who already know the topic constantly join the training on that same topic they are excited about. Or employees from a certain group (e.g., younger/older) are exposed to training opportunities or overlooked, limiting their possibilities to develop and learn. Follow numbers to see who gets what training and when.
  • Use different learning formats to support diverse needs. Example: Provide a written summary AND a quick demo.
  • Acknowledge different types of expertise, which DEI4SME Report shows is often overlooked. Example: Highlight a team member’s language skills or community knowledge.

5. Career Advancement & Promotion

  • Make criteria for advancement simple and transparent so no one is left guessing. Example: Clear expectations like “Lead a small project successfully.”
  • Discuss career goals openly, especially with those who may hesitate to advocate for themselves. Example: Ask, “What skills do you want to grow this year?”
  • Rotate visibility opportunities so promotions are not limited to insiders. Example: Everyone gets a chance to present at team meetings.

6. Rewards

  • Explain why someone receives a reward or raise, preventing the impression of favoritism. Example: “You improved customer response time by 20%.”
  • Celebrate achievements fairly, as research highlights recognition boosts inclusion. Example: Mention everyone’s wins in team meetings, not just the most vocal.
  • Reward diverse contributions, including those tied to identity-specific strengths. Example: Thank someone for helping connect with a new community group.

7. Termination

  • Explain decisions clearly and respectfully, reducing feelings of bias or unfairness. Example: “We are restructuring this role due to…”
  • Offer small support during transition. Example: Provide a reference letter or extra time to hand over tasks.
  • Review patterns to ensure certain groups are not overrepresented in exits. Example: Check whether departures come mostly from one demographic group, such as younger employees, foreigners, or females.

8. Work Inclusion, Adjustments or Accommodations

  • Ask employees what adjustments they need, rather than assuming. Example: “Would flexible hours help?”
  • Make small changes quickly, which smaller and medium-sized firms can do easily and which strongly support inclusion. Example: Move a desk to a quieter spot or allow short schedule changes.
  • Ensure equipment and safety gear work for everyone, supporting physical and religious needs. Example: Provide uniforms in multiple sizes or designs that fit over religious headwear.
  • Create clear and easy-to-use reporting channels by explaining exactly who employees can talk to and how, which is especially important in smaller firms without formal HR structures. For example, saying, “If you notice an issue, you can speak with Manager X or send an email to this inbox,” and offering multiple ways to raise concerns, such as approaching a manager, the business owner, or using an anonymous suggestion box.
  • Support inclusion by allowing reasonable flexibility for religious, cultural, and family-related needs, such as providing a small room for prayer or allowing flexible breaks, as highlighted in social sustainability practices, if possible.
  • Show everyday acceptance of diverse family structures and identities, for example by encouraging employees to bring partners, of any gender, to company events.
  • Ensure full accessibility so that all employees can participate equally, for instance, making sure colleagues who use mobility aids can take on customer-facing roles without restriction.

Overall, the recommendation is to “have clear principles and preferably brief descriptions of how you recruit and onboard workers, what you expect from workers at work and how they will be assessed for their work, how the firm supports development and offers promotions, how work is rewarded, and when and how a person may be asked to leave. Additionally, provide clear guidelines for inclusion and accessibility measures, including workplace adjustments and accommodations, that support the full participation of every employee.” — Šilenskytė, A. et al. (2026)

You may also consider these videos, cases, and insights:

Materials on this page are constantly updated. You are welcome to revisit to learn new best practices.

Would you like to suggest the best practice that worked for you or a valuable resource relevant to this area of engagement? Welcome to share them with us by contacting: [email protected].

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