Triggering Circular Thinking at Workforce: A Way to Foster Social Sustainability

The value of circular strategies is parallelly related to organizational sustainable performance and human existence. Thence, contemporary managers apply divergent circular tactics to cultivate good behavior among stakeholders. However, a gap exists in traditional managerial focus where social sustainability is less prioritized compared to the other wings of sustainability. Based on a semi-systematic literature review, this chapter aims to draw a new perspective on circular human resource management under the phenomenon of circular thinking. Persuading innovation is a unique advent of demarcating circularity whereas preliminary finding reveals interconnection within plentiful elements of HR succession like upgrading skill capabilities, team or employee motivation, and talent management to continuously ensure the flow of circular actions. Studies support that a high-performing circular thinking team not only contributes to cost reduction and resource utilization but also promotes a healthy and safe workplace and reflects strong environmental commitments. A detailed process further explains how managers can foster circular behavior in the workplace. Besides, a vivid conceptual model illuminates ways through which circular thinking radiates common well-being or social sustainability at large. Consequently, the study outcome will enlighten diverse stakeholders ranging from managers/team members to policymakers. Nevertheless, such exploration will influence future researchers, academicians, and readers in general to explore the textual implications of the current study by developing strategic models, theories, and deploying new policies to form an action-led circular thinking human capital.