Name: Mishel Elizabeth Jacob, John K Babu & Manoj Narayanan K S
Country: India

Year: 2026
Volume: Volume-11, Issue-1, January-June 2026
Page Number: 609-615
DOI: https://doi.org/10.5281/zenodo.20409633

ABSTRACT
Traditional sustainability models in business have disproportionately focused on economic and environmental metrics, often leaving social sustainability on the periphery of corporate strategy. However, global disruptions like the COVID-19 pandemic have demonstrated that long-term organisational resilience relies heavily on the internal social fabric and relational strength of the workplace. This paper attempts to link urban planning literature and organisational management by operationalising the SoSuCompass (Social Sustainability Compass)—a diagnostic framework originally designed to evaluate urban human settlements—within Human Resource Management (HRM). The article explains the four interdependent pillars of the SoSuCompass: Equity, Well-being, Participation, and Social Capital. It details how modern HR functions can transition from standard personnel administration to strategic "workplace architects" by embedding these principles directly into job design, governance, and organisational networks. Additionally, a data-driven monitoring framework utilising advanced metrics is proposed to track social outcomes. The paper demonstrates that the pillars form a self-reinforcing, synergistic system where actions like democratizing governance directly boost internal trust and employee well-being. Ultimately, the study concludes that by treating the workplace as a complex social ecosystem, HRM serves as the primary driver of organisational social sustainability, transforming the firm from a transactional space into a highly resilient community optimised for long-term viability.

Keywords: Social Sustainability, SoSuCompass, Human Resource Management, Organisational Resilience, Workplace Governance, Social Capital.