The success and long-term growth of any business is intrinsically linked to the effectiveness of its Human Resource Management (HRM) practices. In today’s dynamic and competitive business environment, organizations are increasingly recognizing the importance of strategic HRM practices that foster employee development, improve organizational culture, and enhance overall business sustainability. This article provides a detailed analysis of the key HRM practices that contribute to sustainable business growth, focusing on recruitment and selection, training and development, performance management, employee engagement, and organizational culture. The review of existing literature highlights how these HRM practices support organizational resilience, adaptability, and innovation. Furthermore, the paper explores the relationship between sustainable HRM practices and business outcomes such as productivity, profitability, and employee retention. By examining both theoretical perspectives and practical implications, this study aims to provide valuable insights for managers, HR professionals, and researchers in the field of human resource management.

Providers of retirement plans are facing increasing pressure to modernize loan and distribution processing in 401(k) and other retirement systems to improve efficiency, accuracy, and compliance. Legacy processing environments often mean manual processes and fragmented legacy systems, which mean long turnaround times and a high error rate. This paper proposes a Quality Assurance (QA) automation approach to update these critical processes. We design and implement an automated test and processing framework that leverages behavior-driven development and state-of-the-art test automation tools to enable straight-through processing and comprehensive verification of loan and distribution transactions. The method was applied to real retirement system environments with much shorter processing cycles and quasi-elimination of processing errors. Results demonstrate that automation-driven modernization can provide 50% faster processing, improved compliance with regulatory requirements, and improved participant satisfaction. The findings of the research have significant implications for the modernization of financial technology, illustrating how QA automation can bridge the gap between legacy retirement platforms and the demands of contemporary financial services, while ensuring robust compliance and reliability.

Global supply chains operate in an increasingly complex and volatile environment, where the integration of functional units is paramount for achieving operational excellence and competitive advantage. This review paper explores the critical role of cross-functional collaboration (CFC) among Sales, Engineering, and Finance in optimizing global supply chain performance, with a focus on enhancing efficiency, responsiveness, and profitability. Sales drives demand forecasting, Engineering innovates product and process designs, and Finance ensures fiscal discipline, yet silos often disrupt their alignment, leading to inefficiencies and missed opportunities. This study synthesizes theoretical frameworks, such as the resource-based view and systems theory, with empirical evidence from peer-reviewed literature, alongside practical industry examples from leading firms like Toyota, Apple, and Procter & Gamble. It identifies key challenges to cross-functional collaboration(CFC), including siloed mindsets, communication barriers, global complexity, data inconsistencies, and resistance to change, which collectively hinder seamless coordination. The paper proposes actionable strategies to overcome these barriers, such as integrated Sales and Operations Planning (S&OP), shared metrics, technology enablement through platforms like SAP, leadership governance, cultural transformation, and risk management integration. A simplified conceptual model illustrates the interplay of Sales, Engineering, and Finance, highlighting communication flows, shared goals (e.g., customer satisfaction, profitability, agility), and the role of enabling technologies like ERP systems. Findings underscore the benefits of effective cross-functional collaboration(CFC), including reduced lead times, cost savings, enhanced innovation, improved financial performance, and greater supply chain resilience. The paper concludes with future research directions, particularly the potential of AI and blockchain to further enhance cross-functional collaboration(CFC), offering a roadmap for practitioners to foster collaboration in multi-tier global supply chains.