This study investigates the relationship between human capital management strategies and corporate sustainability commitments while also examining the moderating role of CEO tenure in shaping this relationship. Drawing on a panel dataset of 413 S&P 500 companies spanning 2011 to 2023, we empirically tested the impact of various human capital management practices, including employee productivity, technology-enabled training investments, workforce diversity, pay equity, and employee benefits, on firms’ ESG performance. We further explored how CEO tenure influenced the effectiveness of these practices in driving sustainability outcomes. Our findings reveal significant positive associations between human capital management effectiveness and corporate ESG performance, highlighting the importance of talent management strategies in promoting sustainable business practices. Moreover, CEO tenure positively moderates the relationship between human capital management and ESG performance, suggesting that longer-tenured CEOs are better positioned to align their human capital strategies with sustainability goals. This study contributes to the literature by bridging the gap between human capital management and sustainability research, providing empirical evidence of the mechanisms through which talent management practices drive sustainability performance, and highlighting the critical role of leadership tenure in shaping these relationships. Our findings have important implications for corporate governance, strategic leadership, and sustainable human resource management practices and offer insights into how organizations can effectively integrate human capital and sustainability considerations to drive long-term value creation.

The COVID-19 pandemic has significantly affected the employee lifecycle management (ELM) sphere, leading to the adoption of new human resource (HR) technologies and policies. This study investigates the impact of megatrends, artificial intelligence, digital technologies, and innovation on ELM and human resource management (HRM) policies in China, Russia, and Indonesia. Data were collected through structured interviews and publicly available information from companies in these countries between 2021 and 2022. The study evaluates the effects of artificial intelligence (AI), digital transformation (DT), and innovations on the sustainable development of ELM and identifies differences in technological responses to ELM in companies depending on their level of digital maturity. The results show that the majority of companies have continued the process of ELM digital transformation, but the percentage varies based on the scope of activity, labor, and readiness of the country to implement new technologies. The study reveals that large companies in each analyzed country with over 10,000 employees have a greater need and opportunity to implement HR digital transformation, whereas small companies with up to 100 people can operate without automation. In addition, the findings of this study provide propositions for designing how AI and innovations contribute to ELM. This article contributes to the current debate in the literature by substantiating the positive impact of AI, digital technology, and innovation on ELM and HRM strategies, offering practical applications for companies to improve productivity. Overall, this study highlights the importance of adopting innovative HR technologies in response to global challenges and workplace trends.