Published Paper Details:

Foundation of India's economy is made up of Micro, Small, and Medium-Sized Enterprises (MSMEs), which show a key role in manufacturing production, work formation, and monetary development. A sustainability of MSMEs in Ahmednagar district, where they are important to local livings, depend severely on the effectiveness of human resource management practices, specially staffing. With an importance on inspiring reasonable, diverse and real hiring and preservation policies amongst staffs, this study examines how inclusive business models might improve the staffing function inside MSMEs. Business models that sustainably incorporate low-income groups as workers, suppliers, distributors, or consumers are known as inclusive business models. These models place a strong emphasis on shared value, equity, and participation--all of which are becoming more and more important in the current socioeconomic environment. The study looks into how these models are used in Ahmednagar's MSMEs and how much they affect hiring procedures, from hiring and selection to training, development, and retention. The study uses a mixed-approaches methodology. Employees from a variety of industries in the Ahmednagar area, HR managers, and MSME owners are given standardized questionnaires to complete in order to gather quantitative data. In-depth interviews and case studies of particular MSMEs renowned for their creative staffing techniques provide qualitative insights. According to the report, inclusive business models enhance employee engagement, promote diversity in hiring, and lower turnover rates, all of which have a favourable impact on the staffing function. Additionally, they assist MSMEs in coordinating their HR strategy with long-term sustainability objectives and social responsibility. The survey does, however, also highlight the main obstacles MSMEs face when implementing inclusive practices, including a lack of formal HR structures, a lack of resources, and reluctance to change. To overcome these obstacles, policy proposals are put forth, such as the necessity of government incentives, capacity-building initiatives, and closer ties between MSMEs and institutions that provide skill development. The results highlight how inclusive business models may be used as strategic instruments to enhance worker quality and fortify the staffing function in MSMEs. MSMEs in Ahmednagar can improve their operational effectiveness and promote wider socioeconomic inclusion by embracing inclusivity. Thus, by providing useful insights for scholars, company executives, and policymakers, this study contributes to the body of knowledge on MSME development and inclusive business strategies.