CSR RELATED HR

In general, CSR should not be used just as a PR strategy and companies should “walk the talk”. The easiest way to do this is by engaging the HR department. The community of a company becomes the most important aspect of CSR. Thus, it is important to include HR in the CSR initiatives strategy allowing it to play a more prominent role in the company.

It’s time for the HR profession to take an active role in an organization’s CSR strategy.  Many elements of a CSR strategy involve people and it’s an opportunity that the profession should delve in. Research indicates that HR is very rarely involved in devising CR strategy. The CIPD’s report The Role of HR in Corporate Responsibility surveyed 353 HR professional and 523 middle and senior managers and found that only 13% of business leaders reported that HR was responsible for setting CR strategy. When it came to implementing CR strategy, only 26% of business leaders thought that HR was responsible for implementation.  The report revealed that the biggest driver for an organization’s increased focus on CR was greater pressure from governments or regulators.

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Moreover, in order for CSR to really work and not just be a “window-dressing”, it should be embedded in the company culture. The support of the top team is critical in order to move the ideas to actions and attitude, which will bring to further success. HR already works at communicating and implementing ideas, policies, cultural and behavioral change across organizations. Its role in influencing attitudes and links with line managers and the top team mean it is ideally placed to do the same with CSR.

Through HR, CSR can be given credibility and be aligned with how the business run. CSR could be integrated into processes such as the employer brand, recruitment, appraisal, retention, motivation, reward, internal communications, diversity, coaching and training.

The way a company treats its employees contributes directly to it being seen as willing to accept its wider responsibilities. Building credibility and trusting their employer are being increasingly seen as important by employees when they choose who they want to work for.

“Hierarchies and bureaucracies do not innovate, but individuals do!”  J.SCULLEY