Corporate Social Responsibility and HR Implications
As we see every day organizations devote large amounts of dollars attempting to be socially responsible. My very first consideration is concerned about why organisations are "socially" and "ethically" active and what are the main problems involved in corporate social responsibility (CSR).
There are numerous references to corporate social responsibility, oftentimes referred to as corporate citizenship, in our workplaces, in the media, in the government, in our communities. Providers can be socially responsible in completely different dimensions: Environmentally, economic contribution to community, getting progressive stakeholders relations such as commitment to consumer safety or demonstrate respect to human rights.
CSR signifies a commitment by a provider to manage its roles in a society in a responsible and sustainable manner (Akgeyik, 2005).
A number of events in latest years, such as the very publicized economic scandals of Enron and WorldCom, sweatshop labor by retail clothing and sports shoe producers and the "under-the-table" deals that businesses have received. As a consequence now, reputation, brand, integrity and trust are increasingly regarded crucial measures of corporate social responsibility.
The most important CSR concerns, that providers are taking seriously, are those related to Reputation and Brand Enhancement, Accountability and Transparency, Risk Management (Managing investor confidence is a different aspect supporting the business enterprise case for CSR) and the "Talent War" based on labor shortage in the subsequent 10 to 25 years trigger that organizations do unique efforts attracting, establishing, motivating and retaining. In addition, the talent war is evidenced by an influx of "preferred places to function" awards. Therefore, a robust argument for CSR is talent management in both the brief and the long term
Correspondingly, CSR influences a company's competitive advantage now through two crucial worth drivers: 1) provider reputation and brand and 2) human capital (Paul Lee, 2008) HR leaders have begun to assume leadership roles to address both locations.
For instance, Enron and Worldcom incidents would be averted if the recruiting process would be identified and dropped in advanced those managers who breach legal duties and had been caught on corruption behaviours?
HR has an significant function in corporations in order to attain CSR standards. HR leaders can influence three main standards of CSR-ethics, employment practices and community involvement-that relate either directly or indirectly to employees, shoppers and the local community.
Which sort of employment practices can be promoted in providers to turn into alot more CSR? Human resource management practices promote personal and professional employee development, diversity at all levels and empowerment. A further HR practices are: think of personnel as valued partners, with the correct to fair labor practices, competitive wages and benefits and a secure, harassment-free of charge, family members-friendly function atmosphere.
What HR leaders can do to track HR scorecard on CSR? Some tips that will be utilised as a checklist according to latest studies (Fenwick, 2008 & Lockwood, 2004)
• Generate a robust organizational culture about core business values.
• Scan the atmosphere to identify prospective threats (e.g., competition for talent inside the organization's industry sector).
• Build private and expert capability of the workforce (e.g., expand intellectual capital inside the organization and in collaboration with other organizations).
• Incorporate ethical concerns in staff performance measures.
• Assistance participative choice-creating.
• Assure highest standards in workplace well being and safety.
• Encourage active engagement in community activities.
References:
- Akgeyik, T. (2005) The human resource management dimensions of corporate social responsibility in Turkey: a survey. Journal of the Academy of Enterprise and Economics, Jan, 2005.
- Fenwick, Tara and Bierema, Laura (2008), "Corporate Social Responsibility: Matters for Human Resource Development Pros". International Journal of Training and Development, Vol. 12, Issue 1, pp. 24-35, March 2008.
- Lockwood, N. R. (2004). Corporate Social Responsibility: HR's Leadership Role. SHRM, December. Retrieved from [http://www.shrm.org/Investigation/quarterly/1204RQuart.asp#summary].
- Paul Lee, M. (2008). A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead. International Journal of Management Evaluations, 10(1), 53-73.
- Trudel, R., & Cotte, J. (2008 five). Does Becoming Ethical Pay? Wall Street Journal On-line, Page R1.
