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HR and Corporate Social Responsibility


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Presentation by Misbah Khatana Aamir

Presentation by Misbah Khatana Aamir

Published in: Business, Economy & Finance

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  • Reduced materials use
  • (may be cheaper) ex. CFCs
  • HR manager champions the need and opportunity for a vision, mission and set of values and show how it can add ROI to the organization, why this could be both a good business strategy and a good people strategy.HR is a strategic partner in the organization and can help drive the formulation of the CSR strategy.Ethical considerations are important to bosses- HR’s job is important to avoidrhetoric and undefined terms such as “sustainability” and “CSR”, but to clearly enunciatethe conduct standards expected of employees. 
  • the process of developing andintegrating new workers, developing and keeping current workers and attracting highlyskilled workers to work for the company, needs to consider alignment with thecompany’s CSR vision and goals to ensure talent is developed with the appropriatefocus.
  • If CSR is built into incentive systems – salary packages and targets that determine whether the manager receives a pay rise, promotion, etc. – the firm is likelier to motivate greater CSR alignment
  • A) Recognize Group A for their behaviour to encourage them to continue it.B) Promote, incent and reward Group B for behaviour changes. Ensure that these“tools” are specifically designed so that the benefits are meaningful and thebarriers to change are removed for this group.C) Leave Group C alone. Do not cut them out, just don’t tailor your promotions,incentives, etc. to their needs. A large percentage of the C’s will change theirbehaviour once the Group B’s (or the sprouts) have changed their behaviour sothat they do not stand out as the minority. The remainder of the C’s will notchange and they truly will be theminority (and perhaps a group you no longerfind a fit with in your organization).
  • employees consulted andengaged in the development of new programs and approaches are likelier to followthrough with their implementation.Employees helped toalign their total work experience with their community and home values become highlyengaged, motivated and loyal employees.
  • From pats on the back to profile articles on the company intranet,to celebratory events, ensure people are congratulated and achievements celebrated onan informal and formal basis.The firm of the future is expected to have undergone significant transformation such thatCSR no longer becomes managed as a separate deliverable, but is part of theexperience of being an employee in an organization that lives its values.
  • Transcript

    • 1. Corporate Social Responsibility &HR Why and How should HR promote CSR in an organizationMisbah Khatana AamirCornell University, School of Industrial and Labor RelationsApril 2012
    • 2. Definition of Corporate Social ResponsibilityCorporate Social responsibility (CSR) is the balanced integration of social and environmental considerations into business decisions and operations. a form of corporate self-regulation integrated into a business model making society one of the stakeholders, on whom an organizations activities have an impact
    • 3. The Business case for CSR More ProfitableReduces wasteGreater efficiency – overall operation cost saving
    • 4. The business case for CSR Attracts certain employees- especially todays graduates- 66% are saying they want to work with socially responsible companies Reputation in the market- Consumers are more willing to buy products from companies which have good CSR record
    • 5. The business case for CSR Banks and Insurance agencies More willing to lend and insure companies that follow CSR
    • 6. The business case for CSR New markets open- “green” technology being sought more and more New Discoveries (may be cheaper)
    • 7. HR key to promote and drive CSR Vision, mission, values and CSR strategy development Develop codes of conduct
    • 8. Talent management Recruiting Informing employees of CSR values Training Succession planning
    • 9. Compensation and performance management “you get what you pay for” Align the total reward and recognition program with CSR values and strategy
    • 10. Change management and corporate culture HR helps Culture change 3 categories of employees: A) Those that have the value and the behavior B) Those that have the value but not the behavior C) Those that do not have the value or the behavior
    • 11. Employee involvement and participation
    • 12. Measurement, Reporting – and celebrating successes What gets measured gets managed If CSR is a business differentiator and seen as contributing to shareholder value, CEO’s will be held accountable Report both CSR performance and employee CSR engagement celebrate the successes large and small
    • 13. Questions