1.
CSR
&
HR
–
Presentation
Wes
Harry
Slide
1
Practical
mainly
international
HRM,
airlines,
banks,
oil
sector,
advisor
to
governments
30+
years
Africa,
Asia
and
GCC.
My
apporach
is
practical
but
informed
by
my
academic
approach
to
making
decisions
based
on
evidence.
In
the
University
of
Louvain
(Louvain
de
Neuve)
there
was
a
Sustainability
Workshop
in
September.
We
are
interested
in
the
long
term
success
of
orgs
and
contributions
to
wider
societies.
In
such
a
complex
global
environment
no
simple
answers-­‐
not
black
and
white
nor
only
green!
Different
cultures
(including
org
cultures)
have
different
values
and
belief
systems
so
I
do
not
claim
to
offer
actual
CSR
values.
Ethical
values
are
at
the
core
of
orgs
so
should
provide
direction
to
CSR
(not
just
have
CSR
as
a
compliance
with
laws
function)
Slide
2
People
struggling
to
survive
and
feed
families.
Too
poor
to
care
about
CSR
or
worry
about
tomorrow,
future
generations
etc.
Often
used
as
an
excuse
to
not
care
about
CSR
and
ethics
in
business.
So
often
managers
from
rich
countries
say
that
when
in
Rome
one
must
do
as
the
Romans
do-­‐
and
have
lesser
ethical
standards.
I
dispute
the
‘when
in
Rome’
approach
as
we
should
respect
the
local
norms
but
not
exploit
these
norms.
Sometimes
one
must
walk
away
from
business
opportunities
if
the
costs
in
terms
of
ethics
and
values
are
too
great.
Sri
Lanka
Hartals-­‐doctors
etc
on
strike
but
auto-­‐rickshaw
drivers
carried
on
working
despite
murders.
All
banks
closed
except
ours-­‐
staff
wanted
to
make
a
stand
(for
their
society
and
self
respect)
and
were
well
led
by
local
managers.
Showed
courage
and
commitment
to
customers
and
community.
But
what
if
it
had
all
gone
wrong!
Staff
could
have
been
murdered.
The
bank’s
management
(especially
including
me)
would
have
been
severely
criticised.
Slide
3
30
years
of
dealing
with
Business
and
HRM
Strategy
and
operational
plans.
Asian
military
realised
that
no
matter
what
the
plans
or
PMS
needed
core
values
including
CSR-­‐
to
wider
community.
Core
values
were
developed
and
accepted
by
the
senior
officers
and
rulers.
These
were
put
into
he
strategic
plans
and
PMS.
Personally
I
did
not
agree
with
all
of
the
values
(particularly
in
terms
of
religion
and
exclusion
of
some
local
groups)
but
my
role
was
to
advise
not
to
impose.
Easy
to
be
cynical
but
without
contribution
to
society,
community
and
own
beliefs
powerful
organisations
can
be
used
to
abuse
and
harm.
Slide
4
Proactive
commitment
to
CSR
at
core
of
the
organisation
helps
provide
a
‘moral
compass’
beyond
the
law
and
regulations.
If
focused
on
detail
of
laws
and
rules
then
the
big
picture
can
be
lost-­‐
e.g.
banks
saying
all
their
staff
comply
with
law
but
sometimes
push
to
the
boundaries!!!
Corruption,
Fraud,
Greed
and
anti-­‐social
behaviour
always
exists
to
some
extent
in
organisations
and
societies.
Give
an
example
of
traditional
banks-­‐
most
malpractice
outside
some
inside.
Some
malpractice
but
generally
focused
on
long
term
well
being
of
community
of
which
part-­‐
e.g.
many
UK
banks
have
Quaker
origins.
Slide
5
A
number
of
banks
(and
other
organisations)
I
am
aware
of
out
of
balance
so
that
owners,
directors,
managers
and
staff
put
their
own
interests
above
that
of
customers/
depositors/
government
and
societies.
Corporate
Social
Responsibility
:
Still
a
Challenge
for
HR
?
–
October
22nd

2.
Harmful
to
medium
and
long
term
success.
In
a
group
of
failed
banks
the
new
management
team
put
something
back
into
the
society
(in
part
as
a
thanks
for
re-­‐capitalising
and
in
part
for
good
business
reasons)
employment
creation
for
citizens,
learning
and
development
opportunities
for
citizens
and
expats,
loans
to
SMEs
and
spreading
wealth
(from
oil
income)
to
wider
society.
Slide
6
Profit/
Service
quality
efficiency,
Person
(individualist-­‐
but
also
demonstration
of
CSR
in
practice),
People,
Planet-­‐
developed
from
simple
single
bottom
line-­‐
profit/
service
quality.
Elkington
triple
bottom
line.
Recent
years
quadruple
bottom
line
which
can
be
aligned
with
Stragetic
Directions,
Performance
Management
Systems,
selection,
employee
engagement
and
career
development.
CSR
a
crucial
element
of
the
quadruple
bottom
line-­‐
through
which
these
various
elements
are
measured-­‐
treating
staff,
customers
well
along
with
environment
and
long
term
profits.
Recognise
some
people,
organisations
and
stakeholders
can
prosper
if
abuse
others.
But
if
many,
especially
top
management,
ignore
CSR
and
core
ethics
the
organisation
may
not
survive.
Example
of
Arif
paying
and
FreeZone
exploiting.
Each
organisation
decides
the
relative
weight
of
each
element.
Can
be
part
of
PMS.
Not
to
be
charities
or
missionaries-­‐
just
act
decently.
Comply
with
laws
(no
matter
how
onerous
or
irrelevant)
or
not
be
in
business
in
that
location
Halo
affect
Craig
Smith
INSEAD
gives
great
benefits
to
businesses.
Henry
Ford-­‐
pay
high
enough
wages
so
that
employees
can
afford
his
cars.
May
come
a
time
when
the
org
seeks
help
from
society
and
previous
CSR
can
play
a
crucial
role-­‐
will
US,
UK
or
EU
tax
payer
bail
out
Amazon,
Apple,
Google,
Starbucks
etc.
Or
the
bankers
again?
Slide
7
CSR
at
core
of
organisational
values
especially
at
the
core
of
strategic
HRM.
McK
study
on
HRM
2012
Slide
8
Place
in
organisation
at
the
core
with
everyone
responsible
including
CEO
and
Board
but
primary
accountability
probably
best
in
Strategic
HR.
Not
in
legal
dept
as
too
much
concerned
with
rules
and
regulations
stopping
things
happening
(looking
backwards).
Reactive.
Not
in
PR
as
too
concerned
with
spin
which
is
rarely
believed
Reactive
Stand
alone
function
could
be
proactive
but
maybe
an
orphan
function
–
ignored
or
blamed.
In
HRM
Strategic
function
proactively
concerned
with
developing
employee
engagement,
selection
and
career
progression
and
with
Performance
management-­‐
not
in
HRM
ops
who
tend
to
act
as
organisational
police
force!!
Slide
9
Reactive-­‐
CSR
can
be
the
canary
in
a
mine
to
warn
of
threats
and
dangers.
If
things
are
wrong
in
CSR
likely
to
be
major
things
wrong
in
wider
org.
Slide
10
Proactive.
As
Kong
Qui
(Confucius)
said
it
is
“Better
to
light
one
candle
than
complain
about
the
dark”.
CSR
can
be
the
candle
to
shed
light
into
wider
issues.
Corporate
Social
Responsibility
:
Still
a
Challenge
for
HR
?
–
October
22nd