ISO 26000  Responsibility   Social a new  (global)  HR challenge by   Alexander Crépin Part 3
ISO   26000  &   C orporate  S ocial   R esponsibility ISO 26000 & HR in 3  parts Part 1 = CSR why? No longer a question! ...
HR (interim) services & consultancy www.crepinconsult.nl www.inHR.nl ( Dutch blog on HR & Change) www.linkedin.com/in/alex...
ISO 26000 H uman  R esponsible  M anagement www.inHR.nl
 
 
CSR: general HR focus areas www.inHR.nl
Be a part of the “game”, claim  your role!!
Some illustrations of the CSR - HR relationship   ISO   26000  &   C orporate  S ocial   R esponsibility
Talent the key to success In the end success comes from motivated, skilled, committed, collaborating personnel Engaging ta...
Building a talent engaging culture CSR: It is not only about short term financial profits Immaterial aspects like people &...
… .. Employees experiencing the organization’s commitment to social & environmental responsibilities  In return  they show...
People  (in our company)  are thrilled when they feel like they can be part of solutions  ….  like making their world a be...
Talents look for CSR employers Especially younger generations of talented people are looking for employment in organizatio...
Gen Y & Millennials  Several studies indicate that they feel it their responsibility to make the world a better place Comp...
 
www.inHR.nl Engagement pyramid
Investing  in  CSR pays off by engaged personnel - More innovative spirit, more ideas for improvement - Talent retention i...
CSR = transparency & stakeholders  Informing  internal  stakeholders Explore social media options Blogging, Vlogging, WiKi...
CSR  HR stakeholder management www.inHR.nl
Control represents a vision on management from the industrial age Control is out  CSR Leaderschip, management
“ The key to success for the organization of tomorrow is not having all the ‘right’ answers but exploring & looking for qu...
S T A K E H O L D E R S Process management  in a dynamic networked organization requires helicopter view + delegation of r...
S T A K E H O L D E R S HR challenge: ensuring a shared view on delegation of responsibilities & accountabilities and supp...
ISO   26000  &   C orporate  S ocial   R esponsibility ISO   26000  &   Training & Development HR Training & Development p...
ISO 26000 alignment:  Competencies Showing CSR Behavior   Specific CSR Competencies  & Generic Competencies supporting CSR...
CSR competencies Context Sensitivity,   understanding dynamics of a global society  Understanding the role of the players ...
CSR  “generic” competencies Collaboration, working together, building capacity  Building capacity and external partnership...
CSR competencies  development   HR supporting manager & employees by offering blended training & learning facilities Promo...
CSR  awareness, understanding & commitment www.inHR.nl HR advises & initiates all kinds of activities that help managers &...
CSR & Rewards / Comp & Ben www.inHR.nl Total reward strategy ISO   26000  &   C orporate  S ocial   R esponsibility
CSR & Rewards / Comp & Ben It is not about cash alone “ Total Reward” philosophy Material & immaterial aspects are both pl...
CSR &  desired performance & reward  Creating  a financial and non-financial reward system that meet employees’ needs, rei...
CSR & performance criteria  Increasingly asset managers, particularly institutional investors with  long-term investment h...
Rewarding performance  The sky is the limit? H uman  R esponsible  M anagement
 
external internal Employer Branding Employer Branding must be authentic
<ul><li>CSR some employer branding basics  </li></ul><ul><li>Position your self authentically, no fuzz </li></ul><ul><li>-...
Global Employer Brand Index Study Corporate social responsibility  score 5.21 out of 7 An increased global emphasis on bec...
Employer Branding Information about CSR activities support your imago as Employer of Choice www.inHR.nl
 
<ul><li>Some HR opportunities promote / show CSR </li></ul><ul><li>- Provide workshops, work lunches for a dialogue about ...
 
Change  happens! www.ailo.nl
<ul><li>HR initiating  C SR, mastering change  </li></ul><ul><li>Get alignment, shared vision at the top </li></ul><ul><li...
<ul><li>Options for a creating a  C SR mindset </li></ul><ul><li>- Make a clear business case with facts & figures </li></...
“ People and planet and profit” will require us to reject many of the conventions and conveniences of business that create...
Companies switch to a more integrated business model—one that’s socially responsible as well as highly relevant to a compa...
ISO 26000  Clause 7  Implementation Understanding the social responsibility of an organization Determining relevance and s...
ISO 26000  Clause 7  Implementation CSR implementation, starting with ISO 26000 affects every part of HR  execution CSR is...
Summary H uman  R esponsible  M anagement ISO 26000
ISO 26000 will be a fact soon CSR already is H uman  R esponsible  M anagement
CSR:  starting with ISO 26000  Intention  Why? Action  How? Result  What? www.inHR.nl
CSR  Why? One should  One must  It pays off www.inHR.nl
CSR  How? Together!
CSR What?
“ In an age when the speed, intensity, and complexity of change increases exponentially,  the ability to shape change  – r...
Summary H uman  R esponsible  M anagement The world is in transition, CSR is one of the drivers CSR requires innovation me...
ISO 26000 National member bodies of ISO are now invited to vote and comment on the final draft  Participating liaison orga...
CSR doesn’t change the HR agenda! CSR illustrates the importance of proactive & interactive HR! H uman  R esponsible  M an...
CSR  proactive & interactive HR! This is HR that is reflecting far more better that it is all about  People   (and not abo...
Wake up Time? www.ailo.nl
time to  re-position HR? From Human Resources to  Human Responsible Management  Human Relations & Results
H uman  R esponsible  M anagement
Questions ? Photo by jn2race
ISO   26000  &   C orporate  S ocial   R esponsibility End of part 3 & serie Part 1 = CSR why? No longer a question! Part ...
We offer global CSR (train the trainer) programs & and a unique set of tools that enable HR to deal effectively & efficien...
Just call me  Alexander Crépin + 31 653 641 905   Looking for professional & transparent support? Is CSR your HR challenge?
Alexander Crépin HR innovation  & HR services partner in sustainable change  www.inHR.nl
Succes www.inHR.nl
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ISO 26000 & HR, Human Resources and Human Responsible Management, HR in Action, Part 3 HR illustrations

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CSR, ISO 26000, the next HR challenge?
Introduction for those who are not very familiar with CSR.

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ISO 26000 & HR, Human Resources and Human Responsible Management, HR in Action, Part 3 HR illustrations

  1. 1. ISO 26000 Responsibility Social a new (global) HR challenge by Alexander Crépin Part 3
  2. 2. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 & HR in 3 parts Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations
  3. 3. HR (interim) services & consultancy www.crepinconsult.nl www.inHR.nl ( Dutch blog on HR & Change) www.linkedin.com/in/alexandercrepin twitter.com/talentspotter Alexander Crépin ISO 26000 ( C orporate ) S ocial R esponsibility
  4. 4. ISO 26000 H uman R esponsible M anagement www.inHR.nl
  5. 7. CSR: general HR focus areas www.inHR.nl
  6. 8. Be a part of the “game”, claim your role!!
  7. 9. Some illustrations of the CSR - HR relationship ISO 26000 & C orporate S ocial R esponsibility
  8. 10. Talent the key to success In the end success comes from motivated, skilled, committed, collaborating personnel Engaging talented people is one of the main topics on the road to success
  9. 11. Building a talent engaging culture CSR: It is not only about short term financial profits Immaterial aspects like people & planet turn about to be also important & this engages people
  10. 12. … .. Employees experiencing the organization’s commitment to social & environmental responsibilities In return they show a more positive, more engaged mindset and are more “productive” than those working for “less responsible” employers ….. ISO 26000 & C orporate S ocial R esponsibility
  11. 13. People (in our company) are thrilled when they feel like they can be part of solutions …. like making their world a better place alike Chris Page director of climate and energy strategy, Yahoo ISO 26000 & C orporate S ocial R esponsibility
  12. 14. Talents look for CSR employers Especially younger generations of talented people are looking for employment in organizations that show good citizenship, that supports their own (online) reputation as being a good citizen ISO 26000 & C orporate S ocial R esponsibility
  13. 15. Gen Y & Millennials Several studies indicate that they feel it their responsibility to make the world a better place Companies that offer the option to join them in their efforts are favorite employers! Not any longer to ignore
  14. 17. www.inHR.nl Engagement pyramid
  15. 18. Investing in CSR pays off by engaged personnel - More innovative spirit, more ideas for improvement - Talent retention improvement - EOC, less employer branding investments - Performance improvement, better motivated employees - More collaborative learning spirit - Cost gains, less mistakes, complaints etc . ISO 26000 & C orporate S ocial R esponsibility
  16. 19. CSR = transparency & stakeholders Informing internal stakeholders Explore social media options Blogging, Vlogging, WiKi etc. HR challenge: Ensure a consensus about separating facts & feelings Ensuring that internal politics don’t become (too) dominant in the exchange of information Ensuring that internal stakeholders follow both ethical & common sense when exchanging information www.inHR.nl
  17. 20. CSR HR stakeholder management www.inHR.nl
  18. 21. Control represents a vision on management from the industrial age Control is out CSR Leaderschip, management
  19. 22. “ The key to success for the organization of tomorrow is not having all the ‘right’ answers but exploring & looking for questions to be answered and asking them” The key challenge is the change in the survival mentality and the culture that emphasizes short-term gains at the expense of moral and societal values
  20. 23. S T A K E H O L D E R S Process management in a dynamic networked organization requires helicopter view + delegation of responsibility & trust
  21. 24. S T A K E H O L D E R S HR challenge: ensuring a shared view on delegation of responsibilities & accountabilities and support managers & employees to act accordingly
  22. 25. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 & Training & Development HR Training & Development plays a key role in building a CSR organization and “proving” that the organization is embracing a CSR philosophy in its decision making process and in its daily operations
  23. 26. ISO 26000 alignment: Competencies Showing CSR Behavior Specific CSR Competencies & Generic Competencies supporting CSR ISO 26000 & C orporate S ocial R esponsibility
  24. 27. CSR competencies Context Sensitivity, understanding dynamics of a global society Understanding the role of the players in society – government, business, unions, NGO’s organizations & civil society Stakeholder relation management Identifying stakeholders, building relations internal & external, engaging in consultation & balancing demands Questioning business as usual, courage to explore new territories Being open to new ideas, challenging others to adopt new ways of thinking and questioning business as usual Transparent & open Making publicly available all legally releasable information to meet stakeholders needs accurate, timely, unequivocal Exchange of information & ideas A combination of listening, telling, presenting & sharing Respect, refuse, reduce, reuse, repair & recycle attitude www.inHR.nl
  25. 28. CSR “generic” competencies Collaboration, working together, building capacity Building capacity and external partnerships and creating strategic networks and alliances. Strategic view, long term focus Taking a strategic view of the business environment, applying a helicopter view Respect, harnessing diversity Respecting diversity and adjusting your approach to different situations. Integrity & authenticity Acting honestly, showing high moral standards, on the basis of beliefs & commitment Commitment CSR is not always choosing the easy way, this requires commitment to get to results www.inHR.nl
  26. 29. CSR competencies development HR supporting manager & employees by offering blended training & learning facilities Promoting exchange of best practices www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility
  27. 30. CSR awareness, understanding & commitment www.inHR.nl HR advises & initiates all kinds of activities that help managers & employees to get a better understanding idea of what CSR is really about in the organization ISO 26000 & C orporate S ocial R esponsibility
  28. 31. CSR & Rewards / Comp & Ben www.inHR.nl Total reward strategy ISO 26000 & C orporate S ocial R esponsibility
  29. 32. CSR & Rewards / Comp & Ben It is not about cash alone “ Total Reward” philosophy Material & immaterial aspects are both playing a role in rewarding performance www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility
  30. 33. CSR & desired performance & reward Creating a financial and non-financial reward system that meet employees’ needs, reinforce company metrics and align the company’s (CSR) goals . ISO 26000 & C orporate S ocial R esponsibility
  31. 34. CSR & performance criteria Increasingly asset managers, particularly institutional investors with long-term investment horizons , are raising executive pay these issues in meetings with companies and through the shareholder resolution process A desirable setting for executive compensation: employee satisfaction (71%) leadership development (78%) customer satisfaction (84%) sustainable development (89%) . 2005 survey of Canadian board directors McKinsey
  32. 35. Rewarding performance The sky is the limit? H uman R esponsible M anagement
  33. 37. external internal Employer Branding Employer Branding must be authentic
  34. 38. <ul><li>CSR some employer branding basics </li></ul><ul><li>Position your self authentically, no fuzz </li></ul><ul><li>- Take a position in the CSR spectrum, show it </li></ul><ul><li>- Communicate & operate consistently </li></ul><ul><li>- Simple, Sober, Short, Committed making a difference </li></ul><ul><li>- Work inside out, employees are best ambassadors </li></ul><ul><li>Tell your story, use online CSR platforms </li></ul><ul><li>Know the labor market, where & what they want </li></ul><ul><li>Live your message! </li></ul>
  35. 39. Global Employer Brand Index Study Corporate social responsibility score 5.21 out of 7 An increased global emphasis on becoming an Employer of Choice and the need to be an ethical employer, is reflected in the high scores for Corporate Social Responsibility
  36. 40. Employer Branding Information about CSR activities support your imago as Employer of Choice www.inHR.nl
  37. 42. <ul><li>Some HR opportunities promote / show CSR </li></ul><ul><li>- Provide workshops, work lunches for a dialogue about CSR & ISO 26000 </li></ul><ul><li>- Start a company CSR blog for and by employees </li></ul><ul><li>Start a CSR wiki for sharing CSR know how and ideas </li></ul><ul><li>- Ask employees for CSR ideas & initiatives, delegate implementation responsibility </li></ul><ul><li>- Stimulate & facilitate permanent personal & professional development </li></ul><ul><li>- Attention for improvement of mental & physical health </li></ul><ul><li>CSR on agenda of work council meetings </li></ul><ul><li>External stakeholder management, unions, employers organizations etc. </li></ul><ul><li>- Traineeships for minority groups and neighborhood youngsters </li></ul><ul><li>- Diversity shown by appointment of employees from so called minority groups </li></ul><ul><li>- In performance management CSR is also performance criterion </li></ul><ul><li>- Bonus allowance not only for short term but also long term success </li></ul><ul><li>- Company cars in combination with public transportation </li></ul><ul><li>- Facilitate combining work & family responsibilities, children, elderly, sick </li></ul><ul><li>- Initiate participation in community volunteering activities in career dev. programs </li></ul><ul><li>- Ensure accountability for ethics at all levels </li></ul><ul><li>etcetc. </li></ul>
  38. 44. Change happens! www.ailo.nl
  39. 45. <ul><li>HR initiating C SR, mastering change </li></ul><ul><li>Get alignment, shared vision at the top </li></ul><ul><li>Be a role model, practice what is being preached </li></ul><ul><li>Get stakeholder support </li></ul><ul><li>Identify & engage enthusiastic go getters </li></ul><ul><li>Involve employees in decisions that affect them </li></ul><ul><li>Inform & explain to management & employees </li></ul><ul><li>Train management & employees </li></ul><ul><li>Rewarding of CSR initiatives & results </li></ul><ul><li>Support employees in balancing work life activities </li></ul><ul><li>Encourage employee volunteerism (dev opportunity) </li></ul><ul><li>Reduce, re use, recycle, replace etc. HR materials </li></ul>www.inHR.nl
  40. 46. <ul><li>Options for a creating a C SR mindset </li></ul><ul><li>- Make a clear business case with facts & figures </li></ul><ul><li>- Promote CSR imago as being a cool thing to do </li></ul><ul><li>- Practice what you preach </li></ul><ul><li>Start but beware of a Don Quichotte situation, get support </li></ul><ul><li>Engage stakeholders internally and externally for your ideas - Build internal alliances & establish role models around </li></ul><ul><li>- Don’t enforce, however create a kind of sense of urgency </li></ul><ul><li>Don’t start inventing the wheel, learn form experiences </li></ul><ul><li>Make whistle blowers type of arrangements, build trust </li></ul>H uman R esponsible M anagement
  41. 47. “ People and planet and profit” will require us to reject many of the conventions and conveniences of business that created past success - taking new perspectives, finding new solutions, and even finding new measures of performance People, planet & profit is about CHANGE ISO 26000 & C orporate S ocial R esponsibility
  42. 48. Companies switch to a more integrated business model—one that’s socially responsible as well as highly relevant to a company’s business mission— as a consequence the pace of positive social change will likely increase! Embrace it! Vgl Lois Quam UnitedHealth Group
  43. 49. ISO 26000 Clause 7 Implementation Understanding the social responsibility of an organization Determining relevance and significance of core subjects and issues to an organization
  44. 50. ISO 26000 Clause 7 Implementation CSR implementation, starting with ISO 26000 affects every part of HR execution CSR is a top challenge for HR for the next 3 to 5 years ISO 26000 & C orporate S ocial R esponsibility
  45. 51. Summary H uman R esponsible M anagement ISO 26000
  46. 52. ISO 26000 will be a fact soon CSR already is H uman R esponsible M anagement
  47. 53. CSR: starting with ISO 26000 Intention Why? Action How? Result What? www.inHR.nl
  48. 54. CSR Why? One should One must It pays off www.inHR.nl
  49. 55. CSR How? Together!
  50. 56. CSR What?
  51. 57. “ In an age when the speed, intensity, and complexity of change increases exponentially, the ability to shape change – rather than being its victims or spectators – depends on our competence and willingness to guide the purposeful evolution of our systems, our communities, our natural environment and our society” Bela Banathy, Designing Social Systems for a Changing World. www.inHR.nl
  52. 58. Summary H uman R esponsible M anagement The world is in transition, CSR is one of the drivers CSR requires innovation meaning business development Important stakeholders’ expectations are rising ISO 26000 implies a global framework CSR can protect & enhance company value CSR is about what you do, it is about people HR plays key role helping to do the right things, the right way
  53. 59. ISO 26000 National member bodies of ISO are now invited to vote and comment on the final draft Participating liaison organizations can also comment Comments received by the Feb. 14, 2010, deadline will be discussed at the next ISO SR meeting in May 2010
  54. 60. CSR doesn’t change the HR agenda! CSR illustrates the importance of proactive & interactive HR! H uman R esponsible M anagement
  55. 61. CSR proactive & interactive HR! This is HR that is reflecting far more better that it is all about People (and not about Resources) working Planet & Profit consciously for the success of the organization H uman R esponsible M anagement
  56. 62. Wake up Time? www.ailo.nl
  57. 63. time to re-position HR? From Human Resources to Human Responsible Management Human Relations & Results
  58. 64. H uman R esponsible M anagement
  59. 65. Questions ? Photo by jn2race
  60. 66. ISO 26000 & C orporate S ocial R esponsibility End of part 3 & serie Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations
  61. 67. We offer global CSR (train the trainer) programs & and a unique set of tools that enable HR to deal effectively & efficient with all kind of CSR organizational issues & challenges. Starting with CSR & ISO & HR? Looking for professional & transparent support?
  62. 68. Just call me Alexander Crépin + 31 653 641 905 Looking for professional & transparent support? Is CSR your HR challenge?
  63. 69. Alexander Crépin HR innovation & HR services partner in sustainable change www.inHR.nl
  64. 70. Succes www.inHR.nl

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