The document outlines a strategy for developing corporate social responsibility (CSR) within human resources (HR), emphasizing the role of HR in driving CSR initiatives that align with business goals. It identifies key steps for implementing CSR, including stakeholder engagement and measuring the impact of CSR programs, while also highlighting the importance of demonstrating the strategic value of HR in this context. The document provides resources and guidance for HR managers to enhance their CSR efforts and generate tangible business value.

1. Value
.JPEG in high resolution and .PSD/.AI files for future editing
1220px horizontal (Absolute)
2500px vertical (Preferred)
Develop a Corporate Social Responsibility Strategy for HR
HR makes responsible business work.
This research is designed for
HR managers:
Who are tasked with helping the organization reach CSR goals.
Who need organizational support for existing HR programs.
HR directors and c-suite executives:
Who want to understand how HR can advance CSR goals and deliver tangible business value.
Who want to demonstrate HR’s strategic currency.
This research will help
Managers:
Build a CSR strategy for HR that advances socially responsible business strategies and measures their effectiveness.
Use CSR initiatives to generate more support for existing HR responsibilities.
HR directors and c-suite executives:
Understand how effective CSR programs in HR lead to positive outcomes that affect employees and deliver measurable value.
Leverage CSR programs in HR to highlight its strategic importance.
HR can help business leaders develop socially responsible business strategies and measure their effectiveness, but an emphasis on socially responsible business practices also gives HR more support for its existing responsibilities.
Ensure CSR initiatives generate tangible business value by coordinating them with HR to measure their impact, and to show that the business takes them seriously.
Step 1
A majority of HR managers in Australia, Canada, and the US are directly involved in CSR programs.
A majority of HR managers believe that HR makes a valuable contribution to driving and promoting the CSR agenda.
In one sentence: A majority of HR managers in Australia, Canada, and the US are directly involved in CSR programs, and they believe that HR makes a valuable contribution to driving and promoting the CSR agenda.
Step 2
How an organization responds to stakeholder feedback is a reliable indicator of CSR maturity.
Step 3
With CSR, you need to know the “who” and the “why” before you figure out the “how.” Once you engage with stakeholders, you’ll realize that HR is already implementing programs that contribute to CSR. Leverage them to demonstrate strategic value.
Step 4
HR has the knowledge, the skills, and the programs to help organizations integrate social, community, and corporate programs, including aligning employee and corporate goals.
Step 5
Most organizations don’t track the ROI of CSR programs. This creates the impression that CSR has no business value. However, a lack of evidence of impact is not evidence of a lack of impact.
Alongside considerations of economic growth, HR can help organizations measure the social and environmental impact of business decisions.
See Project Steps Table Below
1. Make the case for CSR-HR to launch the project
2. Assess whether you are ready to get involved in CSR
3. Engage HR’s stakeholders to understand their concerns
4. Prioritize key CSR-HR initiatives to determine next steps
5. Develop a CSR-HR scorecard and action plan
Human resources is an important piece of the CSR puzzle. I thought we might be able to build on a puzzle theme: faint puzzle background for the poster, puzzle-piece backgrounds for key terms (CSR, HR…), insights, graphs, etc.
I was thinking that we could have
one section for the definition of CSR and the business case. Swe replace the bubbles with puzzle pieces?.
one section for facts
One last section for the strategy
Have a look below for the mock up. I tried to design the flow of the CSR business case using bubbles in the first section, but that could be done with puzzle pieces too.
I have a second mock-up involving a natural cycle attached below. Strategy is the sun, the executive-team has its head in the clouds, employee initiatives are the grass, and the strategy is the cycle of life.
I’m not wedded to the design ideas. Just run with it! Don’t hesitate to let me know if you have a better suggestion.
Style Guide - Designers: Use the style guide to get a feel for our brand
Rough Sketch
This infographic is the creative art of our research. As such, we want to make sure each one is unique and creative. The only real guidelineis our fixed width and call to action image. The rest is up to you.
1) CSR Maturity Assessment (Excel Tool)
2) Business Case Summary Worksheet (Word Template)
1) Make the case for CSR-HR to launch the project
2) Determine the CSR maturity level of your organization
3) Develop a stakeholder engagement plan
4) Establish a list of CSR-HR priorities
5) Develop a CSR-HR scorecard and action plan
Develop a Corporate Social Responsibility Strategy for HR

2. Step Name
Step Insight (or Description if no insight is present)
Step 1
Make the case for CSR-HR to launch the project
HR can help business leaders develop socially responsible business strategies and measure their effectiveness, but an
emphasis on socially responsible business practices could give HR more support for its existing responsibilities.
Step 2
Assess whether you are ready to get involved in CSR
HR is already implementing programs consistent with CSR principles – leverage them to demonstrate HR’s strategic value.
Step 3
Engage HR’s stakeholders to understand their concerns
Implementing CSR is challenging because you need to know the “who” and the “why” before you figure out the “how.”
Step 4
Prioritize key CSR-HR intitiatives to determine next steps
HR has the knowledge, the skills, and the programs to help organizations integrate social, community, and corporate
programs, including aligning employee and corporate goals.
Step 5
Develop a CSR-HR scorecard and action plan to shape HR’s CSR contribution
Most organizations don’t track the ROI of CSR programs (SHRM, 2007). This creates the impression that CSR has no
business value. However, a lack of evidence of impact is not evidence of a lack of impact. Alongside considerations of
economic growth, HR can help organizations measure the social and environmental impact of business decisions.