How-To: The Basics of Integrating CSR Into HR Management

Human resource professionals are highly tuned to considering CSR from both a values-based and a business-case perspective.  They work in a business function that readily identifies both the business benefits and the people benefits of fostering CSR alignment and integration.  However, there is little guidance available to human resource leaders who wish to advance CSR within the firm.  This section provides a starting point for managers mapping out their strategic approach.  It can serve as a checklist for advanced managers who are well on the path, and it can provide a roadmap for the manager who is committed to make a difference in this way and is at the beginning of their journey.  Ideally these steps would be followed more or less sequentially; however in practice this is often not possible and indeed, some managers may have already implemented certain components.  It is therefore entirely feasible to start from the middle of this list and work in all directions towards the end goal: a CSR integrated company that is reaping the employee and business case benefits, while leveraging community sustainability.

This guide has been developed recognizing the constrained economic environment of our times; the tools and tactics proposed in this roadmap are those which can readily be integrated into the HR practitioner’s daily regimen.  Indeed, as the foregoing business case analysis partly demonstrates, a CSR program can add significant business value.  There are other business case benefits of CSR – for example, operational cost savings from reduced materials use – that can be significant, pointing to a financial rationale for the development of a strong CSR strategy and integration effort.

The HR Manager’s Role as Business Partner to the Organization: A Caveat

The following lays out 11 steps HR practitioners can follow to support the integration of CSR throughout the business strategy and operations.  Their efforts will be successful to the degree they are supported by a strong Board and CEO commitment to CSR integration.  The HR department cannot act outside of its authority, most of which lies in its ability to influence as opposed to direct organizational activity.  As a business partner to the organization, it can and should provide facilitation, coordination and expertise, but it cannot dictate a CSR direction.  The Noard and CEO set the tone at the top, and need to walk the talk of CSR in order to provide effective leadership and contain cynicism.  CSR needs to be built into the organization’s business strategy and the CEO’s performance goals, along with measurable objectives and regular performance reporting.  CSR also needs to be a component across all senior manager performance plans, in order for it to flow to other levels of the organization. All this, with the encouragement, facilitation and expert support offered by the HR department.