HR and Corporate Social Responsibility

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Corporate Social Responsibility &HR Why and How should HR promote CSR in an organization Misbah Khatana Aamir Cornell University, School of Industrial and Labor Relations April 2012

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Presentation by Misbah Khatana Aamir

Transcript of HR and Corporate Social Responsibility

Page 1: HR and Corporate Social Responsibility

Corporate Social Responsibility &HR

Why and How should HR promote CSR in an organization

Misbah Khatana Aamir Cornell University, School of Industrial and Labor Relations April 2012

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Definition of Corporate Social Responsibility

Corporate 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 organization's activities have an impact

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The Business case for CSR More Profitable

Reduces waste

Greater efficiency – overall operation cost saving

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The business case for CSRAttracts certain employees- especially today's

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

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The business case for CSR

Banks and Insurance agencies

More willing to lend and insure companies that follow CSR

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The business case for CSRNew markets open- “green” technology being

sought more and more

New Discoveries (may be cheaper)

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HR key to promote and drive CSR

Vision, mission, values and CSR strategy development

Develop codes of conduct

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Talent management

Recruiting

Informing employees of CSR values

Training

Succession planning

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Compensation and performance management

“you get what you pay for”

Align the total reward and recognition program with CSR values and strategy

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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

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Employee involvement and participation

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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

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Questions