Please review and make this research paper in your own words? HUMAN… Please review and make this research paper in your own words? HUMA
Please review and make this research paper in your own words? HUMAN… Please review and make this research paper in your own words? HUMAN RESOUCE MANAGEMENT’S ROLE IN CORPORATE SOCIAL RESPONSIBILITY: A PATH TO BRACE ABSTRACT As human Resource influences many key systems and business processes under pinning effective delivery, it is very important to foster a CSR ethic and achieve a high performance CSR culture. Human Resource Management can play a pivotal role so that CSR can become “the way we do things around here”. It cannot be denied that human resource can be a key organizational partner to ensure that what the organization says publicly aligns with how people are treated within the organization. Today, Human Resource is in an enviable position to provide the tools and framework for the team of executives and CEO to embed CSR ethic and culture into the brand and strategic framework of the organization.Objective: This paper will focus to understand the elements which need to be in place to foster a high performance CSR organization and device a roadmap for firms willing to become a high performing CSR organization.Methodology: This paper is based on secondary data obtained from sources like Journals, Articles, and Websites etc.Findings: The present paper would enable us to know the role played by the human resource management towards corporate social responsibility which is regarded as a roadway to sustain. Limitations: Due to paucity of time and other constraints, it was not possible to take steps for collecting primary data.Originality / Value: The present endeavor would highlight the HR implications by enlarging the vision of the corporate visionaries which speaks that CSR activities should not only be out-bound but also in-bound which is essential for the sustainability of the employees and their satisfaction within the workplace. Keyword: Corporate Social Responsibility, Human Resource Management, CEO, Ethic, Culture. INTRODUCTION: Today, the concept of Corporate Social Responsibility has gained prominence from all avenues. Organizations must realize that the government alone will not be able to get success in its endeavor to uplift the down trodden of the society. The present societal and marketing concept of companies is constantly evolving and has given rise to a new concept – Corporate Social Responsibility which in abbreviated form is C.S.R. Many leading corporation across the globe had realized the importance of being associated with the socially relevant causes as a means of promoting their brand. The idea that corporations bear the responsibility that stretches beyond their shareholders is not new. The field of corporate social responsibility has grown exponentially in the last decade.Human Resource Managers are well positioned to play an instrumental role in helping their organization achieve its goal of becoming a socially and environmentally responsible firm i.e. reducing its negative and enhancing its positive impacts on the society and the environment. Human Resource Professionals in those organizations where successful corporate social responsibility is treated as a key driver of the financial performance can be influential in realizing on that objective. Human Resource Management can play a significant role to the corporate community so that C.S.R. can become the way to do things around it in a positive way. Individuals who wish to work in a best place within the firm and also seek to manage the employee relationships in a socially responsible way; can perceive that C.S.R. will be the only solution to streamline the factors to form the energetic work culture. HR managers have seen the importance of embedding their firm with the values of C.S.R. throughout the organization, and also wish to assist the executive team of the organization by integrating the C.S.R. into the company’s DNA. HR can ensure that what an organization says publically aligns with how people are treated within the organization. It is the only function that influences across the entire organization for the entire life cycle of the employees who work there – thus it has considerable influence if handled correctly. TRENDS AND FACTORS: Evidences speak that if effectively implemented, C.S.R. can act as a factor in motivating, developing and retaining staff. It would not be out of place to mention thatNovo Nordisk?, a reputed pharmaceutical company in Denmark, after launching their Values in Action Program, which aligns their business objectives with sustainable development principle observed a 5% drop in staff turnover, while Sears, found a 20% reduction in staff turnover since implementing their C.S.R. Program. HR Leaders globally are developing and implementing incentive and appraisal systems that reflect sustainability as well as hiring personnel that embody these values. Companies with a good C.S.R. reputation benefits from the stake holders view that a company’s behavior and that of its people is aligned with C.S.R. values in a consistent way. Today, the leading companies are realizing the fact that C.S.R can be nested in the company’s employee brand and also can be a part of the value for a given firm. INTEGRATING C.S.R. INTO HUMAN RESOURCE MANAGEMENTHuman Resource Professionals are highly tuned to consider C.S.R. both from a value based and business base perspective. They work in a business function which readily identifies both business benefits and people benefits of fostering C.S.R alignment and integration. C.S.R can be integrated to Human Resource Management through the following steps: Vision, Mission, Values and C.S.R. Strategy Development: Successful C.S.R. requires a clearly articulated vision, mission and values. The HR Practitioner could initiate or support the development, vision, mission and values if one does not explicitly address C.S.R. It needs to incorporate elements of Corporate Social Responsibility or Sustainability in order to foster alignment. If a C.S.R. ethic has not yet taken hold, the HR manager should champion the need and opportunity for a vision, mission and set of values and show how it can add ROI to the organization. The manager can bring the opportunity to the attention of the senior executive and to the board on what it means and why it makes good business sense.Once the vision, mission and values are defined, the firm is ready to undertake the development of its C.S.R. strategy. In organizations where C.S.R. is housed in the Human Resource Department, the HR Manager has a key role in C.S.R. Strategy development. HR is a strategic partner in the organization and hence can help the drive towards the formulation of C.S.R. strategy. 4 Employee Code of Conduct: The HR function is typically responsible for drafting and implementing employees? code of conduct. Hence, HR manager hold the pen on the principles contained in the employee code. This is an ideal home for expressing an organization’s commitment to socially and environmentally based decision making as it is one of the rare document which all employees are bound by and come into contact with. So, it is a key tool for cultural integration of C.S.R. norms. Some companies establish an embeds office to adjudicate employees concerned about corporate alignment with company values which is a means of fostering organizational alignment on C.S.R.Work Force Planning and Recruitment: Work Force Planning analyses work force competencies, identification of competencies needed in the future, comparison of present work force to future needs so as to identify the competency gaps and surpluses, preparing plans for building the work force needed in future. For a C.S.R. oriented company, it consists of evaluating the need for skill set and competencies. Companies need to identify their key C.S.R. competencies and gaps in the context of these changes.Today, many organizations are profiling their C.S.R. ethics in their recruitment, branding and marketing programs, promoting the benefits of working within a value based culture.Orientation, Training and Competency Development: Here, employees should be givena thorough over view of the clear line of sight betweencompany’s vision, mission and core C.S.R. values, goals. New employees should be provided information about C.S.R. policies and commitments, key C.S.R. issues the company faces and the key stakeholder with which the firm engages. The important elements of new employee orientation program include how the company measures its C.S.R. performance, annual sustainability or C.S.R. report. After induction, employees should be provided C.S.R. training on an annual or other regular basis. Employees will either have direct C.S.R. responsibilities and indirect C.S.R. responsibilities. 5 Compensation and Performance Management: After the recruitment and competency development, compensation and performance management are centralized to the corporate HR functions. It also involves setting of performance standards, expectations and monitoring the results of the performance objectives within the organization.Compensation and Incentive program are the most critical among all other HR functional tools and the HR practitioners understands very well that you get what, you pay for?. Corporate rewards are typically based on the financial performance of the company, as they are very much focused towards profit – maximization of the organization. Rewards and Recognition Program includes basic pay, incentive, long term incentive and other non-monetary recognition benefits which is needed to be aligned with the company’s C.S.R. values and strategies. If C.S.R. gets aligned with incentive system of the organization, it will determine whether the employees are receiving pay raise, promotions and other non-monetary recognition benefits as per the motioned career growth plan or not.Change Management and Corporate Culture: HR Practitioners? are the protector of the organizational flame when it comes to corporate culture, team building, and change management processes. Growing and adapting to the changing of workplace is necessary for the firm to pursue significant behavioral shifts from time to time.Mindset and Behavioral change comes through role model, formation of awareness, generating desires, developing knowledge, ability and reinforcement through incentive programs of the organization. Similarly, Cultural change is also required to set the top level vision, where the executives and the management demonstrate the organizational values and also align it to the mission of the corporate employees.Employee Involvement and Participation: It is a well known fact that employees are one of the key stakeholders in the development of any C.S.R. Strategy or Program. It is a truism that those employees who were consulted and engaged in developing new programsand approaches are likely to implement the same in their 6 workplace. Many Companies consult and involve their employees in organizing and participating in activities like charitable donations etc.Employee engagement is acknowledged as a key driver of shareholder value in a firm. It also a key metric for monitoring corporate performance by the management. Research studies reveals that an organization’s reputation for social responsibility is one of the top 10 engagement drivers including senior management’s interest in the wellbeing of the employees, scope provided to improve skills and capabilities and taking part in decision making.Many HR departments actively engage themselves in awareness raising events and initiatives. The organizations which follow best C.S.R. practices sponsor the establishment of C.S.R. Champion Teams where employees of the whole organization are encouraged to join in a group for launching C.S.R. initiatives. Moreover, the best practice C.S.R. firms undertake programs and initiatives through which employees and their families learn about and take action about their social and environmental aspects at home and in their communities. The importance of these step lies in the fact that if organizations fail to engage their employees in key decisions and in their C.S.R. embedment, would lead to low employee engagement finally resulting in employees who may either quit and leave or quit and stay.CSR Policy and Program Development: HR acts as a driver towards policy development and program implementation in HR areas directly supporting C.S.R. values. C.S.R. Program falling directly within the purview of HR manager includes wellness, diversity, flexi-time polices etc. Wellness Programs can act as a platform for engaging the employees to participate in discussions about Personal Sustainability? and provide support to the employees in areas of stress management, spirituality at work, healthy life styles etc.Some HR departments are also responsible for procurement which can be done by incorporating the C.S.R. commitments in their purchasing program. HR practitioners can influence the sustainability performance of their suppliers by adopting a sustainable purchasing policy and integrating their social and environmental objectives in supply chain management. Recruiters and other suppliers to the HR 7 department can be asked to demonstrate how their practices align with buyers C.S.R. values.Employee Communication: It is important to note that every C.S.R. strategy needs the development and implementation of an employee communication program so as to convey about the corporate directions, objectives, innovation, and performance of its efforts. Intranets, websites, blogs, social networking sites etc, are to be deployed so as to convey the C.S.R. message to the workforce in a manner attuned to the communication channel of the organization. The ultimate goal of C.S.R. Communications is to engage the employees in the C.S.R. mission of the firm and help them to build C.S.R. DNA of the firm. It is to be noted that employee engagement is dependent on the communication of the Board, commitment of the CEO and Senior Management, in the absence of which employees will become cynical and de-motivated. Whatever may be the approach of the organization, it is important to keep its C.S.R. commitments alive in its corporate communication on a regular basis. CONCLUSION: It cannot be denied that HR is a key organizational leader which can take the lead or involve with other executives so as to work cross-functionally to integrate C.S.R. objectives into how business gets conducted. HR practitioners can act as translators of the organization’s C.S.R. commitment vertically and horizontally across the departments. As more and more organizations are committing to sustainability and to embedding C.S.R. into “all that we do”, it is hoped that all the above steps would provide some guidance if not full, as to how to go about doing this. It is imperative for the Human Resource Professionals embarking on C.S.R. or deepening their C.S.R. experience, this roadmap can help to understand their role in CSR and sustainability and also how to foster an environment that would embed a C.S.R. ethic in the way business is carried on in the organization?. 8 REFERENCES BOOKS: Agarwal, Sanjay K (2008): Corporate Social Responsibility in India, Sage Publications Pvt.Ltd, New Delhi.Kazmi, Azhar (2010): Strategic Management and Business Policy, Tata Mc Graw Hill Limited, New Delhi.Wheeler, Thomas L, Hunger, J. David (2010): Concepts in Strategic Management and Business Policy, Pearson Education, Inc., New Delhi. ARTICLES: Davis, K. (1960) Can Business Affordto Ignore Corporate Social Responsibility?, California Management Review, 2, 70-76.Lockwood, N (2004), Corporate Social Responsibility: HR?s Leadership Role, HR Magazine, 8, 20-25.Mees, A and Bonham, J (2004), Corporate Social Responsibility Belongs with HR, Canadian HR Reporter, 5, 11-13.Sharma and Kiran (2012): A Passion of Large organizations or a commitment to the society, African Journal of Business Management, 3, 50-56. Business Management Human Resource Management Share QuestionEmailCopy link Comments (0)
