Corporate Social Responsibility (CSR) is a measure of a company’s commitment to ethical practices. This encompasses factors like environmental consciousness, diversity and inclusion and social initiatives. 

In the UK, Human Resources departments (HR) have a central role in steering CSR initiatives. However, over half of UK businesses don’t have a clear strategy. This article aims to explore the role of HR professionals in embedding CSR into company culture.

What does CSR entail?

Corporate social responsibility is a business approach that emphasises the ethical, social and environmental impact of business over the traditional focus of profit and expansion. It involves companies considering the effects of their practices on various stakeholders. This can include employees, customers, communities and the environment.

Some of the key elements of CSR are: 

• Environmental sustainability
• Employee well-being
• Upholding human rights

In summary, the goal of CSR is to consider the business’s impact on society and the environment, as well as long-term financial success.

Integrating CSR into company culture

At the heart of any successful CSR strategy is the integration of ethical practices into an organisation’s core values. HR, as the custodian of company culture, becomes the architect of this transformation. By weaving CSR principles into the company’s ethos, HR professionals can instil a sense of purpose and collective responsibility among employees. This can be done in a multitude of ways depending on the type of business, but here are a few examples:

Leadership commitment

Demonstrate leadership’s commitment to CSR by actively participating in activities. These could include volunteering or introducing carbon offsetting programmes and diversity initiatives. When employees see leaders engaging in CSR activities, it reinforces their importance and creates a culture of collective responsibility.

CSR training & awareness

Conduct regular training sessions and awareness programs to educate employees about CSR. This creates a line of communication between HR, management and the workforce. These sessions can also create space for discussions. They can become a hub for sharing ideas and opinions, creating a feeling of ownership over the company values.

Sustainable practices

Implementing environmentally conscious practices, whether big or small, all contribute to CSR. Initiatives such as recycling programmes and encouraging the use of reusable drinkware are small but impactful changes. Over time this could extend to replacing technology with environmentally friendly options or making the packaging of your goods compostable. Having a positive environmental reputation is also a large draw for prospective employees. When surveyed, 65% said they would be more likely to work for a company with strong environmental values.

Engaging employees

One of the primary challenges in promoting CSR is ensuring that employees feel connected to initiatives. It’s well documented that workers see CSR as important, with 83% stating they’d change jobs if an employer engaged in irresponsible CSR practices. However, it is the role of the HR department to ensure initiatives meet the desires of the workforce. This might involve partnering with local charities or supporting community development programmes. Communication is also vital to fostering company-wide support for CSR activities. Hosting regular meetings and incorporating questions into 1-to-1 meetings can assist in this.

CSR and your company goals

CSR has clear benefits for businesses that adopt it strategically. When surveyed, 52% said that it adds value to their business, and 39% noticed  increased sales and customer loyalty. However, it can come across as insincere if your approach doesn’t seamlessly integrate with your business objectives and values.

Business goals

By collaborating across departments, HR can ensure that CSR initiatives complement business strategies. For instance, a commitment to environmental sustainability can align with cost-saving measures. Similarly, social responsibility programmes can enhance a company’s brand image. This contributes to marketing and sales objectives.

CSR can also be incorporated into key performance indicators (KPIs) that report the success of initiatives. A data-driven approach provides insights into the effectiveness of current programmes and guides future strategies. This ensures a harmonious relationship between CSR and business success.

Employee values

An organisation’s success in CSR is intrinsically linked to its ability to align initiatives with the values of its employees. HR is the bridge between management and the workforce, so they need to have a clear idea of what employee’s values are. With this knowledge, they can put meaningful CSR initiatives in place.

Conducting surveys, focus groups and regular feedback sessions can help HR gauge employee sentiments. This can then be utilised to tailor programmes that resonate with the diverse values within the organisation. These values could include environmental responsibility, inclusion, ethical conduct or innovation and creativity.

Conclusion

HR professionals have a vital role in creating a Corporate Social Responsibility strategy. As the link between departments, they have to consider both financial and personal values in initiatives. These factors can make or break a CSR strategy by compromising business goals or coming across as insincere.

In a climate where the corporate world is heavily scrutinised for its impact on society and the environment, HR’s role in CSR strategy is imperative. It can attract and draw talent, improve sales and promote customer loyalty.