The HR function plays an essential role in Corporate Social Responsibility (CSR). It has the power to influence changes in behaviour with regard to CSR and the social policies it implements. Let's explore how this works in practice.
How can HR influence responsible behaviour?
Firstly, by working on the perception bias of the various players in the organization. This can be achieved through awareness-raising and training initiatives.
Secondly, by raising awareness and clarifying what CSR is and why changing their relationship with this concept is important for both managers and employees.
Finally, by creating internal networks of allies who can help to spread good practice and change behaviour further.
On which social policies can the HR function take action?
While the HR function can influence all social policies within its scope, some have a greater impact on CSR.
Diversity and inclusion policy, which aims to integrate a wider range of profiles.
Recruitment policy is essential because the selection phase exposes organisations to the risk of discriminating applicants. Focuses on fair and inclusive selection practices makes perfect sense.
The learning and development policy also seems to me to be a key component, as it ensures employees update their skills and maintain or even develop their employability.
Finally, the health, safety and quality of life at work policy is essential in today's organisations, as it improves employee well-being and work-life balance, while reducing drudgery and psychosocial risks.
It's important to note the growing role of social partners to collaborate on CSR initiatives.
What role does the legal department play in the CSR dimension of social policies?
The legal aspect is important because it sets the framework and drives change within organisations by imposing minimum standards to ensure company compliance. Examples include European directives such as the CSRD (Corporate Sustainability Reporting Directive) and the NFRD (Non-Financial Reporting Directive). But that's not enough, because employees expect the HR department to make a difference.
Some organisations take a proactive approach and commit themselves by signing charters or initiating labelling processes. In this way, they demonstrate CSR maturity.
Another example is integrating CSR criteria into managers' individual objectives: behaviour that respects diversity, behaviour that takes account of the environmental dimension, etc.
How can HR structure its CSR approach?
First and foremost, ensuring legal compliance is the foundation for any CSR approach.
Then, building a network of allies, particularly general management, is crucial as they can champion HR initiatives and onboard managers and employees. This is particularly important as managers play a structuring role within organisations.
What would be your priorities?
I recommend 3 fundamental priorities on which to focus your CSR policy.
Recruitment is a primary area for addressing discrimination, especially considering young talent's sensitivity to this issue, as shown by Cegos surveys.
Secondly, health and well-being are essential, especially in our context of economic turbulence.
And finally, training and skills development should address both emerging professions, including those in CSR, and integrate new CSR-related skills across the organization.
This article was originally written in French by Isabelle Drouet de la Thibauderie, Offer and Expertise Manager of the 'Human Resources' at Cegos Group, and published in the Cegos Mag’.
