CSR and HR: Better Together

CSR minus HR is PR.

This concept, highlighted in the World Business Council for Sustainable Development’s seminal report Driving Success: Human Resources and Sustainable Development, speaks to a common challenge many B2B leaders face: when a firm’s strategy for corporate social responsibility (CSR) is not aligned with its business strategy overall, and its HR strategy in particular, CSR activities—along with the communications surrounding them—stand the risk of becoming nothing more than an exercise in public relations.

It’s a powerful message. And it speaks to the delicate balancing act that many CSR, corporate communications and marketing professionals struggle with when trying to build awareness and engagement around a business’s good works.

The Authenticity Challenge

We’ve written a lot about how to balance authenticity and reputation, and how, to be truly successful, corporate social responsibility programs must begin from within, with employees. While “success” can mean many different things to individual firms, a CSR program should always strive to help build and engage employees in the firm’s culture, strengthen the corporate brand, and achieve real results—whether in the community, the environment, or the specific charities a company supports.

After all, your people are the company’s most important audience and external communications channel. When they believe in your CSR activity because it’s real, aligned with values they share, and getting results, they become powerful brand advocates.

Recommended Reading

We continue to recommend Elaine Cohen’s insightful book, CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices, which makes a strong argument for why the HR function needs to be a key partner in embedding CSR and sustainability initiatives into any company.

Cohen’s math is simple yet compelling. CSR requires a strong culture of engagement (from employees and management) to be effective. The HR function is charged with leading culture, recruitment, training and other human capital management processes. Therefore, deep partnership is in order.

While the book is written from the standpoint of an HR executive, it is a valuable resource for CSR professionals (especially those looking for more internal support for programs), providing a clear case for why the CSR-HR partnership ultimately strengthens both functions as well as a roadmap for aligning the two.

CSR and HR: A Partnership That Strengthens Both

When CSR and HR work together, CSR programs do more than enhance external reputation—they create a workforce that is engaged, invested, and aligned with the company’s long-term vision.

Firms that integrate CSR into HR practices (e.g., recruitment, training, performance incentives and culture-building) will see stronger employee engagement and a more cohesive brand identity. When employees see their company’s values reflected in their own experience—from hiring to professional development—they become stronger advocates for its mission. They take it seriously and invest in it personally. They know it’s more than PR. And then, so does the world.

Want to explore building a CSR program that connects with employees and enhances business impact? Let’s talk.