The document discusses the relationship between corporate social responsibility (CSR) and human resources (HR), focusing on how ISO 26000 and CSR present new challenges and opportunities for HR. It provides examples of how CSR relates to areas like talent management, training, performance management, and employer branding. HR has a key role to play in ensuring organizational alignment with CSR principles and helping the organization implement CSR strategies.

1. ISO 26000 Responsibility Social a new (global) HR challenge by Alexander Crépin Part 3

2. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 & HR in 3 parts Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations

3. HR (interim) services & consultancy www.crepinconsult.nl www.inHR.nl ( Dutch blog on HR & Change) www.linkedin.com/in/alexandercrepin twitter.com/talentspotter Alexander Crépin ISO 26000 ( C orporate ) S ocial R esponsibility

4. ISO 26000 H uman R esponsible M anagement www.inHR.nl

7. CSR: general HR focus areas www.inHR.nl

8. Be a part of the “game”, claim your role!!

9. Some illustrations of the CSR - HR relationship ISO 26000 & C orporate S ocial R esponsibility

10. Talent the key to success In the end success comes from motivated, skilled, committed, collaborating personnel Engaging talented people is one of the main topics on the road to success

11. Building a talent engaging culture CSR: It is not only about short term financial profits Immaterial aspects like people & planet turn about to be also important & this engages people

12. … .. Employees experiencing the organization’s commitment to social & environmental responsibilities In return they show a more positive, more engaged mindset and are more “productive” than those working for “less responsible” employers ….. ISO 26000 & C orporate S ocial R esponsibility

13. People (in our company) are thrilled when they feel like they can be part of solutions …. like making their world a better place alike Chris Page director of climate and energy strategy, Yahoo ISO 26000 & C orporate S ocial R esponsibility

14. Talents look for CSR employers Especially younger generations of talented people are looking for employment in organizations that show good citizenship, that supports their own (online) reputation as being a good citizen ISO 26000 & C orporate S ocial R esponsibility

15. Gen Y & Millennials Several studies indicate that they feel it their responsibility to make the world a better place Companies that offer the option to join them in their efforts are favorite employers! Not any longer to ignore

17. www.inHR.nl Engagement pyramid

18. Investing in CSR pays off by engaged personnel - More innovative spirit, more ideas for improvement - Talent retention improvement - EOC, less employer branding investments - Performance improvement, better motivated employees - More collaborative learning spirit - Cost gains, less mistakes, complaints etc . ISO 26000 & C orporate S ocial R esponsibility

19. CSR = transparency & stakeholders Informing internal stakeholders Explore social media options Blogging, Vlogging, WiKi etc. HR challenge: Ensure a consensus about separating facts & feelings Ensuring that internal politics don’t become (too) dominant in the exchange of information Ensuring that internal stakeholders follow both ethical & common sense when exchanging information www.inHR.nl

20. CSR HR stakeholder management www.inHR.nl

21. Control represents a vision on management from the industrial age Control is out CSR Leaderschip, management

22. “ The key to success for the organization of tomorrow is not having all the ‘right’ answers but exploring & looking for questions to be answered and asking them” The key challenge is the change in the survival mentality and the culture that emphasizes short-term gains at the expense of moral and societal values

23. S T A K E H O L D E R S Process management in a dynamic networked organization requires helicopter view + delegation of responsibility & trust

24. S T A K E H O L D E R S HR challenge: ensuring a shared view on delegation of responsibilities & accountabilities and support managers & employees to act accordingly

25. ISO 26000 & C orporate S ocial R esponsibility ISO 26000 & Training & Development HR Training & Development plays a key role in building a CSR organization and “proving” that the organization is embracing a CSR philosophy in its decision making process and in its daily operations

26. ISO 26000 alignment: Competencies Showing CSR Behavior Specific CSR Competencies & Generic Competencies supporting CSR ISO 26000 & C orporate S ocial R esponsibility

27. CSR competencies Context Sensitivity, understanding dynamics of a global society Understanding the role of the players in society – government, business, unions, NGO’s organizations & civil society Stakeholder relation management Identifying stakeholders, building relations internal & external, engaging in consultation & balancing demands Questioning business as usual, courage to explore new territories Being open to new ideas, challenging others to adopt new ways of thinking and questioning business as usual Transparent & open Making publicly available all legally releasable information to meet stakeholders needs accurate, timely, unequivocal Exchange of information & ideas A combination of listening, telling, presenting & sharing Respect, refuse, reduce, reuse, repair & recycle attitude www.inHR.nl

28. CSR “generic” competencies Collaboration, working together, building capacity Building capacity and external partnerships and creating strategic networks and alliances. Strategic view, long term focus Taking a strategic view of the business environment, applying a helicopter view Respect, harnessing diversity Respecting diversity and adjusting your approach to different situations. Integrity & authenticity Acting honestly, showing high moral standards, on the basis of beliefs & commitment Commitment CSR is not always choosing the easy way, this requires commitment to get to results www.inHR.nl

29. CSR competencies development HR supporting manager & employees by offering blended training & learning facilities Promoting exchange of best practices www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

30. CSR awareness, understanding & commitment www.inHR.nl HR advises & initiates all kinds of activities that help managers & employees to get a better understanding idea of what CSR is really about in the organization ISO 26000 & C orporate S ocial R esponsibility

31. CSR & Rewards / Comp & Ben www.inHR.nl Total reward strategy ISO 26000 & C orporate S ocial R esponsibility

32. CSR & Rewards / Comp & Ben It is not about cash alone “ Total Reward” philosophy Material & immaterial aspects are both playing a role in rewarding performance www.inHR.nl ISO 26000 & C orporate S ocial R esponsibility

33. CSR & desired performance & reward Creating a financial and non-financial reward system that meet employees’ needs, reinforce company metrics and align the company’s (CSR) goals . ISO 26000 & C orporate S ocial R esponsibility

34. CSR & performance criteria Increasingly asset managers, particularly institutional investors with long-term investment horizons , are raising executive pay these issues in meetings with companies and through the shareholder resolution process A desirable setting for executive compensation: employee satisfaction (71%) leadership development (78%) customer satisfaction (84%) sustainable development (89%) . 2005 survey of Canadian board directors McKinsey

35. Rewarding performance The sky is the limit? H uman R esponsible M anagement

37. external internal Employer Branding Employer Branding must be authentic

39. Global Employer Brand Index Study Corporate social responsibility score 5.21 out of 7 An increased global emphasis on becoming an Employer of Choice and the need to be an ethical employer, is reflected in the high scores for Corporate Social Responsibility

40. Employer Branding Information about CSR activities support your imago as Employer of Choice www.inHR.nl

44. Change happens! www.ailo.nl

47. “ People and planet and profit” will require us to reject many of the conventions and conveniences of business that created past success - taking new perspectives, finding new solutions, and even finding new measures of performance People, planet & profit is about CHANGE ISO 26000 & C orporate S ocial R esponsibility

48. Companies switch to a more integrated business model—one that’s socially responsible as well as highly relevant to a company’s business mission— as a consequence the pace of positive social change will likely increase! Embrace it! Vgl Lois Quam UnitedHealth Group

49. ISO 26000 Clause 7 Implementation Understanding the social responsibility of an organization Determining relevance and significance of core subjects and issues to an organization

50. ISO 26000 Clause 7 Implementation CSR implementation, starting with ISO 26000 affects every part of HR execution CSR is a top challenge for HR for the next 3 to 5 years ISO 26000 & C orporate S ocial R esponsibility

51. Summary H uman R esponsible M anagement ISO 26000

52. ISO 26000 will be a fact soon CSR already is H uman R esponsible M anagement

53. CSR: starting with ISO 26000 Intention Why? Action How? Result What? www.inHR.nl

54. CSR Why? One should One must It pays off www.inHR.nl

55. CSR How? Together!

56. CSR What?

57. “ In an age when the speed, intensity, and complexity of change increases exponentially, the ability to shape change – rather than being its victims or spectators – depends on our competence and willingness to guide the purposeful evolution of our systems, our communities, our natural environment and our society” Bela Banathy, Designing Social Systems for a Changing World. www.inHR.nl

58. Summary H uman R esponsible M anagement The world is in transition, CSR is one of the drivers CSR requires innovation meaning business development Important stakeholders’ expectations are rising ISO 26000 implies a global framework CSR can protect & enhance company value CSR is about what you do, it is about people HR plays key role helping to do the right things, the right way

59. ISO 26000 National member bodies of ISO are now invited to vote and comment on the final draft Participating liaison organizations can also comment Comments received by the Feb. 14, 2010, deadline will be discussed at the next ISO SR meeting in May 2010

60. CSR doesn’t change the HR agenda! CSR illustrates the importance of proactive & interactive HR! H uman R esponsible M anagement

61. CSR proactive & interactive HR! This is HR that is reflecting far more better that it is all about People (and not about Resources) working Planet & Profit consciously for the success of the organization H uman R esponsible M anagement

62. Wake up Time? www.ailo.nl

63. time to re-position HR? From Human Resources to Human Responsible Management Human Relations & Results

64. H uman R esponsible M anagement

65. Questions ? Photo by jn2race

66. ISO 26000 & C orporate S ocial R esponsibility End of part 3 & serie Part 1 = CSR why? No longer a question! Part 2 = ISO 26000 & HR Part 3 = CSR & HR, some illustrations

67. We offer global CSR (train the trainer) programs & and a unique set of tools that enable HR to deal effectively & efficient with all kind of CSR organizational issues & challenges. Starting with CSR & ISO & HR? Looking for professional & transparent support?

68. Just call me Alexander Crépin + 31 653 641 905 Looking for professional & transparent support? Is CSR your HR challenge?

69. Alexander Crépin HR innovation & HR services partner in sustainable change www.inHR.nl

70. Succes www.inHR.nl