Publication Date

5-2012

Abstract

[Excerpt] Over the past few decades, Corporate Social Responsibility (CSR) has become increasingly more important as a strategic focus in today’s workplaces (Lockwood, 2004). Organizations have been integrating socially and environmentally oriented objectives into their responsibility frameworks to reinforce business strategy as well as to address the concerns of stakeholder groups. There has been much research conducted on the topic broadly defined, but the role of human resources in the CSR arena is still a relatively new and unexplored area of study (Inyang, Awa, & Enuoh, 2011). This qualitative research project spearheaded by Cornell University’s Center for Advanced Human Resource Studies (CAHRS) seeks to explore four main questions regarding the HR-CSR nexus: To what extent do early career employees consider CSR strategy in their evaluation of employers? How do organizations and HR leadership integrate CSR initiatives into their employee value proposition? What are some of the priorities/challenges in leveraging CSR as a way to recruit and retain talent? What type of role does HR currently play in this process and how could it be further developed?

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Recommended Citation
Kwan, W., & Tuuk, E. (2012). Corporate social responsibility: Implications for human resources and talent engagement (CAHRS White Paper). Ithaca, NY: Cornell University, ILR School, Center for Advanced Human Resource Studies.

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