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&lt;p&gt;Human capital.&lt;/p&gt;&lt;p&gt;My career.&lt;/p&gt;&lt;p&gt;My job.&lt;/p&gt;&lt;p&gt;In a game of word association, how many times would &#39;corporate social  responsibility&#39; elicit any of the above phrases? I&#39;ll hazard a guess  and say maybe one out of 10 times.&lt;/p&gt;&lt;p&gt;Because not until recently has there been as much analysis and  commentary on the importance of CSR and sustainability. However, most of  it continues to lean toward discussing the greener aspects of  sustainability: it&#39;s good for the environment, a sustainable business  strategy leads to profits with performance, etc.&lt;/p&gt;&lt;p&gt;Until last month, when a much-awaited book arrived at my doorstep: &lt;em&gt;CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices&lt;/em&gt;. Authored by Elaine Cohen, cofounder of Beyond Business Ltd., a CSR consulting and sustainability reporting firm--and a prolific blogger on CSR reporting--the  book is a persuasive argument for connecting CSR with a company&#39;s human  resources function. Having spent over 20 years in senior leadership  positions with companies like Procter &amp;amp; Gamble and Unilever, Cohen&#39;s  narratives come from experience. And a strong belief that corporate  social responsibility must begin internally--with your company&#39;s primary  stakeholders: employees.&lt;/p&gt;&lt;p&gt;At Vault.com, I follow the evolution of CSR and sustainability through the lens of career development and recruitment practices. And what adds color to everything I write is the stark disconnect  between CSR and recruitment professionals on how one&#39;s strategy and decision making impacts the other. To me this sounds like the left hand  doesn&#39;t know what the right is doing: how can you recruit the best  talent without a clear vision and understanding of the company&#39;s core  values?&lt;/p&gt;&lt;p&gt;Cohen&#39;s 300-page missive then comes as a bible of sorts. Written in a  conversational manner--which lends itself to an easy read on an  otherwise weighty topic--the book follows two accomplished HR  professionals who clearly love their jobs. The difference: Sharon Black  sees her job as a strictly people management function (recruitment,  compensation, benefits, training, etc.) while Arena Dardelle defines  human resources as a vital driver of the company&#39;s long-term  sustainability. By the way, both Sharon and Arena are fictional  characters.&lt;/p&gt;&lt;p&gt;How do the two align? This is where the true value of the book lies.&lt;/p&gt;&lt;p&gt;Chapter by chapter, Cohen examines how functionalities like employee  welfare, organizational development, compensation, benefits, training,  recruitment and retention, diversity and inclusion, and even employee  rights--long considered traditional HR duties first to be dispensed with  in a recession, budget-constrained and full of regulatory jargon--tie  into a company&#39;s lifecycle, strengthen its brand and guarantee long-term  stability. Her use of numerous case studies like The Body Shop, GE&#39;s  ecomagination, Gap, Nike, Microsoft, Patagonia, Timberland and many  others, peppered throughout the pages, further add a quotient of  practical realism.&lt;/p&gt;&lt;p&gt;She calls it Corporate Social Human Resources (CSHR).&lt;/p&gt;&lt;p&gt;It&#39;s simple really: a company&#39;s best brand ambassadors are its employees.  They are also your best strategists. To tune them out of the  sustainability conversation is like ignoring your core venture  capitalists. Why will they invest their time, productivity and ideas  without the promise of a personal ROI? This is what Cohen encapsulates  succinctly in &lt;em&gt;CSR for HR&lt;/em&gt;.  This gem will sit on my desk not only as an indispensable reference  tool, but also as a constant reminder that a wealth of innovation  remains untouched, just an arm&#39;s length away.&lt;/p&gt;&lt;p&gt;For more information on &lt;em&gt;CSR for HR&lt;/em&gt; and options to purchase, please visit CSRwire&#39;s Books Page.&lt;/p&gt;&lt;p&gt;&lt;em&gt;--Originally posted on the CSRwire website.&lt;/em&gt;&lt;/p&gt;

Aman Singh Das

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Corporate Social Human Resources: Connecting CSR with HR

Human capital.My career.My job.In a game of word association, how many times would 'corporate social  responsibility' elicit any of the above phrases? I'll hazard a guess  and say maybe one out of 10 times.Because not until recently has there been as much analysis and  commentary on the importance of CSR and sustainability. However, most of  it continues to lean toward discussing the greener aspects of  sustainability: it's good for the environment, a sustainable business  strategy leads to profits with performance, etc.Until last month, when a much-awaited book arrived at my doorstep: CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices.

Human capital.My career.My job.In a game of word association, how many times would 'corporate social responsibility' elicit any of the above phrases? I'll hazard a guess and say maybe one out of 10 times.Because not until recently has there been as much analysis and commentary on the importance of CSR and sustainability. However, most of it continues to lean toward discussing the greener aspects of sustainability: it's good for the environment, a sustainable business strategy leads to profits with performance, etc.Until last month, when a much-awaited book arrived at my doorstep: CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices.

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