CORPORATE SOCIAL RESPONSIBILITY
A CSR focus on talent resourcing, management and development
could, for example, take forward an approach to workforce diversity that provides global mobility opportunities for a wider range of individuals. This would promote a socially inclusive approach going beyond organisations’ current remit – for example, to give greater prominence to ethnicity, religion, age and sexual orientation. A CSR talent development approach might also aim to provide globally mobile opportunities to local staff in developing economies. For example, the deployment of local people to head offices or other organisational locations for training would reduce the emphasis on the need for future expatriation of home country/head office employees, increasing local career opportunities. This is likely to prove attractive to local governments and facilitate investment opportunities. Globally mobile personnel typically experience a less positive
governments. This can be particularly beneficial to organisations wishing to enter developing countries where they previously have had little or no presence or experience.
SUCCESSFUL INTEGRATION CSR and HR policies require integration, so that HR initiatives can help firms to facilitate fulfilment of their planned CSR activities and vice versa. Hence, organisations can adopt ethical or socially responsible HR practices as part of their CSR programmes; and CSR initiatives can include HR actions, such as socially responsible working practices. A twinned approach whereby HR and CSR policies are aligned and integrated will help to contribute to organisational sustainability, as well as social and economic benefits for host countries and their local populations. For example, HR policy inputs and socially responsible HR
practices lead to ethical labour standards, such as the provision of decent work, equal opportunities and diversity management. The outcomes of these include employee well-being, talent attraction and retention, motivation, satisfaction, commitment and engagement. In relation to organisational outcomes, sustainability can be witnessed by higher productivity and customer satisfaction/support. Enhanced organisational reputation and local acceptance can lead to higher profits and share prices. As such, a strong business case is evident. But it is also clear that the provision of ethical and socially responsible working practices underpin a moral and social justice CSR case, with the business case and social justice case reinforcing each other.
THE ROLE OF GLOBAL MOBILITY PROFESSIONALS Global mobility professionals may consider a range of issues in promoting CSR; for instance, via the enhancement of diversity within mobility and work-life balance and well-being for globally mobile personnel. In addition, policy design should ensure just and fair compensation for mobile personnel that also provides equitable treatment for employee groups.
work-life balance than domestically based staff, given requirements for international travel, working across time zones, managing local staff and demanding a return on investment expectations. While shorter hours of work associated with part-time working are not typically feasible for expatriates, other forms of flexible working may help to improve their work-life balance and well-being. Community activities that promote CSR might be encouraged, as these help to forge bonds between mobile personnel and local people. Such activities can help to raise cultural understanding, as well as provide a sense of fulfilment for transferees. With greater cultural understanding comes more productive working relationships, helping to increase return on investment in internationally mobile personnel and organisational profitability. As organisations move into developing economies, so the
importance of designing assignment policies that provide equity becomes more challenging. Western expatriates working in developing countries expect to be remunerated appropriately to compensate for actual and perceived hardships. Home-based remuneration packages can be highly socially divisive, as expatriates receive pay and benefits far in excess of local people. The use of expatriates in leadership and management positions can also reduce workforce morale, as local people do not see opportunities for career progression. An HR/CSR linked approach that provides necessary
compensation for expatriates, with an explanation to locals as to the need for particular benefits, can foster appreciation that expatriates undertake roles far away from home, family and friends. In turn, this can help to build greater understanding between locals and foreign employees. Ensuring that local people receive appropriate training and development for future management and leadership positions not only improves workforce morale, but also raises the profile of organisations in developing economies as being socially responsible and committed to the improvement of local conditions. There are, of course, many avenues that can link HR policy
and practice in a global context with CSR. Maintaining a focus on how to dovetail HR and CSR activities provides the key to fostering socially inclusive, profitable and sustainable organisational outcomes.
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