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The approach CSR-HR ofdoing business

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Bal Ram Chapagain Katlunandu

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orporate socral responsibility(CSR) inte. is ihe balanced gntion of economic, soclalandenvftonmental into bus! considerations nessdecisioDs and operations. Likewise, Human Resource (HR) is the function organisational. that deals with acquiring, developing. utilising and naintaining people in the organisation to meet regllatory compli ance.maintain harmony in the workplace, and foster organisational performance, Sowhat is for HR or: ihe link? Is CSR The ansi\,er HR for CSR? is true both.waysThere are many concerns ol an organisation which are common to both CSR and HR. Ensudng desired level ol diversity in recruitment pmcess;developingand people; empowering utilisingpeople in a way that meetsexpectations of both the o4anisation andsocietyl contributing to innovation and change;developingaDd implementinga code of ethics; pmtecting and building rcputation are

at evcry le\'el, ISEVEN MOREeDgaged IT the companyis e\posed RETEVANTIN to reputational andsomeiimes legal risk. On the HIGHLY other hand, there arc - increased UNIONISEDbenelits employee engagement,

talent aitraction and retention, motivation, produciivitll reduced turnover aDd allscn- allthesearethe teeism results r'i a CSRHR ap proach. 1he FIRtunction, however, needs io provide tools and frameworksto ensure that people under. standwhli $hatand ho$: It is evenmorerelcvant work in highly unionised ed people intheorganisa environments like Nepal. that tion, which is oneof the It is widely believed m4or concerns of HR a highly integratedCSR particularly in the tight \ orkplacehasrobustenlabour ma*et. 0n the Dloyeeengagementand othef hand. if HR funcl high lenelsof employee tion integrates CSR satisfaction as a result of philosophyintheirdeci' CSRstrategyand values it helps fiamework would reduce slonsandactions, interests in to mitigate the business the employce risks and cre4te new unionisationand lbsters cooperation. business opportunities, workplace of the point When employeesare Regadless not entfely engaged with of viery ail agree that the CSR agenda, they effeciive HR leadership make decisions \aiich on CSR iDtegration may causecompames to requires commitmentof losereputatlon.trust. or the board, CitO and the to Desuccssmoney. It is the single execuuves rhing that employees do fui- Thus. one of the everyday that canexpose success mantras for today is: llll a companyto risk the businesses uptocSRl' drug maker Novafiis to wake (The IJ a companyis socially paid a USD 2s0 million outhoris a saniar ttrinu andadDisar at responsible in the eyesof fine fbr genderdiscfimi NBIdndcanbe differcnt stakeholdeIs, it nation recently, There ' conla( hnlthrough Decomesvry easy to aremanymoreexarnples. aiiract and retain talenl If employees are not baIrattti!1't 1 bitppaLor& np)

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