HR - the wheels of CSR!

I recently came across a study by Korn Ferry Institute about CEOs and CHROs - Crucial allies and
potential successors, based on analysis of the data collected across the globe in the said regard. HR has
evolved dramatically, from an administrative function to one that is integral to implementing strategy, it
claims. A good study indeed and definitely takes a crucial issue to the discussion table so to say. And
nothing as important as the Strategy of the business to survive, flourish and expand could be left to the
natural course of development without any intervention for empowering it, irrespective of the age, size and
range of the organization.

With the debate of HR function being potential contender of the CEO responsibility is around for quite a
time, it would be insightful to understand the leadership attributes entitled to it from the Strategy point of
view. And Culture being the prerequisite of the Organization Development makes it almost imperative to
put it in a sustainability perspective.

Human Resources are the backbone of any organization structure and the effectiveness of any business
regarding its market presence, growth potential as well as sustainability, could be as good as its HR, Culture,
Strategy and Adaptability; resilience being the barometer. This approach is vital to the business-as-usual
status and more so to the business-would-be scenario.

So far so good could have been the status quo with traditional Administrative HR wearing another hat of
Integral Strategist by understanding the core business functions and optimizing the systems and processes
for optimum efficiency of all the resources with the state-of-the-art technology at its disposal, had it not been
for the new buzzword making it an entirely different ball game altogether.

CSR Corporate Social Responsibility and its implications have put everything around the business
strategy and HR functions in a deliberating perspective all of a sudden. Its not that CSR is a brand new
concept that dropped from above over the heads of corporate boards; its just that CSRs discretionary nature
never really provided the impetus to think creatively about the initiatives that could be intangibly beneficial
in long run helping the business being sustainable and not just profitable. What good are the numbers if your
(organizations, in this context) days are numbered, anyway?

Initiative is the apt word to describe the CSR undertakings as Elbert Hubbard was so profound when he
said Initiative is doing the right things without being told. But its the rapid evolution of the human, may
be in the right direction with wrong intentions or vice versa, which made it necessary to make the right
things mandatory. And right here does not mean philanthropic, another BIG misconception about CSR, at
least in Indian context. As Milton Friedman debated, The business of the business is business. That is
making profit and maximizing it; now it has became crucial to make sure that you are not doing any harm to
any element of the ecosystem you belong to while heading for that rise in profitability every year. And why
is that? Well, its because you have no right to do so and you will have to report your sustainability efforts
every year; Period!

Now thats a lot of work for the HR, isnt it? Not really. It is just about focusing on the triple bottom line
and taking up the challenge of developing an organization culture that is value-based and not just face-value-
centric. In Indian culture, its a strong belief that only a woman can make a home as she assumes the
responsibility of her home and exercise all her authorities to put it on the right track. It remains to be seen
how the HR, once upon a time considered auxiliary and overheads, takes up this pivotal role. And its the
only fraternity that can bring the CSR concepts and ideologies to effect as it deals with People the
primary P of the 3Ps. Leading from the front, its way to go for HR!