Move over HR, CSR is the way forward argues the filth columnist (TFC). TFC asks, are you a revolutionary and progressive thinker or more tea and tissues?

The Filth Columnist

Now here's a thing. The classic model of CSR aims to address a business' collective responsibility to workplace, marketplace, community and environment.

I could wax lyrical about semantics - in particular what does 'marketplace' really mean? But today, as your filth columnist, I want to focus on workplace and the relationship between HR and CSR.

My approach to workplace responsibility has been to call it 'people' and let HR get on with it. After all, diversity, inclusion and creating a great place to work surely sit within the HR agenda.

As a business you have few assets - the buildings and machines (often rented or leased), your client list and the brain power of the people who work for you. That's why as CSR practioners, this element cannot be overlooked, but why it also makes sense to leave it to the pros.

Having been in HR for 18 years before switching over to CSR, I can see that good CSR really embraces many of the dimensions of good man management - motivating people to want to feel a part of the business, not just a unit of production; but giving space for personal growth and delivering an internal value set through an innovative programme that engages hearts and minds.

So this is why I have concluded that it is only a matter of time before HR and that famous 'business partnering' model is swallowed by CSR objectives. For CSR to move to the next level, it has to describe the very essence of the business and this will only become reality when thiefdoms are brought together.

I conclude with a challenge to the readership. Follow this argument to its logical end and there can only be one answer - HR must report to CSR.

So the question to you is this - how many human resources directors have, or are considering, changing their job title to responsibility director? Just think of the opportunity to sit at the table with more than pay review proposals, turnover stats and having to justify changing a performance management system (that nobody wants) for the umpteenth time.

If any HRDs are out there who have, or are thinking of, making the switch and broadening out their remits, away from the tedium of recruitment, the hardening of the arteries that is the disciplinary process, or the double/triple sell of wage negotiations, not to mention the copious tea and tissues that the role consumes, I'd like to hear from you. Revolutionary, progressive thinkers only need apply.

TFC

P.s if you kiss a thief, watch your teeth.

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