Table 4: CSR Embedded in HRM Practices HRM practices Recruitment Performance Reward and Training and and Selection Appraisal Compensation Development Hiring new Defining Rewarding Training and recruits performance employees for raising capable of based not only on behaviors employees’ contributing to outcomes and consistent with awareness to CSR CSR results but also on CSR values to / example: social objectives motivate them sustainability Screening new and emphasize practices such as recruits with the importance of green practices knowledge and Include service to CSR to the and recycling awareness and community and organization inside as well appreciation participation and outside the for CSR involvement and organization contribution to Preparing tangible social initiatives and intangible Hiring new as part of the rewards for Holding regular recruits performance employees’ seminars and capable of appraisal and link participation in workshops on contributing to it to rewards such CSR CSR and linking CSR and, for as bonuses some incentives example, with CSR and rewards to previous Preparing Embedded employees’ experience in incentives that Follow up with in HRM participation in volunteering promote social employees on Practices them activities goals CSR and include CSR action plans and motivate Training Include Communicating employees to programs and questions and such schemes engage more in skills case studies with external CSR during development about CSR stakeholders to regular be for both lower within the enhance the performance and higher interview company’s evaluation employee levels stages with reputation and meetings candidates market attractiveness Invite NGO Allow employees representatives to Include to contribute to share experience sections on formulating CSR with employees in CSR activities performance relation to in employee indicators and common CSR handbook and involve them in projects orientation CSR projects programs
Table 4: CSR Embedded in HRM Practices HRM practices Recruitment and Selection Performance Appraisal Reward and Compensation Training and Development CSR Embedded in HRM Practices Hiring new recruits capable of contributing to CSR Screening new recruits with knowledge and awareness and appreciation for CSR Hiring new recruits capable of contributing to CSR and, for example, with previous experience in volunteering activities Include questions and case studies about CSR within the interview stages with candidates Include sections on CSR activities in employee handbook and orientation programs Defining performance based not only on outcomes and results but also on social objectives Include service to community and participation and involvement and contribution to social initiatives as part of the performance appraisal and link it to rewards such as bonuses Follow up with employees on CSR and include CSR action plans and motivate employees to engage more in CSR during regular performance evaluation meetings Allow employees to contribute to formulating CSR performance indicators and involve them in CSR projects Rewarding employees for behaviors consistent with CSR values to motivate them and emphasize the importance of CSR to the organization Preparing tangible and intangible rewards for employees’ participation in CSR Preparing incentives that promote social goals Communicating such schemes with external stakeholders to enhance the company’s reputation and market attractiveness Training and raising employees’ awareness to CSR / example: sustainability practices such as green practices and recycling inside as well outside the organization Holding regular seminars and workshops on CSR and linking some incentives and rewards to employees’ participation in them Training programs and skills development be for both lower and higher employee levels Invite NGO representatives to share experience with employees in relation to common CSR projects
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