CSRI reviews CSR for HR

For those of you who don't know, CSRinternational.org (CSRI)  (Corporate Sustainability and Responsibility) hub founded by Wayne Visser, whose new book, the Age of Responsibility is just hitting the shelves,  publishes monthly reviews of a wide range of CSR books. Occasionally, I also contribute reviews from my CSR books blog. I was delighted and flattered to have my book, CSR for HR: A necessary partnership for advancing responsible business practices included in the CSRI February Book Review digest. Registered (it's free) users can download  the monthly digests, and the February on in which the CSR for HR review is featured can be downloaded here.

The review was written by Matthew Maguire and goes like this:

"In CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices, Elaine Cohen takes a ground-up approach to CSR that focuses on corporate engagement with individual employees. As Cohen says, “This book is both a wake-up call for the human resources (HR) profession and a tool-kit written to help members of that profession to act.” Cohen develops a concept she calls corporate social human resources (CSHR) that redirects traditional HR responsibilities such as organisational development, recruitment, training and compensation toward CSR goals and practices.

To build her case, Cohen tells the story of Sharon, a fictitious HR manager from a medium-sized firm, who, over the course of the book, transforms herself from a CSR novice to a powerful CSR advocate within her company. The narrative approach may be distracting for some readers, but it makes the material accessible for those new to CSR. The book is about more than what HR can (and must) do for CSR, however. It is also about how managers and employees learn about CSR and begin to change their behaviour, as well as the contribution that each employee makes toward a company's overall social and environmental impact. Unlike many CSR books out there, CSR for HR is not preaching to the choir. It is intended primarily for HR managers who may have heard of CSR but don't really know what it means in practice, or how it relates to the job they currently have. Elaine Cohen, currently co-founder and managing consultant of Beyond Business Ltd., has more than 25 years of experience in executive positions at various global companies, including 8 years as an HR executive at Unilever. As a result, she offers a unique insider-perspective that breaks CSR down into real terms.

Through her narrative, Cohen shows HR managers how to engage employees, develop corporate culture, and communicate progress through CSR reporting. The story is informative as well as inspiring. As Cohen tells us, “Sharon realizes she doesn't need to sit around and wait for her CEO or executive team to develop a comprehensive CSR strategy for the HR function.” HR managers interact with employees (a key stakeholder group) in innumerable ways. CSR strategy can come from the top down, but for it to really stick, the employees need to be ready for it. Cohen's book gives HR managers the information and confidence needed to open their companies up to the opportunities that can come from CSR. "

Thank you to CSRI and to Matthew Maguire for a great review !! It is time for HR to wake up to CSR!

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices. Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

More women fix-its won't work

An interesting article in ABC News caught my eye with the headline: Top Companies push programs to help women in the workplace. Despite reports that women still lag behind men, and earn  only 80% of what men earn, some companies appear to have realized that more women = better results. The article quotes companies such as PwC, Johnson and Johnson, Wendys, Barilla and Sodexo as companies who offer "mother-friendly options" . Well that's great. Or is it ? The other half of the story is that no matter how mother-friendly, women-centric, gender positive, female flavored, women-inclusive or simply girl-heaven companies are, the fact is that all these "help women to be more available, more capable, more knowledgeable and more business-savvy or even more political" programs  are not doing any real sustainable good. In some cases, sure, it helps to have assistance with child care, or flexible working time and these facilities help women get a foot in the door. But what helps them advance in the organization is not women-oriented-fix-it programs. We looked at this in some research we did a while back, and found that this womenwashing is not effective.  Despite all these initiatives to advance women, women are not advancing. We analysed 100 companies and found 305 separate fix-women initiatives and only 10% of Board Members or senior executives who are women. 82 companies invested $$$$$$$$$ and time to fix women. But women still did not advance. And it's not because women can't be fixed. They don't need to be fixed. They are good enough. What needs to change is leadership, culture and male interest in advancing women.

The HR Manager must have a voice here. Checking off another fix-it program in the HR Managers busy-list is  a cop out and doesn't address the root of the problem. HR Managers need to have a stronger voice in expressing both the responsibilities of the company and the opportunities that women's advancement brings. How many HR Managers truly champion an inclusive culture ? How many HR Managers, many of whom are women themselves, go out on a limb to ensure the (male) leadership truly understands the value of gender balance at all levels ? How many HR managers measure the outcomes of women-friendly programs rather than the inputs?   It is time for HR to wake up to CSR!  And to truly inclusive workplaces.

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices.  Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

Ralph Thurm reviews CSR for HR

There's somethng wonderful about reading a great review of a book you have written. It's more than feeling great about getting positive feedback. It's more about the fact that, when someone takes the time to read a book, and is driven to write about it afterwards, you feel that your efforts have not been in vain and that your message is getting through. I have been fortunate in that many respected and accomplished people have read and reviewed CSR for HR, and the most recent is Ralph Thurm.

Ralph is a mover and shaker in sustainability. He is a leading professional in sustainability strategies, operational sustainability and sustainability reporting. With more than 20 years experience working for major corporates, industry federations, governments and NGOs all over the world, Ralph adds value as a consultant, trainer, moderator or writer on a huge variety of sustainability topics. Ralph spent years as a sustainablility leader with Siemens, three years as Chief Operating Officer of the GRI, and is currently Director, Sustainability Strategies at Deloitte in The Netherlands. Ralph is always at the centre of whatever is going on in sustainability circles. Read his post about his meeting with Al Gore and you can get a sense of the breadth of Ralph's appreciation for core issues, or read his entry in the Harvard e-book on Integrated Reporting (part VIII - perspectives on an action strategy, page 218),  and you get a glimpse of his vision and hopes for corporate sustainability and reporting strategy.

This is Ralph's review in full, which you can find here, posted on his blog A|HEAD|ahead.

"If one looks at the development steps of CSR in the last decade it became painfully clear that the paradigm change towards sustainability needed to be implemented in all company’s functions. Overcoming the silo thinking to empower better and a more holistic awareness-building and integration of CSR was/is obviously needed if an organization will also thrive in the future. All in all we need to admit that we have been extremely busy with the technicalities part of this task, often forgetting the people part of the story. It is so easy to believe that if an organization has done its homework on management systems, data systems, governance, reporting and measurement, one could wait for the outcomes to simply come as a given. One of most often forgotten pieces in the puzzle was the Human Resources function of an organization.

Finally there is help! Elaine Cohen, one of the most active bloggers in the field, living in Israel, and running Beyond Business Ltd., a small CSR consultancy there, has created an enormously useful baseline through her book ‘CSR for HR – A necessary partnership for advancing responsible business practices’, a must read for everybody who either works in the HR function and wants to develop a view on how to support CSR in their daily life, or for everybody outside the HR function looking for arguments why the HR function has an important role to play and needs to overcome some genuine mental stereotypes.

Elaine uses a nice plot for a whole array of protagonists that would argue for and against a role of HR in CSR: her main protagonist Sharon is actually one of those. Over a couple of weeks Sharon goes through a metamorphosis from being an HR Manager and more and more becoming a CSHR Manager. The nice way of telling the story in a plot like this is that more or less all arguments that one could run against in this challenging metamorphosis comes back in the book, and in that sense delivers refreshing yet convincing arguments any reader can use from the next day onwards.

Another important point to make about Elaine’s book is that she has interwoven the plot with a lot of readymade materials (slides, checklists, book summaries and articles) that can be used as blueprints for readers to start their own pilgrimage. In essence, reading Elaine’s book saves the reader a lot of time reading other articles and books.

One of the main takeaways also having read Michael Porter’s newest article ‘Creating shared value’ in HBR 1/2011, is how the book already plays very well into the needed change that HR also needs to make, namely the shift form ‘HR as an impact ON staff’ towards using the HR function to ‘create an impact OF staff’.

To sum it up: Elaine Cohen’s book is the right book at the right moment, written in a very useful way that makes it ‘ready to use’ from day 1 onwards. There is no excuse any longer for HR practitioners to ignoring CS’HR’ due to the lack of a ‘cooking book’ of recipes. The roadmap how to embed is included in the book as well – of course! "

I would like to express my thanks to Ralph for reading and reviewing CSH for HR.  I am sure his influential voice will help spread the message that it is time for HR to wake up to CSR!

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices.  Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

CSHR gaining ground in Italy ?

CSR and HR appear to be converging in Italy, according to research from the CSR Manager Network in Italy, which can be downloaded here, for those of you that speak Italian. The only word I know in Italian is gelati. Ha-Ha. Thank you to James Osborne of Lundquist who posted news of this research on Justmeans, here.

The research, surveying 48 CSR Managers and 41 HR Managers in leading Italian companies,  concludes that : "CSR Manager and HR managers share a strategic approach to sustainability. Sharing an interest in sustainability as a strategic element can be a starting point for closer collaboration between CSR and HR manager."  (sic. Care of Google Translate, reasonably coherent, for a change).

Apparently, 87.5% of CSR Managers and 80.5% of HR Managers consider CSR as strategic for the enterprise. (Only 87.5% of CSR Managers? Sounds like the other 12.5% should be looking for a new job). The research says it is reasonable to expect that HR Managers will seek more active partnerships with CSR Managers to progress sustainability issues. 

The main areas of convergence appear to be recruitment, training, employee wellbeing and aspects of employability. Interestingly, the research shows that collaboration between CSR and HR Manages tends to be on the basis of informal personal relationships rather than a structured organizational process approach. Which is fine as long as everyone gets along. Sort of. Unless processes are formalised into a systematic way of doing things in the business, there can be no guarantee that they will be sustainable or sustained.

A disturbing thing is that both CSR and HR Managers appear to hold the view that CSR is about responsible management of people within the organisation i.e. employees. I take a different view. I believe the new CSHR role, the role of the CSR-minded HR Manager in the development of a CSR-enabled culture adds value because it specifically goes beyond the internal aspects of managing employees responsibly. The CSR-minded HR Manager should be considering external stakeholders as well as internal ones in determining HR policies and practices. Most of what HR does has a massive indirect impact, well beyond the employees that receive paychecks from the business, on families of employees, minority groups, employee representation associations,  local communities, suppliers, professional service providers, municipalities,  environment and more. If all that HR does under the guise of CSR is more training, more employee welfare and more outplacement, then I believe they are missing the point of CSR and will fail to realize the fabulous strategic value that CSHR can add.

Here is the graphic from my book, CSR for HR, that shows the difference between CSHR and HR management. 

HR Managers need to work out how to manage the traditional HR functional roles with a CSR mindset, and also adopt and adapt to the new remits that can be best driven with HR leadership. CSR Managers need to realize the imperative of embedding CSR culture and working with the HR function in order to do that.

Dr Stephen R Covey  (hint: 7 Habits)  said that things are created twice: first in the mind and second in practice. The first is what you think, the second is what you do. I am pleased to see this research that shows what CSR and HR Managers are thinking. This is good. If they are thinking strategic fit, this may be a precursor to both groups actually doing something about it. I am, however, still waiting for a piece of research that shows the "doing" part. How are HR Managers actually doing things differently?  Has HR really woken up to CSR in practice ?

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices.   Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

Time to put the HR in CSR

When I first wrote the book, CSR for HR, I thought of calling it something to do with CSHR, but everyone said "CSHR won't catch on! You can't use that!". I duly listened to all my learned stakeholders and call the book, CSR for HR. With hindsight, that's a better name anyway. However, I am pleased to see that the use of CSHR is catching on :), as evidenced in the article quoted below.  

The article is in HR Magazine and is entitled Time to put the HR in CSR. It was written by Anna Marie Detert, head of human capital at Buck Consultants, sponsor of the HR Leaders Club which I addressed in November.The article starts off like this:

"It is three years since HR magazine launched its Make a Difference campaign, urging HR directors to take a lead in corporate social responsibility. So has anything changed, asks Sian Harrington?

The world is considered a more corrupt place than it was three years ago. Trust in banks has declined dramatically. Employees at France Telecom and Foxconn have committed suicide due to work pressures. Meanwhile, the number of internal security breaches by staff has risen dramatically, while in 2010 alone, a third of large companies suffered deliberate misuse of confidential data.

Corporate social responsibility (CSR) is a key element of managing risk and protecting and enhancing company reputation. But the facts above would indicate that businesses have not been taking corporate responsibility very seriously in the three years since HR magazine launched its Make a Difference campaign.

Last year's respected Trust Barometer from PR firm Edelman found that trust in business had improved slightly since 2007, but that the overall rise was minimal. The barometer (the latest of which is due out this month) also found for the first time that trust and transparency were as important to corporate reputation as quality of product and service - ranking higher than product quality in the US and much of Western Europe.

Meanwhile, a survey of 91,000 respondents from 86 countries last month by corruption monitor NGO Transparency International found that six in 10 people believed their country had become more corrupt and that the global financial crisis had undermined faith in economic institutions. Christopher Wasserman, president and founder of the Zermatt Summit, which campaigns for greater transparency and accountability in business, says business leaders need to take more responsibility and behave more ethically themselves to combat such impressions. "For stability to be restored and sustained, we urgently need to govern and run our companies with an ethical, transparent and accountable mandate, which needs to lead to a significant change in leadership behaviours - without which we are heading for further catastrophe," he believes.

Against this background, CSR Europe launched the Enterprise 2020 initiative in October last year. Some 70 global companies and 27 European business associations are involved in the initiative to create a sustainable future through examining various questions - from how to embed sustainability into a global supply chain to how to foster healthier lifestyles in the workplace.

More recently, IBM UK brought together thought leaders in business, government and academia as part of national initiative 'Start', developed by The Prince's Charities Foundation to promote and celebrate sustainable living. At the event Stephen Leonard, IBM UK & Ireland chief executive, said the coming decade had to be one of action and decision.

"Designers and architects are taught differently to businesspeople. When they design a chair, they do not just think about the chair, but the chair in the room, the room in the house, the house on the street and the street in the environment. This is the level and type of thinking we need in our people and skills if we are to have a long-term impact," he said.

Yet in all the discussion about corporate responsibility, there appears to be a major missing link - that of HR. Three years on from our campaign to encourage HR to take a leading role in embedding corporate responsibility into organisational culture, there is still, on the whole, a lack of buy-in. Yet HR plays a crucial role in ensuring the right corporate climate and practices that enable businesses to succeed in a responsible way.

"The big message is that it is time for HR to wake up to CSR," states former HR director Elaine Cohen, who has written a book on the subject, CSR for HR: A necessary partnership for advancing responsible business practices. "

Anna Marie then goes on to describe the rationale for CSHR with commentaries from a range of HR practitioners and examples from Skills Venture, InterfaceFlor,  B&Q and others, and offering practical tips for HR Directors and a roadmap to CSR (from my book). Read the full article here.

I am of course delighted to see that the lingo is catching on, and hope that the HR professional community will also catch on. HR Magazine does a great job of bringing awareness of CSHR issues to the HR community, there is always a lot of content relating to values, ethics in business, responsible HR practices and more in the magazine. HR Magazine is a great resource for CSR, HR and CSHR Managers. With such a committed group of people behind the CSHR concept, I am confident 2011 will be the year that HR wakes up to CSR!

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices.   Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

Banker philantropists. Not.

The Financial Times reports that Credit Suisse now requires its senior managers to donate part of their bonuses to charity.  More details on this new compensation structure can be found on the Credit Suisse press release website , though compulsory donations are not mentioned there. The FT article starts off as follows:

"Credit Suisse has become the first bank to force its staff to make compulsory charitable donations, with several hundred US managing directors directed to give 2.5 per cent of their 2010 bonuses to good causes.

The Swiss bank, which estimated the scheme would raise up to $30m for charity, said it would only apply in the US for tax and administrative reasons, but it could be extended in future."

I am not a financial geek and don't pretend to understand the complexities of fixing compensation levels to comply with all forms of regulation, tax-breaks, fical responsibilities and all that. However, if anyone should be fooled into thinking that this move has something to do with CSR and sustainability, I suggest they think again. In fact, it seems to me that we have a compensation structure for corporate execs which is based on unsustainable principles and needs a complete overhaul as part of a new sustainable infrastructure for financial institutions. The fact that a few execs will now have no option but to give up a massive 2.5% of their even more massive bonuses is about as useful and desirable as an ashtray on a motorbike. What's worse, it may just dupe these super-execs into thinking that they have done their bit and have become awesome philanthropists, when at the same time,  workers around the world are still struggling to make a living wage.

If this is the New Economy, then we need a Newer one.

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices.  Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

CSR for HR is rather jolly

Another review of CSR for HR, this time by the creative, dynamic and very influential Solitaire Townsend, founder and leader of Futerra Sustainability Communications , a leading light in all things to do with making the concept of sustainability more accessible, intelligible and authentic. Solly is a true powerhouse in this space, and her voice carries much weight, which is why I am honoured to see her review of CSR for HR on the People Management Magazine website.

The review starts off like this:

Elaine Cohen has been a powerful voice in the corporate social responsibility and sustainability movement for many years. Turns out she also has a secret aptitude for fiction.

That could be a rather sarcastic start to a review of her new book, CSR for HR. Except that this is an overt work of fiction, and a rather jolly one at that. We follow the story of Sharon, a fictional HR director who sets out on a journey of CSR discovery. This is a fantastic ploy to entertain the knowledgeable, while filling in the gaps for the new entrants to CSR.

 

Sharon delves into the definitions of CSR, learns from the real-life achievements of Body Shop, Gap, Nike, Microsoft, Ben and Jerry’s, Google and energy company Vattenfall. The book is stuffed with mini-articles, models, a road map to get started and interviews between Sharon and real leaders in CSR.

and finishes up like this:

Nevertheless, this is a must-read for HR professionals, students and those interested in holistic management. It’s rare to find a business book where you learn as much from the protagonist’s chats with her daughter as from the case studies. Enjoy.

You can read the full review here.

My thanks to Solly for taking the time to read the book and for the wonderful review. Anyone who helps get the message out to the HR community that it is time for HR to wake up to CSR is a VSP (Very Special Person)  and I am highly appreciative. I hope the HR community will be, one day, too!

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices. Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

The year before CSR for HR

I was honoured to be asked to contribute to the CSR 2010 series put together by Aman Singh, the amazing #CSR power behind Vault.com's CSR blog, In Good Company. I think they should rename it "In Outstanding Company" because Aman has put together an outstanding gathering of CSR writers, practitioners, commentators and thought-leaders to express their perspectives on CSR in 2010 and a view for 2011. Kicking off with an introductory post of her own, entitled "Lasting impressions from a volatile year", Aman then brought us a wonderful range of articles from brilliant minds including :

Julie Urlaub, Founder and Managing Director, Taiga Company

John Kim, Better World Marketing Manager, Herman Miller

Ashley Jablow, 2010 MBA graduate, Boston University

Alice Korngold, CEO, Korngold Consulting

Dr. Mrim Boutla, Co-creator of the More Than Money (MTM) League & Justmeans Writer on Responsible Careers

Andrea Newell, Writer, Triple Pundit

John Friedman, Cofounder, Sustainable Business Network of Washington (SB NOW)

Jeffrey Hollender, Founder & Former CEO, Seventh Generation

Shannon Schuyler, Director for CSR, PwC

Mackenzie Sullivan, Associate Director & Career Coach, Carlson School Graduate Business Career Center

William Paddock, Founder, WAP Sustainability

Namrata Rana, Director, Futurescape

Ruhi Shamim, Social Media Strategist & Blogger

You can find their posts on the Vault.com's blog. They are all fascinating, and some have a CSR-HR theme as well.

 

My post, number 11 in the series of guest posts, is entitled:

 

CSR 2010: The year before the year that HR woke up to CSR

 

Here is how I started off:

 

2010 has been a tough year in Human Resources. The effects of the Global Financial Crisis left many corporate headcount gaps, leaving those who remained doing twice as much in half the time for less reward and barely any recognition. It doesn’t really matter what the size of your business or where you are in the world, because the ripple effect has, as we close out the decade, reached just about everyone.

The three biggies on the minds of HR people amidst the turmoil have been development, retention and engagement.

HR managers have grappled with administering layoffs and restructuring businesses, rather than considering the alternatives to the Pavlov response of broad-scale dismissal letters. CSR, in this respect, as in other HR functional areas, remains a concept foreign to most human resources managers and one which they believe interferes with, rather than empowers, their impact on the business.

You can read the rest of the post on the Vault.com blog.

I end up with a repetition of the mantra you know so well by now and the hope that 2010 was the year before the year that HR wakes up to CSR!

elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices. http://www.greenleaf-publishing.com/productdetail.kmod?productid=3282 Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en

Well, Well, Well... It pays off!

A press release on 29th December 2010 announced that Smart Communications, Inc. (Smart) of the Phillipines won an Excellence Award at Asia’s premier awards program on corporate social responsibility, the 9th Asian CSR Awards, for its holistic employee wellness program, Live Smart: Healthy U, Wealthy U, Happy U.  Live Smart! promotes physical, financial, social, spiritual and community wellness of employees. Employees are given the rudiments of managing finances wisely under the Wealthy U! pillar. Through this, employees get entrepreneurship opportunities, attend seminars on managing finances, and enjoy discounts and promos. Happy U!, on the one hand, serves as employees’ outlet for fun and meaningful activities. Under Happy You! is Happy to Help, the community service program wherein employees get to choose a partner organization for their volunteer activity.

This wellness programme is fairly unique, as far as I can tell, amongst the spectrum of employee wellness activities in many companies not least because it includes the aspect of financial health and wellness, not just physical and spiritual aspects. Helping employees manage their personal finances can be a massive contribution to empowering them with far-reaching implications for the strength of local communities. Most people have never received any formal education or training in the complexities of managing household economics, in selecting insurance, in setting up savings progammes, in providing for the cost of education or possible sickness in the family,  in making significant purchases including home-buying and mortgage, in aspects of banking costs and much more. Helping employees to live within their means, provide for their own future and enjoy a life of managing money in a stress-free way is part of the triple bottom line of CSR applied to individiuals. This is an area in which corporations can do much more, I believe, and gain added value through improved employee wellbeing and engagement.

I am pleased to see the recognition for such a program at the Asia Awards.  This is of course is at the heart of a CSR for HR approach. In fact, I recently wrote an Editorial for CSRwire.com on the subject of employee wellness programmes, quoting a Harvard Business Review article  in which conclusive proof is provided to show that investment in employee wellness, beyond the minimum requirements of the law, delivers a Return on Investment beyond the reasonable expectation of most. Johnson & Johnson report a $2.71 saving for every $1 spent, saving the company $250 million in healthcare costs over the past decade. In many cases, the return is even greater, as HBR reports "The ROI on comprehensive, well-run employee wellness programs can be as high as 6 to 1."  The authors of the HBR study point out that "passes to fitness clubs and nutrition information in the cafeteria are not enough".

I believe this aspect of CSR and HR has been long underestimated. It is now an approach whose time has come. The investment in employee wellness has to be considered one of the most fundamental tenets of a CSR approach, and I have not come accross a single company that has implemented such an approach and not reaped significant benefits. There is a clear business case, with measurable financial benefits, unlike some other areas of CSR which are header to measure.

Whether your company is in it for the money, or simply because you value your employees, it seems that an employee wellness programme should be an imperative for any Company serious about sustainability in 2011.  This is why I will be repeating, also in 2011, my mantra : It is time for HR to wake up to CSR!

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Author of CSR for HR: A necessary partnership for advancing responsible business practices. Contact me via www.twitter.com/elainecohen  on Twitter or via my website www.b-yond.biz/en