Management of the human talent, protagonist in the RSE

Corporate Social Responsibility – CSR – is not a philanthropic fashion and is not exclusive to some stakeholders; involves all members of society: government, business and community, where everyone plays a role and has responsibility for their actions towards others.

According to the survey of corporate social responsibility by ANDI in October 2013, with the participation of 292 companies from different sectors and whose sales totaled $ 210.8 billion pesos, 78% of companies said they have a CSR policy and 65% who have within their company a specific charge for handling.

Nevertheless the positive results,as mentioned Claudia Toca, Jesús Carrillo y Merlín Grueso [1] Still in Colombia the concept is misinterpreted and really still socially responsible companies do not exist in the country, and he is that the simple fulfillment of the normative and practical thing philanthropic and of charity are in the habit of hiding under the banner of the RSE without corresponding as such to the putting in march of a corporate philosophy.
Another belief is to associate the RSE only for those industrial sectors with direct impact in the environment and in vulnerable communities, and to big companies with important volumes of numbers (employees, sales, assets) to whom the law forces to develop these policies.

Beyond the applicable regulations on the topic (SGE 21:2008, ISO 26000:2010, ISO 14001:2004, OHSAS 18000 , ‘Pacto Mundial’ [2], among others) is the consistency between thinking and acting within and outside the company that sets the tone for an organizational culture with CSR.

And that is precisely the CSR starts at home with one of its major stakeholder [3] : The employees. It is at the time when the leader of management humanizes cobra a leading role to the being the promoter of policies and procedures that create a shared culture that is projected to other important actors: clients, family and company.

The first thing that the leader must do is to realize a critical look to the policies and current procedures of the management of the human talent with a view to the directives of the RSE and from this evaluation, to implement actions that answer to the opposing requirements.

Later a simple self-diagnosis that can use as guide in the process:

Later answer opposite to the affirmation, of an objective way, ‘if’ or ‘not’ as it should be demonstrated in his organization.

1. We have a code of ethics or conduct in the organization.
2. We have formal channels of communication between management and employees ata.
3. we Promote the hiring of people close to the zone of influence of the company.
4. We all have equal opportunities for advancement and development.
5. There is gender equality in senior positions in the organization.
6. encourage the balance between work and personal life of employees.
7. The programs of formation are according to the needs of development of the employees.
8. Periodically we do performance evaluation.
9. We promote programs of occupational health and quality of life (prevention of professional risks, active pauses, promotion of the exercise, displacement in bicycle).
10. Assess employee satisfaction and work climate.
11. We promote the diversity (religion, race, culture, sex) in the members of the organization.
12. We have linked persons with some type of disability.
13. There are programs to save resources (recycling, scratch paper, disposable zero, low energy and water).
14. We have wellness programs according to the needs of employees (house purchase, completion of studies, legal advice, business training).
15. We are permanently involved with social programs function (volunteering, education, social assistance).
16. We encourage linking academia labor practices (student interns, research support, support in curriculum design).

The affirmations in which the response was negative, are the initial areas of work in favor of a human management with RSE, in parallel with the assumption and promotion of similar policies opposite to other groups of interest: clients, suppliers, shareholders, company in general.

There remains great for doing still, and a fundamental task from the management of the human talent is it of creating RSE’s culture where every member of the company is automanaging and autorregulador in order that he exercises then the promoter’s role of the change in each of his spaces of influence.

[1] Social Managerial responsibility RSE, analysis from diverse approaches. Academic Spanish publishing house, November, 2012.

[2] World agreement, offer of the General Secretary of the United Nations, Kofi Annan, in Davos’s Economic World Forum (Switzerland), for the practice of 10 universally accepted beginning.

[3] English term first used by RE Freeman in his book “Strategic Management: A Stakeholder Approach” (Pitman, 1984), to mean: who can affect or are affected by the activities of a company.

Olga Lucía Salazar P.
osalazar@strategos.com.co