Professionals working within the Human Resource Management discipline, tend to have more affinity and expertise of people processes than most managers. Transitions from 'regular' operations to more sustainable and corporate socially responsible ways of working are often under-estimated. These require more, deeper and fundamental interventions in human and organisational processes. That's why HR should take the lead in facilitating this transition.
Especially because old habits and traditional ways of working and decision making have become obsolete. This requires a lot of knowledge of the human nature and a lot of experience with personal development processes. Moreover it is key to select the right CSR competencies for the different function groups and develop insufficiencies as quickly as possible.
Key competencies for CSR
The following overview shows the key competencies for sustainable development and need to be mapped with function types and prioritised. Competenciesin italics often deserve priority.
Love vs fear
Synthesize conflicting interests
Doing the right things right
Asking the right questions
Deep drive to learn
Letting go of own views / mental models
Common good before self interest
Masculin ánd feminin
Enough is enough
A crucial success factor is to pay attention to the organisational dimension as well, by developing a working climate that stimulates experimenting with the newly learned competencies. This allows for continuous learning as a team and fulfilling both the organisational and individual purpose.