Corporate Social Responsibility (CSR) has gained such importance that undertake actions of this nature has become almost indispensable for contemporary enterprises in all economic sectors. Increasingly, the growing demands of consumers and society in general are urging companies to "do something" about social social responsibility, "something" which is expected to have a significant and immediate social or environmental impact, and to emerge from dialogue with each and every interest group .
This will be ideal, it'll be great that the interest of companies to incorporate CSR approach in it's work result in an automatic change in the logic that animate all its processes and its processes themselves. But this usually doesnt happen like this. And that's because managing the company through a social responsibility approach is a learning process, that only through action is getting deeper and enriched with the understanding of the multiple dimensions that come into play, allowing the development of a sharper vision with respect to what it means to be socially responsible.
If we accept the adoption of a corporate management approach of social responsibility as a learning process, some questions can rise: where to start this learning in the company's processes?, In the traceability of the commodities?, in the product life cycle?, with volunteer programs?, with a review of policies for human management?, with the participation in non-governmental organizations that promote admirable social goals?
A concept that gives us light and helps us to gain perspective with trying to answer these questions is the sphere of influence. This notion is defined in the documents of the Guide on Social Responsibility ISO 26000 as "area across which an organization has the ability to affect the decisions or activities of individuals or organizations." The International Business Leaders Forum (IBLF) said that the company has 4 areas of influence: 1) its core business (direct employees, production process), 2) its business partners (suppliers, distributors, contractors) , 3) community in the operation (local governments, customers) and 4) society in general.
Following this logic we can claim, in the words of the Centro para la acción de la Responsabilidad Social Empresarial –CENTRARSE- de Guatemala, that in the context of social responsibility the intervention must follow "an optimal sequence, ranging from the closest to the company to the most distant to it. " Thus, any social responsibility approach should have as a priority the collaborators themselves. It is the first step toward a serious commitment to socially responsible management.
The field of the relationship between the company and its employees is very wide and includes many issues, from policies on human management areas (areas of human resources, human talent management, among other existent denominations), through the recruitment processes, quality of work life, compensation, training, professional development, work-life balance, to the process of work separation.
The firm can achieve valuable learning in going step by step adopting a management approach of social responsibility. The relationships with partners allows them to gain experience in dialogue with stakeholders, developing mechanisms and tools necessary for this communication to be fluid and inspired by a win-win spirit , and learn about their response times when this dialogue requires modifications in policies, plans, programs and practices.