6.- Positive Consequences of the CSR
This new orientation of the internal activities that must be managed by those responsible for Human Resources is not only inevitable given its internal and external implications; It also requires the assimilation and start-up of the people management units, implying therefore a series of consequences that we point out here:
• The approaches hosted in the so-called Internal CSR converge in the interest for the care of the human organizational resource, understood as the fundamental element of the organizations.
• It supposes an orientation that connects with aspirations and hopes of both the citizens and society as a whole and that has its correlation within the organizations due to the logical interaction they maintain with society. It is thus inevitable that the desires and desires for social improvement are reflected within organizations.
• The legitimate aspiration to equality constitutes one of the most proper and substantial challenges of human beings and therefore societies and the state itself must guarantee its legal and political foundation. Companies can not be outsiders as a part of the social and economic fabric.
• In this way, Human Resources departments can not remain strangers to all these sensitivities. But not only because it corresponds to its function the detection, retention and treatment due to the members of the organizations; it also applies to its image and to its consideration both in its near business world and before the whole of society.
• More specifically, human resources departments can not be satisfied only with the detection of these emerging concerns that require, at least, channel. From the perspective of an eminently proactive orientation that corresponds to the new times, we must go both to avoidance and to the resolution of the consequences that, as modern challenges, we unite under the name of Internal Corporate Social Responsibility.
• Therefore, and as a conclusion, faced with these new demands of Human Capital for people management departments, there is no other option but to be the promoters of initiatives that are collected under the umbrella of Internal CSR. Putting plans in place to meet these requirements becomes an attribution and, why not, an inescapable responsibility.
• And to face the above, the subsequent chapters will take charge of this task trying to delimit the playing field of Internal CSR as well as proposing models of implementation and execution in companies and organizations.
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