Create a balanced scorecard for the Human Resource Department at Okta that focuses on their support of the Corporate Social Responsibility (CSR) organizational plan.
Create clearly defined department objectives and performance measures to the company’s strategic business goal.
The Human Resource balanced scorecard can serve as a way of focusing human resource staff on CSR activities that will support the company’s goals
Overview
For the past ten years, the corporate social responsibility (CSR) movement has gained traction. This expansion has prompted challenges about how to define the concept, quantify it, and deliver on its promises. The Dow Jones Sustainability Index defined CSR as “a company approach that delivers long-term shareholder value by embracing opportunities and managing risks arising from economic, environmental, and social developments.”
This concept incorporates a wide range of corporate ideals and concerns, such as reputation, transparency, social impact, ethical sourcing, profitability, and civil society, to name a few. Because of the interdependence of CSR, many organizations find it difficult to integrate its values..
One of the most important opportunities for the CSR movement is to properly link consumer and employee values with corporate strategy in order to achieve long-term conscious advantages — a better understanding of who, what, when, when, how, and why an enterprise makes a profit or surplus.
CSR necessitates more holistic strategic thinking as well as a broader stakeholder viewpoint. Because the Balanced Scorecard is a well-known and well-established management tool, it is well positioned to support a knowledge-building initiative to assist firms in making their values and ambitions a reality. The Balanced Scorecard enables people to make daily decisions based on values and metrics that may be tailored to promote these long-term cognitive benefits.
