Policies to Support Corporate Social Responsibility: The Case of Telefónica

Abstract

This interview examines Telefónica's projects and efforts in the area of corporate social responsibility. Telefónica is one of the world's largest multinational firms in the telecommunications sector. It is present in 25 countries, serves more than 260 million customers, and employs a staff of approximately 285,000 professionals. The company is still advancing and finding new opportunities to increase its capacity to innovate, improving ways of doing business, enhancing customer satisfaction, and helping educate customers. In this interview, Oscar Maraver (managing director of the human resources area), Jose Buqueras Dobato (director of HR planning), and Alberto Andreu Panillos (director of corporate reputation and identity and environmental affairs) explain and share their vision of policies developed both internally with employees and externally with customers. Their approach includes a strong emphasis on corporate social responsibility.

The HR role in corporate social responsibility and sustainability: A boundary‐shifting literature review

“…This stream of research primarily focuses on the way in which HR practices can influence behaviors and a culture able to support the achievement of various sustainability objectives (Palacios‐Marqués & Devece‐Carañana, ; Sroufe, Liebowitz, & Sivasubramaniam, ).…”

“…Prieto-Carron, 2008;Springett & Foster, 2005 Resource Management, International Journal of Human Resource Management) and business ethics (BE) (e.g., Journal of Business Ethics).This stream of research primarily focuses on the way in which HR practices can influence behaviors and a culture able to support the achievement of various sustainability objectives(Palacios-Marqués & Devece-Carañana, 2013;Sroufe, Liebowitz, & Sivasubramaniam, 2010).Most of the literature reviewed and classified into this quadrant addresses the ways in which different human resource management practices and systems support organizations in becoming more sustainable(Gond et al, 2011;Nicolopoulou, 2011;Preuss et al, 2009). HRM systems range from staffing, training and development to performance evaluation, compensation(Berrone & Gomez-Mejia, 2009), safety management(Camplin, 2011), and standards implementation (Fuentes-García, Nunez-Tabales, & Veroz-Herradòn, 2008), including practices able to establish an overall climate favorable to sustainability(Mėlynytė & Ruževi cius, 2008).Studies in the "HR for CSR" area represent a very productive field with strong theoretical and empirical foundations and extensive practical implications(Nijhof, Fischer, & Looise, 2002).…”

Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago

“…Again, with the more recent development of notions such as sustainable HRM (Ehnert & Harry, ; Taylor, Osland, & Egri, ) and corporate social responsibility (see the special issue of the International Journal of Management Reviews , Lindgreen & Swaen, ), this is beginning to change. Interestingly, and linked to our argument that the wider view better reflects practitioners’ reality, many of these developments started with practitioners (Palacios‐Marqués & Devece‐Caranana, ).…”

Sustainable HRM: toward addressing diverse employee roles

“…Sustainable HRM actively discusses employees' role as a recipient/consumer of HR practices. For example, sustainable recruitment, selection and staffing practices are designed to achieve equality and social inclusion (Berber et al , 2014; Bohdanowicz and Zientara, 2009), while training and development policies endeavor to ensure equality in access to developmental initiatives, and enable long-term development and career progression of employees within the organization as well as their overall employability (App et al , 2012; Berber et al , 2014; Cornelius et al , 2008; Dupont et al , 2013; Palacios-Marqués and Devece-Carañana, 2013; Wilcox, 2006). Additionally, sustainable HRM sees performance management as a means to promote employee development and involvement of employees in their career planning, thereby enabling employees to influence organizational processes (Maley, 2014).…”