Refugee employment support: The HRM–CSR nexus and stakeholder co‐dependency

Abstract

Recent research suggests that human resource management (HRM) can play a crucial role in corporate social responsibility (CSR) and in addressing grand challenges, such as refugee workforce integration. This paper investigates how employers carry out their CSR goals through HRM practices, while working closely with non-profit organisations (NPOs) that facilitate refugee employment support programmes. Using qualitative semi-structured interviews with employers and NPOs in Australia, we highlight their co-dependent relationship in addressing the challenge of refugee workforce integration. We demonstrate how the achievement of both CSR goals and social impact is enhanced in this co-dependent relationship, where each stakeholder's unique expertise and access to resources are shared and leveraged. Our research findings advance the current understanding of the HRM-CSR literature on external stakeholder engagement by suggesting that a codependent, rather than just a collaborative, relationship can underpin the effective execution of HRM practices with CSR goals.

The role and challenges of public service organisations in the labour market integration of refugees: A relational perspective analysing integration measures in Austria, Finland, Germany and Sweden

“…Our findings contribute to the ascendant literature of refugees' LMI (Lee et al, 2020; Lee & Szkudlarek, 2021; Ortlieb, Eggenhofer‐Rehart, et al, 2021; Ortlieb, Glauninger, & Weiss, 2021) by highlighting the role of and challenges for PSOs. Figure 3 shows our conceptual suggestion for a holistic approach towards LMI with PSOs as crucial organisations, showing their diverging roles and interrelated challenges across different levels.…”

“…In Austria, for example, LMI implementation often relies on NGOs (see Jugendcollege and, e.g., Verwiebe et al, 2019), whereas Finland and Sweden implement measures that include stakeholders such as employers (Sweden Together/100 Club) or investment companies (SIB). In light of recent research emphasising the need for a stronger stakeholder relationship in addressing refugee employment (see Lee & Szkudlarek, 2021), a diversified strategy whereby PSOs emphasise collaboration—not only with NGOs but also (and importantly) with employers—can contribute to a sustainable pathway for refugees in their LMI.…”

“…By revealing the interconnected challenges, we show that PSOs at the organisational level are embedded in a wider context and cannot operate without considering the institutional and individual level. We, thereby, contribute to the relational framework by extending the understanding of the organisational level and highlighting the role PSOs and their partner organisations in a support network (Lee & Szkudlarek, 2021). While Syed and Özbilgin (2009) focus on employers as key organisations in the relational framework related to diverse employees, we show that a complex network of organisations providing support (through, e.g., skills development in Jugendcollege, Austria or networking in Welcome Guides, Germany) is crucial for refugees' LMI.…”

“…Moreover, training in how to address trauma is needed; only staff that is able to address complex and multifaceted challenges can engage in sustainable LMI support (shown in IvAF, Germany). Additionally, fostering public‐private cooperation (SIB, Finland) can help advance refugees' LMI and provide employers new avenues for recruitment (Lee & Szkudlarek, 2021).…”

“…In fact, it is increasingly challenging to improve integration with fewer resources. Although innovative methods and new tools could help, a more collaborative approach is needed that draws on public‐private cooperation (Brorström & Diedrich, 2020; Lee & Szkudlarek, 2021).…”