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Bridging the Gap of Corporate Social Responsibility and Creating Lasting Change:

A Critical Analysis of Finance, Training and Education in the Non-Profit Sector and its

Relationship to Refugees

Jayshana Roper

PS 543 - Organizational Leadership - Management, Training, and Evaluation

Dr. Adam Floerchinger
Purdue University Global
November 14, 2023
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Corporate Social Responsibility as a Means to Support Refugees: A Critical Analysis of

Training and Education in the Non-Profit Sector and its Relationship to Refugees

Introduction

Palestine, Sudan, the Democratic Republic of Congo, Tigray, Papua New Guinea, Ughyr,

Soweto, Somalia, Iceland, and many other nations are in a state of destruction resulting from

natural disasters, social constraints, and the violence of governmental entities. The current global

geopolitical landscape is creating an environment that will yield thousands, if not millions, of

refugees scattering from their destroyed, occupied, or colonized territories throughout the rest of

the world. Refugees are individuals fleeing an unsafe environment in their homeland who cannot

return home (Lee & Szkudlarek, 2021). Regardless of where refugees may relocate, they

primarily rely on non-profit organizations (NPOs) to support their adjustment to their new life in

a foreign place. NPOs are increasingly replacing government entities in delivering social services

(Kim & Torneo, 2021).

A significant aspect of refugee social services is finding employment. Therefore, human

resource management (HRM) in NPOs ensures that refugees are successfully integrated into a

new society (Lee & Szkudlarek, 2021). Due to this predicted uptick in refugees, there will also

be increased demand for HRM from NPOs seeking to navigate the new talent pool. Many people

may pivot careers from other areas of an NPO organization or the traditional corporate sector.

These NPOs, however, will have unique needs in HRM as they navigate with incoming refugees.

Organizations can prepare training and assessments to improve the support NPO HRM can

provide to refugees acclimating to a new workforce by conducting a gap analysis and a needs

assessment and implementing recruiting and training activities based on the discovered gaps.

Transitioning from Corporate to Non-Profit HR

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A historical wealth of information exists regarding the productive functioning of

corporate HRM. Similarly, limited HRM materials focus on NPOs and even less on refugee

management (Kim & Torneo, 2021). The research that does exist reflects that forty percent of

NPOs admit to incomplete onboarding, and only half of that percentage is accountable for

conducting staff evaluations (Brunt, 2023). When transitioning from traditional corporate HRM

to an NPO, management must understand the multi-factorial causes of this phenomenon. First,

NPOs rely heavily on donations and grants. Therefore, the financial infrastructure in many NPOs

may not support the extensive planning and investment that implementing effective HRM

practices involves (Brunt, 2023).

Additionally, there are issues in the talent pool for HR managers with higher

qualifications and education, as NPOs rarely have competitive salaries. The result is

less-than-ideally qualified and underbudgeted HRM departments. With this in mind, it is

essential to remember that HRM practices greatly influence the engagement and motivation of

incoming employees (Brunt, 2023). Therefore, many NPOs must be equipped to support

effective HRM alongside an incoming refugee population.

Despite this, NPOs bridge refugees and their success in a new place (Lee & Szkudlarek,

2021). Individuals seeking to transition from traditional HRM to NPO HRM may first consider

the importance of corporate social responsibility (CSR). CSR refers to a company’s commitment

to making changes that improve the overall quality of life for stakeholders and the world. While

NPOs may center around improving quality of life and not seeking profit, the HRM of an NPO

must consider how CSR plays into their day-to-day operations and overall organizational goals.

As part of a refugee CSR initiative within an NPO, it is also essential to consider the

unique needs of a refugee attempting to assimilate into a foreign job market. Refugee individuals
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may be plagued with trauma from their previous experiences (Lee & Szkudlarek, 2021). As a

result of these experiences, refugees are likely faced with a language barrier, lack of

understanding of the job market, or the skills necessary to compete in the job market of their new

organization. While one organization cannot feasibly support every need of every refugee, the

NPO HRM must consider the valuation of external stakeholders (Lee & Szkudlarek, 2021). By

partnering with external organizations, NPOs can provide cross-functional training, education,

and work simulation opportunities for refugees to support eventual career placement.

Suggested Training Activities

Internal training activities can be suggested by understanding the current and potential

gaps in HRM that hinder NPOs from adequately delivering services to refugees. These trainings

assume that the incoming HRM individual has a history of traditional corporate HR through

experience or academia. Training for this demographic of transitioning HR professionals must

focus on understanding the circumstances that produce refugees, the experience of transitioning

to a new region, understanding of how to collaborate with external stakeholders, the ability to

analyze and write policy to address organizational conditions overall, and a grasp of budgeting

and fundraising necessary to sustain NPOs.

Different regions will receive different refugees, and different NPOs will be able to offer

different things to these refugees. Therefore, NPOs should study and understand the man-made

and natural disasters affecting the incoming refugee populations. However, understanding these

circumstances, a pathway to healing and integration into the workforce can be based on the

existing challenges and abilities of the refugee people. In addition to understanding the refugee

life before the disaster, it is essential to understand their journey to a new region precisely. These
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journeys may be treacherous, and by understanding the complex trauma of refugees, better

resources can be created and provided to support their integration into the workforce.

External stakeholders refer to any NPO or traditional corporation that an NPO may

collaborate with to provide services for refugees. Due to the need for more awareness of these

topics, gaining buy-in from external stakeholders to support efforts to integrate refugees may

take time and effort. However, learning to sell the importance of CSR and relaying the value of

new human capital within the job market can increase the likelihood of gaining buy-in from

external stakeholders. In conjunction with training on CSR and human capital, NPO HRM

should seek to analyze and rewrite policies to ensure the sustainability of refugee-centered

initiatives. Therefore, training in policy writing and understanding existing policies' strengths

and weaknesses will be useful.

Finally, due to many sources pointing to funding and financial constraints as limitations

to the abilities of NPOs, understanding financial data and grant writing is vital. By understanding

financial motivations, the acquisition of donations, and the allocation of these resources, NPO

HRM can strategically source grants and other forms of funding. They may also convince

internal stakeholders of the importance of investing in improved HRM practices and increased

CSR.

Part 2: Criteria for Assessment and Hiring Flow

Criteria for Assessment (Rubric):

1. Understanding of Refugee Circumstances (15 points):

a. Demonstrates comprehensive knowledge of the factors contributing to refugee

situations.

b. Can articulate the challenges refugees face before, during, and after displacement.
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2. Trauma-Informed HR Practices (20 points):

a. Displays a nuanced understanding of complex trauma experienced by refugees.

b. Proposes strategies to implement trauma-informed practices in HRM.

3. Collaboration with External Stakeholders (15 points):

a. Shows competence in explaining the importance of CSR to external stakeholders.

b. Demonstrates the ability to build partnerships with traditional corporations for

refugee initiatives.

4. Policy Analysis and Writing (20 points):

a. Analyzes existing policies related to refugees, identifying strengths and

weaknesses.

b. Writes clear, effective policies addressing organizational conditions and refugee

integration.

5. Budgeting and Fundraising (15 points):

a. Needs to improve in understanding financial data and budgeting for NPOs.

b. Demonstrates the ability to strategize and secure grants to sustain

refugee-centered initiatives.

6. Legal Compliance in HRM (15 points):

a. Exhibits knowledge of legal requirements related to hiring, employment, and

refugee rights.

b. Proposes HR practices that adhere to relevant labor laws and regulations.

Hiring Flow:

1. Recruitment:
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a. Develop a comprehensive job description emphasizing the unique skills needed

for refugee-centered HRM.

b. Utilize diverse recruitment channels to attract candidates with a background in

traditional corporate HR and a demonstrated interest in refugee issues.

2. Selection Methods:

a. Conduct initial screening based on resumes, focusing on experience in traditional

corporate HR and any involvement in refugee-related initiatives.

b. Implement behavioral interviews to assess understanding of refugee

circumstances, trauma-informed practices, and collaboration skills.

Evaluation:

1. Use a skills assessment to evaluate the candidate's ability to analyze policies, budget, and

fundraising.

a. Incorporate a scenario-based exercise to assess the application of

trauma-informed HR practices in a simulated situation.

2. Legal Requirements:

a. Ensure that the interview and assessment process complies with labor laws and

regulations.

b. Conduct thorough reference checks to verify the candidate's legal and ethical

track record.

Completed Assessment/Test (Example Test):

Section 1: Multiple Choice

1. What is complex trauma, and how does it affect refugee populations?

a. A simple response to trauma requiring simple treatment

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b. Trauma experienced in a complex environment that requires lifelong treatment

and resources

c. Trauma resulting from natural disasters only requires community reconstruction

and therapy

d. None of the above

2. Why is collaboration with external stakeholders important for refugee-centered HRM?

a. It is not important

b. It enhances the organization's reputation

c. It ensures compliance with legal requirements

d. External stakeholders are required to help fulfill all refugee needs

Section 2: Scenario-Based Questions

Imagine you are tasked with writing a policy to address the challenges faced by refugees in the

workforce. Provide a brief outline of the key components you would include.

Section 3: Practical Application

Given a budget and a list of potential grant opportunities, outline a strategic plan for funding a

refugee-centered HRM initiative.

Validity and Reliability

Validity and reliability are essential in any assessment, ensuring the results accurately

reflect the skills and knowledge required for refugee-centered Human Resource Management

(HRM). When examining validity, two critical dimensions come into play.

Content validity necessitates that the assessment precisely measures the skills and

knowledge pertinent to refugee-centered HRM. Establishing content validity involves evaluation

to confirm that the content of the assessment aligns with the specific requirements of the role,
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covering aspects such as understanding refugee circumstances, trauma-informed practices,

collaboration skills, policy analysis, budgeting, and legal compliance. Construct validity requires

confirmation that the assessment effectively measures the intended constructs. In

refugee-centered HRM, this encompasses evaluating whether the assessment accurately gauges

understanding of refugee circumstances, proficiency in trauma-informed practices, collaboration

aptitude, policy analysis skills, budgeting capabilities, and adherence to legal compliance.

Test-retest reliability involves administering the test to a sample group and subsequently

readministering it after a designated period. This process helps assess the consistency of results

over time, ensuring that the assessment yields reliable outcomes across different testing

instances. Internal Consistency evaluates the internal consistency of the assessment items. It

ensures that the items within the assessment consistently measure the same construct, providing a

reliable measure of the candidate's abilities.

Conclusion

By integrating these elements into the hiring process, the organization can systematically

and effectively identify candidates possessing the requisite skills and understanding necessary for

successful refugee-centered HRM. This comprehensive approach to validity and reliability

ensures a robust assessment framework, enhancing the organization's ability to select and train

candidates who can contribute meaningfully to the challenges of refugee-centered HRM.

The current global geopolitical landscape has led to increased refugees, necessitating adequate

support from NPOs. HRM within NPOs plays a pivotal role in facilitating the successful

integration of refugees into new societies, particularly in the context of employment. This shift in

demand for NPO HRM requires a strategic approach to training for individuals transitioning

from traditional corporate HRM roles.

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A thorough understanding of the circumstances leading to refugee situations, the

complexities of their journey, collaboration with external stakeholders, policy analysis and

writing, budgeting, fundraising, and legal compliance is essential. The suggested training

activities aim to bridge the gaps in HRM that hinder NPOs from effectively delivering services to

refugees. The hiring flow, along with the proposed criteria for assessment, provides a structured

framework to identify and select candidates equipped with the necessary skills for

refugee-centered HRM. The validity and reliability considerations in the assessment process

ensure that the selected individuals can contribute meaningfully to the challenges posed by

refugee integration. Overall, these comprehensive measures are vital for enhancing the capacity

of NPOs to fulfill their crucial role as bridges between refugees and successful adaptation to new

environments.
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References

Brunt, C. (2023). Are we advancing a “people-first” culture? Nonprofit Human Resource

Management Education in the U.S. Journal of Nonprofit Education & Leadership, 13(3),

17–35. https://doi.org/10.18666/JNEL-11467

Kim, M. Y., & Torneo, A. (2021). The roles of strategic human resource management and

person–environment fit nonprofit public service motivation. Public Integrity, 23(1),

33–51. https://doi.org/10.1080/10999922.2020.1775059

Lee, E. S., & Szkudlarek, B. (2021). Refugee employment support: The HRM–CSR nexus and

stakeholder co‐dependency. Human Resource Management Journal, 31(4), 936–955.

https://doi.org/10.1111/1748-8583.12352

Peterson, M. F., Legg, E., & Ashcraft, R. (2021). Assessing undergraduate nonprofit

management curriculum: A mixed methods case study of a strategically selected

university program. Journal of Nonprofit Education & Leadership, 11(3), 94–117.

https://doi.org/10.18666/JNEL-2020-10085