Human resource management and corporate social responsibility: a case study of a vocational and education training (VET) programme in Indonesia

Purpose This paper aims to explore how one industry leader in Indonesia addressed its hiring and training problems while simultaneously contributing to society through an human resource management (HRM)-led corporate social responsibility (CSR) initiative involving a vocational education training (VET) intervention. Design/methodology/approach The VET case study, which is central to the paper, followed a four-stage action research design. Data were collected through series of consultations with the company’s top management, benchmarking companies, the vocational school, local community and government bodies. Findings The intervention reduced the company’s hiring and training problems and provided jobs for graduates which addressed local youth unemployment. This experience generated lessons on CSR strategic interventions which should be considered when HRM professionals are seeking to address simultaneously organisational and social objectives. Research limitations/implications The study is based on a single case in a local setting in one country. Practical implications The study offers insights to HRM practitioners who face similar problems relating to upskilling, local talent supply and employee recruitment. The proposed framework is likely to be relevant to HRM practitioners who play a lead role in their organisations’ CSR initiatives. Social implications The case provides a realistic example of how a company, through its HRM function, can play a meaningful role in addressing societal issues and strategic business objectives. Originality/value To the best of the authors’ knowledge, this is an original case study based on primary data, conducted as action research.