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 co‐dependent, rather than just a collaborative, relationship can underpin the effective execution of HRM practices with CSR goals.