What is HR's role in corporate social responsibility? The HR function should help formulate and achieve environmental and social goals when also balancing these objectives with traditional financial performance metrics. The HR function can serve as a partner in determining what is needed or what is possible in formulating corporate values.At the same time, HR should play a key role in ensuring that employees implement the strategy consistently. For example, encouraging employees, through training and compensation to find ways to reduce the use of environmentally damaging chemicals in the products, assisting employees in identifying ways to recycle products that can be used for play grounds for children who do not have access to healthy places to play designing a company's HRM system to reflect equity development avoid well-being, thus contributing to the long-tem health.How HR policies shape the workplace and how HR can improve employee well-being through better working conditions and more positive workplace a cultures. Top-management can encourage particularly supervisory support, also has been identified as key to employee environment actions. In addition, adopting HRM and communicating a pro-environmental image can have a positive reputational effect. This helps to staff, the company leading to lower recuitment and training costs and a better financial bottom line. In fact, in some cases, a pro-environmenal stance may be more important to potential employees. It can help a company address wider social problems that are affecting not only its external community, but also the company's financial bottom line. For example, The US postal service employees participate in more than 80 cross-functional teams across the US do drive energy reduction and resource conservation. These teams helped the postal service reduce energy, water, solid waste to landfills and petroleum fuel use as well as recycles more than 222000 tons of material. Thus, HR-related activities that can support, such as reponsible workplaces, human rights, safety practices, labor standards, peformance developments, diversity, employee compensation and more.3.2Human resource role in Hong Kong business environmentAndy, W.C. el.(2002) indicated that economic downturn which began in early 1998 had dramatic effects on Hong Kong's prosperity and increasing rates of Gross Domestic Product, especially during the 1990s and the early years of the 21st century. In late 2002s, Hong Kong's unemployment rate stood at 7 per cent and showed no immediate prospect of diminishing. This has huge implication for human resource professionals and especially for their training, as managers of the organization's most precious resource, its people. Moreover, downsizing and consequent increases in the rate of unemployment were logical consequences of this process.However, Hong Kong's strengths in finance, trade, services and tourism provided benefits from the effects of these recessionary forces. But, Hong Kong was faced with the poor of dealing with the human resource implications and other aspect of workforce reduction. Hence, it explains why HK organizations need to consider HRM functions as part of the acquisition, development, motivation and maintenance of human resources in order to bring direct relevance of the strategic decision-making on which profits and productivity depend.