Much of the evidence shows that HR practices do indeed have bottom line value.

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Such HR practices keep a company from hiring, promoting and rewarding people who don't maintain the status quo.

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In our own research over the years we have consistently found IBM to be a leader in employee development, leadership, talent mobility, expertise management, and many other HR practices.

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Likewise, since the cost of consuming human capital is regularly transferred to taxpayers and individuals, perverse HR practices devalue both public and private goods, and deprive the national economy of consumers, market participants, and a steadfast citizenry.

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The life cycle of the whole unpleasant subject (already over a decade long) would be indefinitely extended as well, especially if Wal-Mart is compelled to publicly allocute as to its HR policies and practices.

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It also requires information systems that have the right metrics and analytics, and organization designs and practices that link HR managers to business units.

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High-performing companies empower (and expect) local HR managers and executives to adjust core practices based on local needs.

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Then last month, a much-awaited book arrived at my doorstep: CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices.

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