Companies with talent shortages have found that focusing on socially responsible behavior that respects human rights, serves as an attractive incentive in a crowded labor marketplace and can attract highly skilled and responsible employees. Capgemini in the Netherlands, for example, launched a market research tool to survey IT and management consultants on recruitment and retention factors. In exchange for participating in the survey, the company would fund a week of housing and schooling for poor children in India. The survey played the dual role if information gathering and recruiting as participants were asked if they wanted to “opt in” to learn more about opportunities at the company and to submit their resumes. The result was that the company raised 10,400 weeks of housing and education for children in Kolkata, over 2,000 respondents submitted resumes that fitted the profile for Capgemini, and 800 positions were eventually filled with top-quality candidates. So, in addition to the social needs of women in India being met, the HR recruitment needs of the company were met, with Capgemini receiving media attention and enhanced brand awareness as a socially responsible company. This is prime example of a way HR can directly get involved in promoting socially responsible behavior by integrating CSR directly in its recruiting practices.