This paper examines the interface between corporate social responsibility (CSR) and human resource management (HRM) within organisational settings. It draws on 29 interviews with senior CSR and HR professionals in 16 New Zealand organisations to explore the implications of CSR for HRM. Findings indicate that the pursuit of CSR can support HR strategy and practice because of functional complementarities and a common discourse around employee engagement and well-being. However, the relationship can also involve territorial silos and tensions that vary according to contextual factors such as the scope and stage of CSR development; its structural location within the organisation; and situational features such as size and sector which help shape the resourcing and priorities of the two functions. This study contributes to knowledge and practice by adopting a contingency approach to advance the argument that integrating CSR principles into HR strategy and practices can, under favourable circumstances, promote ‘socially responsible’ HRM.