Nowadays most companies are now being faced with the reality that Corporate Social Responsibility is more than merely a fad. Drawing upon CSR, HR and stakeholder related theories this research aims to substantiate empirically by exploring HR¡¦s contribution to responsible leadership within corporations with the endeavor to explore to what extent Taiwanese companies have integrated CSR practices in their Human Resource Management policies and practices. Relying on the quantitative analysis of 82 questionnaires and qualitative analysis of interviews with CSR and HR executives from 3 corporations in Taiwan, an analysis of whether HR supporting functions towards employee training and development (CSR and General), employee wellbeing, employee engagement and CSR communication to employees contributed to the success of CSR programs. Findings of this research uncovered that companies pay due attention to employee training and development, employee wellbeing as well as employee engagement. The study also helped explain the existence of implicit CSR practices in Taiwanese firms suggesting that an inside-out approach to CSR communication exists in Taiwanese firms; most firms do not engage in philanthropic activities but are more akin to ensuring that they maintain a high level of employee work-life balance. The thesis concludes that the HR has the potential to dig deeper into the company levels and structures and identifying underlying definitional issues that may prevent or facilitate the success of CSR programs.