Despite increasing focus on research and practice linking CSR and HRM (CSR-HRM), a comprehensive examination of the relationship between these two constructs is yet to be undertaken. Depictions of CSR-HRM in extant literature tend to fall into two broad categories: CSR enacted though HRM (HRM practices used to involve employees in the implementation of CSR); and HRM enacted through CSR (CSR practices used to attract, retain and motivate employees). However, CSR-HRM scholars rarely explicate how they understand the connection between CSR and HRM, and what assumptions they make when exploring it. As a result, CSR-HRM scholarship tends to be ad hoc and chaotic, with negligible theoretical or conceptual development of the CSR-HRM relationship. By means of a systematic review of past and current writings linking CSR and HRM, we expose the diversity of understandings of CSR-HRM and provide a conceptual map for navigating and planning further research.