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This quasi-experimental empirical study analyzes the causal relationship between a potential employer’s corporate social responsibility (CSR) and its level of organizational attractiveness to external candidates while examining the mediating effect of anticipated affective commitment. Data were collected from business students enrolled in two Canadian universities. The results indicate that CSR has a direct and significant effect on organizational attractiveness. Participants exposed to a potential employer for whom the CSR culture is important reported a significantly higher level of attraction than participants exposed to a potential employer for whom the CSR culture is less important. The results also show that participants exposed to a potential employer for whom the CSR culture is important report a significantly higher level of anticipated affective commitment than participants exposed to a potential employer for whom the CSR culture is less important, and in turn, this anticipated commitment is positively associated with the candidate’s level of attraction. The results indicate that CSR has a significant indirect effect on organizational attractiveness through anticipated affective commitment. However, this mediating effect is partial. In the end, the results suggest that CSR can constitute a value-added organizational attribute. Firms would benefit from publicizing CSR to potential candidates. Increasing the level of anticipated affective commitment before hiring can lead to better socialization and, as a result, a decline in early voluntary turnover. Located at the crossroads of organizational psychology and human resource management, this original study contributes to the advancement of CSR knowledge related to the attitudes and behaviors of potential candidates.