Post on 16-Jan-2015
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JOHN CHRISTOPHER PH.D. AND
MICHELLE BERNHART
H R F L O R I D A C O N F E R E N C E & E X P O
A U G U S T 2 9 – S E P T E M B E R 1
Recruit, Engage, Retain Through
Social Responsibility
CSR - What & Why?
Focuses on the environmental and social „bottom line‟
Puts these on par with financial performance metrics
Promotes triple bottom line concept of success
Corporate Social Responsibility (CSR)
CSR - What & Why?
Employee-organization relationship is center stage
HR managers have a new process to build engagement
CSR is a strong driver of recruitment and retention
Value of Triple Bottom Line Definition of Success
CSR - What & Why?
CSR - Strong Driver of Attraction and Engagement
50% of consumers view employee treatment as central to CSR
64% of Millennials report employer CSR activities increase their loyalty
90% of employees would choose an employer perceived as more socially responsible
CSR - What & Why?
CSR - Strong Driver of Attraction and Engagement
Meta-analysis of 50 studies found CSR social components, including treatment of employees, significantly affected financial performance measures
CSR Measurement Program - Overview
Baseline Data Strategic Data
ID Current CSR Activities
Review existing publications, reports, and documentation
Interview CSR leaders & stakeholders
1) Confirm published report data
2) Gage employee participation rates
3) Explore benefits and value of CSR Activities
Perception Data
Assess Employee Attitudes
Surveys CSR program awareness, interest, and understanding
Reputation surveys to ID firm CSR strengths and weaknesses
Compare and contrast survey data against CSR activity to build programs reinforcing values and identity
Build CSR Info & Strategy
Link CSR data to engagement measures to enhance employee retention
Evaluate CSR program for ROI in recruitment and retention
Continue developing CSR knowledge - data
Identify executive level info needs via interview
Employee Awareness Instruments
Goal: Identify current CSR activities. Contrast employee awareness against interest
Purpose: Establish baseline information in organization
Rationale: A broad set CSR activities can exist in many different parts of the org
Disclosure Reviews: Content analysis of reporting, shareholder letters, and relevant documentation
CSR Awareness Surveys: Have you ever seen, read, or heard anything about … program?
CSR Interest Surveys: Would you like … programs to be offered at your company?
CSR Measurement Program - Tools
Employee Understanding
Instruments
Goal: Identify employee CSR comprehension, perceived benefits and info needs
Purpose: Assess benefits and value of CSR to employees and organization
Rationale: Provides evidence to build the case to employees and management
Activity Reviews: CSR leader interviews on program value and benefit
CSR Attitude Surveys:
How knowledgeable are employees on specific CSR programs?
What is employee understanding and beliefs for CSR in general?
Do employees believe CSR contributes to company success?
CSR Measurement Program
Employee Involvement
Instruments
Goal: Identify employee participation rates and commitment levels
Purpose: Compare and contrast employee perceptions against company CSR performance
Rationale: Identify improvement opportunities where gaps exist
Activity Reviews: Data mining on participation rates across CSR programs
CSR Commitment Surveys:What are employee levels of satisfaction and commitment to CSR programs?
CSR Reputation Surveys: What are employee and applicant views of company reputation on key CSR dimensions?
CSR Measurement Program
Organizational Knowledge
Instruments
Goal: Build decision making data sets for continued strategy development
Purpose: Link basic CSR data to broader business performance data
Rationale: Identify and develop strategic actions for improving attraction and engagement
CSR Impact Data: Link CSR understanding and involvement data to engagement and ROI measures
Knowledge Management Audit
Identify executive level information needs
Identify employee CSR training and organizational development opportunities
Support CSR and HR strategy development
CSR Measurement Program
Craig Kielburger, founder – Free the Children
Non-financial rewards (meaning, purpose)
Pay, benefits, advancement
A Shifting Recruiting, Retention Landscape
“They want good pay and good bosses, too, but
beyond that they want to find meaning
in what they do.”- Lancaster and Stillman
89.8% likely to leave job 14% to 25% less salary
A Shifting Landscape
Benefits of CSR Communications
CSR communications help recruit new employees and keep existing employees engaged.
Demonstrate the human side of the
organization
Raise awareness about important career-
building opportunities
Enhance engagement of
existing employees
Improve morale, strengthen teams
Increase trust in the organization
Support the organization‟s core
values
Improve morale, strengthen teams
Lower recruiting costs
What the organization is doing with CSR
Their own role in supporting CSR
Ways to become involved
Opportunities for leadership and growth through CSR activities, including but not limited to volunteering
Their role in communicating CSR
What Should Employees Know About CSR?
Key CSR Communication Goals
Knowledge
Ensure employees
understand how
and why CSR is
embedded in overall
strategies,
operations and
understand its
implementation in
the organization
Awareness
Foster culture of
personal
accountability for
CSR among all
employee groups
Involvement
Help employees understand their role in CSR and how to be involved
Understanding
Equip employees
with the
knowledge to
achieve CSR
objectives Help
employees
understand their
role in CSR and
how to be involved
Proprietary & Confidential
Traditional Emerging
Town halls
Newsletters
Intranet sites
Posters
E-mails
Career websites
Ethics, diversity training
CEO or CRO blog
Collaborative workspaces, portals
CSR or Green teams
Social networking
Twitter/Yammer
JustMeans.com
Types of Communication Vehicles
Goal Communication Practices
Foster culture of personal accountability for CSR among all employee groups
Publication/ announcement of CSR policy and approach
Intranet/internet site pages
Stories in newsletter
Mentions in annual report, town halls
Announcements from CEO, other internal CSR champions
Recruiting materials
Posters
Screen savers
Meetings, brown bags, presentations, net meetings
Inclusion in employee survey
Give-aways
Cultivating CSR Awareness
Goal Communication Practices
Equip employees with the understanding of CSR to help achieve objectives
More detailed webinars
Online training
More in-depth podcasts, videos, print materials
CSR community of practice
Identification/ visibility of internal sustainability leaders and champions
Summary of CSR feedback and actions taken from employee survey
Fostering Employee Understanding
Goals Communication Practices
Ensure employees understand how and why CSR is embedded in overall strategies, operations
Make sure they know the business case
Interviews, articles that outline business case for CSR and answer common employee questions: “What‟s in it for me? How do I get involved? Why are we doing this?”
Publication of and meetings about strategic plan (Intranet, print or PDF overview)
Interviews with CEO, “green team” office or facility leaders, others on Intranet
Sharing Organizational Knowledge
Goals Communication Practices
Help employees understand their role in CSR and how to be involved
Motivate them to contribute
Focus groups, surveys, opportunity to provide input to CSR strategies, organizational goals
Volunteer, philanthropy programs
Ample feedback opportunities
Facility/office “greening” and leadership roles
Facility/office CSR contests
Employee profiles in newsletter, online
Intranet-based employee blogs
CSR performance reporting from offices/facilities to central system
Social media presence (Facebook, Twitter, Just Means.com, etc.)
Encouraging Employee Involvement
The Most Important Communications Tool
Face-to-face communicationwith managers
Recruit, Engage, Retain with CSR
Summary: Four components to utilizing CSR to
recruit, engage, and retain employees
Assess CSR Awareness, Interest, Knowledge
Assess Current CSR Programs
Communicate with Organizational Values
Build a Highly Engaged Workforce
Suggestions for Further Reading
Bhattacharya, C.B., Sen, S., & Korschun, D. (2008) Using Corporate Social Responsibility to Win the War for Talent. MIT Sloan Management Review. 49(2).
Boston College Center for Corporate Citizenship, NetImpact, et al. (2008) Corporate Responsibility & Sustainability Communications: Who’s Listening? Who’s Leading? What Matters Most?
Colbert, B. A., & Kurucz, E. (2007) Three Conceptions of Triple Bottom Line Business Sustainability and the Role for HRM. HR. Human Resource Planning 30(1).
IBM Global Business Services (2009) Attaining Sustainable Growth through Corporate Social Responsibility
IBM Global Business Services (2008) The Enterprise of the Future: Global CEO Study
Nair, Chandran (2009) A new role for human resources. Ethical Corporation. www.ethicalcorp.com/content.asp?ContentID=6559&newsletter=24
Orliztsky, M., Schmidt, F.L., & Rynes, S.L. (2009) Corporate Social and Financial Performance: A Meta Analysis. Organization Studies 24(3).
Ragan Research (2009). Assessing Your Department’s Effectiveness in Communicating CSR.