Christopher - Recruit, Engage, Retain through Social Responsibility
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Christopher - Recruit, Engage, Retain through Social Responsibility

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Christopher - Recruit, Engage, Retain through Social Responsibility Christopher - Recruit, Engage, Retain through Social Responsibility Presentation Transcript

  • Recruit, Engage, Retain Through Social Responsibility JOHN CHRISTOPHER PH.D. AND MICHELLE BERNHART HR FLORIDA CONFERENCE & EXPO AUGUST 29 – SEPTEMBER 1
  • CSR - What & Why? Corporate Social Responsibility (CSR)  Focuses on the environmental and social „bottom line‟  Puts these on par with financial performance metrics  Promotes triple bottom line concept of success
  • CSR - What & Why? Value of Triple Bottom Line Definition of Success  Employee-organization relationship is center stage  HR managers have a new process to build engagement  CSR is a strong driver of recruitment and retention
  • 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 Perception Data Strategic Data ID Current CSR Activities Assess Employee Attitudes Build CSR Info & Strategy  Review existing  Surveys CSR program  Link CSR data to publications, reports, awareness, interest, engagement measures and documentation and understanding to enhance employee  Interview CSR leaders  Reputation surveys to retention & stakeholders ID firm CSR strengths  Evaluate CSR program 1) Confirm published and weaknesses for ROI in recruitment report data  Compare and contrast and retention 2) Gage employee survey data against  Continue developing participation rates CSR activity to build CSR knowledge - data 3) Explore benefits and programs reinforcing  Identify executive level value of CSR Activities values and identity info needs via interview
  • CSR Measurement Program - Tools Employee Awareness Instruments  Goal: Identify current CSR  Disclosure Reviews: Content activities. Contrast employee analysis of reporting, awareness against interest shareholder letters, and relevant documentation  Purpose: Establish baseline  CSR Awareness Surveys: Have information in organization you ever seen, read, or heard anything about … program?  CSR Interest Surveys: Would  Rationale: A broad set CSR activities can exist in many you like … programs to be different parts of the org offered at your company?
  • CSR Measurement Program Employee Instruments Understanding  Goal: Identify employee CSR  Activity Reviews: CSR leader comprehension, perceived interviews on program value benefits and info needs and benefit  CSR Attitude Surveys:  Purpose: Assess benefits and  How knowledgeable are value of CSR to employees employees on specific CSR and organization programs?  What is employee understanding and beliefs for  Rationale: Provides evidence CSR in general? to build the case to employees  Do employees believe CSR and management contributes to company success?
  • CSR Measurement Program Employee Instruments Involvement  Goal: Identify employee  Activity Reviews: Data mining participation rates and on participation rates across commitment levels CSR programs  CSR Commitment Surveys:  Purpose: Compare and What are employee levels of contrast employee satisfaction and commitment to perceptions against company CSR programs? CSR performance  CSR Reputation Surveys: What are employee and applicant  Rationale: Identify views of company reputation on improvement opportunities key CSR dimensions? where gaps exist
  • CSR Measurement Program Organizational Instruments Knowledge  Goal: Build decision making  CSR Impact Data: Link CSR data sets for continued understanding and strategy development involvement data to engagement and ROI measures  Purpose: Link basic CSR data  Knowledge Management Audit to broader business  Identify executive level performance data information needs  Identify employee CSR training and organizational development  Rationale: Identify and opportunities develop strategic actions for  Support CSR and HR strategy improving attraction and development engagement
  • A Shifting Recruiting, Retention Landscape Non-financial Pay, benefits, rewards (meaning, advancement purpose) “They want good pay and good bosses, too, but beyond that they want to find meaning in what they do.” - Lancaster and Stillman Craig Kielburger, founder – Free the Children
  • A Shifting Landscape 89.8% likely to leave job 14% to 25% less salary
  • Benefits of CSR Communications CSR communications help recruit new employees and keep existing employees engaged. Demonstrate the Raise awareness about Enhance human side of the important career- engagement of organization building opportunities existing employees Improve morale, Increase trust in the Support the strengthen teams organization organization‟s core values Improve morale, Lower recruiting costs strengthen teams
  • What Should Employees Know About CSR?  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
  • Key CSR Communication Goals Awareness Understanding Knowledge Involvement Foster culture of Equip employees Ensure employees Help employees personal with the understand how understand their accountability for knowledge to and why CSR is role in CSR and CSR among all achieve CSR embedded in overall how to be employee groups objectives Help strategies, involved employees operations and understand their understand its role in CSR and implementation in how to be involved the organization Proprietary & Confidential
  • Types of Communication Vehicles Traditional Emerging  Town halls  CEO or CRO blog  Newsletters  Collaborative  Intranet sites workspaces, portals  Posters  CSR or Green teams  E-mails  Social networking  Twitter/Yammer  Career websites  Facebook  Ethics, diversity  JustMeans.com training
  • Cultivating CSR Awareness Goal Communication Practices  Publication/ announcement of CSR  Foster culture of policy and approach Intranet/internet site pages personal   Stories in newsletter accountability for  Mentions in annual report, town halls CSR among all  Announcements from CEO, other internal CSR champions employee groups  Recruiting materials  Posters  Screen savers  Meetings, brown bags, presentations, net meetings  Inclusion in employee survey  Give-aways
  • Fostering Employee Understanding Goal Communication Practices  More detailed webinars  Equip employees  Online training with the  More in-depth podcasts, videos, understanding of print materials CSR to help achieve  CSR community of practice  Identification/ visibility of objectives internal sustainability leaders and champions  Summary of CSR feedback and actions taken from employee survey
  • Sharing Organizational Knowledge Goals Communication Practices  Interviews, articles that outline  Ensure employees business case for CSR and understand how answer common employee and why CSR is questions: “What‟s in it for me? How do I get involved? Why are embedded in overall we doing this?” strategies,  Publication of and meetings operations about strategic plan (Intranet, print or PDF overview)  Make sure they  Interviews with CEO, “green know the business team” office or facility leaders, others on Intranet case
  • Encouraging Employee Involvement Goals Communication Practices  Focus groups, surveys, opportunity to  Help employees provide input to CSR strategies, organizational goals understand their  Volunteer, philanthropy programs role in CSR and how  Ample feedback opportunities Facility/office “greening” and to be involved  leadership roles Facility/office CSR contests  Motivate them to   Employee profiles in newsletter, online contribute  Intranet-based employee blogs  CSR performance reporting from offices/facilities to central system  Social media presence (Facebook, Twitter, Just Means.com, etc.)
  • The Most Important Communications Tool Face-to-face communication with managers
  • Recruit, Engage, Retain with CSR Summary: Four components to utilizing CSR to recruit, engage, and retain employees Assess Current CSR Programs Assess CSR Awareness, Communicate with Interest, Knowledge 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.