Insight into Corporate Social Responsibility

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PRofessionals Breakfast briefing - to book your place on the next briefing visit www.cipr.co.uk/professionals

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  • First of all, a quick point on what employee engagement doesn’t mean… Job satisfaction and happiness are not synonymous with employee engagement. (though they are important drivers of employee engagement.) A person can be happy at work or satisfied with their job and not actually do any meaningful work. Job satisfaction and happiness do not in themselves create high performance.  There are many definitions of employee engagement….for example The Best Companies to Work offers the following: ‘ Engagement can be defined as an employee’s drive to use all their ingenuity and resources for the benefit of the company.’ At an intuitive level, employee engagement is about how people behave at work. It refers to the extent to which people in an organisation know what they have to do, and willingly give of their discretionary effort to do that. It is the difference between people coming to work and doing an adequate job, and people coming to work and really giving of their best, displaying creativity and using their initiative.  And if people are performing at the top of their game, overall performance will be enhanced. So for us, looking at a very hypothetical ‘spectrum of engagement’ it can be distilled as enthusing and motivating your people to feel they want to do a great job because it really matters - really connecting people’s ‘day job’ with values and ideals that are meaningful
  • In that context it makes sense that a strong CR programme can and should be viewed as a vital part of any employee engagement strategy. And as we have already reviewed engaged employees are key to the sustainable success of business particularly in these difficult times. Which has led to our working hypothesis….
  • It’s worth restating that communication remains an important part of the mix – but engaging with employees is not the same as employee engagement. Real engagement is built on a balance of the rational and emotional drivers of commitment that we spoke about earlier. And the fostering of an environment in which employees feel Challenges: Encourage and recognize good ideas or effort through internal competitions Supported: Make it easier for employees to make choices that favour sustainability Recognized : Show awareness of, approval of, or appreciation for efforts to implement sustainability through informal accolades Part of a committed organisation : Have the organization and/or senior leadership team make a public commitment to sustainability Involved: Involved in the whole process – a great example of this comes from the now famous IBM Jams process where employees are involved in finding ways to make things better. Above all the Values jam that saw them rewrite the company’s entire values. And this level of engagement, is a precursor to the kind of motivation that has given rise to a new type of employee that Steve Jobs has termed the ‘intrapreneur’ Apple lives this kind of engagement, as does Google with their 80 / 20 scheme where employees are invited to pursue pet projects that can benefit either the company or society and the environment for a fifth of their time. Generated Gmaps, Gmail and Google News plus CR ideas such as Power Meter allowing people to measure their own energy use and RechargeIt performance data for electronic cars. So it’s an exciting space to be in, particularly at the moment, and my colleague Alison is going to talk about how we at Corporate Citizenship distil this thinking into the work we do with our clients.
  • This online revolution has openned up new ways of bringing people within an organisation together. And is already leading to innovative new approaches that sees businesses engaging with both employees and customer as part of one holistic project…. So a great example is Pepsi with their Refresh Everything crowdsourcing project gave consumers and employees alike the chance to pitch their ideas and The Asda greenroom allows customers to interact with colleagues and see what they are up to in an unprecedented way
  • Atomize your content and have something to say McDonalds
  • Rupali: In the future social media could play a role in driving performance through the provision of real-time data. Intel Guardian article
  • Insight into Corporate Social Responsibility

    1. 1. -from philanthropy to sustainability Insights into Corporate Social Responsibility Amanda Jordan Director and co-founder Corporate Citizenship
    2. 2. Three Waves of Responsible Business Practice Rationale Philanthropy Community Involvement/CSR Sustainability Policy and Focus Procedures Range of Help Approach Chairman’s Whim Ad Hoc One-Off Donations Social Impact Business Focussed Partnership approach Communication Little Communication Active Communication Engagement Evaluation Inputs Outputs Impacts
    3. 3. Insight 1 – sustainability the long term aim Co-operative Group (UK) (February 2011) Wal-Mart (February 2007) M&S (UK) (January 2007)
    4. 4. Unilever ( November 2010) A Case Study
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    11. 11. Sustainability Plans: a global trend Johnson Matthey InterfaceFLOR Reckitt Benckiser Kraft Phillips Campbell’s Sony Coca-Cola Heineken GE
    12. 12. A Plan has ( Steps to Sustainable Success - Corporate Citizenship March 2011) <ul><li>An understanding of the role that the business plays in addressing environmental and/or social impacts </li></ul><ul><li>A long term vision, looking ahead 10 – 15 years </li></ul><ul><li>Targets – what will count as success? </li></ul><ul><li>Stated means for reaching those targets </li></ul><ul><li>Communication – a narrative and reports on progress along the way </li></ul><ul><li>An identity or brand – that sets the plan apart from other corporate communications </li></ul><ul><li>Leadership – from the top </li></ul>
    13. 13. Insight 2 – engagement and new audiences <ul><li>Move from communication to engagement </li></ul><ul><li>Involving customers, suppliers as well as employees </li></ul><ul><li>Leveraging the brand </li></ul>
    14. 14. So what do we mean, when we talk about… Sitting up and paying attention Getting a tattoo of the company logo Doing a great job because it matters Not sneaking off at the slightest opportunity … Employee Engagement?
    15. 15. How does CR & Employee Engagement fit in the sustainable business mix? <ul><li>Our working hypothesis </li></ul><ul><li>Over half, 55%, employees consider CR “very important”, 86% “important” or above - this implies a high ranking of CR in terms of employee engagement </li></ul><ul><li>IPSOS Mori </li></ul>Employee Engagement Sustainable Business
    16. 16. Getting customers engaged
    17. 17. Remember… communication is not engagement <ul><li>True engagement requires involvement from the start and at every level of the business, in development and implementation, monitoring and evaluation of CR activities </li></ul>
    18. 18. Insight 3 - new means of engaging using online media… <ul><li>A new openness and transparency that allows customers and employees to share the same journey… </li></ul>
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    20. 20. Pepsi - a bold campaign
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    22. 22. Social media and CR communications <ul><li>Building transparency </li></ul><ul><li>Engaging employees </li></ul><ul><li>Engaging consumers </li></ul><ul><li>Sharing your vision </li></ul><ul><li>Driving performance </li></ul>
    23. 23. Further information <ul><li>Amanda Jordan OBE </li></ul><ul><li>Corporate Citizenship </li></ul><ul><li>5th Floor Holborn Gate </li></ul><ul><li>330 High Holborn </li></ul><ul><li>London WC1V 7QG </li></ul><ul><li>UK </li></ul><ul><li>020 7861 1616 </li></ul><ul><li>[email_address] </li></ul><ul><li>www.corporate-citizenship.com </li></ul>

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