The Lasting Impact Report surveyed the returned volunteers from nine companies who volunteered between 20 14 and 2017. The findings show that 91% of respondents were more engaged with their company’s CSR policy, 77% were better able to see how the company’s operations affected the poor and marginalised and 78% were better able to see how the sustainability policy and operations could be improved. Most importantly, 74% actively made recommendations for positive change in their company.
LICA426 Major Research Project - YI TING LIAO-0814逸亭 廖
This document provides an overview of a research project investigating the sustainability performance of advertising agencies in the UK. It begins with an introduction that defines key terms and outlines the research questions. The literature review defines advertising agencies and discusses their influence. It examines sustainable development and performance in agencies in the context of workflows, creations/productions, and client relationships. The methodology uses qualitative interviews with an association officer and 10 agency managers to explore perceptions and challenges regarding sustainability. The findings and discussion/recommendations chapters analyze the results. The conclusion discusses limitations and opportunities for future research.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
MSLGROUP Reputation Impact Indicator Study 2015 (China Edition)MSL
In the Age of Earned Trust, companies need a holistic approach to build a strong reputation that can facilitate success over time. The MSLGROUP Reputation Impact Indicator Study China edition highlights the China findings and provides insight into what drives the views held by the general public of some of the world’s best-known global corporate brands.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Apprenticeship survey report - reporting on the views of UK ApprenticesThe Pathway Group
The survey found that current industry apprentices received poor careers advice regarding apprenticeship options:
- Less than 9% found out about their apprenticeship through a teacher or careers advisor
- Only 6% learned about apprenticeships through careers fairs or the National Apprenticeship Service
- Over 50% relied on their own initiative to learn about apprenticeships through online research and family members
- Nearly 40% said the careers advice from their school/college was poor or very poor, and 7% received no advice
Additionally, most apprentices felt their school/college promoted higher education over other options like apprenticeships. However, apprentices have positively influenced perceptions among friends and family, with over 69
Pharma’s future has never looked more promising – or more ominous.
Major scientific, technological and socioeconomic changes will revive
the industry’s fortunes in another decade, but capitalising on these
trends will entail making crucial decisions first
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
Silverlink_SolvingCommChallenge_research_brief_FINALJeff Romano
This document discusses the common challenges health plans face in managing communications with members. It can be difficult to coordinate interactions across marketing, clinical, and customer experience teams due to competing priorities. The document also summarizes the results of a survey of healthcare executives which found that the top technology-related priorities to improve engagement include preferences management, multichannel coordination, analysis and scoring of members, and reducing overlap and intensity of communications. The document concludes by describing how Silverlink's EngageME software aims to address these challenges through a centralized member engagement platform.
Making the Shift: Healthcare's Transformation to Consumer-CentricityProphet
In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.
Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.
LICA426 Major Research Project - YI TING LIAO-0814逸亭 廖
This document provides an overview of a research project investigating the sustainability performance of advertising agencies in the UK. It begins with an introduction that defines key terms and outlines the research questions. The literature review defines advertising agencies and discusses their influence. It examines sustainable development and performance in agencies in the context of workflows, creations/productions, and client relationships. The methodology uses qualitative interviews with an association officer and 10 agency managers to explore perceptions and challenges regarding sustainability. The findings and discussion/recommendations chapters analyze the results. The conclusion discusses limitations and opportunities for future research.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
MSLGROUP Reputation Impact Indicator Study 2015 (China Edition)MSL
In the Age of Earned Trust, companies need a holistic approach to build a strong reputation that can facilitate success over time. The MSLGROUP Reputation Impact Indicator Study China edition highlights the China findings and provides insight into what drives the views held by the general public of some of the world’s best-known global corporate brands.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Apprenticeship survey report - reporting on the views of UK ApprenticesThe Pathway Group
The survey found that current industry apprentices received poor careers advice regarding apprenticeship options:
- Less than 9% found out about their apprenticeship through a teacher or careers advisor
- Only 6% learned about apprenticeships through careers fairs or the National Apprenticeship Service
- Over 50% relied on their own initiative to learn about apprenticeships through online research and family members
- Nearly 40% said the careers advice from their school/college was poor or very poor, and 7% received no advice
Additionally, most apprentices felt their school/college promoted higher education over other options like apprenticeships. However, apprentices have positively influenced perceptions among friends and family, with over 69
Pharma’s future has never looked more promising – or more ominous.
Major scientific, technological and socioeconomic changes will revive
the industry’s fortunes in another decade, but capitalising on these
trends will entail making crucial decisions first
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
Silverlink_SolvingCommChallenge_research_brief_FINALJeff Romano
This document discusses the common challenges health plans face in managing communications with members. It can be difficult to coordinate interactions across marketing, clinical, and customer experience teams due to competing priorities. The document also summarizes the results of a survey of healthcare executives which found that the top technology-related priorities to improve engagement include preferences management, multichannel coordination, analysis and scoring of members, and reducing overlap and intensity of communications. The document concludes by describing how Silverlink's EngageME software aims to address these challenges through a centralized member engagement platform.
Making the Shift: Healthcare's Transformation to Consumer-CentricityProphet
In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.
Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.
This document discusses companies' approaches to measuring their socio-economic impacts on local communities. It notes a shift from simply measuring impacts for external reporting to understanding impacts to better manage business operations. Companies measure impacts for reasons like communicating with stakeholders, building reputation, and securing licenses to operate. There are four main models of measuring impacts: supply chain management, external benchmarking against standards, managing impacts on surrounding "fence-line" communities, and contributions to the local economy. Large companies use different approaches depending on their industry and location of operations.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Promotional products are effective at increasing brand awareness and recall. A survey of 500 travelers found:
- 73% had received a promotional product in the past year, with most recalling the advertiser and message.
- Products are often kept because they are useful, and half of respondents use a product at least weekly.
- Receiving promotional products increases familiarity with the advertiser and likelihood of future business. The majority of respondents conducted business with an advertiser after receiving a promotional product from them.
Promotional products provide lasting brand impressions when they are useful and relevant to consumers' lives.
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
The document is an agenda for a meeting discussing various topics related to partnerships between pharmaceutical companies and the NHS.
The agenda includes:
- Welcome and introductions by the Vice-Chair of the PM Society
- A presentation on how to avoid divorce in NHS partnerships
- A presentation on whether drugs can help with executive sleepless nights
- A presentation on marketing, advertising, selling and the customer within NHS partnerships
- Time for speaker and audience debate and discussion
- A post-meeting survey summarizing the key discussion points
Vol 1 Stakeholder Engagement Practitioners PerspectivesMas Business
This document provides an overview and introduction to a two-volume manual on stakeholder engagement. Volume 1 shares perspectives from corporations, non-governmental organizations, international trade unions, and industry associations on why and how they engage with stakeholders. Volume 2 will provide practical guidance and tools for effective stakeholder engagement based on best practices. The manual was commissioned by UNEP to promote stakeholder engagement as a means of advancing sustainable development. It includes interviews with over three dozen practitioners representing diverse organizations.
The impact of Recruitment and Selection process on candidates' intention to a...Target Research
Negli ultimi decenni la competizione per attrarre e trattenere in azienda i talenti, la cosiddetta “War For Talent” (Michaels, Handfield-Jones & Axerold, 2001) è aumentata costantemente. Diventa quindi fondamentale per le aziende trovare le modalità di Recruitment più efficaci per raggiungere i migliori e portarli dalla loro parte.
The Secret to Turning Employees into Engaged Healthcare ConsumersScott Matthews
The document discusses best practices for engaging employees as healthcare consumers. It explores the "secret" to employee engagement, which involves effectively communicating with employees like consumers. It outlines the "4 P's of employee engagement": Product, Priority, Place, and Promotion. For each P, it provides self-evaluation questions and best practices to address common challenges in that area. The goal is to provide tools to diagnose an organization's focus areas and unlock the power of healthcare consumerism among employees.
This independent evaluation report summarizes the impact of the BIG Assist program, which provided support to local voluntary organizations through funding and expertise. It finds that the majority of organizations achieved their initial goals with the support, such as creating strategic plans. Over half saw changes within their organization like increased income or new services. While sustainability impacts were still emerging, most organizations felt better equipped to adapt to changing conditions. The report concludes that BIG Assist generally helped organizations adjust to new challenges by facilitating strategic reflection, though success depended on finding an effective support partner and an organization's openness to change.
This document discusses the top 5 challenges facing the healthcare industry in 2015. They are: 1) Reining in costs while improving care. Initiatives like ACOs, telehealth, and bundled payments face implementation challenges. 2) Keeping up with ongoing policy shifts as key provisions of the ACA remain unresolved and face legal challenges. 3) Health plans needing to capitalize on new opportunities in a consumer-centric market by improving customer service and updating legacy IT systems.
There are three crucial steps for building an effective top executive team:
1. Get the right people on the team and remove those who are not contributing or resisting collaboration. A new CEO removed two regional executives resisting change and improved customer satisfaction ratings.
2. Ensure the top team focuses only on work that requires collective effort, like setting cross-functional priorities. Rationalizing priorities allowed one team to boost employee satisfaction from 52% to 81% in a year.
3. Address team dynamics like a lack of trust or conflicting agendas. Diagnosing issues through surveys and having the CEO intervene to broker decisions can improve collaboration, strategy alignment, and financial outcomes. Regular check-ins with lower levels also helped embed changes
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
This 3-sentence summary provides the key highlights from the document:
The document reports on a study examining the growing importance of chartership and continuing professional development (CPD) in the public relations and marketing industries. It finds that while chartership is seen as less respected than roles like engineering or accounting, 40% of chartered practitioners believe the status has improved over the last 10 years. The study also shows that chartered marketers and PR professionals unanimously agree that demonstrating commitment to CPD is crucial for their own development and role.
The BIG Assist programme provided £6 million in funding to support infrastructure organizations (IOs) in the voluntary sector. Through an online marketplace, IOs could access vouchers to purchase support from approved suppliers on topics like strategy, sustainability, and organizational development. Over 700 IOs received diagnostic reviews, and 576 were awarded a total of £3.5 million in vouchers with an average value of £8,040.70. Suppliers delivered extensive support that was highly valued by IOs. The evaluation found evidence that BIG Assist helped IOs improve the support they provide, identify new funding, enable consortia bidding, and increase their capacity for change. Peer-to-peer opportunities like site visits were also beneficial
This document is a project report submitted by Rajpal Raju Saipogu to the University of Mumbai for their Master of Commerce program. The report analyzes the corporate social responsibility (CSR) efforts of Vodafone, a major mobile network operator. It includes sections on the objectives, methodology, scope, literature review, and concept of CSR. The report will evaluate Vodafone's CSR strategy and assess customer awareness of its CSR initiatives through a survey. The primary data is collected from 30 Vodafone customers in India through a questionnaire.
This document summarizes the first 5 years of impact of Bankers Without Borders, an organization that harnesses business skills to help social entrepreneurs combat poverty. Some key points:
- They have served 126 clients in 36 countries, with most projects in finance, marketing, HR and technology. Clients report high satisfaction rates and appreciate extra support and skills learning.
- Over 1,600 volunteers have donated over 126,000 hours valued at $6.88M. Volunteers gain satisfaction from helping others and expanding networks, while also building skills like relationship building.
- Partner companies benefit from improved employee engagement, motivation and understanding of other cultures through sponsored volunteering opportunities.
- Moving forward, they aim
This document discusses corporate social responsibility (CSR). It defines CSR as open and transparent business practices that consider employees, communities, and the environment, aiming to deliver sustainable value. The document notes that CSR has become an important marketing strategy and that consumers feel positively about socially responsible companies. It also discusses benefits of CSR like risk management, reputation, and innovation. The document outlines a study that surveyed consumers and employees to assess awareness and perceptions of CSR. It found that while people see CSR as important, consumers have limited knowledge of the concept but want companies to disclose their CSR activities.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
The Not for Profit Thought and Action Group, chaired by Martyn Dicker, has been exploring employee engagement in the sector for three years and have produced a not-for-profit sector employee engagement toolkit.
The toolkit shares the findings of research involving over 40 organisations exploring engagement beyond the mission of the organisation, along with best practice advice on the measurement of engagement in the sector.
It also includes a number of case studies on the approach to engagement presented through the lens of the four enablers of engagement as first proposed by David Macleod and Nita Clarke.
The document discusses corporate social responsibility (CSR) and provides examples of how some large Indian companies implement CSR initiatives. It explains that CSR can help businesses enhance their reputation, increase revenue, and mitigate risks. Examples are given of ITC Limited partnering with farmers, ICICI Bank working to help the poor access financial services, Infosys involvement in community programs, and Tata Consultancy Services' adult literacy program.
This document discusses companies' approaches to measuring their socio-economic impacts on local communities. It notes a shift from simply measuring impacts for external reporting to understanding impacts to better manage business operations. Companies measure impacts for reasons like communicating with stakeholders, building reputation, and securing licenses to operate. There are four main models of measuring impacts: supply chain management, external benchmarking against standards, managing impacts on surrounding "fence-line" communities, and contributions to the local economy. Large companies use different approaches depending on their industry and location of operations.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Promotional products are effective at increasing brand awareness and recall. A survey of 500 travelers found:
- 73% had received a promotional product in the past year, with most recalling the advertiser and message.
- Products are often kept because they are useful, and half of respondents use a product at least weekly.
- Receiving promotional products increases familiarity with the advertiser and likelihood of future business. The majority of respondents conducted business with an advertiser after receiving a promotional product from them.
Promotional products provide lasting brand impressions when they are useful and relevant to consumers' lives.
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
The document is an agenda for a meeting discussing various topics related to partnerships between pharmaceutical companies and the NHS.
The agenda includes:
- Welcome and introductions by the Vice-Chair of the PM Society
- A presentation on how to avoid divorce in NHS partnerships
- A presentation on whether drugs can help with executive sleepless nights
- A presentation on marketing, advertising, selling and the customer within NHS partnerships
- Time for speaker and audience debate and discussion
- A post-meeting survey summarizing the key discussion points
Vol 1 Stakeholder Engagement Practitioners PerspectivesMas Business
This document provides an overview and introduction to a two-volume manual on stakeholder engagement. Volume 1 shares perspectives from corporations, non-governmental organizations, international trade unions, and industry associations on why and how they engage with stakeholders. Volume 2 will provide practical guidance and tools for effective stakeholder engagement based on best practices. The manual was commissioned by UNEP to promote stakeholder engagement as a means of advancing sustainable development. It includes interviews with over three dozen practitioners representing diverse organizations.
The impact of Recruitment and Selection process on candidates' intention to a...Target Research
Negli ultimi decenni la competizione per attrarre e trattenere in azienda i talenti, la cosiddetta “War For Talent” (Michaels, Handfield-Jones & Axerold, 2001) è aumentata costantemente. Diventa quindi fondamentale per le aziende trovare le modalità di Recruitment più efficaci per raggiungere i migliori e portarli dalla loro parte.
The Secret to Turning Employees into Engaged Healthcare ConsumersScott Matthews
The document discusses best practices for engaging employees as healthcare consumers. It explores the "secret" to employee engagement, which involves effectively communicating with employees like consumers. It outlines the "4 P's of employee engagement": Product, Priority, Place, and Promotion. For each P, it provides self-evaluation questions and best practices to address common challenges in that area. The goal is to provide tools to diagnose an organization's focus areas and unlock the power of healthcare consumerism among employees.
This independent evaluation report summarizes the impact of the BIG Assist program, which provided support to local voluntary organizations through funding and expertise. It finds that the majority of organizations achieved their initial goals with the support, such as creating strategic plans. Over half saw changes within their organization like increased income or new services. While sustainability impacts were still emerging, most organizations felt better equipped to adapt to changing conditions. The report concludes that BIG Assist generally helped organizations adjust to new challenges by facilitating strategic reflection, though success depended on finding an effective support partner and an organization's openness to change.
This document discusses the top 5 challenges facing the healthcare industry in 2015. They are: 1) Reining in costs while improving care. Initiatives like ACOs, telehealth, and bundled payments face implementation challenges. 2) Keeping up with ongoing policy shifts as key provisions of the ACA remain unresolved and face legal challenges. 3) Health plans needing to capitalize on new opportunities in a consumer-centric market by improving customer service and updating legacy IT systems.
There are three crucial steps for building an effective top executive team:
1. Get the right people on the team and remove those who are not contributing or resisting collaboration. A new CEO removed two regional executives resisting change and improved customer satisfaction ratings.
2. Ensure the top team focuses only on work that requires collective effort, like setting cross-functional priorities. Rationalizing priorities allowed one team to boost employee satisfaction from 52% to 81% in a year.
3. Address team dynamics like a lack of trust or conflicting agendas. Diagnosing issues through surveys and having the CEO intervene to broker decisions can improve collaboration, strategy alignment, and financial outcomes. Regular check-ins with lower levels also helped embed changes
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
This 3-sentence summary provides the key highlights from the document:
The document reports on a study examining the growing importance of chartership and continuing professional development (CPD) in the public relations and marketing industries. It finds that while chartership is seen as less respected than roles like engineering or accounting, 40% of chartered practitioners believe the status has improved over the last 10 years. The study also shows that chartered marketers and PR professionals unanimously agree that demonstrating commitment to CPD is crucial for their own development and role.
The BIG Assist programme provided £6 million in funding to support infrastructure organizations (IOs) in the voluntary sector. Through an online marketplace, IOs could access vouchers to purchase support from approved suppliers on topics like strategy, sustainability, and organizational development. Over 700 IOs received diagnostic reviews, and 576 were awarded a total of £3.5 million in vouchers with an average value of £8,040.70. Suppliers delivered extensive support that was highly valued by IOs. The evaluation found evidence that BIG Assist helped IOs improve the support they provide, identify new funding, enable consortia bidding, and increase their capacity for change. Peer-to-peer opportunities like site visits were also beneficial
This document is a project report submitted by Rajpal Raju Saipogu to the University of Mumbai for their Master of Commerce program. The report analyzes the corporate social responsibility (CSR) efforts of Vodafone, a major mobile network operator. It includes sections on the objectives, methodology, scope, literature review, and concept of CSR. The report will evaluate Vodafone's CSR strategy and assess customer awareness of its CSR initiatives through a survey. The primary data is collected from 30 Vodafone customers in India through a questionnaire.
This document summarizes the first 5 years of impact of Bankers Without Borders, an organization that harnesses business skills to help social entrepreneurs combat poverty. Some key points:
- They have served 126 clients in 36 countries, with most projects in finance, marketing, HR and technology. Clients report high satisfaction rates and appreciate extra support and skills learning.
- Over 1,600 volunteers have donated over 126,000 hours valued at $6.88M. Volunteers gain satisfaction from helping others and expanding networks, while also building skills like relationship building.
- Partner companies benefit from improved employee engagement, motivation and understanding of other cultures through sponsored volunteering opportunities.
- Moving forward, they aim
This document discusses corporate social responsibility (CSR). It defines CSR as open and transparent business practices that consider employees, communities, and the environment, aiming to deliver sustainable value. The document notes that CSR has become an important marketing strategy and that consumers feel positively about socially responsible companies. It also discusses benefits of CSR like risk management, reputation, and innovation. The document outlines a study that surveyed consumers and employees to assess awareness and perceptions of CSR. It found that while people see CSR as important, consumers have limited knowledge of the concept but want companies to disclose their CSR activities.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
The Not for Profit Thought and Action Group, chaired by Martyn Dicker, has been exploring employee engagement in the sector for three years and have produced a not-for-profit sector employee engagement toolkit.
The toolkit shares the findings of research involving over 40 organisations exploring engagement beyond the mission of the organisation, along with best practice advice on the measurement of engagement in the sector.
It also includes a number of case studies on the approach to engagement presented through the lens of the four enablers of engagement as first proposed by David Macleod and Nita Clarke.
The document discusses corporate social responsibility (CSR) and provides examples of how some large Indian companies implement CSR initiatives. It explains that CSR can help businesses enhance their reputation, increase revenue, and mitigate risks. Examples are given of ITC Limited partnering with farmers, ICICI Bank working to help the poor access financial services, Infosys involvement in community programs, and Tata Consultancy Services' adult literacy program.
Outcomes through engagement: How the Public Sector Improves Citizen Outcomes ...Engage for Success
This paper provides much of this valuable content to help you all, whether as HR practitioners, leaders or managers, to help to build a more engaged and connected workforce across Public Sector. The impact and outcomes are clear, and the opportunity to showcase great work already being undertaken in so many areas of central and local government will help build the confidence in all of us to make a difference.
Conclusions de l'enquête Parties PrenantesYoumatter
The survey summarizes findings from Lundquist's 2014 CSR Online Awards Survey, which tracked trends in how experts and stakeholders engage with companies' CSR information online. Key findings include:
- LinkedIn and Facebook are the most popular social media channels for CSR discussions, with LinkedIn being the top choice. Videos and infographics are valued but must showcase material topics and multiple perspectives.
- Stakeholder engagement requires following up on feedback, transparency, and avoiding superficial interactions. Users want more personal engagement with CSR managers on social media.
- Respondents want concrete examples of strategies in action, case studies, and unbiased perspectives from a variety of sources on material topics. Self-promotional content is frustrating.
The document discusses several key findings from surveys of corporate executives about corporate social responsibility programs:
- Executives see making a positive social impact and demonstrating corporate values as the primary reasons for CSR programs, rather than customer loyalty or employee retention.
- Non-profit partners are seen as important to CSR success by providing expertise and infrastructure.
- Strong support from senior management and clear objectives are seen as important to successful CSR programs.
- While some CSR programs focus on single issues like the environment, many take a multi-issue approach across areas like education, health, and sustainability.
The document discusses issues with how employee engagement survey results are reported, specifically the practice of "percent positive" reporting. It highlights that this method can overstate engagement levels and mask less positive responses, denying employees a voice. It recommends instead reporting the average score for each question to ensure all employee voices are heard. The document offers tools and best practices for using survey results to accurately measure and improve engagement.
This document discusses the need for companies to move beyond traditional corporate social responsibility efforts and instead adopt an approach of integrated external engagement. It argues that CSR programs often fail because they are separate from business operations and do not incorporate stakeholder input. The document recommends that companies deeply integrate external stakeholders into their strategy and decision-making. It provides guidance on how to do this, including defining societal contributions, thoroughly understanding stakeholders, establishing formal engagement processes, training employees, and taking a radical approach to communication. Adopting an approach of integrated external engagement can help companies attract customers, motivate employees, and gain government support.
Today, consumers are increasingly demanding accountability from progressive businesses. In light of this, companies must place a greater emphasis on corporate social responsibility now than ever before. A good business is no longer defined solely by its financial success. With the internet allowing for greater transparency than ever before, a good business must also act in good, responsible ways for society.
The document discusses the increasingly important role of sustainability practitioners in organizations, especially as chief sustainability officers (CSOs). It argues that CSOs play a key role in communicating the business value of sustainability strategies to investors and stakeholders. However, many companies still do not have CSOs and sustainability practitioners do not always have influence or decision-making power equal to their responsibilities. The document calls for more companies to formally recognize the role of CSOs and empower them to steer sustainability efforts as part of the C-suite level of management.
This document discusses the concept of shared value, which involves corporate policies and practices that enhance competitiveness while also advancing social and economic conditions. It provides examples of companies implementing shared value strategies. The key points are:
- Shared value is defined as identifying business opportunities that meet societal needs or solve social problems in a way that also improves financial performance and competitiveness.
- Examples discussed include health care programs by Novartis and GE that expand access while reducing costs, and efforts by PepsiCo, Nestle, and Campbell's to address issues in their supply chains and product lines.
- Effective shared value strategies are integrated into core business, leverage a company's expertise, track performance metrics, and seek to
Impact enterprises in India : Challenges and Best PracticesManju Menon
This is report of a recent study conducted by me as a part of IDEX Global Fellowship and Accelerator Programme. The study focusses on challenges faced by Impact enterprises in India and some best practices to over come them. Nine impact enterprises and 4 Impact investor and incubators were interviewed for this study.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
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4. Lasting Impact Report4
3
https://www.kirkpatrickpartners.com/Our-Philosophy/The-Kirkpatrick-Model
4
https://www.taprootfoundation.org/sites/default/files/imce/Taproot-Business-Value-2016_CC.pdf
THE REPORT
Any form of experiential learning has four main stages
of impact: engagement, learning, behaviour change
and results.3
These can be divided by short term:
1. Engagement: Participants finding the content and
activities of the placement inspiring and motivating.
2. Learning: Participants gaining useful knowledge.
And long term impacts of learning:
3. Behaviour: The experience helps the participants
to work differently and, ideally, more effectively.
4. Results: Changes in behaviour have positive
business results.
This report will analyse the results of the Lasting
Impact Survey, across these four stages of experiential
learning.
1. Engagement
Companies are increasingly shaking off the notion
that a sustainability strategy is simply a form of
compliance. Instead, they are using it as a way of
engaging employees and customers with its values
and mission statement. However, there is often
a gulf between business sustainability activities,
and employee engagement with them. Therefore
employees feel distanced from their company’s
strategy and are not certain of their role within it.
ICV offers the opportunity to close that gap. By
directly engaging employees, particularly emerging
leaders and top talent, ICV empowers these staff
members to see first-hand the effects of the
company’s products, services and operations on
the poor and marginalised.
91% of respondents strongly agree
that their volunteering experience
increased awareness of their company’s
CSR/sustainability policy.
Not only do employees become more engaged
with their companies’ CSR/sustainability strategy
during their placement, the volunteering experience
motivates them to become more engaged on their
return to work.
“Volunteering was the tool we chose to give
our senior leaders the insight and first-
hand experience required to deliver our
sustainability strategy.”
Syngenta’s Head of Public Policy and Sustainability,
Juan Gonzalez-Valero
“It could change the way the volunteers
think and work as a banker, which could
indirectly impact performance. For me,
going back to basics has really given me
the opportunity to think more outside the
box and to think about more creative and
innovative solutions for clients (which is
increasingly becoming more requested by
our corporate clients).”
Quote from survey
“I definitely got a better understanding
of what my company is doing to support
poor people. I was inspired of the way my
company is doing this with a win-win for all
sides and I was happy to get involved.”
Quote from survey
7. Lasting Impact Report 7
3. Changes in business behaviours
A more significant challenge facing companies
investing in ICV, is turning engagement and learning
into behaviour change both for the employee and
the business as a whole. Inevitably, barriers exist
to employees who wish to make changes directly
after their return from placement – for example the
employee’s position within the organisation may hinder
influence or conflicting business drivers may stall
innovation. However, our survey suggests that many
employees are taking up the intrapreneurship mantle
and making recommendations for change anyway.
40%encouraged their company to
engage in or launch new initiatives to
benefit poor or marginalised groups.
74%of respondents strongly agree or
agree (Syngenta 89%, IBM 85%)
that the knowledge acquired helped them
to make recommendations for change.
“Syngenta so far as a company has mostly
focused on big farmers but I think that
smallholders are an area we need to
focus on. The people who are designing
the strategy for the business might not
understand the challenges of smallholders
so it is a fantastic learning opportunity
for them. I think there is tremendous
opportunity from a business perspective,
to find effective ways of increasing the
productivity of smallholders will get
smallholders more involved and efficient.
If we don’t do this then The Good Growth
Plan – which is the philosophy behind
the project – will not be realised. This
platform allows everyone to share ideas
and can certainly help us come up with
innovations.”
Hassan Sazzadul, Syngenta Bangladesh Director
“I returned to Accenture to a position in
corporate citizenship working in a role with
a similar goal to my VSO placement. I better
understood the audience and thought of
new perspectives thanks to the placement.”
Quote from survey
“The way I learned to work together in a
different culture and the value in that I
try to apply in my daily work and make a
change there where I can in my role.”
Quote from survey
“I think any time you are able to work with
those who are marginalised and understand
their perspective, it will always effect your
future decisions. Travel is the world’s
greatest social leveller.”
Quote from survey
Company Changes
A B C D E F G
Stats Graphics
A 3% launched new products or services for low
income consumers
B 8% launched new emerging market, HR, global
supply chains initiatives
C 15% launched internal initiatives to support
intrapreneurship, like an innovation fund or
working group
D 3% increased company financial support for
international development programmes
E 13% improved CSR performance
F 13% developed new cross sector partnerships
G 12% contributed to relevant policy level discussions
9. Lasting Impact Report 9
“With the knowledge me and others
acquired we started making a concrete
plan how we as a company can help
poor and marginalised people also in the
Netherlands. We are studying ways to do
this on a regular basis not only in projects
or in other countries.”
Quote from survey
“Seeing the impact of our products on the
people make you think more about how
you can service them better.”
Quote from survey
“Our company is about moving humans
forward and helping them to improve
and develop to get the best possible
opportunities in life with the right job, which
is about more than poor or marginalised
groups. I did join our diversity and inclusion
board that started since 2018. So it is about
awareness and adding value to people.”
Quote from survey
4. Business Results
It has only been in the last few years that companies
have begun to see the potential for corporate
volunteering to help them become a more
sustainable, purpose driven organisation, but some
have already experienced significant changes to their
business operations. One of the first was Accenture,
whose longstanding volunteer programme with
VSO led to the creation of Accenture Development
Partnerships: a not-for-loss, part of the Accenture
business, which has since grown to become a leader
in applying business and technology solutions for
development organisations around the world.
Through Growing Together – a five-year VSO and
Syngenta collaboration, aspiring to reach 100,000
farmers though a unique social franchise model –
the company has found ways to improve access
to a smallholder farmer market previously thought
unreachable. Moreover, the partnership was presented
at the UN Partnership Exchange in New York and the
UN Commission on World Food Security at the FAO
in Rome in 2017 for their work with VSO affecting the
livelihoods for smallholder farmers in Bangladesh. In
July 2018, it was featured at Business Fights Poverty
Summit, hosted at Oxford Said Business School on a
panel featuring Partnerships for Impact and Innovation.
“The growth of small businesses can help
build a community; increasing wealth and
opportunity for all… Citi has learned a lot
about the challenges small businesses face in
accessing finance, technology and markets. Citi
is proud to be working with VSO Knowledge
Exchange on such an innovative project.”
Rachel Barber, Citi, Head of Community Development
Europe Middle East and Africa
IBM have long used their Corporate Service Corps
programme, the largest of its kind with up to 350
employees a year working on team based assignments,
to better understand emerging markets and customer
segments.
As Roopa Wilson, Head of Diversity, IBM India states,
working on ICV projects with disability organisations in
India has brought significant business insight:
“Most of the time we are technology-oriented, there’s
a lot of things that we do to make our technology
smarter or better, but at the end of the day there is a
consumer base sitting out there and we don’t even
know what their requirements are. There is a wealth
of knowledge that organisations like VSO can bring in
by articulating some of the challenges so that we can
innovate our technologies.”
10. Lasting Impact Report10
CONCLUSION
As we have seen, international corporate volunteering
is an effective tool for companies who wish to engage
their staff with their mission, values and sustainability
strategy. Programmes, particularly those that closely
relate to the core business, are proven to cultivate
more engaged and motivated employees with
contextualised knowledge that can generate genuine
business innovation.
These innovations can also lead to opportunities to
engage with new potential customers and embrace
sustainable business fit for the 21st century. .
For companies that want to encourage a business
culture that encompasses its values and where
employees shape and drive forward its sustainability
strategies, the evidence suggests international
corporate volunteering can play a significant part in
making this a reality.
VSO continues to be a leader in connecting
businesses with issues affecting the poor and
marginalised, helping business professionals use their
skills to address these issues, whilst returning ready
to improve the company and its operations for more
sustainableglobal impact.
If you are interested in partnering with VSO
Knowledge Exchange to engage, train and develop
the leaders within your company, ready for the
challenges of the 21st century please contact:
vsoknowledgeexchange.org
knowledge.exchange@vsoint.org or call
+44 (0)20 8780 7500.
‘It‘s not just philanthropy;
it’s leadership development
and business development
and it helps build economic
development in the
emerging world.’
Stanley Litow, Vice President of Corporate
Citizenship and Corporate Affairs, IBM.
12. VSO
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Kingston upon Thames
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enquiry@vsoint.org
www.vsointernational.org
Voluntary Service Overseas is a company
limited by guarantee. Registered in England
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Registered Office 100 London Road,
Kingston upon Thames KT2 6QJ. Charity
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