Leading Across the Organization (executive summary)

Leading Across the Organization
Profile of the Professionals 2013 – Executive Summary

1 Profile of the Professionals 2013
The Profile of the Professionals 2013
looks at the job satisfaction, profes-
sional development, motivations, and
compensation of people working in
corporate citizenship roles. This year’s
findings reflect the progress and path-
ways of those professionals working to
advance corporate citizenship.
Based on a survey conducted in late 2012, this is the
Center for Corporate Citizenship’s fifth report focusing
on those working in corporate citizenship. This van-
guard has increasing levels of education and experience
and its members are expected to have a wide variety
of skills and broad networks. Professionals working in
corporate citizenship draw on their varied backgrounds
to operate cross-functionally inside their firms and with
a diverse range of external stakeholders.
Introduction
Key findings
Corporate citizenship is developing rapidly
• Over the past six years, there has been an increase
in the proportion of professionals with prior cor-
porate citizenship experience, as well as a higher
percentage with advanced degrees. Forty-four
percent hold advanced degrees vs. 38% in 2006.
Among vice presidents and above, 58% have ad-
vanced degrees compared to 53% in 2006.
• The majority of positions in corporate citizenship
are filled internally. This is true across all job levels
and more pronounced at higher levels.
At every level, professionals in corporate citizenship
highlight the importance of building relationships
• The majority spend at least some time on
communication and community/social
investment activities.
• Relationship building, ability to influence others,
and leadership skills are the skills most often
identified as necessary to succeed.
Professionals in corporate citizenship are highly
satisfied in their jobs – and are motivated by the
opportunity to make a difference in the world and
to business success
• Job satisfaction is high across the board, with 75%
or more satisfied with their salary, benefits, and
job security.
• Almost 90% would recommend pursuing a role in
corporate citizenship.
• More than 80% are satisfied with their company’s
corporate citizenship reputation.
• Professionals in corporate citizenship are motivated
by their chance to make a difference. The ability to
positively affect social and environmental issues is
identified by 73% as one of their top three reasons
for staying in their current positions.
• Among vice presidents, almost 50% identify “impact
on business” as one of their top reasons for staying
in their roles.
Lack of resources and opportunities for career
advancement are among the top challenges
• Asked to describe the greatest challenge in their
current positions, respondents most often cite
workload/lack of resources, the need to demon-
strate the value of corporate citizenship internally,
and a lack of a clear corporate citizenship strategy
within the company.
• They are least satisfied with career advancement
opportunities.
• Respondents report a scarcity of positions in cor-
porate citizenship and the need to gain experience
in other aspects of the business prior to moving
into these positions.

Of the 603 respondents, the majority
hold middle- or senior-level positions
within their companies. They work
in a wide range of departments, but
there is consistency on the most
common departments across the
2012, 2010, and 2006 surveys. The
majority are concentrated in com-
munity affairs/relations, corporate
communications, public relations and
public/government affairs, and
a dedicated corporate citizenship
(corporate social responsibility,
corporate responsibility) department.
In 2006, only 7% worked in a corporate citizenship
department. By 2012, it was 13%, almost a twofold
increase. While the percentage based in corporate
citizenship departments has grown, the percentage
based in public relations and public/government
affairs and community affairs/relations has declined
steadily, perhaps indicating a shifting of resources
from these two departments to new corporate
citizenship departments.
Roles in corporate citizenship
Source: Boston College Center for Corporate Citizenship, Proﬁle of the Professionals 2013 0% 5% 10% 15% 20% 25%
Community Affairs/
Community Relations
Corporate
Communications
Corporate Citizenship
Department (CSR, CR)
Public Relations and
Public/Government Affairs
Human Resources
Corporate Foundation
Marketing
Other
Environment, Health,
and Safety
Legal
Corporate Affairs
The departments where professionals in
corporate citizenship are based
Senior Director
Job title
21%
38%
11%
13%
3%
14%
Staff
Manager
Other
Director
VP and above
2012
2010
2006

More than half (57%) came to their current position from
inside the company. An internal move is more likely as
seniority increases
• 27% were promoted from within their departments.
• 72% of directors made internal moves to their jobs, the highest
percentage for any job title.
• When hired externally, it is most common to come from a nonprofit
or from a corporate citizenship role in another company.
Career paths to corporate citizenship
Total
VP and above
Senior director
Director
Manager
Staff
Route to current position
Promoted within my department
Transferred from another
department inside the company
Internal - Other
External hire
Other
0% 40%
10% 30%20% 50%
100%90%80%70%60%
Source: Boston College Center for Corporate Citizenship, Proﬁle of the Professionals 2013

Respondents report a scarcity of positions in corporate
citizenship and the need to gain experience in other
aspects of the business prior to moving into these
positions.
Those working in corporate citizenship have a wide variety of experience, but
almost 40% have worked in an area related to corporate communications. About
one third of respondents have backgrounds that include experience in education,
government and/or nonprofits
Career paths to corporate citizenship
0% 10% 20% 30% 40%
Corporate communications/
Marketing/Sales/PR
Education/Government/
Nonprofit
Consulting
Corporate citizenship
Management (for a specific
line of business)
Operations
Human resources
Public/Government affairs
Finance/Accounting/
Insurance
Other
Legal services
Engineering and
Technology
Administration
Professional background
2012
2010

Professionals in 2013 have more
advanced degrees (e.g., master’s,
MBA, doctorate) and more years of
experience in the field than those in
earlier surveys. Forty-four percent of
all respondents have attained ad-
vanced degrees in the most recent
survey.
• The percentage holding advanced degrees is
higher among those in more senior
positions – 58% of vice presidents and above
have a master’s degree or higher.
• A substantial percentage (15%) earned an MBA.
• The number with more than five years of
corporate citizenship experience increased
to 58% in the most recent survey.
Increased education and experience
0% 10%
20% 30%
40% 50%
Advanced Degree
Bachelor’s Degree
Associate’s Degree
High School
Diploma or GED
Other
Highest educational degree obtained
2012
2010
2006
60%
Professionals with more than 5 years
corporate citizenship experience
58%
52% 2010
2012

Professionals rate the ability to influence others, the ability
to build relationships, leadership skills, and the ability to
work in teams as most important to their success.
Consistent with the results for the total sample, the ability to influence others and
relationship-building skills are among the most essential skills across job titles.
Respondents across all job titles identify time management, negotiation, and
personnel management as less important than other skills.
Relationship-building skills
and leadership competencies
Percentage of respondents who ranked a particular skill among
their top 5 most important to succeed in their current position
Ability to influence others
Relationship building
Leadership skills
Ability to work in teams
Strategic planning (includes financial)
Written communication
Analytical skills
Public speaking/presenting
Time management
Negotiation
Personnel management skills
highest percentage
lowest percentage
Total
Staff
M
anagerDirector
Seniordirector
VP
and
above
Skills listed in order of the % ranked in
the top 5 by the total sample.

Almost 70% of professionals have
national or global responsibilities.
Despite the predominant national
or global scope of their corporate
citizenship responsibilities, less than
half manage teams of people.
Among managers, 55% do not have direct reports.
This finding reflects a practice where positions at the
manager level and above are expected to accomplish
their goals with matrixed structures. A lack of
resources, including staff, is among the most
challenging aspects of their positions.
Managerial responsibilities with limited staff
Global
Geographic scope of corporate
citizenship responsibilities
32%
29%
39%
Local/
Regional
National
0%
10%
20%
30%
40%
50%
How many people are you responsible
for managing?
Staff
M
anager
Director
SeniordirectorVP
and
above
60%
70%
80%
90%
100%
None
Fewer than 3 people
3 or more people

Half of the professionals spend 100% of their time on corporate citizenship activities. Almost all reported spending at least
some time on communication and community/social investment activities in a typical week.
Allocation of efforts
Portion of time spent on corporate
citizenship activities
50%
21%
29%
More than 0%
but less
than 50%
100%
50% to less
than 100% 0% 20% 40% 60% 80%
Communication
Community/Social investment
Strategy
General management
Environment
Governance
Other
Percentage of respondents who spend time
on an activity during a typical week
Activities by categories with subgroups
Communication
Community/
Social
investment
Strategy
General
management
Environment
Governance
Other
External communications
Internal communications
Reporting
Corporate philanthropy
(includes corporate
foundation)
Diversity
Volunteer programs
Strategy development
and/or implementation
Measurement
Stakeholder engagement
Department administration
General management
Staff supervision
Development of sustainable
products and/or services
Environment, health,
and safety
Supply chain management
Governance and ethics
Investor relations

Measuring the impact of initiatives and programs in a
way in which they can communicate results is a common
challenge faced by those working in corporate citizenship.
Less than 40%, however, spend any time on measure-
ment. More than half spend some percentage of their
time on reporting.
Senior directors and managers are the most likely to
spend time on measurement.
Time spent on reporting and measurement
0% 10% 20% 30% 40%
Reporting
Measurement
Time spent on reporting and measurement
in a typical week
50% 60% 70%
No time spent
25% or less
More than 25%
Senior director
Manager
Staff
VP and above
Director
Percentage of respondents who spend time on
measurement in a typical week
0% 20% 40% 60%10% 30% 50%
VP and above
Senior director
Director
Manager
Staff
70%

A wide majority (80% or higher) are satisfied with their
benefits, their company’s corporate citizenship reputa-
tion, and job security. In both the 2012 and 2010 surveys,
respondents were least satisfied with their opportunities
to advance their careers.
Overall satisfaction with job
Satisfaction with specific job components
Benefits
Our company’s corporate
citizenship reputation
Job security
Availability of flexible
work options
Salary
Feedback on performance
Corporate communication/
transparency
Work-life balance
Corporate culture
Team communication/
cohesiveness
Professional development
Workload
Opportunities to advance
my career
0% 20% 40% 60% 80%10% 30% 50% 70% 90%

Almost three-fourths of those surveyed indicate that the
ability to help positively affect social and/or environmental
issues is one of their top three reasons for staying, followed
by challenging/interesting projects.
Motivated by their mission
Percentage of respondents who cited a particular reason among their top 3 for staying in their current position
Ability to help positively affect social and/or environmental issues
Challenging/Interesting projects
Opportunities for growth/learning
Impact on business
Work environment
Flexible work arrangement
Salary
Job environment (difficult to find another position)
Job security
Other
highest percentage lowest percentage
Staff
M
anager
Director
Seniordirector
VP
and
above
Total
As job levels rise, respondents are more likely to identify
impact on business as a reason for staying in their current
positions.

Professionals who earn more than $100,000 reached a high
of 45% in 2012, compared with the earlier surveys.
In the 2006, 2010, and 2012 surveys, about half of the
respondents earn between $50,000 and $100,000.
Compensation
0%
10%
20%
30%
40%
50%
Annual base salary
Less
than
$50,000
$50,000
to
$99,999
$100,000
to
$149,999
$150,000
and
over
60%
2012
2010
2006

The gender gap
Women continue to trail men in their
representation in senior corporate
citizenship positions and in their
annual base salaries.
The median salary range for men is $100,000 to
$124,999 compared to $75,000 to $99,999 for women.
This discrepancy in salary may be attributed in part to
a greater proportion of male respondents holding more
senior positions. Among the 154 men, 40% have the
titles of senior director or vice president or above.
By comparison, of the 446 women, 22% are senior
directors, or hold vice president or above positions.
Job title by gender
Staff
Manager
Director
Senior director
VP and above
Other
0%
40%10%
30%20% 50%
100%
90%80%70%60%
Annual base salary by gender
Less than $50,000
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 and over
0%
40%10% 30%
20% 50%
100%90%
80%70%60%
Men: N=140
Women: N=417
Percentage of senior directors with an
annual base salary of at least $150,000
N=76
0% 20% 40%10% 30% 50%
Percentage of VPs and above with an
annual base salary of at least $200,000
N=71
0% 20% 40%10% 30% 50%
Men: N=140
Women: N=417

Major challenges of working in
corporate citizenship
By a wide margin, the most common
type of challenge is too much work
with not enough time to do it. A lack
of resources other than time is the
next challenge.
Perhaps more so than their colleagues in any other
business function, those working in corporate
citizenship face the challenge of demonstrating
internally the value of their work. After their need for
more time and resources, demonstrating value
internally is their next biggest challenge. Not far
behind is the challenge posed by the lack of a clear
corporate citizenship strategy in the company,
which may contribute to the challenge of
demonstrating value.
Most challenging aspect of current position
Too much work, not enough time
Lack of resources other than time
Demonstrating the value of corporate citizenship internally
Lack of a clear corporate citizenship strategy in company
Personal learning curve or work/life balance
Company culture does not support corporate citizenship
Working across departments/lines of business
Implementation of corporate citizenship programs
Other
Economic climate
External stakeholder relations
Taking corporate citizenship global
Engaging employees
Being in a new department or position
0% 20%10% 30%

Survey demographics
2012
2010
2006
Gender of respondents
0% 40%10% 30%
20% 50% 100%
90%
80%70%
60%
55 and over
Age of respondents
27%
28%
17%
35-44
45-54
28%
Under 35
Business to
consumer (B2C)
Business type
% of respondents
35%
15%
Business to
business (B2B)
50% Both B2B and
B2C
Company revenue for prior fiscal year
% of respondents
$25 billion and over
$20 billion to less
than $25 billion
$15 billion to less
than $20 billion
$10 billion to less
than $15 billion
$5 billion to less
than $10 billion
$1 billion to less
than $5 billion
Less than $1 billion
Not sure
0% 20%10% 30%
Manufacturing
Finance and Insurance
Professional, scientific, and
technical services, Real estate
rental and leasing, and
Holding companies
Utilities
Information
Health care and social assistance
Retail and Wholesale trade
Mining
Transportation and warehousing
Other services (including
public administration and
educational services)
Other
Arts, entertainment, and
recreation, and Accommodation
and food services
Agriculture, forestry, fishing and
hunting, Construction, and Waste
and facilities management
Industry
% of respondents
0%
20%
10%
30%
Note: Industries based on North American Industry Classification System (NAICS)

The Carroll School of Management Center for Corporate
Citizenship at Boston College is a membership-based
knowledge center. Founded in 1985, the Center has a
history of leadership in corporate citizenship research
and education. We engage 400 member companies and
more than 10,000 individuals annually to share knowl-
edge and expertise about the practice of corporate
citizenship through the Center’s executive education
programs, online community, regional programs, and
our annual conference. For more information, visit the
Center’s website at BCCorporateCitizenship.org.
About the Center for Corporate Citizenship
at Boston College
55 lee road • chestnut hill, ma 02467-3942 • t: 617–552–4545 • f: 617–552–8499 • e-mail: ccc@bc.edu • www.BCCorporateCitizenship.org
The 40-page Profile of the Professionals 2013 report
features profiles of corporate citizenship professionals
from Campbell Soup Company, Deckers Outdoor,
The Dow Chemical Company, Green Mountain Coffee
Roasters, Inc., Intel Corporation, Lubrizol Corporation,
Maritz, Microsoft Corporation, Mondelez International
(formerly Kraft Foods, Inc.), Old National Bank, Reebok,
Texas Instruments, and Toyota. To view the entire report
please visit the Center for Corporate Citizenship website
at http://www.bcccc.net/ProfileOfTheProfessionals.
Center for Corporate Citizenship members, please
contact Karen Hoff at karen.hoff@bc.edu, for a
customized view of the Profile of the Professionals
information related to your specific industry or other
business demographic.

Leading Across the Organization (executive summary)

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Leading Across the Organization (executive summary)