Christopher - Recruit, Engage, Retain through Social Responsibility

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<ul><li> 1. Recruit, Engage, Retain Through Social Responsibility JOHN CHRISTOPHER PH.D. AND MICHELLE BERNHART HR FLORIDA CONFERENCE &amp; EXPO AUGUST 29 SEPTEMBER 1 </li> <li> 2. CSR - What &amp; 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 </li> <li> 3. CSR - What &amp; 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 </li> <li> 4. CSR - What &amp; 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 </li> <li> 5. CSR - What &amp; 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 </li> <li> 6. CSR Measurement Program - Overview Baseline Data Perception Data Strategic Data ID Current CSR Activities Assess Employee Attitudes Build CSR Info &amp; 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 &amp; 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 </li> <li> 7. 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? </li> <li> 8. 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? </li> <li> 9. 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 </li> <li> 10. 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 </li> <li> 11. 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 </li> <li> 12. A Shifting Landscape 89.8% likely to leave job 14% to 25% less salary </li> <li> 13. 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 organizations core values Improve morale, Lower recruiting costs strengthen teams </li> <li> 14. 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 </li> <li> 15. 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 &amp; Confidential </li> <li> 16. 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 training </li> <li> 17. 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 </li> <li> 18. 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 </li> <li> 19. 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: Whats 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 </li> <li> 20. 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, etc.) </li> <li> 21. The Most Important Communications Tool Face-to-face communication with managers </li> <li> 22. 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 </li> <li> 23. Suggestions for Further Reading Bhattacharya, C.B., Sen, S., &amp; 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 &amp; Sustainability Communications: Whos Listening? Whos Leading? What Matters Most? Colbert, B. A., &amp; 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 Fu...</li></ul>