leading across the organization (executive summary)
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Leading Across the OrganizationProfile 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 findingsCorporate citizenship is developing rapidly • Overthepastsixyears,therehasbeenanincrease
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.
• Themajorityofpositionsincorporatecitizenshipare 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 • Themajorityspendatleastsometimeon
communication and community/social investment activities.
• Relationshipbuilding,abilitytoinfluenceothers, 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 • Jobsatisfactionishighacrosstheboard,with75%
or more satisfied with their salary, benefits, and job security.
• Almost90%wouldrecommendpursuingaroleincorporate citizenship.
• Morethan80%aresatisfiedwiththeircompany’scorporate citizenship reputation.
• Professionalsincorporatecitizenshiparemotivatedby their chance to make a difference. The ability to positively affect social and environmental issues is identifiedby73%asoneoftheirtopthreereasonsfor staying in their current positions.
• Amongvicepresidents,almost50%identify“impacton 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• Askedtodescribethegreatestchallengeintheir
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.
• Theyareleastsatisfiedwithcareeradvancement opportunities.
• Respondentsreportascarcityofpositionsincor- porate citizenship and the need to gain experience in other aspects of the business prior to moving into these positions.
2 Profile of the Professionals 2013
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.
In2006,only7%workedinacorporatecitizenshipdepartment. By 2012, it was 13%, almost a twofold increase. While the percentage based in corporatecitizenship departments has grown, the percentagebased in public relations and public/governmentaffairs and community affairs/relations has declined steadily, perhaps indicating a shifting of resources from these two departments to new corporate citizenship departments.
Rolesincorporatecitizenship
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
201220102006
3 Profile of the Professionals 2013
Morethanhalf(57%)cametotheircurrentpositionfrominside the company. An internal move is more likely as seniority increases
• 27%werepromotedfromwithintheirdepartments.• 72%ofdirectorsmadeinternalmovestotheirjobs,thehighest
percentage for any job title.• Whenhiredexternally,itismostcommontocomefromanonprofit
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 departmentTransferred from another department inside the companyInternal - Other
External hireOther
0% 40%10% 30%20% 50% 100%90%80%70%60%
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
4 Profile of the Professionals 2013
Respondentsreportascarcityofpositionsincorporate 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
20122010
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
5 Profile of the Professionals 2013
Professionals in 2013 have more advanced degrees (e.g., master’s, MBA,doctorate)andmoreyearsofexperience in the field than those in earlier surveys. Forty-four percent of all respondents have attained ad-vanced degrees in the most recent survey.
• Thepercentageholdingadvanceddegreesishigher among those in more senior positions – 58% of vice presidents and above have a master’s degree or higher.
• Asubstantialpercentage(15%)earnedanMBA.• Thenumberwithmorethanfiveyearsof
corporate citizenship experience increased to 58% in the most recent survey.
Increased education and experience
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
0% 10% 20% 30% 40% 50%
Advanced Degree
Bachelor’s Degree
Associate’s Degree
High School Diploma or GED
Other
Highest educational degree obtained
201220102006
60%
Professionals with more than 5 yearscorporate citizenship experience
58%
52% 2010
2012
6 Profile of the Professionals 2013
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. Respondentsacrossalljobtitlesidentifytimemanagement,negotiation,and personnel management as less important than other skills.
Relationship-buildingskillsand leadership competencies
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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 percentagelowest percentage
Total
Staff
Manag
er
Directo
r
Senior
dire
ctor
VP and
abov
e
Skills listed in order of the % ranked in the top 5 by the total sample.
7 Profile of the Professionals 2013
Almost70%ofprofessionalshave 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.
Managerialresponsibilitieswithlimitedstaff
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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
Manag
er
Directo
r
Senior
dire
ctor
VP and
abov
e
60%
70%
80%
90%
100%
NoneFewer than 3 people3 or more people
8 Profile of the Professionals 2013
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
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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
9 Profile of the Professionals 2013
Measuringtheimpactofinitiativesandprogramsinaway 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.Morethanhalfspendsomepercentageoftheirtime on reporting.
Senior directors and managers are the most likely to spend time on measurement.
Time spent on reporting and measurement
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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 aboveSenior directorDirectorManagerStaff
70%
10 Profile of the Professionals 2013
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
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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%
11 Profile of the Professionals 2013
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.
Motivatedbytheirmission
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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
Manag
er
Directo
r
Senior
dire
ctor
VP and
abov
e
Total
As job levels rise, respondents are more likely to identify impact on business as a reason for staying in their current positions.
12 Profile of the Professionals 2013
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
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
0%
10%
20%
30%
40%
50%
Annual base salary
Less
than
$50,0
00
$50,0
00 to
$99,9
99
$100
,000 t
o
$149
,999
$150
,000
and
over
60%
201220102006
13 Profile of the Professionals 2013
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 $124,999comparedto$75,000to$99,999forwomen.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.
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
Job title by gender
Staff ManagerDirector
Senior directorVP and aboveOther
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=140Women: 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=140Women: N=417
14 Profile of the Professionals 2013
Majorchallengesofworkingin 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.
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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%
15 Profile of the Professionals 2013
Survey demographics
Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013
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)
TheCarrollSchoolofManagementCenterforCorporate Citizenship at Boston College is a membership-based knowledgecenter.Foundedin1985,theCenterhasahistory 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 •chestnuthill,ma02467-3942 • t:617–552–4545• f: 617–552–8499• e-mail: [email protected] • www.BCCorporateCitizenship.org
The 40-page Profile of the Professionals 2013 report features profiles of corporate citizenship professionals from Campbell Soup Company, Deckers Outdoor, TheDowChemicalCompany,GreenMountainCoffeeRoasters,Inc.,IntelCorporation,LubrizolCorporation,Maritz,MicrosoftCorporation,MondelezInternational(formerlyKraftFoods,Inc.),OldNationalBank,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 [email protected], for a customized view of the Profile of the Professionals information related to your specific industry or other business demographic.