By Ken Moore

Corporate Social Responsibility – or CSR – is a business strategy with a growing currency in the US and around the world. CSR argues that organizations have a responsibility to multiple stakeholders in the conduct of their business, and not just to the shareholders. It is about businesses assuming responsibilities that go well beyond the scope of simple commercial relationships.

The World Business Council for Sustainable Development defines CSR as “the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large”.

A growing number of research projects and surveys reveal strong linkages between an organization’s CSR activities and improvements in a company’s traditional performance drivers, such as competitiveness, market positioning, investor relations, recruiting and risk management. There are now scores of investment funds available to people who wish to invest in companies or producers that are socially and environmentally responsible.

Although this definition may be at odds with certain financial expectations of maximizing shareholder value, American companies are becoming much more aware of their responsibilities to the communities and markets in which they operate. And they are vigorously, but not universally, embracing these objectives.

Indeed, corporate annual reports are indicating significant citizenship activities that add value to their stakeholders. PepsiCo, for example, clearly articulates its responsibilities regarding the environment and community affairs. It has established measurement indexes for human, environmental, and talent sustainability that impacts executive decision making. Kellogg’s donates over 20 million dollars of their products each year to fight world hunger. In 2005, Ben & Jerry’s opened a store in Austin, Texas for a community organization that helps at-risk youth and families. The store provides job opportunities for the community’s clients and all profits from the store go directly to the organization. Ben & Jerry’s does not collect a franchise fee.

Regionally, Maine, New Hampshire and Vermont have established state-wide organizations that provide resources, share best practices, and discuss public policy issues related to CSR practices. The Maine Businesses for Social Responsibility (www.mebsr.org) is an organization made up of diverse businesses who believe, in theory and in practice, that companies can be a powerful force for positive change in their communities in which they conduct their operations. Their mission statement is quite clear: “Successful management of the dual bottom line of profitability and social responsibility will be the goal of every business in the state.”

CSR can be defined by many variables. Yet more and more stakeholders are requesting and demanding that companies in their communities and portfolios focus as much attention to their CSR as they do to their financials.

Human Resources shares the lead in advancing and articulating the company’s approach to CSR. In the quest for top notch employees, recruiters at colleges are routinely being asked about their company’s commitment to and examples of CSR. Generation X’ers and Generation Y’ers are aggressive in their desire to work for companies that are socially responsive in addition to their financial and business acumen.

Corporate Social Responsibility will not solve all of society’s ills, but it will go along way to making the world a better place. In corporate terms, CSR makes good business sense. It gives everyone a reason to smile. It is what the future of business is all about.

Here are some suggestions for Human Resources leaders on how to promote corporate social responsibility within their organizations:

1. Define corporate social responsibility for your company or industry.

What works for a bank or furniture manufacturer may be significantly different from a bottling company or a grocery store chain.

2. Conduct extensive and continual research on the concepts of Corporate Social Responsibility.

The World Business Council for Sustainable Development, mentioned above, and the Global Reporting Initiative (www.globalreporting.org) are two excellent research sources.

3. Establish metrics for measuring the impact of the company’s CSR practices.

For example, what percentage of after tax dollars is used to support these activities? How does it compare to other comparable companies? How many labor hours per month or per year are set aside for CSR activities? Quantitative metrics are easier to defend and promote than qualitative metrics.

4. Involve employees in defining and advancing CSR.

Form ad-hoc groups to decide how best to be appropriately socially responsible with the resources available. Give them the authority and responsibility to figure out a way to make it happen. They will do it far faster than some corporate committee.

5. Keep track of all measurable costs.

As much as the company wants to be socially responsible, it also has an obligation to be fiscally accountable to other shareholders;

6. Communicate to everyone – sometimes subtly, sometimes loudly.

Publicize your activities internally to all employees and externally to all other stakeholders as appropriate. Invite civic, religious, and corporate leaders in to show what you are doing and encourage them to join you in their efforts.

7. Establish positive and pro-active relationships with other socially responsible companies.

There is power in numbers and they are always a great source of ideas that might work for your organization.

Copyright 2007
Ken Moore is an organizational development consultant in Albany, NY. He is an adjunct professor of strategic management at SUNY-Albany and the Union Graduate College in Schenectady, NY. He is a 1971 graduate of Nasson College in Springvale, ME.

http://www.employmenttimesonline.com/employers/article.php?ID=74

By Leanne Hoagland-Smith

With today’s environment of 24/7 technology, less people doing more work, the demand for almost what appear to be instantaneous decisions, demonstrating daily high work ethics is a challenge for every business owner to employee. The question is how do you demonstrate your daily work ethics? These 7 steps should assist you to strengthen your own work ethics and provide greater self-satisfaction.

1. Assess your beliefs This step is really several combined into one if you don’t have a purpose in life, values and vision statements. Define your beliefs as you carry out your purpose, vision and values. Are those beliefs consistent and in alignment with those statements?

2. Look to your goals Do you have written goals that you continually striving to achieve? Without goals, why would we work less alone be concerned about our work quality?

3. Ask for feedback Seeking feedback from mentors, peers as well as bosses helps us to know if we are on target. Sometimes due to our filters of experience what we see is not what others see.

4. Hone your skills Becoming the best at what you do is a good thing. Seeking continuous improvement will demonstrate that you are truly committed to a delivering a high level of work ethics.

5. Determine your standards What are the work standards that define your work ethics? Do you go along with others and settle for mediocrity or are you comfortable striving for more because you know you can do it.

6. Model your beliefs through your behaviors Are you daily behaviors demonstrating a high level of work ethics? If no one is looking, do you act the same way or do you change because it’s okay since no one is looking and can report my behaviors.

7. Reflect each and every day Before you fall asleep or head off for work, take a few minutes for reflection of today’s actions or what may be facing you during the next 8 hours. Ask yourself: Can I be better? If so, How? If not, Why?

If you truly want to stand out in the crowd and demonstrate your work ethics, then begin to realize that work ethics are yours to control. Worrying about others is usually out of your control. If you continually demonstrate a high level of work ethics, you know that you did the best that you could do and will sleep well tonight and every future night. Let others worry about those who chose not to engage in a high degree of work ethics. For it is to be, it is truly up to me.

Leanne Hoagland-Smith coaches small businesses to large organizations and high school students to entrepreneurs to double performance by closing the gap between today’s outcomes and tomorrow’s goals. Please feel free to contact Leanne at 219.759.5601 or visit http://www.processspecialist.com/ and explore how she can help you from the free articles to the improvement tips.
One quick question, if you could secure one new client or breakthrough that one roadblock, what would that mean to you? Then, take a risk and give a call at 219.759.5601 to experience incredible business.