En­gag­ing your em­ploy­ees

The Star Malaysia - Star2 - - Csr -

. em­ploy­ees from var­i­ous de­part­ments to join CSR ini­tia­tives be­cause these al­low them to grow both pro­fes­sion­ally and in­di­vid­u­ally. Af­ter all, com­pa­nies are striv­ing to de­velop hu­man cap­i­tal, not work­horses.

Mil­len­ni­als, born be­tween 1980 and 2000, will even­tu­ally re­shape the work­force by mak­ing up to 50% of it by 2020, ac­cord­ing to Price­wa­ter­house­C­oop­ers In­ter­na­tional Lim­ited in a 2011 re­port.

As more and more young adults en­ter the work­force and the num­ber of skilled, trained and ed­u­cated in­di­vid­u­als in the labour force in­creases, CSR is a great plat­form for train­ing em­ploy­ees.

A new generation

Al­though mil­len­ni­als and their be­hav­iour to­wards work and com­mit­ment have been a heated topic among many quar­ters, it is . It is cru­cial for com­pa­nies to find a way to in­cor­po­rate em­ployee in­volve­ment in CSR projects. There are 10 steps to struc­ture a CSR frame­work that in­te­grates em­ploy­ees.

Es­tab­lish­ing a pur­pose – Be­fore an em­ployer or the com­pany be­gins a CSR jour­ney, it is great to es­tab­lish a pur­pose for the ini­tia­tive.

De­velop a vi­sion, mis­sion, val­ues, goals and strat­egy for the CSR. In­volve em­ploy­ees or even cus­tomers and com­mu­nity lead­ers in the de­vel­op­ment. Codes of con­duct – In­clude the CSR val­ues, pur­pose and ini­tia­tive in the em­ployee code of con­duct. t

Em­ployee man­age­ment and re­cruit­ment – CSR is a great way to em­power em­ploy­ees and in­spire fu­ture em­ploy­ees. Eval­u­ate the skill sets that the com­pany would like to in­cul­cate in the work­force by iden­ti­fy­ing com­pe­ten­cies and gaps.

Build the re­la­tion­ship be­tween em­ployer brand and the em­ployee value propo­si­tion. In ad­di­tion, at­tract new tal­ents through re­cruit­ment pro­grammes.

Train­ing and de­vel­op­ment – It is im­por­tant to in­clude CSR val­ues and fo­cus dur­ing the ori­en­ta­tion and pro­ba­tion­ary re­view process.

For ex­ist­ing em­ploy­ees, pro­vide gen­eral and job-spe­cific CSR train­ing that will ben­e­fit them in paving a long-last­ing ca­reer in the com­pany. 13- to 25-year-olds

Key per­for­mance in­di­ca­tors and re­wards – In­cor­po­rate your com­pany’s CSR ini­tia­tive in your em­ploy­ees’ key per­for­mance in­di­ca­tor and re­ward sys­tem.

In­clude ad­di­tional fea­tures of CSR in your em­ploy­ees’ an­nual per­for­mance re­view and exit in­ter­views. that 62% of . draws po­ten­tial tal­ents to the com­pany.

To­day, many po­ten­tial em­ploy­ees con­stantly look to com­pa­nies that fo­cus be­yond profit-gain­ing busi­nesses and give back to the com­mu­nity or cre­ate a sys­tem of sus­tain­able prac­tices.

Es­pe­cially in the age of con­nec­tiv­ity, com­pa­nies can build a good rep­u­ta­tion and lever­age on it by max­imis­ing ex­po­sure of their CSR ini­tia­tives through so­cial me­dia plat­forms.

A re­search pa­per pub­lished in the Jour­nal of Mar­ket­ing in 2014 re­vealed that there is a sig­nif­i­cant ben­e­fit and im­proved job per­for­mance tied to the prac­tice of CSR, es­pe­cially among em­ploy­ees who are in di­rect con­tact with con­sumers such as cus­tomer ser­vice rep­re­sen­ta­tives, ac­count ser­vicers and sales­peo­ple.

Cus­tomers tend to be drawn to –Re­align and mod­ify the com­pany’s work cul­ture to match the CSR vi­sion, mis­sion and val­ues.

Get­ting every­one in­volved – Avoid seg­ment­ing a spe­cific group of em­ploy­ees for the CSR ini­tia­tive. Help every­one fos­ter bet­ter pro­fes­sional and per­sonal re­la­tion­ships by get­ting em­ploy­ees from dif­fer­ent de­part­ments to work to­gether on a CSR ini­tia­tive or project.

De­vel­op­ment of pol­icy and pro­gramme – Re­search a cause that will match the en­ter­prise and cor­po­rate iden­tity, such as a well­ness ini­tia­tive, em­ployee vol­un­teerism, re­duc­ing the com­pany’s car­bon foot­print or em­pow­er­ing com­mu­ni­ties.

Em­pha­sis­ing com­mu­ni­ca­tion – Com­mu­ni­cate your plans, aims and progress of the CSR ini­tia­tive with em­ploy­ees and help raise aware­ness about the CSR cause among them.

In-house CSR news­let­ters, whether printed or through e-mails, are a great way to keep every­one up-to-date on the com­pany’s CSR ini­tia­tive.

Re­port­ing, anal­y­sis and cel­e­brat­ing – To keep track of the progress of your CSR ini­tia­tive through em­ploy­ees, in­cor­po­rate CSR mea­sures into em­ployee en­gage­ment sur­veys. Use this in­for­ma­tion to fur­ther im­prove fu­ture CSR ini­tia­tives and em­ployee en­gage­ment.

Most im­por­tantly, cel­e­brate the suc­cess, lit­tle or big, with em­ploy­ees af­ter a suc­cess­ful CSR ini­tia­tive.

It is im­por­tant for em­ploy­ees to have the right at­ti­tude in par­tic­i­pat­ing and con­tribut­ing to their com­pany’s CSR ini­tia­tive. CSR ini­tia­tives within a com­pany re­quire em­ploy­ees who are not only com­mit­ted but also proac­tive and cre­ative.In ad­di­tion, con­tin­u­ous de­vel­op­ment of CSR ini­tia­tives can only hap­pen when em­ploy­ees pro­vide con­struc­tive feed­back for the de­vel­op­ment and im­prove­ment of fu­ture projects.

At the end of the day, the pur­suit of a suc­cess­ful and im­pact­ful CSR pro­gramme be­gins with the peo­ple work­ing be­hind it and their pas­sion to make a dif­fer­ence for the peo­ple and the world around them.

There­fore, it is vi­tal to get em­ploy­ees from ev­ery level to be in­volved in CSR ini­tia­tives and al­low CSR to be one of the cor­ner­stones of em­ployee de­vel­op­ment.This will cre­ate a work­ing en­vi­ron­ment that val­ues em­ployee progress as it strives to cre­ate well-rounded and pro­fes­sional in­di­vid­u­als. .

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