Corporate Social Responsibility and Volunteering as Employee Engagement and Retention Tools
Need to know:
- Corporate social responsibility (CSR) initiatives and volunteering can be highly valued by employees and used as an engagement and retention tool.
- Employers should consult staff to understand what causes matter most to them.
- Start with low-level commitments before extending these, and seek employee feedback on schemes.
In recent years, organizations have become more aware of the role they can play in helping to contribute to wider causes. Often, this has involved engaging employees in corporate social responsibility (CSR) initiatives, which, in turn, has helped to differentiate businesses as they seek to engage, retain, and recruit staff.
Brendan Wincott, managing director at HR consultancy Guardian Support, says: “Now, more than ever, employees expect to see the organizations that they work for engaging in the community and also offering employees opportunities to do that. Employees want to contribute to their passions so, if they are provided with opportunities, the net effect is likely to be an increase in motivation.”
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This kind of initiative can appeal to employees of all ages but is particularly attractive to younger staff such as Generation Z, those born between 1996 and 2010, which now represents a sizable proportion of the workforce. Michael Doolin, group managing director at Clover HR, says: “The world’s biggest brands are investing millions into CSR initiatives because they’ve done their research and understand the benefits. Take them away and [we] won’t have to wait long before [we] see the clamor and outrage on Glassdoor.”
Such initiatives can also help strengthen an employer’s attractiveness to potential new recruits, says Dr. Shaun Wehle, principal consultant at talent assessment firm Talogy. “CSR initiatives position the employer as a socially responsible and compassionate entity, attracting top talent that shares similar values,” he says. “By nurturing a culture that supports employees’ personal growth and allowing them to contribute to meaningful causes, employers strengthen their brand reputation.”
One organization that has seen this is nursery provider Bright Horizons, which encourages staff to take part in volunteering at a local level and wider fundraising initiatives through its own foundation. Denise Priest, trustee and director of The Bright Horizons Foundation for Children, says: “Recently, 75 colleagues joined in a sponsored walk for a domestic abuse shelter and one of our nursery managers is about to embark on an eight-day trek to climb Mount Kilimanjaro.
“It won’t be the only reason employees choose an employer but the foundation does tend to stand out and appeal to those looking for an organization that really cares.”
A recent survey backs this up; 84% of staff say being involved in such work makes them feel proud to work for the firm.
Organizations need to think about which causes they want to support, and the type of activities that will appeal most to staff, if they are to get the most out of any scheme. “The first step is to engage with staff,” says Doolin. “Talk to them and set up focus groups or even a WhatsApp group to test the water. If a company is hesitant about building a scheme, it might consider bringing in outside expertise to show them the ropes.”
Employers should start with relatively easy options, says Aimee Treasure, marketing and diversity and inclusion director at recruitment firm Templeton and Partners. “Realistically, most staff members will be more likely to sign up for something that requires little personal initial commitment and presents the most reward at first,” she says. “Fun starter activities include bake-offs and fundraising competitions, and single-day volunteering with maximum interaction, such as walking dogs at animal shelters.”
Digital transformation agency Embridge Consulting has gone a stage further, offering staff two paid days off a year for volunteering and community outreach activities, in addition to their normal leave allowance. Emma O’Brien, company founder, says: “We use our volunteer days not only as a way to make a real impact on our community, but also to embody our company values around work-life balance, empowerment, and the ability for our employees to express their creativity.”
But it is also important that employers keep any projects under review, says Sarah Frost, head of people operations at consultancy Entec Si. “The degree of value employees place on CSR and volunteering activities can be highly subjective,” she says. “Businesses must actively seek feedback to ensure that their CSR initiatives are tailored to meet the preferences and values of the workforce.”
SDGs, Targets, and Indicators Analysis
1. Which SDGs are addressed or connected to the issues highlighted in the article?
- SDG 8: Decent Work and Economic Growth
- SDG 10: Reduced Inequalities
- SDG 17: Partnerships for the Goals
The article discusses how organizations can engage in corporate social responsibility (CSR) initiatives to differentiate themselves and engage, retain, and recruit staff. This relates to SDG 8, which aims to promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. It also relates to SDG 10, which aims to reduce inequalities within and among countries by promoting social, economic, and political inclusion. Additionally, the article mentions the importance of partnerships and seeking employee feedback, which aligns with SDG 17, which emphasizes the importance of partnerships for achieving the SDGs.
2. What specific targets under those SDGs can be identified based on the article’s content?
- Target 8.8: Protect labor rights and promote safe and secure working environments for all workers
- Target 10.2: Empower and promote the social, economic, and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status
- Target 17.16: Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources
The article highlights the importance of engaging employees in CSR initiatives to create a positive work environment and promote employee well-being, which aligns with Target 8.8. It also emphasizes the need to consider the preferences and values of employees, promoting social and economic inclusion, which aligns with Target 10.2. Furthermore, the article mentions the importance of partnerships and seeking outside expertise, which aligns with Target 17.16.
3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?
- Percentage of employees engaged in CSR initiatives
- Employee satisfaction and retention rates
- Number of partnerships established with external organizations
- Feedback from employees on CSR initiatives
The article does not explicitly mention specific indicators, but the following indicators can be inferred based on the content. Measuring the percentage of employees engaged in CSR initiatives can indicate progress towards Target 8.8. Employee satisfaction and retention rates can be used to assess the impact of CSR initiatives on employee well-being and retention, contributing to Target 8.8 and Target 10.2. The number of partnerships established with external organizations can measure progress towards Target 17.16. Additionally, feedback from employees on CSR initiatives can provide insights into the effectiveness and alignment of these initiatives with employee preferences and values.
4. Table: SDGs, Targets, and Indicators
| SDGs | Targets | Indicators |
|---|---|---|
| SDG 8: Decent Work and Economic Growth | Target 8.8: Protect labor rights and promote safe and secure working environments for all workers | – Percentage of employees engaged in CSR initiatives – Employee satisfaction and retention rates |
| SDG 10: Reduced Inequalities | Target 10.2: Empower and promote the social, economic, and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status | – Percentage of employees engaged in CSR initiatives – Employee satisfaction and retention rates |
| SDG 17: Partnerships for the Goals | Target 17.16: Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources | – Number of partnerships established with external organizations – Feedback from employees on CSR initiatives |
Behold! This splendid article springs forth from the wellspring of knowledge, shaped by a wondrous proprietary AI technology that delved into a vast ocean of data, illuminating the path towards the Sustainable Development Goals. Remember that all rights are reserved by SDG Investors LLC, empowering us to champion progress together.
Source: employeebenefits.co.uk
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