Wednesday, 19 February 2014

Corporates Mastering The Art Of Giving

Many companies big and small, like blue-chip names such as Cisco Systems, General Electric and IBM, are looking at employee engagement in corporate social responsibility as a strategic imperative. There is growing affirmation that a company’s CSR activities constitutes a legitimate, compelling and increasingly important way to attract and maintain good employees.
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Companies are increasingly getting dependent on employee engagement as a means of competitive advantage. Advantageous observable outcomes associated with employee engagement are actively connected with affective commitment. There is an increase in the interest of studies which associates corporate social responsibility initiatives. These alliances promote an affective employee-employer connection as they strengthen a work culture that values social responsibility as well as generate opportunities for skills development.

Companies are managing, attracting and retaining talent, which will be a growing challenge in the future, there will be a great variances in how it is executed and therefore in how effective CSR can be for managing talent. Engaging the workforce and encouraging employees to be a part of the company by contributing their time, motivation, loyalty, treasure, ability and retain talent as a result, the survey reveals that the core values of a company can be a part of the “employee value proposition”.

Remarking on the Art of Giving, Susir Kumar, the Chief Executive Officer, Serco Global Services says, “Serco has a responsibility towards helping those who are outside the realm of the organization. Our vision encompasses some of the most important aspects of our long-term sustainability - health and safety, the environment, our people and our communities.”

The quantitative studies confirmed our hypotheses. In the follow-up global survey conducted by the U.S. consumer goods company — an organization that works hard to articulate and communicate its CSR internally — 90% of respondents agreed it was important for the company to be engaged in CSR, but only about 50% agreed that they had a clear understanding of the nature of this engagement. Moreover, in the two online surveys conducted later, only 37% of the employees were aware of their respective companies’ CSR. Clearly, a major challenge for managers is to increase their employees’ proximity to their CSR initiatives, taking them from unawareness to active involvement.

A survey conducted by disclosed that the young India workforce prefers working for organizations that exhibit good corporate citizenship and works hard to articulate and communicate CSR internally. 64% agreed to work in an organization that help in making an impact on societal causes or issues. But only about 51% agreed that they had a clear understanding of the nature of this engagement and bring about a difference to society and only 33% wish to take time out for themselves. The Tata Group, Cisco, Serco, General Electric and IBM (to name a few) are some of the big players who are emphasing on employee engagement with respect to CSR. This is rendering to a positive figure at many levels.

Sonali De Sarker, the Director, Human Resources, NetApp India says, “NetApp as a company believes in giving back to the community and empowers is employees to be responsible citizens. Through its corporate social responsibility programme called VTO (volunteer time off), it enables employees to take up to five business days (40 hours), with pay, per calendar year, to volunteer for social causes which they are passionate about. They can volunteer with any non-profit organization to assist in disaster relief, or participate in other community oriented volunteer activities.”

In the period of corporate social responsibility, which is an especially complex strategic endeavor has allowed the companies to maximize the shareholder wealth at any cost with considerably more attention and commitment from business leaders if it is to generate tangible results in terms of improved employee attraction, motivation and retention.

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