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.
online NCR jobs
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.
online NCR jobs
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.
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”.
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.”
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 Shine.com 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.
survey conducted by Shine.com 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.”
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.
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.