CSR AS A HUMAN RESOURCE MANAGEMENT STRATEGY

Transcription

1 CSR AS A HUMAN RESOURCE MANAGEMENT STRATEGY Prepared by: LIN Center for Community Development 30 June

2 CORPORATE SOCIAL RESPONSIBILITY PHILANTHROPY Source: Archie B. Carroll, The Pyramid of CSR (1991)

3 CSR Value: Doing good Ci?zenship, philanthropy, sustainability Discre?onary or in response to external pressure Separate from profit maximiza?on Agenda determined by external repor?ng & personal preferences Impact limited by corporate footprint and CSR budget CSV Value: Economic & societal benefits relagve to cost Joint company and community value crea?on Integral to compe?ng Integral to profit maximiza?on Agenda is company specific and internally generated Realigns the company budget CreaGng Shared Value by Michael E. Porter & Mark R. Kramer (HBR, 2011)

4 THE BUSINESS CASE

5 Sources: Your Cause LLC CSR SoluGons and The Engagement Gap TowersWatson

6 VIETNAM CONSUMERS WOULD PAY MORE Percentage of consumers in different countries who say they are willing to pay more for products or services from companies commi\ed to social concerns and environment protecgon. Source: Nielsen Global Survey of CSR June

7 CORPORATE COMMUNITY ENGAGEMENT SPECTRUM

8 SKILL- BASED VOLUNTEERING

9 IMPACT : ENGAGEMENT PROGRAM EXAMPLES TYPE OF VOLUNTEERISM Source: Gap Inc. 2009

10 IMPACTS FOR THE COMPANY Driver Impacts Outcomes Human Resources Professional Development Employee SaLsfacLon Recruitment Training opportuni?es that sharpen relevant skills / Opportuni?es to measure employee performance Boost employee pride in their own skills and in their company / Strengthens employee loyalty and advocacy Increase ayrac?veness of the firm / Engage non- employee par?cipants Inter- Connected ReputaGon PR Network Opera?ons Cross- func?onal communica?on / Improved teamwork and collabora?on Increase visibility / Posi?ve percep?on of the company / New brand ambassadors / Media men?ons Strengthen non- transac?onal rela?onships with priority stakeholders / Increase visibility of company s exper?se / generate business opportuni?es Reduce exposure to risks / Increase stakeholder support InnovaGon Environment S?mulate crea?vity, produc?vity and commitment Products Services and products can be developed or improved Market Penetra?on Improve understanding of the challenges, priori?es and needs of new markets and niches / Broaden geographic presence and/or client reach Adapted from DemonstraGng The Business Value of Pro Bono Service (Taproot FoundaGon, 2012)

11 8 MODELS FOR CORPORATE SKILLS- BASED VOLUNTEERING MODEL DESCRIPTION USER 1. Loaned Employee 2. Coaching & Mentoring 3. Marathon 4. Standardized Team Projects 5. Open- Ended Outsourcing 6. Sector- Wide Solu?ons 7. General Contrac?ng 8 Signature Issue An employee is granted a sanc?oned and compensated leave of absence to pursue a pro bono project. Employees match up with their nonprofit peers, form a rela?onship, and share func?onal exper?se. A company pools human capital resources on a pro bono project within a short, predetermined?meframe (usually 24 hours) to deliver a mass volume of deliverables. Individuals are placed on teams, each with specific roles and responsibili?es. Each project is scoped and structured around a standard deliverable based on the needs of the nonprofit partners. A company makes its services available to a specific number of nonprofit organiza?ons on an ongoing, as needed basis. A company creates a deliverable pro bono that can be applicable to all nonprofits across the sector. An en?ty coordinates and oversees internal and external resources, promo?ng cross- sector collabora?on to address a specific social problem. The combina?on of formal pro bono work with addi?onal corporate assets for the purpose of leveraging significant internal resources against a specific social issue. Pfizer LIN (E&Y, Pru, TPG, HCA, etc ) TechInAsia, Hackathons LIN s CPI, SEO- Vietnam E&Y, KPMG, Brandmaker Russin & Vecchi, Microsoe, YKVN, Google AmCham, LIN Narrow the Gap Intel, DeloiYe Adapted from Making Pro Bono Work: 8 Proven Models for Community & Business Impact (Taproot FoundaGon)

12 GETTING STARTED

13 CHECKLIST: SKILLS- BASED VOLUNTEER PROGRAM ü Make the business case ü Determine desired impact (community & company) ü Design Program (objec?ves, ac?vi?es, M&E) ü ID Nonprofit Partner ü Implement ü Measure ü Improve

14 ROLE OF THE HR TEAM HR understands employee strengths Pro bono as leadership development Leverage the resources and support of HR

15 MEASURING IMPACT Driver Impacts Sample Metrics Human Resources ReputaGon PR Professional Development Employee Sa?sfac?on Recruitment Inter- Connected Workplace Network Opera?ons % employee skill development relevant to work (self- assessed & observed) Result & cost of pro bono service vs. training and development programs. % employees men?oning program among factors for staying with company. Percep?on of work/life balance of par?cipants (vs. non- par?cipants). % applicants men?oning pro bono program during interviews. % of recruits aware of the program aeer a few weeks in the company. % employees indica?ng expanded network or improved visibility in company. % managers observing improved teamwork as a result of pro bono program. Change in reputa?on rankings, # of media men?ons/impressions (value), % customers ci?ng the program as key to loyalty. # partnerships suppor?ng the program. # and value of leads generated. Key stakeholder awareness of the program. % employees repor?ng improved knowledge of community needs and environment. InnovaGon Environment % employees repor?ng increased crea?vity. # changes in work processes. Products Market Penetra?on # and value of new products developed and sold. # and value of new patents. % volunteers repor?ng beyer understanding of community needs. # and value of new markets entered. Amount of addi?onal revenues Adapted from DemonstraGng The Business Value of Pro Bono Service (Taproot FoundaGon, 2012)

16 RESOURCES

17 DIRECTORY OF NONPROFITS Vietnamese NPOs ( Umbrella Organiza?ons: CSIP, DRD, LIN, etc. Working Groups INGOs VUFO- NGO Resource Center HCMC Union of Friendship Organiza?ons Working Groups

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19 VOLUNTEER OPPORTUNITIES General Volunteer Opportuni?es: Vietnam Volunteer Informa?on Resource Centre Case- by- Case: INGOs / NPOs Skills- Based Volunteer Opportuni?es: United Na?ons Volunteer Programme ( LIN Center for Community Development ü Community Partnership Ini?a?ve (CPI) ü NPO - Skilled Volunteer Matching Case- by- Case: INGOs / NPOs

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21 STRATEGIC ADVICE Asian Venture Philanthropy Network Taproot Founda?on DeloiYe LIN oi, Where Are We Going?

22 Which cause to choose? Which NPO to choose? How to ensure your efforts are most effective? Many causes to support Many organizations working on each cause A team building activity combined with a community event designed to improve understanding about the work of local not-for-profit organizations and the causes they address, which is the basis for establishing effective partnerships for sustainable development

23 INTEGRATED BUSINESS ADMINISTRATION" CSR DEPENDS ON THE AWARENESS OF EACH BUSINESS, NOT ITS SCALE Effective CSR programs are not limited to big corporations. SMEs can implement them well, too. The issue lies not on the budget, but on the contemplation of business leaders. - Phạm Phú Ngọc Trai

24 Contact LIN for further details: info@linvn.org LINvn.org 180/47 N guyen H uu C anh, W ard 2 2, Binh T hanh D istrict, H CMC