by Debbie Haski-Leventhal
As engaged employees are essential for retention, good consumer relationship and corporate performance, employee engagement has become the holy grail of management. Employers want employees who will go the extra mile in their jobs and involve in extra role behaviour. On the other hand, employees want jobs that are challenging and meaningful. The term “engaged workforce” is increasingly being used to describe such win-win situations. However, it is now understood that money alone does not create employee engagement and as such employers strive to tap into the higher-order motivations and emotions of their employees by offering flexible benefits and by celebrating and recognising individual and team achievements.
One of the greatest ways of increasing employee engagement is through the company’s CSR. The corporate responsibility towards society and the environment creates positive workplace outcomes including engagement, particularly for employees who have high levels of ESR (employee social responsibility). The main reason for this is that working for companies with a strong CSR and partaking in such programs creates a sense of purpose and meaning. In a “spill over” effect, doing something meaningful in the workplace, for example via corporate volunteering, will impact the general meaningfulness at work. In an Australian study I have done on corporate volunteering together with the MGSM CSR Partnership Network and over 4000 employees, the number one reason for employees to participate in corporate volunteering was ‘it makes work more meaningful for me’.
In a “spill over” effect, doing something meaningful through CSR will impact the general meaningfulness at work.
In order to achieve these outcomes, companies need to engage employees in their CSR efforts, such as through corporate volunteering, payroll giving or employee-led CSR. Based on the extensive work I have done with companies striving to engage their employees in CSR, here are five key ways I found working:
1. Leadership Involvement
In the aforementioned study on corporate volunteering in Australia, employees indicated that it is important for them to see their managers and CEOs involved in giving. When Gavin Fox-Smith, the Managing Director of Johnson & Johnson Medical ANZ, is involved in giving, from washing cars for charity to volunteering overseas, J&J employees feel more engaged and inspired to participate as well. Organisational leaders that are involved in giving are not only great role models, but they also demonstrate servant leadership, which was found to be related to employee engagement. Studies found a connection between knowing that the boss volunteers and participating in corporate volunteering (possible because it inspires people to participate or because people who participate know more about their managers’ involvement). In addition, middle management needs to be involved. Some employees complain that the organisational leadership encourages them to participate in CSR, but as they still need to meet their KPIs and goals, they cannot take the required time off. When middle management is also involved and supportive, the workload is being managed accordingly, making it more achievable for employees.
