elderly folk at a nursing home. After setting an outcome, employees can be asked to form teams and explore ways to best run the activity together. In turn, shared experiences are created and employees will develop a better understanding of one another while deepening their relationships.
Opportunity for cross-entity interaction For bigger organisations with multiple entities or companies with regional coverage, it is often difficult for employees across different units to meet up. Volunteer activities can provide the much-needed opportunity for employees from different areas to finally meet and interact. Employees will be able to finally put names to faces or simply make new friends during these activities. The additional platform for connecting with other groups of people within the organisation can help build invisible bridges that are necessary to enhance communication for cross-entity assignments.
CAN CSR REALLY IMPACT ENGAGEMENT? Many studies have been done to examine the effects of CSR initiatives on employee engagement, and they have all come to the same conclusion: CSR contributes significantly to productivity and loyalty among employees, and creates a competitive advantage for companies. Back in 2011, Deloitte published a Volunteer IMPACT report, which discussed “the connection between workplace volunteerism activities and employee engagement”. The study focused on the millennials, who now comprise a sizeable portion of the workforce. The survey showed that half of the millennials are after the professional benefits of volunteerism, and 70% showed a strong preference for companies who demonstrate commitment to the community. According to the report, millennials who participated in workplace volunteer activities were: • twice as likely to find the corporate culture positive (56%) as compared to those who rarely or never volunteer (28%) • more likely to feel proud of being part of their company (55% vs 36%) • more likely to feel very loyal towards their company (52% vs 33%) • more likely to be very satisfied with their employer (51% vs 32%) • more likely to recommend their company to a friend (57% vs 46%) Great Place to Work also crunched the numbers in late 2015 to show how CSR drives engagement: Average workplace
Best Workplaces
I feel good about the ways in which my organisation contributes to my community
56%
85%
My workplace is working to reduce its environmental impact
62%
86%
My organisation manages its impact upon society responsibly
60%
89%
59%
87%
Average CSR score
Source: Great Place to Work data and Population Survey Research, Nov 2015
Boost mental wellness Providing employees with time off from work to get away from their daily routine is a good way to boost mental wellness. During tough situations in the global market, we can expect the pressure faced by businesses to be passed on to employees. Individual workers will be expected to take on more work while facing a higher level of stress in delivering results. During such times, opportunities for them to take a breather will be crucial to prevent burnout and help enhance their productivity over the longer run. Taking their mind off work for even half a day will allow them to recharge momentarily while being engaged in meaningful work.
Build a company with strong ‘heartware’ As important as the financial figures may be, companies that are truly successful are those that do not neglect the importance of their people. In order to ensure that the company
With the right moves and synergy, the pie can be expanded to benefit more groups advocates a culture with strong ‘heartware’, it is key for leaders across various levels to develop empathy. Empathy can be developed through CSR activities, whether by giving donations or doing volunteer work, once participants are able to appreciate the impact of their giving. Consistent exposure will help shape their beliefs over time, and that is essential to developing leaders with a people-centric mindset who can then drive a company with strong heartware. Not only will this impact existing staff, but it will help boost the company’s reputation as well as trust in stakeholders; an organisation’s success lies in its people.
Closing thoughts
as tools for delivering a separate agenda instead of truly giving back to society. But instead of viewing them through a one-dimensional lens, why can’t there be multiple winners from such initiatives? After all, this does not need to be a zero-sum game in which either the community or companies have a larger share of the pie and must cannibalise one another. With the right moves and synergy, the pie can be expanded to benefit more groups. So next time someone tells you that CSR is a mere branding tool, remind them to think twice. Sam Neo is the assistant manager, HR business partnership and scholarship, at Changi Airport Group.
It may seem that CSR activities are now viewed
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