TM - April 2008 - (Page 57) • Grant Thornton’s 2007 Corporate Social Responsibility Survey found attracting and retaining talent is one of the three greatest benefits of enacting corporate responsibility programs. • Schmidt, Albinger and Freeman found companies performing well on measures of social performance have been found to hold greater attractiveness to job seekers, particularly high-quality job seekers with relatively many options. • Sirota Survey Intelligence reported in 2007 that of employees satisfied with their companies’ social responsibility commitment: • Eighty-six percent have high levels of engagement. • Eighty-two percent feel their organizations are highly competitive in the marketplace. • Seventy-five percent feel their employers are interested in their well-being. • TCS, a resourcing communications agency in the U.K., reports nearly 30 percent of people would compromise salary to work for a company with a good corporate social responsibility policy. Almost half (44 percent) of those surveyed said an organization’s corporate responsibility policy was likely or very likely to affect their choice to apply for a job with that organization. • Penna, a human capital management consultancy, found nearly 90 percent of HR directors believe the future workforce will be less loyal than past generations, and 92 percent consider corporate responsibility policies important to employer brand, which is essential to the recruitment and retention of the X and Y generations. • The National Consumer League found almost 50 percent of Americans believe the most important proof of corporate social responsibility is treating employees well; additionally, 76 percent of Americans believe a company’s treatment of its employees plays a big role in consumer purchasing decisions. The story is clear. The corporate responsibility movement is intersecting with talent management. The vocabulary of HR professionals and talent leaders is woven throughout, and those charged with talent management initiatives must create the connections, fill-in-the dots and piggyback policies in order to tap into the power corporate responsibility has to affect recruiting, engaging and retaining employees. Organizations without a corporate responsibility policy may want to propose one now in order to benefit from a demonstrated competitive advantage. Corporate Responsibility: Impacting the HR Function A recent HR Magazine survey reported: • Ten percent of HR professionals are in charge of corporate responsibility in their businesses. • Thirty-five percent of HR practitioners believe corporate responsibility should fall within the HR function. • Fifteen percent reported having a dedicated corporate responsibility person or department. • Eighty percent believe corporate responsibility will be a more important part of their jobs in the next five years. April 2008 talent management magazine www.TalentMgt.com 57 http://www.TalentMgt.com
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