[Switch to the current edition of Connection »]

A way forward in the new year

Responsibility and Retention in 2010

As the recession ends and the job market cranks into gear, job mobility will become more fluid; many of those entering the market will be under 25, resulting in what for many organisations will be a talent ‘refresh’. The challenge, therefore, is to retain the most talented individuals already within the business, and to attract talented candidates to replace those that do leave.

If 2009 was about letting people go with dignity, 2010 could be all about retaining people with greater expectations. This is where Corporate Social Responsibility, or lack thereof, can affect your business.

Already, the signs are that employees under the age of 25, otherwise known as Generation Y, are seeking more than a promotion or a pay rise, they are seeking self-fulfilment. The high pay, bonuses and flexible working negotiated by previous generations are now taken for granted – many of those now entering the workplace are looking to do so on an ethical basis. Those organisations with a solid Corporate Social Responsibility (CSR) portfolio will thrive.

This theory is nothing new. Dave Packard, back in 1960, said the following:

I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company's existence, we have to go deeper and find the real reasons for our being. As we investigate this, we inevitably come to the conclusion that a group of people get together and exist as an institution that we call a company so that they are able to accomplish something collectively that they could not accomplish separately - they make a contribution to society, a phrase that sounds trite but is fundamental.

Perhaps it has taken 50 years for the message to get through, but it is certainly one that echoes with today’s workplace. Retention is all about understanding the needs and requirements of staff: therefore, responsibility is key to retaining Generation X. So how can your organisation improve retention through its CSR Portfolio?

Introduce volunteering with local charities

Aviva recently received an award for its CSR initiative that allowed employees to take up to 21 hours per year for volunteering projects. Employees could choose the projects from the company intranet site. Crucially, though, their selection was linked to their own personal development – projects were chosen according to core competencies.

Like Ceridian, they also operate a payroll giving scheme, whereby donations can be made to charity automatically from employees’ pay. Other initiatives included carbon off-setting, bikes-to-work, and car sharing.

Communicate

It might sound simple, but integrated communication is absolutely essential. Treating CSR as an internal marketing campaign in the same way that you would run an external marketing campaign ensures a solid foundation, and improves take-up.

Integrate with your own values

Sarah Myers, director of talent management at Sky, underlined this point last year at the Hand in Hand forum: "Employers need to work with charity organisations with shared values and ascertain the clear benefits for both organisations. It takes time to get to know each other and there will never be 100% consensus from staff, but don't let that derail you. Let the charity partner really become part of your learning and development process."

Go local

Ceridian’s own charity Payback aims to help under-privileged children who live in the vicinity of its own offices. Each office runs its own charity events throughout the year, including auctions, cake sales and sponsored bike rides. Last year’s target of £25,000 was met in December, and the charity aims to increase that figure in 2010.

It’s a business strategy

Anglo American believe that CSR is a business strategy, and their Group Head of Resourcing, Kevin Bishop, realises its true value in talent strategies: "Social awareness and productivity are linked. Our work with Aids has created a strong and healthy talent pool from which we can draw. And we want to set an example to other employers because this is not just charity - it's a sound business strategy."