Manufacturers Capture Employee Engagement and Recruitment through Corporate Social Responsibility

Recently an ASQ survey reveals manufacturers’ social responsibility predictions for 2015. The 2015 “Manufacturing Outlook Survey,” nearly 1,500 manufacturing professionals from the aerospace, automotive, food, medical device, and utility industries shared predictions for companies’ participation in social responsibility in the coming year.

As defined in the survey, social responsibility is the responsibility of an organization for the impacts of its decisions and activities on society and the environment through transparent and ethical behavior. According to the results, 40 percent of manufacturers say their organization fully integrates social responsibility, which is essential to its business strategy, and its pursuit is evident throughout the enterprise. On the contrary, 47 percent say social responsibility is considered only to a limited degree or not considered at all.

Only 3 percent of those who claim their organization is ambivalent to social responsibility plan to develop a social responsibility plan in 2015, with 43 percent citing support from organizational leaders as the greatest hurdle in implementing a social responsibility program. Other hurdles included cost and access to knowledge or resources, at 21 percent and 15 percent, respectively.

Of the 40 percent who say social responsibility is fully integrated in their organization, 31 percent say cost is the greatest hurdle in implementing a social responsibility initiative, with 23 percent citing access to knowledge or resources. Twenty percent say support from employees and leaders, is the greatest hurdle.

For those organizations that implement social responsibility throughout the enterprise—of which 57 percent say their organization is doing enough to be socially responsible—improving reputation and brand was named most often as a key driver of the social responsibility program, followed by it being a key value of leadership and customer demand.

Corporate Social Responsibility in the Manufacturing and Services Sectors

Later this year Paulina Golińska’s book on this subject (ISBN 978-3-642-33850-2) will be released. The author suggests that Corporate Social Responsibility (CSR) is an important element in creating competitive advantages for enterprises in different sectors. Through different cases the benchmarking of international standards and CSR initiatives, as well as CSR performance evaluation practices are discussed. This book aims to identify current problems that can arise during CSR implementation in manufacturing companies. Moreover some best practice examples suitable for the introduction of CSR in the small and medium size companies will be described. The authors show how different stakeholders can benefit from sustainable resource management and pro-social behaviors.

CSR Lever For Employee Attraction & Engagement in the Manufacturing Sector

Forbes magazine contributor Jeanne noted that while the notion of “corporate social responsibility,” may have once been regarded as a corporate philanthropy, it has quickly become a crucial part of any large company’s long-term strategy – not just in marketing, but in recruiting, too. As consumers are ever more concerned with where products come from, employees now want more from their employer than a paycheck. They want a sense of pride and fulfillment from their work, a purpose and importantly a company’s whose values match their own.

In a survey by the nonprofit Net Impact, 53 percent of workers say that “a job where I can make an impact” was important to their happiness, and 72 percent of students about to enter the workforce agreed. Most would even take a pay cut to achieve that goal.

People Driven Performance connects the CSR activities of the company to plant floor workers to capture and reinforce fully engaged employees.

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