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Step 3 and 4
Step 3: Workforce planning and recruitment
Workforce planning consists of analyzing present workforce competencies; identification of competencies needed in the future; comparison of the present workforce to future needs to identify competency gaps and surpluses; the preparation of plans for building the workforce needed in the future; and an evaluation process to assure that the workforce competency model remains valid and that objectives are being met. For a CSR oriented company, this consists of evaluating the need for skill sets and competencies central to the emergent sustainability economy – an economy of resource and energy scarcity, human and environmental security constraints, changing societal norms and government expectations. Companies need to identify their key CSR competencies and gaps in the context of these structural changes. Referred to by many as the “green economy”, regardless of its title, the marketplace is undergoing a systemic transformation that will require new competencies and skills. (unpublished paper: Sustainability Labour Market Trends by Strandberg, 2009.) The Co-operators Group Ltd., for example, is upgrading its eight competencies (accountability and ownership; time and deadline management, practical problem solving and judgment, communication, coaching and working with others) to reflect their corporate sustainability commitments and values.
A related exercise, talent management, which refers to the process of developing and integrating new workers, developing and keeping current workers and attracting highly skilled workers to work for the company, needs to consider alignment with the company’s CSR vision and goals to ensure talent is developed with the appropriate focus. Often in the area of talent management and recruitment, leading CSR companies develop an employer brand that incorporates their CSR perspective into the employee value proposition. More and more firms are profiling their CSR ethics in their recruitment branding and marketing programs, promoting the benefits of working within a values-based culture. Employee volunteer programs and community involvement are oft-cited company values expressed by employees, and found within employee value proposition and internal brand development efforts. Campus recruitment programs are ideal environments for CSR oriented recruitment, as is online recruiting where technology savvy employees search for work. In this environment, recruitment interviews include questions on ethics and CSR; the offer letter reinforces the corporate culture; and early employee contact reinforces the CSR brand.
Step 4: Orientation, training and competency development
During the orientation process employees should be given a thorough overview of the clear line of sight between the company’s vision, mission and core CSR values and goals. To ensure maximum alignment and early employee ‘buy-in’ to the strategic CSR direction of the organization, this general orientation should be deemed mandatory for all levels of new employees. New employees need to be provided information about CSR policies and commitments, the key CSR issues the company faces and the key stakeholders with which the firm engages. How the company measures its CSR performance, the annual sustainability or CSR report, and where they can find further company information on CSR are important elements of new employee orientation programs. New hires should receive a copy of the core values.
Once inducted, employees should be provided CSR training on an annual or other regular basis. Employees will either have direct CSR responsibilities (e.g. energy manager) or indirect CSR responsibilities (e.g. payroll clerk). Those with direct responsibilities will receive technical and specialized training in CSR while those with indirect responsibilities should receive training in top priority CSR issues of a more general nature. Either way, it should be job-relevant as with health and safety training for factory workers to strategic sustainability issues for executive management and the Board.
It is important not to overlook the probationary review. This is an ideal moment for consideration of the employee’s alignment with and commitment to the organization’s CSR aspirations.
Through the workforce planning efforts referenced in Step 4 above, the firm will have identified the CSR competencies the firm will require in future; learning plans and programs will need to address anticipated CSR competency gaps. As management plays an important role in understanding and delivering on key CSR objectives, it is vital to make CSR an integral part of management training programs.
Follow simple measures, such as providing company values in all training sites and integrating a dimension of CSR into all training programs.
Human resource managers understand the win-win in employee career pathing and succession planning, particularly for the high performance individual. Employees included in efforts to advance their career within the firm are more motivated, more loyal and therefore more productive employees. Furthermore, succession planning is a form of recruitment, insofar as recruitment costs are reduced and ideal candidates are available to fill vacancies, especially in executive or career-track positions. Career mapping and succession planning programs could incorporate CSR experiences either within or outside the company, for example through secondments to social or environmental organizations or assignments, or leaves to pursue CSR-related executive work experience, to prepare the individual for CSR leadership as well as general management roles.
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