Corporate social responsibility: a concept which described the principles of moral behaviour shared across an organisation and incorporated into vision statements.
As with early examples of equal opportunities policies, CSR statements were beautifully written documents, printed to a high specification…and left to gather dust on a shelf until evidence of commitment was required.
We can all point to many fine, high profile examples of corporate philanthropy, but it is not an uncommon challenge to attempt to separate the altruistic wheat from the posturing chaff.
Donating to charities such as hospices is a simple way for a company to enhance its reputation and put a monetary value on CSR. Logos proliferate and brands become prominent.
Often charities are ranked in a way which reflects their ability to attract target consumers. The chosen charity gains money and profile and the company benefits from its association with a good cause.
Through sponsored award schemes, businesses can create an instant legacy of expertise associated with activities of achievement. They can become paragons of the CSR world simply by making a large donation.
While writing huge cheques suits some, others adopt a stakeholder engagement model.
Individuals, groups, communities and neighbours affected by a business feel included and empowered if their views are considered. The challenges for the executive are to define which groups count as key stakeholders and to manage available resource accordingly.
Increasingly, CSR commitments are approached in the spirit of altruism. Canny corporations are very quickly finding that more intrinsic value can be added in this post-Brexit economic climate by pointing talent and expertise directly at the heart of the community.
An affiliative management approach which reaches beyond the office walls allows business leaders to offer professional development in a creatively tangential manner. Participative managers improve individual performance – a well-documented route to raising the business profile and profitability.
Charities and not-for-profit groups are benefiting from business professionals leaping from their comfort zones and sharing skills across other sectors. Many middle and senior managers sit on school governing bodies while accountants and lawyers have broadened the definition of pro-bono and act as advisors to or trustees of charity boards.
As CEO of St Ann’s Hospice, I see at close quarters how an effectively constituted board offers a depth of expertise, crucial to the specific needs of the charity. The high level of governance cannot be achieved without specific expertise in and a deep understanding of, for example: organisational management, accountancy, law, estates and retail.
Trustees accept ultimate responsibility for directing the affairs of the organisation, ensuring that it is solvent, well-run, and delivering the required outcomes. While there are often well-meaning, thoughtful volunteers, ready to give up their time for a good cause, the recruitment of trustees is a challenging process.
Charities, good causes and not-for profit organisations reap great rewards and by business leaders allowing key staff to volunteer their talents, everyone wins. They are offering the flexibility to act; the responsibility to make decisions; helping colleagues develop clarity in communication and a commitment to team action.
From a business perspective, those are gifts which keep on giving.
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