Valuing corporate social responsibility: McKinsey Global Survey Results. The perceived importance of corporate environmental, social, and governance programs has soared in recent years, as executives, investors, and regulators have grown increasingly aware that such programs can mitigate corporate crises and build reputations.
But no consensus has emerged to define whether and how such programs create shareholder value, how to measure that value, or how to benchmark financial performance from company to company. This McKinsey survey asked CFOs, investment professionals, institutional investors, and corporate social responsibility professionals from around the world to identify whether and how environmental, social, and governance programs create value and how much value they create. The survey also examines which metrics are the best indicators of value and how they can be communicated most effectively. Solid majorities of all respondents expect environmental, social, and governance programs to create more value in the next five years. Exhibit 1 Enlarge. Info.4imprint.com/wp-content/uploads/1P-03-0212-Jan-Blue-Paper-Employee-Development-Through-Volunteerism.pdf. New Research: How Employee Engagement Hits the Bottom Line - Tony Schwartz.
By Tony Schwartz | 9:00 AM November 8, 2012 What would contribute most to your being both happier and more productive at work?
How about feeling truly taken care of, appreciated, and trusted by your employer? More than 100 studies have affirmed the connection between employee engagement and performance, but the Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case yet for the connection between how we feel at work and how we perform. This new study concludes that the traditional definition of engagement — the willingness to invest discretionary effort on the job — is no longer sufficient to fuel top performance in a world of relentlessly increasing demand.
The problem is that “willing” doesn’t guarantee “able.” What’s required now is something called “sustainable engagement.” When they do, the consequences are nothing short of staggering. So what is energy, exactly? A workplace that really works? Mondays Not So "Blue" for Engaged Employees. WASHINGTON, D.C. -- For American employees who like their jobs, going back to work on Mondays after the weekend is a much smoother transition than it is for those who don't.
Employees whose work or workplace is less engaging or disengaging experience a significant downgrade in mood going from weekends to weekdays. Engaged workers feel nearly as good on the weekdays as they do on weekends, which is not the case for Americans in general. They are equally likely to report a lot of happiness, smiling and laughter, being treated with respect, and not a lot of anger regardless of the day of week. And, for engaged workers, learning and doing something interesting peaks during weekdays. In contrast, those who are either not engaged, or actively disengaged, are significantly less likely to report experiencing these positive emotions and more likely to experience anger during the workweek than they are on the weekends. All Workers Feel More Stressed Out During Workweek Implications Survey Methods. Wp-content/uploads/2012/06/Measuring-Value-GWU-Capstone-Report-June-2012.pdf.
Help Employees Help You: Five Research-based Ways to Boost Engagement - Topic Blog. A Gallup Q12 Employee Engagement Dashboard – Monitoring Employee Satisfaction via a Flash-based Scorecard « The Dashboard Spy. Enterprise Dashboard Spy reader update: With your great interest and contributions of your own dashboards, The Dashboard Spy collection of executive dashboard screenshots has grown to over 800 examples of all sorts of BI dashboards! This unique enterprise dashboard reference can now be found at a new URL: And for your convenience, the posts on the various dashboard screenshots are collected together on the enterprise dashboard sitemap. The move to the new url allows exciting new functionality such as videos on enterprise dashboard related information. Now back to our regularly scheduled enterprise dashboard content:::: Gallup identified 12 questions that measure employee engagement and link directly to critical performance outcomes, including productivity, employee retention, customer retention, safety, and profitability.
These questions are now known as the Gallup Q12. Here are the questions: Thanks to the Dashboard Spy who supplied them to me! This is the default view. Like this: Knowledge Exchange. Loyal Employees. This research investigates the link between employees who give money or time to employee support programs and their positive feelings (or affective commitment) towards their organization.
The authors found that employees who give feel more committed to their organization. Through helping coworkers, these employees saw themselves and their organization as more caring. Background While today's virtual business environment creates new opportunities, it means traditional relationships between employees and organizations are weakened. Arrangements like telework may have employees feeling less physically attached to their employer. Formal employee support programs provide aid (e.g. counseling services or financial grants) to employees in need.
Findings By allowing employees to help colleagues, support programs may improve the quality of experiences for the employees who give. Implications for Managers Beyond first designing a program, a number of important steps help achieve these benefits: