Kelly has been in the Human Capital and consulting industries for the last 14 years. He is a big proponent of cloud talent management technologies and has a personal interest in people metrics that drive growth across industries. IBM is making a market for an advanced approach to doing business through people. You cannot do business without work, and we are reinventing the way work gets done. Major shifts are changing the way we work — making work increasingly interconnected, instrumented, and intelligent. Our improvements to HR inputs are impacting business outputs in more positive ways than ever.
Duke is responsible for the growth of Europe, Middle East, and Africa as well as supporting our clients to deliver improved business outcomes. Specifically, we organize high impact executive discussions to understand your key business objectives, critical metrics, and challenges. Explore in a customized way how Smarter Workforce solutions can help you transform your workforce through a strategic partnership with IBM. Duke also serves as an executive sponsor to a number of strategic client partnerships.
Duke was accountable for all services, consulting, business development and client relevance related to solutions rooted in the behavioral sciences such as employee engagement research, leadership development, and assessment tools and consulting. This oversight included more than customers. Duke joined IBM through the acquisition of Kenexa, where he was a Partner and took on various roles since During his tenure with Kenexa, Duke worked across multiple lines of business and supported an array of solutions across the human capital management spectrum designed to help clients hire the very best people and maximize employee performance.
Originally from Austria, she has gained wide-ranging global experience in finance and professional services over the past twenty years, with several years in Hong Kong, Singapore and the US. She is married with two sons aged 10 and 11 and lives with her family near Munich, Germany. She enjoys travel and triathlons, her hobbies are biking, skiing and scuba diving. Work Style is a publishing company focusing on the world of work. It provides factual contents that are specific to the everchanging working world.
Its products are multicultural and divulged with a multiplatform strategy. Its offer is characterized by editorial products and meeting opportunities. The Institute for Competitive Recruiting ICR is exploring improvement areas and consults in the steps of attracting, sourcing, selecting and hiring of new employees. He is a renowned speaker on a broad range of recruitment topics at various occasions and organizations. Topics include personnel changes, trends and studies in human resources, training for human resource managers, jurisprudence in labor,social law, and new books about management and human resources.
The focus always lies on delivering relevant and practical messages for HR professionals. Personal im Fokus offers a behind the scenes look of personnel departments and boardrooms — providing you with new and feasible ideas for your daily HR work. For further information, please visit www. The internet portal was created in to provide fast, targeted and free resources for HR practitioners. Take a look at the eMagazine here. For over 40 years, THE leading magazine for human resource management in the German market.
The magazine offers a wide range of professional topics, including HR management and development, leadership, recruiting, and education. Up-to-date, informative and practical. Executives are informed of recent developments in the focal themes: Checklists, sample contracts and bargaining agreements provide a quick overview. Furthermore press1 provides and operates online press compartment solutions for trade-fairs, events and congresses, translation services, video services, congress IPTV and media surveillance. Journalists use the press1 newsfeed and the rich archives of press1 for their research.
HighText iBusiness is a leading German-speaking trendscout and future researcher on media convergence and the strategic aspects of its impacts on commerce, industry and publishing. It provides daily news, background analysis, business rankings, database information on products and companies, compendiums and dossiers. It addresses corporate users as well as producing agencies and publishers of interactive media in technology, services, industry and trade in Germany, Austria and Switzerland. The leading, quarterly, magazine, for International Human Resource, Global Mobility and Procurement professionals worldwide.
With a readership of almost , the magazine is distributed to over 80 countries. Hier das eMagazine angucken. Weitere Informationen erhalten Sie unter: Aktuell informieren sich rund AuA verbindet neue Trends in der Personalwirtschaft mit umfassenden Informationen zu aktueller Rechtsprechung und neuen Vorschriften.
Hier erfahren Sie nicht nur, was die Interaktiv-Branche heute bewegt. David Mallon leads the Research team — setting strategy, ensuring high-quality operations, and driving continuous innovation. He is also the steward for our Learning and Development research practice and is the primary force behind our work in learning cultures, high-impact learning organization maturity, and learning management systems. He is a recognized thought leader in the learning industry and a frequent speaker at key industry events. Prior to that, he held learning and organization development-related positions with EarthLink, where he was responsible for overall learning strategy for its global call center organization.
He holds a B. Nach seinem Technik-Studium arbeitete er kurze Zeit als Mittelschullehrer, ehe er sich ganz dem Bergsteigen verschrieb. Reinhold Messner ist vierfacher Vater. Messner erhielt zahlreiche Preise und Ehrungen, u. World Talent Forum Why attend? Dennis Delgado Head of Alumni Services. Karin Goerl Head of Employer Branding. Natasha Maclean Alumni Relations Manager. Charlotte Sault Head of International Marketing. Laura Singer Director of Alumni Relations.
Guest speakers from large enterprises will focus on the following topics: Furthermore, our event partners will showcase presentations on the latest HR Tech developments. The traditional Oktoberfest dinner will provide a relaxed networking atmosphere for attendees to take advantage of. Register now and get one of the limited tickets!
Twitter Feed Click here to view our latest posts on Twitter: Discussion and best practices for the implementation process. There will be have no rest Today we do not have the staff we need tomorrow: Competences beat skills Increasing transparency and feedback will massively change our leadership cultur.
- .
- Grafeneck (Geschichte erleben mit Spannung) (German Edition)!
- Online eBooks & texts directory.
- IN QUESTO STATO Da spread a spread il trompe loeil del governo Monti (Italian Edition).
- .
- Online eBooks & texts directory | Page 90!
Impact of Technology Trends Like Big Data and Analytics on Organizations In this panel discussion, we will be focusing on current technology trends in the HR sector and its implementation. We will cover the whole spectrum from key market trends, examples, and best practices on making it work in the organization: In which ways is technology big data, analytics enhancing our understanding of business trends and improving our ability to manage our businesses?
How do you enable your organization to benefit from these new opportunities? How do you manage the change process? Martin Heibel helps leading global employers establish an effective Candidate and Alumni Relationship Management. Nils Stegemann Nils Stegemann heads the corporate talent management and international assignments department of Deutsche Bahn AG DB , a leading provider of mobility and logistics solutions worldwide which is in a massive change process. Wir werden keine Ruhe mehr haben. Die Mitarbeiter, die wir morgen brauchen haben wir heute nicht.
Chris Chesterman Chris has over 11 years experience in enterprise SaaS software sales, specialising in Talent Acquisition across Europe.
Petra Hauser
Paul Maxin Paul is a Talent and Talent Acquisition leader who focuses on talent management and acquisition strategy, employment brand, recruitment policy and the framework for operational delivery. Wie digital ist Ihr HR? Verstehen wir eigentlich alle dasselbe, wenn wir als HR von Digitalisierung sprechen?
How digital is your HR? Are we all on the same track when we, as HR, talk about digitalisation? Strategist, decision maker with pleasure in taking responsibility. Kai Anderson Kai Anderson is a founding partner and member of the board at Promerit — the leading consultancy for HR and transformation consulting.
TMP Worldwide Client Case Study In this session, you will see the journey TMP have taken with Thales to revolutionise their employer brand and recruitment marketing strategy in order to meet their hiring challenges. We help you create compelling brand stories, share them intelligently, and measure everything to constantly optimise your strategy.
Judit Nagypal Human Resources Director, with strong business acumen and multicultural understanding coming from diverse international experiences gained at Coca-Cola, Danone, Kraft Foods and Microsoft. Justus Frantz Ist ein weltbekannter Pianist und Dirigent. Justus Frantz is a world renowned pianist and conductor.
Around the World in 90 Days: The Journey of a Talent Revolution at Regus! Promerit Group Promerit is a highly regarded consultancy specialising in company transformation and HR Management. Work Style Magazine Work Style is a publishing company focusing on the world of work. Personal im Fokus Personal im Fokus offers a behind the scenes look of personnel departments and boardrooms — providing you with new and feasible ideas for your daily HR work.
Public Relations System press1 is a solution provider for public relations communication on the internet Press1 offers distribution, consulting and production of press material including text, images and video per e-mail, RSS and fax. Trendscout and future researcher HighText iBusiness is a leading German-speaking trendscout and future researcher on media convergence and the strategic aspects of its impacts on commerce, industry and publishing.
The latest news, opinions and knowledge for HR software professionals HRMS World brings together the latest news, opinion and knowledge about HR software solutions from industry experts. Information regarding the establishment, the internal processes or realization is not given at all. A reason for this can be found that the SMEs work more regional or national whereas the groups also work international and, thus, are confronted more often with these topics and have to integrate CSR issues more often within their corporate communication.
Those companies providing annual reports containing sustainability aspects also give information to human rights in tendency Cramer's V is 0.
Petra Hauser
Here also exists a slight correlation between the size of a company and labour practices Cramer's V. The issue anticorruption is only mentioned by one SME and seven large companies. Only three WSC give detailed information about measures, processes and anticorruption structures in their companies. An unequal distribution of the respective issues can be seen at the core subject consumer issues. Technology development and access issue 4 are important for only every 4 th company, just one of them is a SME.
Some companies describe their involvement in the CSR field rather prescriptive than with respect to specific areas: It covers ten areas for action, bringing themes and issues together, where we are most required at CR aspects. These include climate change, energy efficiency, security of supply, but also supply and demographics.
For each of these fields we have set ourselves a binding and measurable goal. Learn more about this on these pages and in our CR Report Positive to stress is the FWA mbh s solid support in Sri Lanka in the core business provided on site: Together with six local volunteers, they purified an important part of the sewer system. With shovels, rakes, pitchforks and of course with great force the canal was cleared, at least in part. Correlation is significant at the 0. The found tools and concepts fulfill more the management tasks of participation and targeting than others. Innovative, system-oriented approaches regarding economic resources material flow management, life cycle assessment, ecology-oriented procurement strategies and management, etc.
Environmental policy instruments and management approaches, such as EMAS III must be implemented by private-financed companies stronger. Sustainability reporting is "to develop local businesses in width only" in the spirit of Gebauer , p. This study shows that the WSC have to develop them widely in the entire sector - private companies included. As the average of implemented sustainability management tools is about six of 31 , there is a long way to go for integrating sustainability issues more comprehensively. The dominance of the environmental considerations can be understood against the history of environmental policy and the current climate discussions as well as its characteristics 22 CRRC The underexposure of information about organizational leadership, human rights and labour practices is to balance in the external communication in the future.
The companies should make organizational processes and structures more transparent. Specific references and descriptions of what CSR means in the core area of the respective companies are almost not given. Only one municipal company describes its responsibility in project-based assistance in foreign water companies. Those companies that publish GRI guidelines have even the highest value in the field of CSR - 36 of 37 indicators are addressed adequately and publicly presented.
According to Porter and Kramer CSR requires the implementation of responsibility into the entire value chain. This comprehensive integration, communication and public presentation is insufficient in the sample. But the communication of ISO keywords does not indicate core activities within its own or the total value added chain. Here the visibility of social responsibility is showed by specific supply chain-related activities. The actual use and communication of the respective management tools would be a first step.
Whether the lack of visibility of CSR activities is primarily grown in the existing structures or in the fear of green-washing accusations has to be clarified further Marquis and Toffel, The size of a company does not have a constant significant influence on the corporate sustainability performance. Regarding the financial forms the EMAS frequency is conspicuous in municipal companies. In this connection it is necessary to think about possible transformation paths of the existing water systems, also in the municipalities.
Taking the perspective of transformation, it makes some starting points and instruments to manage disruptions and discontinuities obviously. It can be also seen as a thinking in options and possibilities and further steps and activities in order to actively manage regime alternatives and transformation paths.
A subtly diversified debate between the actors involved municipalities, companies, networks, etc. Subtly diversified systems gain importance in this context Hanjra and Qureshi, These systems can only be successful when existing systems are adopted and rearranged gradually form today. At the same time it is necessary to ensure the specific functions, to fulfil the conditions of corporate management and to shape the transformation process socially and environmentally.
Innovative service, distribution and disposal strategies have to be developed and implemented in decreasing as well as in rapidly growing regions Howard, Municipalities and der WSC are equally challenged. The influence mechanisms of environmental and social aspects on the economic corporate success may not be underestimated because environmental and social CRRC. According to Schaltegger and Wagner ecology and economy work as pushing elements towards social sustainability. Here, companies are especially challenged to develop a social-ecological appreciation of the difficulties and sustainability challenges as well as to take proactively influence on structural and political processes.
To realize system changes economic and ecological as well as social value chain processes have to be managed in an integrative way to generate a measurable contribution to the increase of the eco- and social-efficiency in the sense of corporate social responsibility. The main focus of a sustainable change should not only be directed towards the final goods and services of a company, however, above all result in an increase in the value of companies and society.
In order to achieve acceptance and understanding of necessary developmental processes and to promote innovation modern participation and cooperation structures as well as continuous technical and methodological training of all stakeholders are needed Grambow, The author highlights further that in the 21st Century planning has to change increasingly towards a process management including highly participatory, combining informal and formal instruments as well as transparent development processes highlighting the responsibility of public authorities, municipalities, citizens and owners.
However, finally there must be a binding plan that regulates the availability of land and the implementation of water management measures. From this perspective, sustainability is a challenge for organizational learning in the three management dimensions ecological, economic, social to enable the sustainable management of a company. Good approaches provide WSC having own power generation and a strategic approaches concerning sustainability management. This can also be found in the municipal area. The energy management of water utilities, in this context, is of fundamental importance including the application of ISO and addresses strategic decisions on a local, decentralized power grids and a central power supply decoupling processes.
Corporate governance and ethical business leadership in the sustainability context requires explicit integration of environmental and social challenges in the corporate sustainability management of water utilities by improving the eco-efficiency e. However, a paradigm shift from cost to eco-efficiency and sustainability is necessary.
This includes integrated strategic management approaches. Therefore a more explorative design would be necessary, like a questionnaire study. Grambow stresses that sustainable development needs a clear political and societal will concerning sustainability behaviour and a an anchor in society and politics. Yet, this will is mainly a result of a complex societal process and based in fractals. Thus, individuals are able to influence strategic decisions by means of fractal structures towards or against sustainability. A clear first step would be the development of a mission statement containing specific and valuable sustainability elements.
A second step would be a clear plan for the implementation of diverse sustainability management tools highlighting social as well as environmental issues. A solid contribution of social responsibility of water companies, which is transparent and credible, is the implementation of the "Water Safety Plan" WHO In contrast to the European water law the "Water Safety Plan" was implemented by the WHO in Germany and with the new drinking water regulations implemented in German law by law. The icing on the cake is the implementation of a nationwide multi-barrier system such as the extension of the existing filtration systems on ultra-and nanofiltration would ensure organic micropollutants pharmaceutical residues, X-ray contrast agent to be able to more efficiently eliminated from the surface waters and of "selfresponsibility principle of the WSC" - without amendment of the West German Drinking Water Regulation - in keeping with the Charter of the World Health Organization.
The necessary costs should be internalized in accordance with the polluter pays principle from the affected industries, the pharmaceutical industry. In accordance with the current discussion of water privatization Ostrom's studies of decentralized structures are further evidence of criteria of success of commons Grambow, Their success is dependent of so divers parameters that there is no good case scenario or general approach.
However, the investigation also stresses the high degree of complexity between the participating actors, particularly their personal interests, their actual knowledge as well as the influences from existing standards. As there at least in this sample most of the companies are not able or willing to implement a plain standard of sustainability with their daily activities or strategic orientation, the questions is - within the meaning of Grambow is the pure market able to manage it. The implications of climate policy for the impacts of climate change on global water resources.
Global Environmental Change, 21 2 , Arnold, M. The role of open innovation in strengthening corporate responsibility. Branchenbild der deutschen Wasserwirtschaft. Rethinking future business products and services. The complementarity between corporate governance and corporate social responsibility.
The German water and sewerage sector: How well it works and what this means for Developing Countries. Environmental management accounting applications and eco-efficiency: Journal of Cleaner Production, 14, Bryman, A. Financing Water for All. Adapting to climate change impacts on water resources in England. An assessment of draft Water Resources Management Plans. Global Environmental Change, 21 1 , Cohen, B. Market imperfections, opportunity and sustainable entrepreneurship. How corporate social responsibility is defined: Toward a theory of sustainable entrepreneurship: Journal of Business Venturing, 22, Dearing, A.
Innovation and the Environment Paris: EC European Commission Towards Life Cycle Sustainability Management. Transitions to more sustainable concepts of urban water management and water supply. Integrating cultural aspects in the implementation of large water projects. Technical Committee of the GWP. Retrieved from Gebauer, J. Die Nachhaltigkeitsberichterstattung kommunaler Unternehmen.
Finding Common Ground for Multiparty Problems. Global water crisis and future food security in an era of climate change. Food Policy, 35, Hahn, R. Greening Goliaths versus emerging Davids theorizing about the role of incumbents and new entrants in sustainable entrepreneurship. Review of Water Services in the EU under liberalization and privatization pressures. Corporate Social Responsibility Comes of Age. Securing vision for Climate change and ensuring resilience in water and sanitation services.
Population Dynamics and Supply Systems. Structure and Function of the Environmental Industry. The hidden Contribution to Sustainable Growth in Europe. A global perspective on changing sustainable urban water supplies. Nachhaltige Wasserwirtschaft in Deutschland. Strategies towards sustainable wastewater management, Urban Water, 3, Kivimaa, P. The challenge of greening technologies environmental policy integration in Finnish technology policies. Research Policy, 35, DOI: Adapting to climate change in the UK.
Managing water resources, Kundzewicz, Z. Freshwater resources and their management. Climate Change In M. Organisatorische Umsetzung von CSR: Vom Umweltmanagement zur Sustainable Corporate Governance. When Do Firms Greenwash? Chalmers University of Technology. Global pattern of trends in streamflow and water availability in a changing climate. Nature, 17 , Mitchell, R. Toward a theory of stakeholder identification and salience: Academy of Management Review, 22, Morsing, M. Corporate social responsibility communication: SMEs and corporate social responsibility.
The perspective from Spanish companies. Benefits of Investing in Water and Sanitation: Sustainable urban water systems in indicators: Water Policy, 11 2 , Palme, U. Sustainable development indicators for wastewater systems: The practitioner s perspective on non-financial reporting. California Management Review, 48, Porter, M.
Harvard Business Review, 01, Porter, M. Harvard Business Review, 9, Porter, M. Toward a new conception of the environment competitiveness relationship. Managing and Measuring the Business Case for Sustainability. Corporate Social Responsibility in kommunalen Unternehmen. Types of sustainable entrepreneurship and the conditions for sustainability innovation. Organizational learning to manage sustainable development, Business Strategy and the Environment, 16 1 , Steger, U.
Building a Business case for Corporate Sustainability. Science, , Walter, M.
Quo vadis efficiency analysis of water distribution? A comparative literature review. Managing drinking-water quality from catchment to consumer. Lebenselixier und letztes Tabu. Case Study Research, Design and Methods. At the same time, Western societies and as such employers have experienced a major paradigm shift: The demand for a socially, ecologically, as well as economically responsible behaviour of society and its members, for companies known as CSR.
Hence, CSR might be a powerful way to successfully position the employer on the labour market.
- Certification development | Best Websites For Ebook Download..
- Star Cruiser 1000.
- Juicing Recipes - Fruits and Vegetable Juicing for Weight Loss and Good Health?
- From Balti Pies to the Biggest Prize: The Transformation of Manchester City.
Before this background, the objective of this paper is to evaluate the significance of CSR from a future employees perspective, and as such, its potential role in Employer Branding. The results partly confirmed the assumptions made in the theoretical part: Other, general CSR, however, seems to be of minor importance for employer choice in Germany. When evaluating the spread in importance ratings of workplace CSR aspects within different identified sub-segments, the sample proved major differences in preferences for CSR related job attributes.
Both social and ecological responsibility has become part of what society expects from companies today. Consumers and society as a whole represent only an excerpt of a multitude of strategically relevant stakeholder groups. With the constantly decreasing share of working population in Europe Frosch et. Future employees are rare, but also challenging, mobile, less employer loyal and aware of their potential role as a competitive edge of a company Lesley, Given this, companies should be able to sensitively respond to the altering values and expectations of potential company members, and create a strong and convincing employer identity and image correspondingly.
The integration of CSR into employee directed communication might be one way to attract potential and retain current employees. Already in , Turban and Greening showed that managers prefer working for responsibly acting companies. A study of Montgomery and Ramus revealed, that more than ninety percent of MBA students from European and American Business Schools were willing to forgo financial benefits in order to work for an organization with a better reputation for CSR and ethics.
However, none of the mentioned studies focuses on the German Labour market. Moreover, most of the studies relied on voluntary participation bearing the risk that only people with a specific interest in CSR are participating in the study. Finally, few studies explicitly investigated the importance of different aspects of CSR especially of workplace related CSR. Therefore, it is the purpose of this paper to investigate the relevance of CSR related compared with general workplace attributes for employer preference in more detail, focusing on last year students MBA and Bachelor from Business Study Programs in Germany.
Subsequently the results of a survey amongst students most of them with work experience will be presented, dealing with important criteria for job selection, general attitudes towards job and career and CSR associations of companies. The design of the study 2 The role of CSR for current and potential employees 2. According to the latest EU definition, it refers to the responsibility of enterprises for their impacts on society and implies the integration of social, environmental, ethical, human rights and consumer concerns into business operations and core strategy in close collaboration with their stakeholders European Commission, Depending on the framework, different components or core subjects of CSR can be identified: The European Union distinguishes four main areas of responsibility, with workplace CSR being the component which is which is most prominently directed to employees as one of the most important stakeholder group see Figure 2.
Stakeholder oriented CSR Figure 3: Positive effects of different CSR components Source: As far as potential employees are able to evaluate workplace characteristics beforehand, they also have a positive effect on their cognitive and affective judgment of the company in question. What is more interesting is the potential effect of general CSR performance on employer attractiveness and employee motivation.
According to signaling theory Spence, ; Rynes, , organizational attributes may be interpreted as signals for other unknown attributes. As such, it refers to both, the distinctive image of the company in the eyes of its potential and former employees cf. The term Employer Branding then refers to the identity based development and positioning of a company as a credible and attractive employer, both for existing and potential employees Deutsche Employer Branding Akademie, It comprises the planning, steering, coordination, and controlling of the Employer Brand Sponheuer, , p.
Potential employees usually interact with a company in different stakeholder roles as a consumer, investor, neighbour or other Roj, , p. As a consequence, employer branding is to be integrated into an overall branding strategy Petkovic, , pp , Figure 5 , and needs to be coordinated with other stakeholder directed branding approaches Sponheuer , p. Due to the difficulty to make oneself stand out based on objective workplace criteria, companies increasingly try to emotionalize the brand, creating sympathy and affection Scholz, ; Petkovic, ; see Figure 6.
Functions and effects of the employer brand Source: It should give orientation in an intransparent environment, bundling functional and emotional information about a company and its requirements. It also should establish trust and reduce uncertainty and risk. Finally it may provide an emotional benefit, allowing identification Meffert et. Usually, there is a high degree of involvement in the employer choice: Even if the workplace looses importance in relation to other aspects of life v. Rosenstiehl, , work is still an important part of peoples life. People increasingly look for jobs that give not only room for personal development, but that also allow for individual and social identification v.
The employer brand as a value promise serves as reference point for potential and current employees, who compare perceived company values with their self-concept and aspired value system Ross, ; Herriot, Building on the assumptions in chapter 2, the integration of CSR in the Employer Brand could benefit the strength of the Employer Brand and its potential to attract and retain employees with respect to each of the three goals: If responsible workplace attributes play a decisive role for job aspirants, they should be communicated in order to convince job aspirants on a cognitive level.
If CSR is taken as a signal for trustworthiness, its integration in the positioning allows strengthening the image of the company as a trustful, reliable and fair employer. Finally, if ecological and social consciousness and fairness is part of the value system of the target employees of a company, its communication enhances identification and perceived added value of the employer in question. There is a multitude of studies and surveys aiming at identifying preferences and user values of current and potential employees.
Within analytical preference studies, participants of the studies are asked to evaluate or choose between potential job offers that consist of different components, such as salary, benefits, work-life balance etc. Grobe , Hinzdorf 7 This is also the result of the immateriality of the product and its dependency on superiors and colleagues Petkovic, 38 CRRC Other surveys, such as the trendance graduate barometer or the Universum graduate surveys ask respondents to rank or evaluate the importance of selected workplace relevant attributes.
Grobe additionally identifies clusters based on expectation profiles in order to distinguish differences in preferences of the surveyed respondents. While analytical studies give a better insight in the relative importance of different workplace attributes and the benefits of attribute bundles, the design of more simple ranking surveys are easier to conduct and still render interesting results. However, none of the above mentioned studies focuses on the role of different aspects of CSR and its relative importance of CSR specific workplace attributes in comparison with other job-relevant aspects.
The focus of the study was on identifying which aspects of workplace CSR were particularly important for potential employees of companies and if there are differences between male and female students and other identified subsegments with respect to preferences and requirements. The research was conducted based on a non-random written survey of last year students, most of the with work experience. The survey induced gender imbalance was corrected via extrapolations over the course of this study, in order to allow a holistic picture quota sample: Besides, associations with responsible companies were surveyed.
The choice of criteria for employer choice was based both on existing results about factors for attractiveness e. The latter were derived from explorative interviews within a focus group. Surveyed criteria for employer choice Source: Hypotheses In order to be able judge the assumptions made in chapter 2 and three, the following hypotheses were proposed: Workplace CSR has become a basic requirement for future employees. Other CSR activities have also become an important requirement of future employees. We only integrated three attributes for general CSR and did not take into account important aspects such as ecological responsibility or general fairness in the marketplace.
We still think that with attributes such as corporate citizenship and compliance, we cover an important part of general CSR. The perceived importance of workplace CSR related attributes differs significantly a between preference based sub-segments of the sample.
Stephan Grabmeier
We assume confirmation of this hypothesis, if there is a significant difference in average importance ratings between sub segments and the total sample higher than an absolute 0. Importance of attributes Figure 9: The most important aspects of workplace CSR seem to be personal development, workplace security, support at career entry and flexible work time. Also other CSR attributes seem to be of major significance for the respondents.
Consequently, we need to refute the above stated Hypothesis 2 and can follow: Other CSR activities have not yet become an important requirement of future employees. The latter resulted in six internally homogeneous, externally heterogeneous job seeker segments see Figure We also compared the percentage of respondents evaluating an attribute as important in sub-segments with the whole sample, which confirmed our results. For the sake of simplicity, this analysis is neglected for preference-based sub-segments, as it confirmed our results see Appendix 1 for the respective table.
We will refer to it, however, in case of gender analysis, as it gives a clearer result to what is important to women and men see below Figure This segment is composed by all respondents that had both career possibilities as well as salary on their top three priority list. Accordingly, careerists assigned significantly higher average importance ratings to these attributes than the total CRRC. What is striking is that compared with the total sample most workplace and general CSR aspects are perceived as less important, with deviations from average importance between workplace security and support of less qualified and disadvantaged employees.
Concepts for elder employees and work-life balance are both assigned average importance rates, differing from average by and -0,23 respectively. Workplace CSR seems to be of major disinterest for this group. For Security seekers, a secure workplace is one of the most important criteria for employer choice.
Besides, there is a below average preference for internationality Apart from this, their expectations are near average. Mainstreamers do not exhibit any specific orientation in their answers and can be judged as almost average. They assign a lower average importance to Citizenship activities Equalizers ranked social aspects such as family support and work-life-balance as top criteria for employer choice. Mostly women compose the segment.
Equalizers rank all aspects of other CSR higher than other segments. Self-fulfillers were assigned on the basis of criteria such as personal development and internationality amongst their top 3 - whilst having no interest in a career and high salary, or social aspects.
All in all, they can tentatively be described as less materialistic, adventurous and socially oriented: At the same time, salary Corporate posers constitute the smallest segment and chose at least two of the four company related criteria location, reputation, industry, size as top employer choice criterion. Additionally, below average importance is assigned to flexible work time However, the segment is too small to allow reliable results, such that it was not considered for evaluation of hypothesis 3.
Summarizing, there are marked differences in preferences for general and CSR related workplace attributes between segments. Mainly equalizers and selffulfillers differ clearly from the average score, with deviations up to nearly 0. Equalizers appreciate support of family and less advantaged as well as work-life balance and equal opportunities.
The opposite picture is true for the self-fulfillers, who score significantly over-average in terms of self-development, and have a way lower need for the support of family members. But also careerists and securityseekers have their own preference profile with specific importance ratings for selected CSR and non-csr related attributes. As there are also considerable differences in Top 3 rankings between the different segments see appendix , we can confirm Hypothesis 3a: The perceived importance of workplace CSR related attributes differs significantly between different sub-segments of the sample.
Analysing average importance ratings of men and women see Figure 13 , there seem to be no major gender differences except for preferences for equal opportunities: Average importance is 2. The differences in preferences for other attributes are mostly lower than differences between other sub-segments. However, it is worth noting, that almost all the female sample exhibits slightly higher average importance in almost all CSR criteria except social benefits, compliance and volunteering , whereas slightly lower importance is attributed to salary, company size and career possibilities.
Comparing the top 3 selection criteria shows, that far more men rate company related criteria such as industry and reputation amongst their topselection criteria than their female counterparts. At the same time, looking at workplace CSR related attributes, it can be seen, that almost all attributes are more often selected as a top criterion by women than by men - 8 of the attributes even showing differences of 10 percentage points or more. Consequently, we would partly confirm Hypothesis 3b: There are no CRRC. Worth mentioning, though, are the differences in the top 3 ranking workplace CSR criteria and in the non-csr criteria.
Other CSR aspects such as corporate citizenship or volunteering however seem to be less critical for their employer choice. Looking deeper in the data, it can be seen that preferences for workplace CSR are not the same for all respondents. Instead, there are significant differences between preference based sub-segments, e. Differences between men and women are by far less pronounced than between other subsegments, but preferences for workplace CSR are almost consistently higher in the female sub-segment.
Also, the analysis of top ranking criteria suggests gender distinctions in a number of attributes. Most striking is the difference in perceived importance for equal opportunities and some other social aspects ranked higher by women , as well as for salary and company size ranked lower by women.
Building on these results, we suggest that the companies should carefully define and analyse their target employee group and accordingly consider workplace related aspects in their employer positioning and identity. However, there are some shortcomings of the survey worth mentioning and reducing the significance of the results: General CSR attributes are only partly integrated in the survey. Especially ecological aspects were neglected due to the focus on workplace related aspects. However, we believe, that attributes such as corporate citizenship and voluntary engagement at least partly represent students ideas about general responsibility of a company.
Several attributes focusing on soft characteristics of the workplace such as corporate culture, working climate were not integrated into the survey. We believe, that cognitive attributes such as equal opportunities are an expression of the underlying culture and values of a company. Sub-segments were formed based on the most important criteria for employer choice. Psychographic characteristics of respondents were only indirectly surveyed. Sub-segments are hence only tentative, which reduces the significance of results. Further research is necessary to link workplace preferences and personal characteristics of job seekers.
According to selected theoretical frameworks, both perceived workplace CSR and other CSR seem to strengthen positive associations with potential employers, both because of an appreciation of workplace CSR related attributes such as health care or work-life balance and because of positive effects on the trustworthiness of the employer in question and the self- and social identification of the employee.
Empirical research however cannot completely confirm the assumptions made in the theoretical part. Even though selected workplace CSR related attributes seems to be of high importance for business students and graduates in Germany, general CSR is not. Moreover, workplace CSR is not equally important for different sub-segments; there are even sub-segments that are not interested at all in workplace CSR related criteria, but focus on non- CSR factors such as career, internationality and salary, only.
Hence, employer-branding experts need to carefully analyse target groups and their preferences in order to shape image and identity accordingly. Future research should go more into detail in the importance of general CSR criteria for employee preferences. At the same time, classical criteria such as corporate culture, working climate or responsible tasks should be more explicitly confronted with CSR related aspects. On top of the consideration of how to recruit new employees, it will be critical to better understand how to retain them, too.
Sub-segments such as elder employees or employees with migrant background might need a further analysis. Also, the effects of CSR on a cognitive and affective level should be investigated. Finally, a better understanding of the target group requires deeper research in attitudes and values of surveyed graduates.
Proactively addressing the demands of stakeholders, especially current and future employees will pay off in terms of corporate success. Workplace CSR criteria do have a major impact. And Employer Branding can make sure everybody gets the message. Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28 3 , Ashforth, B.
Oxbridge essays scampi shrimp recipe nobu-zzvc
Social Identity Theory and the Organization. Social responsibilities of the businessman. The contribution of corporate social responsibility to organizational commitment. The Determinants of Organizational Reputation: A Job Search Perspective. Journal of Organizational Behavior, 21, Carroll, A. A three-dimensional conceptual model of corporate social performance. Organizational images and member identification. Administrative Science Quarterly, 39 2 , Esch, F. Commission Staff Working Document. How does corporate social responsibility benefit firms? European Business Review, 22 4 , Frosch, K.
Grundlagen und praktische Umsetzung.
Oxbridge essays scampi shrimp recipe nobu-zzvc
Leipzig Graduate School of Management. Der Great Place to Work-Ansatz. How organizational image affects employee attitudes. Selection as a social process. Guidance on social responsibility, Paris. The new strategic brand management: Creating and sustaining brand equity longterm. Journal of Business Ethics, 4 , Kirchgeorg, M. Employer Brands zur Unternehmensprofilierung im Personalmarkt. Modeling the relationship among perceived corporate citizenship, firms attractiveness, and career success expectation.
Journal of Business Ethics, 1 , Meffert, H. Stellenwert und Gegenstand des Markenmanagement. Self-concept and brand preference. Journal of Business, 44 1 , Rynes, S. The importance of Recruiting in Job Choice: A different way of looking. Personnel Psychology, 44, Schmidt, P. Die Bedeutung von Arbeit. Kirchhoff AG Consult Ed. Good Company Ranking booklet. Corporate social responsibility two-faced capitalism. Organizations around the world and their stakeholders are becoming increasingly aware of the need for and benefits of socially responsible behaviour.
ISO standards regulate many international norms. ISO exposes seven core subjects in which an honest behaviour supports success; all of them are linked by two crucial concepts: However, stakeholder engagement can be defined as interactive activities initiated by an organization with its stakeholders. The organization typically has many stakeholders and it is itself a stakeholder within the community. As a matter of fact, the Krka Group is a responsible organization which identifies and interacts proactively with the stakeholders impacted by its activities.
Stakeholder identification and engagement are central to addressing an organization s social responsibility. Brief discussion of managing for stakeholders and the role this plays in achieving value creation and competitive advantage. The stakeholder theory is about value creation and trade it is a managerial theory about how business works. It asks both business and ethics questions about stakeholder relationship. Finally, ISO adds that the active engagement of stakeholders is based on trust and goes beyond public relations. Moreover, it is also important to realise that stakeholder engagement is not a one-off event but a continuous process.
Many organizations joined the path toward business and quality excellence and utilized quality tools, quality and environmental management systems standards ISO and ISO , responsibility standard ISO and business excellence models EFQM and Baldrige to assist them in this transition. In this paper we discuss the roles of ISO guidance standard on social responsibility and stakeholder engagement in the pharmaceutical company of Krka Group from Slovenia.
The paper is organized in the following way. Here we stress the complexity of this issue by seeing the pathway as a set of interlinked developments and a set of tools and guidelines such as ISO Out of these vast set of activities, initiatives and developments, we limit the scope for this paper to the discussion of the role of ISO , CSR and stakeholder engagement in this particular area.
Here we argue that ISO and stakeholder management provide a framework for the view of strategic positioning as well as operations in organizations. Some of the benefits reported were: It can also add the value for stakeholders. This broad perspective 56 CRRC The development of ISO started in Despite many initiatives in the field of social responsibility SR , such as the development of standards, codes, norms and guidelines, an international, broadly oriented, comprehensive, and overarching SR guideline wasissued by a well-known authority - International Standard Organization ISO ISO is a CSR guideline that enables all organizations to define and implement CSR in their corporate strategy.
The ISO guideline contributes to obtain a comprehensive overview and hence makes it easier for organizations to engage in CSR. On the other hand, the ISO organization offers several important advantages for the development of a global SR guideline, from the perspective of the organization s objectives. For instance, ISO is one of the few organizations that are broadly acknowledged internationally it is known all around the world and the organization s activities are of great importance to every single individual in the world.
It can also be expected that ISO will receive visibility in many organizations that already work with other ISO management systems but which have not yet engaged meaningfully with SR. The research by Brandsma et al. In addition, ISO has the extensive experience with the development and dissemination of standards and has the organizational capacity to do this. Significantly, the development of ISO has been based on the largest multi-stakeholder process that has ever been organized. In addition, the guideline is applicable to all organizations, in all countries, in all stages of development, all sectors and does not conflict with other SR standards or demands it has no intention of replacing these.
The research that was conducted by Brandsma et al. Organizations that have already developed SR strategies and initiatives are more likely to apply ISO to increase the credibility of their own SR claims, e. The ISO s origin as the work of a huge range of stakeholders has also perhaps unsurprisingly resulted in a very strong emphasis on stakeholder identification, dialogue and engagement. The guideline identifies the entire range of possible stakeholders of organizations. Therefore, ISO can be defined as a hybrid standard: It is clearly that this is not a certification standard.
ISO emphasizes the morality and takes a view on the equity of standards, guidelines and behavioural rules; on the other hand it states that this depends on the specific context of an organization. The starting point of ISO that every organization should engage in SR in its own, unique way, depending on its organizational characteristics and external environment, offers organizations the opportunity and legitimacy to formulate their own SR principles. This often means that ISO or quality management systems in general are understood as a building block that gives a platform to integrate other systems or requirements Castka et al.
It is suggested that organizations use ISO as a key guidance and decision making tool to: This is a chance for organizations to demonstrate their leadership role in CSR Excellence. Identifying stakeholders, knowing their expectations and enabling stakeholder engagement therefore play an important role in the guideline as they are a key to understanding, addressing and implementing social responsibility.
Stakeholders are seen as a starting point for CSR policies and fulfil an essential role in determining the organization s social responsibilities. Therefore, ISO is full of references to stakeholders and stakeholder involvement, dedicating an entire clause to this concept. To identify its social responsibility properly an organization should, according to ISO , understand three specific relationships. The first is the relationship between the organization and society. Secondly, an organization should understand the relationship with its stakeholders to be aware of who its stakeholders actually are and be aware of their expectations, interests, demands and wishes.
Stakeholder s expectations, as emphasised by ISO , are not necessarily the same as expectations of society. Here is the third relationship that needs to be understood: Therefore, it is always useful for an organization to consider whose or which interest a certain stakeholder represents. ISO finds it important in these stakeholder relationships that an organization uses its influence to encourage stakeholders to address SR Moratis and Cochius, According to ISO , determining an organization s sustainability impact is the most important way to identify stakeholders.
The reasoning behind this is that stakeholder engagement helps an organization to address its social responsibilities by creating the conditions for the informed decisionmaking and can produce advantages in a variety of ways. ISO specifies numerous reasons to engage with stakeholders - researching informed decisions, including stakeholders in the process of the performance evaluation, reconciling or preventing conflicts, aligning interests and expectations, integrating different perspectives and developing partnership ISO However, according to ISO that is not always necessary since some stakeholder expectations have been institutionalised within the law, culture or societal norms.
In fact, ISO as a guideline that is largely based on many international conventions, guidelines and standards is an example of this in itself. The guideline also states that an organization should not give preference or favour to any particular organized group to garner friendlier stance towards its own goals ISO Effective stakeholder engagement is thus important for an organization and if an organization wants to obtain maximum value from it, it should properly organize this process, as stated in ISO ISO Stakeholders, their interests and expectations, their influence and the ways to actively engage them can and will change over time.
Therefore, every organization should periodically review its policies and activities in the field of stakeholder engagement CRRC. Therefore it is important to highlight the business-related benefits gained through implementing and executing strategic CSR activities.
First of all, it will help companies in following the generic strategy. Basically, it is argued that cost leadership or differentiation can be achieved through the effective use of strategic CSR activities Porter and Kramer On the one hand, CSR can contribute to the achievement of cost leadership, since companies can benefit from the above-mentioned advantages and thus are likely to gain a favourable cost advantage. On the other hand, the image of a socially responsible and environmentally sensitive or conscious organization can be realized through strategic CSR.
CSR is likely to contribute to the development of new business opportunities Bhattacharya, Porter and Kramer In a similar vein, Brugmann and Prahalad At the same time organizations have begun to experiment with new business models due to the help and influence of CSR. CSR strategy will help a firm to manage stakeholder-related risks better Bonini et al.
Furthermore, in addition to the mentioned benefits Heslin and Ochoa First of all, increased sales of both, premium products and services can result from a company s intense CSR efforts. Secondly, companies can learn through conducting strategic CSR, like for example through projects in which they invest. The knowledge accumulated can be subsequently used to develop a firm s core competencies further or to drive new innovations, in addition to contributing to the improvement of social and environmental conditions Heslin and Ochoa, Thirdly, Heslin and Ochoa Therefore CSR, especially strategic CSR, represents a powerful instrument in order to motivate and retain committed and engaged employees.
The survival and prosperity of organizations is highly influenced by various external stakeholders and the credibility of companies is increasingly measured by the degree of a firm s CSR involvement Heslin and Ochoa The main idea of stakeholder theory is as old as commerce itself. Origins of the stakeholder theory are adopted from Freeman et al.
The Freeman story ties to Rhenman SRI, development in the disciplines of management, primarily a way to organize information about environment, from strategic planning to strategic management ; 2. Slinger s revision two definitions at SRI, tie to action is earlier influence of Rhenman, tie to survival of the firm is later, engagement rather than planning - Tavistock influence, roots of idea in early 20 th Century Christian communities and 3.
Nasi s Nordic Story Rhenman interested until the late s, industrial democracy in Sweden, stakeholder theory the dominant theory in Finland until the s, taught in major business schools, became one among many.