Corporate Citizenship Perspectives

When we talk about good corporate citizens, we think about those companies that balance financial results with the environmental, social, and governance (ESG) aspects of business. The complexity of this practice demands diverse skills and experience, and the engagement of employees at all levels.

While the active involvement of all employees is essential to corporate citizenship success, respondents of the Boston College Center for Corporate Citizenship’s Profile of the Professionals 2018 report indicated that of CEOs, executives, managers, and staff, executives are the most likely to help them achieve their objectives (see Figure A). 

The merits of diverse and inclusive workforces are well-documented. They drive innovation, bolster financial performance, capture new markets, and increase customer loyalty.[1] Fair and equal compensation is the prerequisite of cultivating an inclusive company culture, and is an issue that is receiving attention increasingly from policymakers, corporate leaders, and the popular media.

The negative effects of inequality are felt across our entire economy. As income and wealth become concentrated at the top, fewer can participate fully in the economy. This hampers growth at all levels.  The American Dream, once thought to be a birthright, has proven to be available more readily to children of the educated and affluent than to others.[2] Income equality is a corporate citizenship and economic imperative. Corporate citizenship is not what happens in the corporate citizenship department. Good corporate citizenship is reflected across the operations of the company in how the company exercises as an entity its rights, responsibilities, obligations, and privileges

Research shows that racial and gender income inequality affects every country, industry, and field.  For example, respondents to the Boston College Center for Corporate Citizenship’s Profile of the Professionals 2018 study report that women fill most corporate citizenship positions. Their representation drops off, however, in more highly compensated executive positions (see Figure A). Women respondents also reported earning less than their male counterparts, and receiving lower bonuses (See Figure B).

At the Boston College Center for Corporate Citizenship’s International Corporate Citizenship Conference, CSR leaders from around the world gather to share insights, tools, and tactics. Below, we share a story from last year’s conference, appearing originally in Issue 20 of The Corporate Citizen magazine, which details how State Street—the event’s 2017 convening sponsor—is working with five partners to advance job readiness today while strengthening its future workforce.

This year, our 2018 convening sponsor Travelers will share the benefits of a long-term approach. Other speakers will include award-winning writer and speaker Terri Trespicio, as well as experts from EY, UPS, and more. Now is the best time to register, because for a limited time you SAVE $200 on registration!

View all resources on Engaging Employees > 

Every company aspires to have an engaged workforce in which employees are involved, focused, and committed to their jobs. Engaged employees are beneficial to businesses because they work harder, produce stronger results, and stay with the company longer.^[1],[2],[3]

One of the greatest challenges of employee engagement is to identify each employee’s needs and motivations in order to determine how to best engage them. Complicating this challenge is the fact that some companies may have a disparate workforce that requires different engagement tactics.

For example, research indicates that employees at different stages of their career pursue certain engagements opportunities while rejecting others (see Figure A).^[4] Employees in the early stage of their career are interested primarily in opportunities for recognition and networking in order to establish themselves and advance their career. While they don’t have much money to donate at this point in their lives, they’re likely to show up at volunteer opportunities—especially if senior leaders are present. On the other hand, mid-career employees tend to be more pressed for time, sandwiched by caretaking responsibilities for both children and aging family members. These employees prefer opportunities for recognition, education, and getting their family involved. Finally, late-career employees are motivated by the opportunity to build a legacy or mentor a younger colleague and, because their salaries have peaked, they are more likely to contribute financially to important causes.

The following is excerpted from Issue 16 of The Corporate Citizen magazine. To learn more about how companies are using corporate citizenship to achieve business and social value, check out our issue archive.

As a global commerce leader that connects millions of buyers and sellers around the world, eBay empowers people and creates opportunity. In late 2015, the company decided to make a large investment in the engine that drives this success—its people. In December 2015, the commerce leader announced new paid family and medical leave policies, joining the ranks of tech companies such as Google that have recognized that a healthy and engaged workforce is key to retaining talent and staying competitive.