perspectives
Do Good, Find Talent
WHY CORPORATE SOCIAL RESPONSIBILITY SHOULD BE A KEY COMPONENT
OF EVERY COMPANY’S TALENT ACQUISITION STRATEGY
As the race for talent tightens in Canada, it has become
imperative that employers go above and beyond the norm
to refine their recruitment strategies and attract talent,
and to retain their current workforce. One area that has
taken on major significance for all talent, but primarily millennials,
is corporate social responsibility (CSR). By 2025, three-quarters
of the world’s working population will be millennials.
Generally speaking, CSR is a self-regulated business model that
ensures corporations remain accountable to the communities in
which they operate, and that enterprises are consistently taking
stock of their business practices and adjusting to meet the needs
of employees, stakeholders and the public.
From a human resources and recruitment perspective, a fleshed-out
CSR strategy puts organizational values into action. The
workforce of today is more engaged in philanthropic endeavours
than ever before, and as such, corporate leaders need to be thinking
beyond simply voicing their company values. Companies should
instead be creating a work environment where employees have the
ability to act and engage with their values, and a successful corpo-rate
social responsibility mandate can be one of the most effective
ways of instilling an enterprise’s values in its team members.
By extension, corporate social responsibility allows organiza-tions
to give back to their communities, and charitable giving is
an important feature that many Canadians look for in a potential
employer. A recent survey from Interac, completed in partnership
with The Upside Foundation, found that 72 per cent of Canadians
believe it’s important that a potential employer has a strong
CSR practice. When asked how exactly corporations should
By Caroline Stephens
Forty-eight per cent
of Canadians believe
employers should
offer volunteer days
for employees
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