Tag Archives: careers in CSR

Careers in CSR: Networking Your Way To Success

17 Thursday Jul 2014

Posted by in CSR, Guest Author, HR

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I met PwC Canada’s James Temple at a roundtable of CSR and sustainability leaders brought together by Edelman in Minneapolis in 2011 to discuss how they planned on moving forward on their commitments and what roadblocks they saw ahead.

I was the chosen facilitator for the hour and luckily for me, I got to ask all the questions!

The conversation was busy, high level and revealed a lot about the challenges these practitioners were facing as they worked to change the systems within their multinational corporations. While the roundtable was operated under Chatham House rules, the relationships that were formed that day continue to flourish.

Longevity is a true asset in this sector – and James has continued to be a wonderful resource and a much-needed mentor for those looking to pursue a career in the CSR field – critical as generations turnover across our workforce and expectations and mindsets on corporate social responsibility shift globally. He recently also facilitated a webinar to explore some of the latest trends in building a career in CSR. I asked him to pen some highlights and top tips for readers and here’s what he had to say:

 

I recently hosted a webinar focused on exploring trends and insights about building a career in corporate responsibility as part of what’s become a semi-annual conversation between hundreds of prospective practitioners and sector trailblazers.

As practitioners in a field that continues to transform, the conversation was dominated by the importance of networking and how to best leverage relationships toward pursuing a meaningful career. Joining me for the discussion were Paul Klein, president and founder of Impakt; Jerilynn Daniels, senior manager of community investment and marketing at RBC; Alex Daprato, partnership marketing associate at TrojanOne; and PwC Canada’s Sustainability Manager Klaudia Olejnik.

After a quick review of the CSR industry, we switched to discussing our panelists’ respective careers. Specifically, how they got there, if they would recommend breaking into the field today or if integrating a CSR mindset into any role is the way to go – and what they felt some of the key capabilities were that would help set an emerging leader up for success.

We also ran a live Twitter stream to help with on-the-spot responses from across the globe. Most of the questions focused on how to transcend the passion behind the industry to a sustainable career focused on embedding and implementing a complex change management strategy.

And how do we do this in a way that facilitates breaking into an increasingly complex field?

What struck me most was a single word: enough.

Too many times we focus on trying to be everything to everyone, but how can we understand corporate cultures in a way that doesn’t become overwhelming and can be communicated effectively? Could this be a building block to create the foundation for a career in CSR?

The panelists suggested that when thinking about who to talk to and what to ask, great networkers should remember that the CSR field is broad and diverse, and that practitioner experiences will be dependent on a variety of factors, including age, maturity of the organization that they are working for, geographic location, cultural norms and industry, just to name just a few. And framing good questions will be key to helping uncover the right information to inform decisions about a career in CSR and the tools needed to succeed.

From the hour-long conversation that featured numerous questions from an active audience, here are three recommendations to help enhance the networking experience:

  1. Brainstorm CSR related scenarios through open-ended questions

Great networkers focus on asking strong, open-ended questions during an informational interview and look for ways to create a knowledge exchange that’s mutually beneficial. When meeting with established CSR professionals, panelists recommended spending time working through scenarios or situational examples to compare diverse perspectives and ideas.

  1. Build a rapport that highlights genuine authenticity

Use networking time to build a rapport. Try to highlight a deep understanding about social issues, examples of continuous adaptation, or the ability to synthesize complex information in a way that can be re-communicated across diverse arrays of stakeholder groups.

  1. Use a shared language and keep the conversation focused around value creation for both people

In CSR, business language can be technical and complex.

Get back to basics, keep things clear and concise and remember to talk within the confines of a person’s role. Don’t overwhelm your mentor with general questions about how to change the world – they probably don’t know how (none of us do)! Instead, share complementary ideas that allow you to learn from each other.

Remember that curiosity is the name of the game, and you’ve got to check your ego at the door: CSR is a profession, not a persona. Let good communication skills guide your networking conversations, don’t let your passion to be a change-maker get in the way, and follow-up with those you’ve met to thank them for their time.

Combined, this might sound pretty basic but it’s the art of synthesizing complexity that will set you apart – and will make sure people remember you for your tact and talent.

About James Temple:

James Temple is the Director of Corporate Responsibility for PwC Canada and has a dual role leading the PricewaterhouseCoopers Canada Foundation. In this capacity, James provides oversight to the Canadian Firm’s internal Corporate Responsibility strategy, representing the ways PwC integrates good social, environmental and economic values into its business operations.

Revisiting the PR Take on CSR: “Corporate Responsibility is Not Public Relations”

30 Tuesday Aug 2011

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Last year, the Better Business Bureau hosted an event titled Good Business 2010, where the day-long agenda was to analyze the increasing confluence of public relations (PR) and corporate social responsibility (CSR). Here’s what I wrote then on Vault’s CSR blog:

A Belief System For Your Company

Edelman’s EVP for CSR-New York, Michael Holland while highlighting his firm’s approach, emphasized that corporate responsibility was emerging increasingly as an indelible part of brand management for companies, although North American companies, while initially slow to embrace it, were quickly getting on board.

Defining CR as “A belief system for a company” he broke its significance for companies into three segments: 1) the social and legal aspect; 2) its immersion into the operational model; and 3) how to leverage it for competitive share in the marketplace.

What is the ROI for corporate responsibility?

Citing a recent survey conducted by McKinsey, Holland said that the business case for corporate responsibility had never been clearer for companies. “Companies that paid attention to CSR in the last three years reported an increase in their share price of 43% against a 12% increase for those who didn’t.” At the same time, profits for the first segment of companies increased by 16% versus 7%. I’ve often noted that metrics and numbers speak louder than words. These then, need no further explanation. See more results from the McKinsey survey.

Noting that the pressure for accountability was no longer the voice of a few dedicated advocates and had shifted to mainstream demands from all stakeholders for a company, Holland stressed that the tipping point was already here: “CR cannot be ignored any longer. Shareholders, employees and clients are demanding it.”

What is corporate responsibility all about?

Holland, interestingly, chose to answer this by focusing on the key misconceptions about corporate responsibility. Funnily enough his counter-intuitive tactic worked, bringing up several questions from the audience. He put it like this:

CSR ≠ Green
CSR ≠ Strategic Philanthropy
CSR ≠ Public Relations

CSR isn’t PR, it’s About Your Business Strategy

I have discussed in the past the huge difference between conducting brand management and reputation-building and immersing CR as a culture of change into your company’s strategy. I asked Holland how he advises clients to walk that fine line.

“First of all, it needs to start from the top. Secondly, it needs to part of a company’s communication strategy. And finally you need to define what it means to track the progress of your corporate responsibility. The problem is that the marketplace believes that CSR is cause marketing and philanthropy. Our task is to overrule that and teach them that actually it’s about business strategy.”

——————————–

Now, with several communications firms announcing CSR practices, where are we headed with the confluence of PR, brand management and CSR? I turned to the latest entrant in the field, Ruder Finn. Take a read.

Behind Every Responsible Company Is a PR Agency? A Closer Look @ Ruder Finn’s New CSR Practice

30 Tuesday Aug 2011

Posted by in CSR

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They say, behind every successful brand, is a PR agency.

How about: Behind every responsible brand, is a PR agency?

Now, what is the first thought that comes to your mind when you hear that a public relations agency has decided to roll its “CSR experience” into a new division offering clients the opportunity to use their PR capabilities and budget more responsibly, more strategically?

  1. You condemn them as a reactionary, out-to-make-money business;
  2. You think: CSR is not PR, how many times do we have to say it?
  3. Wonder how long this will last.
  4. That’s interesting. Yet another way we can help businesses create shared value

That last statement was the main driver behind Ruder Finn’s new CSR practice, which officially launched two months ago, according to Senior Vice President Sarah Coles. “We had already been doing CSR work with clients like Novartis and Gerber. It felt like a natural next step [for the firm],” she says.

The communications industry is abuzz with the notion of creating shared value and the professional services sector especially, is in the center of all the activity.

Of course, Ruder Finn is not the first PR company to offer CSR strategy and solutions. Edelman has a robust CSR and sustainability solutions practice, as do Burson-Marsteller, Ketchum, Golin Harris, Cone, and many others.

http://www.ruderfinnasia.com/files/csr-index-fmcg-and-auto-in-china-appendix.pdf

In fact, a quick search revealed that CRO Magazine even released a Top 10 list of “Corporate Responsibility PR firms” back in 2008, that placed Ruder Finn at No. 5. But how do you decipher such a ranking? If Ruder Finn was already being lauded for “CSR PR (?)” in 2008, what propelled them to create a new division now three years later?

And the big question: What is the differentiator in this burgeoning industry? 

I turned to Coles who will be leading the new practice and has spent 13 years in PR with the last seven at Ruder Finn, for some answers.

Sarah Coles, SVP, Ruder Finn

“When I started working with clients on CSR strategy, it wasn’t called CSR. Many were doing this without realizing it was called CSR. For example, at Novartis, we didn’t see our work in malaria treatment as CSR per se. It was part of their core mission, part of everyday business.”

“My first contact with CSR was when I started working with Gerber on childhood nutrition and later with Novartis. In the five years that followed, I got the chance to really see the effects of giving back to your community. I got to meet some of the patients and really saw firsthand the challenges that we in the western world would otherwise never understand. The whole experience really changed my impression of what needs to get done.”

The Case For CSR: What were the main motivations behind setting up a new practice focusing on CSR?

“There is a demand today to put together more strategic CSR programs; programs that are distinguished, unique to the company, and meaningful.”

“Consumers are pretty smart these days: They can see when something is reactionary and when it has been a longterm commitment. They trust brands that have longterm missions and whose programs are in sync with brand value.”

“A great example is the latest Tide for Hope campaign. It’s a perfect example of how core competencies can help provide value. This builds way more trust than something thrown together in a short-term cycle.”

“Ruder Finn also strongly believes that this is not only an opportunity to grow our practice but also to help define what the industry means by CSR and educate companies the issue to ensure that it continues to build as a best practice.”

The Nature of PR: Aren’t most programs reactionary in nature at first contact?

“It’s certainly a mix. Some companies who have been doing this for a long time are doing well and CSR contributes to that reputation. They build trust. Others are more reactionary but won’t be sustained or provide strategic value in the long run.”

“There is a real business case for CSR and companies are beginning to see that. Companies that have longterm Initiatives don’t have to resort to crisis management and there is value in that.”

Strategizing CSR: What then is the underlining ethos of the new practice?

“We learned a lot from working with PepsiCo on their Dream Machine recycling program. Today, we see a real opportunity in helping clients with cause marketing initiatives that reinforce their business practices and core competencies.”

“We counsel clients to do corporate social responsibility strategically. To build something that looks inside the company…dig around and see what they are already doing, what they stand for, what their core values are, and then create a campaign that captures all of that.”

Implementing CSR: How is implementing a CSR strategy going to differ from PR campaigns?

“We’re moving into pure strategy now. It’s not about short-term projects anymore. CSR is more about what makes sense for the business. How can I create something that my company stands for and does good for our community at the same time?”

“These programs go to the root of what CSR is all about: Good business sense that also provides value.”

Comments? Thoughts? Leave a comment or connect with me @AmanSinghCSR.

How to Pursue a Career in CSR

01 Monday Aug 2011

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At a recent workshop on how to pursue a career in CSR, I asked students at the University of Minnesota how they define CSR. Some of their answers:

“Weaving sustainability, community responsibility, and diversity in any business role.”

“Considering all stakeholders (customer, employees, community) when making a business decision.”

“I define [it] as how the company does college student become a CSR practitioner?

While the essential job search in itself is undoubtedly important, identifying how you define CSR is more important for two reasons: 1) CSR jobs — or jobs with the specific title of CSR/sustainability — are scarce; and 2) The continuing lack of standardized scope and skills attributed with these jobs doesn’t make for a very structured job search.

This dual combination then makes it even more crucial that you understand which thread of CSR really interests you, because there are several.

Nancy Lublin from doSomething.org made an obtuse reference to this at the recent UN Social Innovation Summit, noting that most of the panelists with her were founders of something. “Everyone cannot be a founder,” she said. “It’s okay to join stuff.”

While Lublin was referring to social innovation, her comment applies to all of us: We don’t need to reinvent the wheel on responsible and ethical behavior—you just need to have a clear idea of where you stand on it, and how you can apply that to your job search.

Seriously.

So, how does a college student become a CSR practitioner? Here’s my two cents:

1. Define CSR: What does that mean to you — and your career?

If you are a great communicator and enjoy writing, then marketing would be a good fit. But if research, analysis and data are your passions, then working on CSR reporting would be a better fit.

And if working with people or organizing things is your deal, then HR or even community relations could prove to be better fits.

You get the idea.

2. Identify required skills

Now that you know what you would enjoy doing, evaluate your bucket of skills. Continuing with one of the examples above, if data gathering and analysis is your forte, here’s a few things that should be on your Skills Checklist:

  • • Understanding of what kind of data is used by companies in CSR reporting
  • • How this data is collected
  • • Industry standards
  • • Thorough knowledge of the structure and organization of CSR reports
  • • Certifications: One that instantly comes to mind is the Global Reporting Initiative (GRI) standards, which many more companies — and universities — are starting to adopt.

3. It’s time to think: Brand Awareness

Start building your personal brand. Blog: write about your passion, why you want to work in the field, your motivations, etc. (It might be for free but you’ll get a better-than-decent ROI if you’re seen by the right people.) Write for publications and websites, both mainstream and niche. Meet with like-minded students who are pursuing similar interests. Join your local Net Impact chapter. Arrange informational interviews with the faculty.

These conversations will go a long way towards helping you decide whether to pursue what you are passionate or change course: Either way, a huge benefit.

4. Get practical experience

Internships: Incredibly important. Pursue as many as possible in your four years at college because that’s the time when you have the least to lose.

Internships will give you the hands-on experience that no number of years spent in college can provide. But use these opportunities responsibly because there aren’t many out there. Network, approach each day as a new lap you need to complete, seek out projects, volunteer, focus on demonstrating your skills, and share your opinion.

And learn to fail.

When you do (not if), pick up the pieces and continue on, or start over—both are perfectly okay. Failures later in life will sting a lot more, so fail early and learn well.

5. Social Media: Learn to be a bystander and listen

Another skill that I just cannot overstate the importance of. While you build your personal brand–whether through blogging, research papers, tweeting, commentary on Facebook or the college newspaper—be sure to share it with others. And demand feedback: the good and the bad.

Listen to what is being written about the subject, who the prominent speakers are, the movers, the exemplified, the ridiculed (you’ll learn from both, trust me), the practitioners.

In the end, use your skills to guide your job search. Once at a company, let your passion guide you in creating the change you want to see happen. We can no longer afford to stand outside and point fingers.