VIEWPOINT | How to improve internal CSR communication

Effective CSR communication to employees enhances an organisation’s corporate identity and affects employees’ attitudes and behaviour. But how do employees perceive CSR communications from and the methods used by their employers, and what can companies do to communicate more effectively? Marelize Theron sheds light on the subject. 

Tell us about your research into CSR communications to employees and the purpose for this research.  

Everything within a company – including its culture, leadership, communications, values and CSR initiatives – contributes to its unique corporate identity. I have always believed that companies that invest significantly in CSR can better leverage the positive effect CSR has on their identity and, ultimately, employees’ attitudes and behaviour.  

Having observed that employees are often unaware of their employers’ CSR initiatives, my thesis specifically examined the South African retail sector as a leading contributor in terms of CSR spend. My research developed a conceptual model testing the significance of relationships between employees’ perceptions of environmental, economic and social CSR (both external and internal) and a company’s corporate identity. 

Do companies neglect to communicate their CSR initiatives internally? How might this affect the way in which employees engage with these initiatives?  

Lower-tier employees are typically less aware of their organisation’s CSR initiatives compared to middle and senior management. Additionally, employees are generally more aware of economic CSR initiatives (internal ones such as ethical labour practices or external ones such as promoting economic progress in communities), and external social CSR (such as donations to social causes).  

There is a lower awareness of environmental CSR (external climate change initiatives or internal workplace environmental policies) and internal social CSR (including ethics training, volunteering and workplace social justice policies). For example, only half of the employees perceived their companies as having policies for good work-life balance. Companies are unlikely to reap the benefits and have good engagement or participation in these forms of CSR if there is a low awareness among employees. 

Research shows that employees are more engaged if a company actively pursues CSR initiatives. How does this influence employee attitudes and behaviours?  

CSR significantly influences employees’ relationship with their companies, leading to increased motivation, productivity, trust, pride, job satisfaction, morale and loyalty. It also leads to improved recruitment, as socially responsible companies are more attractive to potential employees. Companies where employees feel connected can see a productivity increase of 20–25%, according to McKinsey Global Institute, and effective CSR can reduce employee turnover by 50%, according to the Social Innovation Lab. However, benefits can only be realised if employees are aware of CSR initiatives and internal CSR communication strategies are in place. 

Which internal communication methods are most used by companies and which have proved most effective?  

Digital channels like emails, internal newsletters, websites and social media platforms are commonly used (although the latter two are often aimed at external audiences). Face-to-face meetings or internal forums such as CSR training sessions are often preferred by employees. Employees expressed a desire for two-way communication and more dialogue around CSR, indicating a need for more informal communication channels to be used as opposed to formal, one-way communication. 

There appears to be a mismatch between what and how companies communicate and what information employees would like to receive. Why is this and how can companies close the gap?  

Employees need to understand why companies engage in CSR. This should be evident in a company’s identity, such as its brand values and promises. Based on the conceptual model developed in my research, employees only perceived external social CSR to significantly influence a company’s corporate identity, where international studies suggest all forms of CSR contribute to corporate identity. The ‘mismatch’ may arise from employees being overexposed and overcommunicated to in terms of external social CSR, while companies can do more to integrate other forms of CSR into their corporate identities. 

Although most employees indicated that they receive sufficient CSR communication, there seems to be a disconnect between what is communicated and what employees want to know. For example, employees expressed a desire for more information on the specific stakeholder groups targeted by CSR initiatives, with many wanting a greater focus on local communities. To bridge this gap, collaborative communication platforms are required for employees to provide feedback and make suggestions regarding their company’s CSR initiatives.  

Consistent internal CSR communication is key, particularly for lower-tier employees, but overcommunication can diminish employees’ perceptions of CSR. Most importantly, there should be congruency between a company’s CSR, corporate identity and its internal communication. 

What advice do you have for companies that would like to improve internal CSR communication?  

Prioritise your internal communication as much as your external messaging. After all, your employees are the face of the brand. Carefully consider and track the platforms you use to communicate, mapping out communication journeys as you would for external customers. Ensure that the messaging is authentic and sincere, tailored to each internal target audience and that it fosters dialogue. Include CSR training in the onboarding of new employees to raise awareness and encourage participation. Bottom line: make sure your company benefits from the positive effect CSR can have on employees.