How We Did It: How We Aligned CSR With Our Unique Selling Proposition
Steve Cody, IPR Chair; Founder and CEO, Peppercomm
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In partnership with PR Daily, "How We Did It" is a series featuring IPR Trustees discussing a success in their public relations career.
I’m surprised that so many corporate social responsibility (CSR) programs have nothing whatsoever to do with the organization’s unique selling proposition (USP).
When I ask why, I often hear, “I inherited it and have far too many other fires to put out without having to worry whether our CSR is aligned with our go-to-market strategy.”
Failing to prioritize the link between CSR and USP is a lost opportunity.
Read the rest of Steve Cody's blog to discover how to seamlessly align CSR with your company's USP.
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Employees as Ambassadors: Embracing New Role Expectations and Coping with Identity-Tensions
Rickard Andersson, Lund University
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One of the most frequently used concepts for describing employees’ active role as communicators is the concept of ambassadorship. To gain a better understanding of employees’ role as ambassadors and active communicators, this study aimed to analyze how employees relate to and experience ambassadorship.
In total, 28 semi-structured interviews with employees and four focus groups of two to six employees addressed ambassadorship.
Implications for practice:
Organizations should:
1) Encourage employees to participate in the creation of more communicative role expectations; this will increase the likelihood that the concerns and experiences of employees are taken into consideration.
2) Include discussions of the circumstances that intensify identity-tensions as a first step toward a more nuanced, bottom-up approach toward ambassadorship and communication responsibility.
Read more to discover how employees serve as ambassadors for organizations and to learn additional best practices for organizations.
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One Percent of U.S. Employees Are Ready to Return to Work
W2O Group
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W2O Group sought to understand the impact of COVID-19 on employees, with a specific focus on the return to a physical work environment.
An online survey of 879 U.S. employees in the private sector employed by large organizations was conducted from June 10-20, 2020. Respondents work in the private sector and are employed by large organizations.
Key findings include:
- 1% of employees were ready to return to work, while 96% of employees expressed that they were not ready to return to work.
- 7% of employees spent all of their working hours at home before the pandemic, compared to 52% of employees who now spend all of the working hours at home during the pandemic.
- 44% of employees reported some level of difficulty performing their job duties from home.
- 27% of respondents said they "cannot effectively perform any of their job duties from home."
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Read more to learn how employees feel about returning to a physical work environment, and what they expect from employers upon their return. |
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Women are Maxing Out and Burning Out During COVID-19
LeanIn.Org
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LeanIn.Org explored how COVID-19 is affecting women’s finances, job security, home life, and overall well-being.
An online survey of 3,117 U.S. adults was conducted from April 13-17, 2020.
Key findings include:
- 52% of women are experiencing sleep issues, compared to 32% of men.
- Among respondents who work full time and have a partner and children, 31% of women felt that they had “more to do than they could possibly handle,” compared to 13% of men.
- Compared to white women, Latinas and Black women are spending between two and three times as many hours per week caring for elderly or sick relatives.
- White women reported spending 11.7 hours per week on average, whereas Latinas reported spending 26.2 hours per week on average, and Black women reported spending an average of 33 hours per week.
- 62% of women overall reported spending 3 or more hours per day on housework.
- 81% of single mothers said they spent 3 or more hours per day on housework.
- 76% of Black women reported spending 3 or more hours per day on housework.
- 79% of Latinas said they spend 3 or more hours per day on housework.
Read more to learn the other reasons women are burning out during COVID-19.
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COVID-19 and the Employee Experience: How Leaders Can Seize the Moment
Jonathan Emmett, Matt Schrimper, Alexandra Wood, and Gunnar Schrah, McKinsey & Company
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McKinsey & Company explored factors that lead to employee engagement, well-being, and work effectiveness before and during the COVID-19 crisis.
A survey of more than 800 U.S. based employees was conducted in March 2020.
Key findings include:
- 78% of employees indicated that their organization has responded to the crisis appropriately.
- 80% of employees thought that leadership acted proactively to protect their health and safety.
- 50.9% of remote workers reported being engaged with work, compared to 40.4% of non-remote workers.
- Leaders should use segmentation to identify who is struggling and what they need.
- Tools used include open-listening channels, pulse surveys, and advanced analytics to understand the challenges certain employees or teams are facing.
Read more to learn how COVID-19 is affecting employee engagement and well-being, and how leaders can help their employees succeed in this new environment.
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Purpose Tracker: Addressing Social Justice and Diversity in Communications
Porter Novelli
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Porter Novelli explored the corporate approach for social justice and diversity in communications.
An online survey of 1,004 U.S. adults was conducted from June 10-26, 2020.
Key findings include:
- 64% of Americans said it’s no longer acceptable for companies to stay silent on social justice issues.
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54% of Americans said companies that do not talk about social justice issues in their marketing or communications are "out of touch."
- 57% of respondents believe more companies need to address racism in their branding.
- 76% of respondents said a company’s marketing and advertising should be more reflective of the diverse and inclusive business they aspire to be.
- 54% of participants said if they do not see themselves represented in a company’s marketing and communications, they are less likely to support that company.
- 85% of respondents think companies need to examine their advertising platforms to ensure those platforms don’t perpetuate hate speech.
- 84% of participants believe companies have a responsibility to hold its advertising platforms accountable for hate speech and fake news.
- 76% of respondents said they are likely to boycott a brand based on advertising that perpetuates hate speech and fake news.
- 78% of Americans said the most important action a company can take coming out of the current diversity conversation is to change its business policies and operations to promote racial equality.
Read more to learn about the business imperative for companies to address injustice in their marketing and communications.
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