Published 7 years ago.
About a 7 minute read.
Two-thirds of U.S. employees feel their work and personal life are becoming increasingly blended and nearly all (93 percent) want to work for a company that cares about them as an individual, according to the 2016 Cone Communications Employee Engagement Study. The study reveals an increased expectation for companies to provide not only basic benefits but also ones that allow employees to bring their passions for social and environmental issues to the workplace.
Employees today want it all. In addition to traditional benefits, such as affordable and quality health insurance (94 percent) and a competitive financial package (92 percent), employees are seeking more contemporary benefits. In fact, employees say opportunities to support causes or issues they care about (64 percent) is as important as wellness programs (69 percent) or tuition reimbursement (66 percent). Beyond benefits, more than three-quarters (78 percent) say they want to be an active participant in helping their company improve its responsible business practices by providing feedback, ideas and potential solutions.
“As employees integrate their work and personal lives, they see coming to the office as much more than collecting a paycheck,” says Alison DaSilva, EVP of CR Research & Insights at Cone Communications. “They are not limiting their social consciousness to after work hours and want their employers to give them opportunities to make a meaningful difference, whether that’s providing a platform for supporting personal issues or being an active participant in their company’s corporate responsibility efforts.”
SB'16 San DiegoA company’s social and environmental commitments are key drivers in recruitment, retention and loyalty for today’s workforce. Nearly three-quarters of employees (74 percent) say their job is more fulfilling when they are provided with opportunities to make a positive impact on social and environmental issues – and seven-in-10 (70 percent) would be more loyal to a company that helps them contribute to important issues. Corporate responsibility (CR) is also a significant consideration for candidates when deciding which job to take:
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The notoriously transient mature Millennial segment, aged 27-35, is significantly more likely to view CR as a key factor. Two-thirds say they won’t work for a company that does not have strong CR commitments (vs. 51 percent U.S. average); and once hired, they are more likely to be loyal (83 percent vs. 70 percent U.S. average) when they feel they can make a positive impact on issues at work. Retention among this highly sought-after employee base has huge implications for business.
Employees want more than traditional engagement opportunities – they want to feel invested in their company’s CR commitments. More than seven-in-10 not only want to know what their company is doing, they are also willing to roll up their sleeves to further their company’s positive impacts:
“Today’s employees are eager to make a positive impact at work and they want to be actively engaged in CR initiatives,” says Lisa Manley, executive vice president of CR Strategy at Cone. “Companies can improve employee engagement and enhance business performance if they give all employees an opportunity to engage in CR through education, activities and open calls for ideas and innovations.”
When it comes to volunteering in the workplace, traditional opportunities still lead the way. Employees look to companies to provide turnkey ways to participate in volunteerism through company-wide days of service (67 percent) and corporate-led activities throughout the year (67 percent). However, more than half of employees are looking toward more progressive volunteer models, such as micro-volunteerism (63 percent) and paid service leave (61 percent), as well as a strong desire to engage through after-hours opportunities (58 percent).
Preferred engagement varies based on different demographics. Although both men and women prioritize corporate-led activities, men are more willing to make a greater time commitment to volunteerism through paid service leave (67 percent vs. 56 percent women), after-hours service opportunities (60 percent vs. 55 percent women) and service trips (59 percent vs. 48 percent women).
Employees also want to flex different muscles in applying their time and energy to worthy causes. Although much attention is given to a newer skills-based volunteer approach, only a quarter of employees say this is their preferred type of engagement. Over half (53 percent) prefer a blend of skills-based and non-skills-based activities, and nearly a quarter prefer to leave their workplace skills at the office (23 percent).
“The stakes are higher for companies to provide more progressive types of volunteer experiences,” says DaSilva. “Employees seek opportunities that give them the flexibility to customize when they do it, what they do and how they participate, whether that’s quick opportunities they can do at their desks or life-changing paid sabbaticals.”
Employees view their employers as facilitators and multipliers for their own philanthropic efforts. With the explosion of crowdfunding today, helping colleagues in individual fundraisers or during times of need (78 percent) topped the list of giving opportunities. Employees also prioritize other donation programs that allow them to support issues that are important to them personally:
Employees don’t want to look too hard to find information on engagement opportunities. Companies should leverage tried and true communications channels to reach employees where they are looking. Employees prefer to learn about opportunities through internal email or newsletters (43 percent), management (38 percent) or collateral or events at their place of work (31 percent). A quarter of employees also see newer methods, such as intranets or customized portals (27 percent) or employee ambassadors (23 percent), as priority channels. Social media also presents a burgeoning communications opportunity, as employees see this as a way to personally share and amplify their participation.
To further motivate employees to participate, it’s important to understand they are equally inspired by altruism and personal gain. Although making a meaningful difference (85 percent) is a top incentive for engagement in workplace activities, employees are just as motivated by more self-serving goals such as professional growth (87 percent) and financial incentives such as bonuses or gift cards (85 percent). Other important motivators include:
Mature Millennials (27-35) and Young Generation X (36-44) rose to the top as highly engaged employees in today’s workforce. These segments are prioritizing involvement in social and environmental issues with much more enthusiasm than the average American:
“All eyes may be on Millennials as the next wave of engaged employees, but companies shouldn’t forget their managers and leaders,” Manley says. “Young Gen Xers share the enthusiasm of their younger cohorts and are ready to invest their time, money and personal passions to support important issues at the office and in their communities.”
Published Jun 1, 2016 1pm EDT / 10am PDT / 6pm BST / 7pm CEST