Presenter: Dr. Gemmy Allen, Dallas County Community College faculty member
Organizations are powerful entities. Though they have the potential to harm in the pursuit of profit, they have just as much potential to do good. This good is referred to as corporate social responsibility (CSR) or sustainability. McKinsey and Company defines sustainability as "the management of environmental, social and governance issues." Thus, a company's CSR efforts are measured by three pillars of sustainability: environmental, sociocultural and economic.
Sustainable practices are defined as those that:
1. at minimum do not harm people or the planet and at best create value for stakeholders and
2. focus on improving environmental, social and governance (ESG) performance in the areas in which the company or brand has a material environmental or social impact (such as in their operations, value chain or customers). Harvard Business Review excludes companies with a traditional CSR program that supports employee volunteering in the community — this does not by itself qualify as sustainability.
Although many organizations are embracing sustainability efforts to one degree or another, getting employees to back these efforts has presented more of a challenge.
How can employees be motivated to choose to improve sustainability performance?
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