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(CC)2011BYTHEJKGROUP–SOMERIGHTSRESERVEDTHISPAPERISLICENSEDUNDERACREATIVECOMMONSATTRIBUTION-NONCOMMERCIAL-SHAREALIKE3.0UNPORTEDLICENSE

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Wired Workforce, Networked CSREmployee Involvement in the Age of Social Media

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Authors:HowardGreenstein,AdjunctLecturer,NYUHeymanCenterforPhilanthropyandFundraising,andPresident,theHarbrookeGroup,Inc.TomWatson,President,CauseWiredGroup

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ASpecialReportSponsoredbytheJKGroup

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ReviewedbyDougWhite,AcademicDirector,HeymanCenterforPhilanthropyandFundraisingatNewYorkUniversity

WIREDWORKFORCE,NETWORKEDCSRPAGE2APRIL29,2011

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Table of Contents

1.



I

NTRODUCTIONAND

E

XECUTIVE

S

UMMARY

.....................................................................................................................3



GoalsforThisWhitePaper.................................................................................................................................................4

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EmergingSocialMediaTrends.........................................................................................................................................4

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2.



C

ORPORATE

C

ASE

S

TUDIES

..................................................................................................................................................6



KaiserPermanente.................................................................................................................................................................6

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Microsoft.....................................................................................................................................................................................8

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Pfizer..........................................................................................................................................................................................10

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UnitedHealthGroup............................................................................................................................................................11

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WesternUnion.......................................................................................................................................................................12

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Yahoo!.......................................................................................................................................................................................13

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I

MPORTANT

P

UBLIC

C

AMPAIGNS

.........................................................................................................................................14

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PEPSICO....................................................................................................................................................................................14

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JPMorganChase...................................................................................................................................................................16

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AmericanExpress.................................................................................................................................................................16

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3.



C

OME

G

ATHER

‘R

OUND

P

EOPLE

:



D

ISCUSSIONAND

C

ONCLUSIONS

...........................................................................18

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TheSociallyWiredWorkforce........................................................................................................................................18

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SocialMediaWaveinEmployeeInvolvementPrograms?.................................................................................20

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Conclusions:WhatDoWeKnow?..................................................................................................................................22

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TheFinalScore......................................................................................................................................................................24

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JK



G

ROUP

S

TATEMENT

...........................................................................................................................................................25



T

HE

C

ONVERSATION

...............................................................................................................................................................25

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M

ETHODOLOGY

........................................................................................................................................................................25

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R

ESOURCESAND

A

CKNOWLEDGMENTS

..............................................................................................................................25

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ReferenceSection:................................................................................................................................................................25

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Acknowledgements..............................................................................................................................................................27

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AboutJKGroup......................................................................................................................................................................27

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AboutNYUHeymanCenterforPhilanthropyandFundraising.......................................................................28

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AbouttheAuthors................................................................................................................................................................29

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WIREDWORKFORCE,NETWORKEDCSRPAGE3APRIL29,2011

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1.IntroductionandExecutiveSummary

Thetermshavechangedoverthelastdecade.Corporatephilanthropyhasbroadenedintocorporatesocialresponsibility.CompaniesacrosstheFortune500andthesmallandmid-sizedmarketsmovedtointroduceagreatersenseofsupportingthesocialcommonsintheiroperations.EmployeegivinghasalsobroadenedandchangeddramaticallysincetheturnoftheMillennium.Traditionalworkplacegivingcampaignsarestillraisingfundsfornonprofitcauses,ofcourse.ButthedisintermediationofdigitalinformationwidelyavailableovertheInternetopenedupemployeeinvolvementincauses,evenincompany-ledinitiatives.Moreandmore,executivemanagementcametorealizethatemployeesexpectedchoiceandaccessintheirgivingandvolunteering.Andasindividualemployees,regionalandretailteams,andentiredivisionsbegantotakemorechargeoftheircompany-endorsedsocialaction,theybegantoshare.Sharingisattheheartofsocialmedia,asonlineusersin2011arerarelyoneclickawayfrombeingabletocommunicatetheirinterestsandpassionswiththeirnetworksoffriendsandcontacts.Withonebuttontheycanencourageconnectiontoacause,sharedirectnewsofacampaign,recruitdonationsforawalk-a-thon,ormobilizepeopleforavolunteerevent.TheriseofFacebook,withitsspecialtreatmentoftheCausesapplicationhasdonemuchtoincreasepassiveparticipationandawareness,ifnotencouragedonationsandactions.Twittercampaignsraisedattentionandfundsfororganizations.AndnewplatformslikeKiva,DonorsChoose,GlobalGivingandmanyothersexperimentedwithnewandoftensuccessfulmodelsofphilanthropyandinvolvement.Additionally,recentdatashowthatsocialmediaandvolunteeringarehighlycorrelated.AnationalsurveybythePewResearchCenter’sInternet&AmericanLifeProjectfoundthat75%ofallAmericanadultsareactiveinsomekindofvoluntarygroupororganizationbutInternetusersaremorelikelythanotherstobeactive:80%ofInternetusersparticipateingroups,comparedwith56%ofnon-Internetusers.Andsocialmediausersareevenmorelikelytobeactive:82%ofsocialnetworkusersand85%ofTwitterusersaregroupparticipants.Ofthoseingroups,22%workwithcharitableorvolunteerorganizationsandtheInternetusersreporthigherlevelsofactivegroupparticipation.Specifically,Internetusersreporthigherratesofcharitabledonations,volunteering,attendingmeetingsandevents,andtakingleadershiproles.[Pew,2011]Companieshavealsolearnedtousethepowerofthesocialwebtogettheirmessagesout,frommajorcorporateparticipantslikePepsi,AmericanExpressandChasewhohaveactivelyencouragedtheircustomerstovoteondonationsviasocialnetworks,tosmallereffortsusingtheinternalcorporatenetworkstoencourageparticipationandgiving.Astheprofessionalsinthemarketingandcommunicationsfunctionsofcompaniesadoptthismethodofwebcommunications,thegivingandCSRpersonnelwillbegintoseewhereitfitsintheirarsenaloftools.Companieshavebeguntounderstandthattheirworkandtheirsocialresponsibilitygohand-in-hand.Additionally,theirphilanthropicdonationsarestillamajorpartofthecontributionsmadeoutsidethecompany;thatgivingistheresultofbothdirectcorporatedonationsandemployee-directedfunds.Employeecampaignsaretypicallystillencouragedbyinternalcompanycampaignsthatutilizelobbyorcoffee-roomsignsandemailnotices,floor/storecaptains,andmanagementencouragement.However,asnotedinthereportbelow,weseethese“traditional”methodsofengagementchanging.

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is reading wired workforce Networked CSR final

reply05 / 05 / 2011

is reading Wired Workforce Networked CSR Final.

reply04 / 29 / 2011

Wired Workforce Networked CSR Final

A white paper by Howard Greenstein and Tom Watson vetted by NYU Heyman Center and sponsored by JK Group about the use of Social Media in Corporate Social Responsibility.

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Upload Date:	04/28/2011
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Tags:	CSR social media corporate social responsibility CSR social media corporate social responsibility (fewer)

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