Question 1: Why is it necessary to involve stakeholders in corporate evaluation?

Stakeholders are people with a stake in the evaluation, including primary intended users
and others.

Understanding and taking into account the priorities and concerns of different
stakeholders informs evaluation planning, communication strategies during and after the
evaluation and supports the utilisation of evaluation findings.

The primary intended users – people who will be making decisions on the basis of the
evaluation findings - are a key group of stakeholders.

Other stakeholders include people who will be affected by decisions made during or after
the evaluation (program staff, program participants and beneficiaries) and secondary users
of the evaluation findings. Evaluation findings are often of interest to policy makers and
advocates for or against a particular course of action.

Different stakeholders can be engaged for different purposes and at different phases of
evaluation planning and implementation. It may not be feasible or appropriate to engage
all potential stakeholders.

Involving stakeholders during evaluation planning and implementation can add value by:

 providing perspectives on what will be considered a credible, high quality and

useful evaluation
 contributing to the program logic and framing of key evaluation questions
 facilitating quality data collection
 helping to make sense of the data that has been collected
 increasing the utilization of the evaluation’s findings by building knowledge about
and support for the evaluation. 

Engaging stakeholders is also important for managing risks especially when evaluating a
contentious program or policy in which key stakeholders are known to have opposing
views. It is important to understand different perspectives on what will be considered
credible evidence of outcomes and impacts.

 
 

 
 

 
 

Question 2: Which intra-organisational factors influence the adoption of corporate social

responsibility (CSR) activities within businesses and enable large-scale business model
changes and transformations?

CSR and sustainable development (SD) do not relate exclusively to their leaders’ ethical
orientation of the formulation of corporate policy. Implementing CSR policies involves
designing new products, re-engineering production, incentive systems and assessment
processes, and leading cross-functional organizational change. Regardless of the
commitment of top management, efforts to promote CSR initiatives frequently face
organizational resistance and inertia.

The presence of internal ‘champions’ the importance of organizational values and context,
the role of managers in identifying and handling social and environmental issues, the
influence of management systems , and the processes involved in coordinating various
functional actors within the firms.

These works draw upon organizational theory (discursive analysis, neo-institutional theory,
sensemaking processes) to decipher CSR- and SD-related practices questions related to
the management and intra-organizational institutionalization dynamics of CSR or SD
issues have not yet been systematically explored.

 
 

 
 

 
 

Question 3: How can foster a culture of health and inclusion in the workplace?

Lead from the top. Leaders must visibly model respectful behavior and practice
organizational values. Managers should promote inclusion at all levels and across all
departments.

Put clear expectations in writing. Employers can establish a code of conduct and

recommit to organizational values. The strategic plan should promote inclusion, and the
employer should periodically evaluate progress toward meeting stated goals. Job
descriptions and performance evaluations can address responsibilities to promote
diversity, equity, and inclusion. 

Seek input and value contributions from diverse talent. The organization must go
beyond simply ensuring that it employs a diverse workforce. Everyone should have a seat
at the table. Seeking out diverse perspectives helps to amplify marginalized voices.
Working groups and teams should include a diverse cross-section of the workforce. 

Assess the culture regularly, accept critical feedback, and take action to address
concerns. Anonymous surveys, focus groups, and informal discussions can help to identify
concerns about the workplace climate and potential solutions. Employers should ensure
that a diverse cross-section of the workforce is involved in identifying problems and
implementing responses. Inclusion should be a regular focus of discussion.

Ensure that employees have accessible options to report, address, and resolve
workplace problems. Managers may not be aware of problems that go unreported.
Employees must have trusted and effective channels to report concerns.

Ensure accountability. Employers must act quickly to address problems at all levels within
the workplace.

Update policies to use inclusive language and make the workplace more welcoming.
For example, employers should review benefits policies to ensure equity for LGBTQ+
employees and offer opportunities for employees to provide the pronouns they use. 

Build a culture of accessibility for applicants and employees with

disabilities. Employees with disabilities should have access to any needed technology or
other accommodations, but don’t wait to be asked. Make accessibility a regular part of
planning for meetings, events and activities, and standard workplace practices.  

Foster inclusivity in informal situations. Workers may feel excluded when it comes to

social situations at the lunch table, at happy hours, or even in casual conversations.
Employers can seek to disrupt office cliques through team building opportunities.

Offer training that provides tools and skills to address problematic behavior.
Employers should move away from compliance-focused training to ongoing and regular
education that equips workers with the knowledge and skills to take action. For example,
bystander intervention training can equip workers with methods to act as an ally in
support of a colleague who faces harassment or bullying.

 Flexible scheduling: Flexible schedules are a mental health and well-being resource that
would improve their satisfaction at work. Giving employees the flexibility to work outside
of the office and adopt non-traditional business hours helps to foster better work/life
integration, which can be a key element of job satisfaction for many people. A large
number of employess share the flexible schedule in their top two reasons to stay with a
company.

Natural elements: Connections to nature in the workplace can boost both well-being and
productivity. Employees say natural light is a mental health resource that would boost
their satisfaction at work. In addition, They also say that having physical connections to
nature in the workplace like outdoor spaces for work would improve their well-being and
productivity.

Spaces for rest: The desire for spaces in the workplace for people to foster mindfulness
and take breaks is on the rise as employees increasingly view it as a way to improve
holistic well-being. These spaces for respite also impact employees’ perceived abilities to
do their jobs. Employess agree they perform their jobs better when spaces for rest or
mindfulness breaks are available in the office.

Healthier choices: From healthier food choices to options for active breaks, employees are
looking for options to maintain personal well-being. When asked which benefits
employees most want to see in their workplaces, the top two responses were on-site
healthy food and beverage options (35 percent) and active break opportunities (34
percent). While active break opportunities may sound difficult to achieve based on office
design or location, a change in behavior, like encouraging employees to have walking
meetings, can help provide this benefit regardless of location.

 
 

 
 

Question 4: Which element should you incorporate into your strategy for corporate social
responsibility?

1. People which focuses on the development of the community and adherence to fair

labor practices
2. Planet focused on the impact on the environment and what is being done to
integrate sustainable environmental practices
3. Profit the economic value created by the organization after deducting the cost of
all inputs, including the cost of the capital

By focusing on these 3 Ps, companies can ensure that they are using business as a way to
address customer needs and create jobs while maintaining a healthy surrounding.

In today’s business environment, corporate social responsibility has become an integral

part of cooperation’s operations. With a clear CSR strategy communicated to all
employees within the company, everyone will be working towards the same goals;
reflecting its values and its relationship to the society.

 
 

 
 

Question 5: What are ethical labour practices?

Ethical means engaging in work practices that are legal, fair and ensure decent treatment
of your workforce, by providing conditions that do not cause physical or mental harm to
workers.

Meeting minimum employment standards is an essential foundation for being considered

an ethical employer.

Many would consider that ethical treatment requires organisations to go beyond the legal
minimum. This might include paying the living wage or a commitment to train and
develop your workforce.

This UN document, based on the United Nations Guiding Principles on Business and
Human Rights, provides guidance on how organisations can respect human rights.