In their 2009 article, Mario Molteni and Matteo Pedrini “present
an analysis of the organisational position, educational background and
activities of Corporate Social Responsibility (CSR) professionals. The results
suggest that CSR managers: l) have a growing relevance in the firm; 2) are
predominantly existing members of the organization; 3) have principally a
business management educational background; and 4) play a key role in
supporting senior management and improving stakeholder engagement. It emerges
that CSR managers are supporting senior management in different manners. The
"CSR Manager Map" allows for the identification of four types of CSR
manager: (1) Specialist; (2) Generalist; (3) Process oriented; (4) Externally
oriented,” (p.26).
What’s interesting in general business debates is that there
appears little doubt that corporate social responsibility is an activity that
most agree is both required in today’s society and at the same time, still,
sadly lacking. Yet when it comes to discussions about the function itself, the
position of CSR Manager, for some reason, isn’t considered as ‘attractive’ as
other positions within an organisational set-up – hence not attracting the best
talent. This contradiction might be one simple reason why CSR isn’t taking hold
in organisational strategy quick enough and is a reason that needs to be
addressed.
The proposition that firms are responsible for the effects
produced by their activities on stakeholders and society is becoming more
extensive year by year and as such Corporate Social Responsibility (CSR)
represents a very real strategic issue for executives and academics. There is
widespread acknowledgement that CSR can take a variety of forms, and
significant efforts have been devoted to developing theoretical frameworks for
CSR issues and practices. Currently though, this effort is surrounded by much
the same ambiguity as it was 30 years ago (see Sethi. 1979); (Molteni and
Pedrini, 2009, p.26).
CSR should attract the top business minds and those with a
real entrepreneurial spirit, and great strategic vision. CSR has been shown to
add real value to an organisation and does offer a competitive advantage, if
only slightly. Research has shown that this trend will increase over time and
thus organisations need to get the best talent into CSR to maximise the real
benefits for their stakeholders, their community and their own
organisation.
Molteni and Pedrini highlight how the importance of the
effects of CSR implementation requires that the CSR manager cover three key roles;
(1) The sensor of social and environmental changes both
locally and nationally. Where the CSR manager weighs sustainability issues in
decision making and aids strategy makers in thinking about their industries
ongoing social and environmental trends. The manager has to collaborate with
the board and CEO in strategy development (Molteni, 2006);
(2) The integrator of those engaged in the CSR implementation
team. Where the CSR manager provides the cohesion between the multiple internal
actors involved in CSR implementation. He or she assures that diverse members
of the firm contribute to a unique strategic plan (Panwar et al., 2006). And
where the implementation path requires a team composed of experts from each of
the firm's functions that work in close contact with the senior management; and
(3) The expert in CSR issues and practices. Where the CSR
manager needs to be an ‘expert’ in those practices which translate into
expressions of responsibility towards their stakeholders and the community,
(Hess, Rogovsky & Dunfee, 2002), (p.27).
When you look at the areas CSR influences, one can begin to
see that this isn’t a ‘nice-to-have’ function, but a function that adds significant
value at the highest level of the organisation. Molteni and Pedrini state how,
“a large range of new tools and practices have emerged as direct expressions of
CSR. The presentation of an exhaustive list of practices regarding the
responsibility of a corporation in society appears difficult, but that a
classification of the CSR manager's tasks by universally recognized categories
of CSR issues is possible. (Tborne McAlister. Ferrell & Ferrell, 2005).
Where these CSR issues are:
(1) The integration of CSR in strategy and decision making;
(2) The extension of corporate governance;
(3) Responsible supply chain management;
(4) Social accountability;
(5) Socially responsible investing;
(6) Philanthropy and business in the community;
(7) Environmental management;
(8) Corporate welfare, (p.27).
CSR is an area all organisations need to revisit and
re-assess, not just the roles and responsibilities of the function, but the
‘talent’ they need to optimise the outputs from this valuable function.
As Molteni and Pedrini conclude “the CSR manager can play
diverse roles in CSR implementation. In some cases they are directly in charge
of the management of one or more CSR practices and assume the role of
professional. In other cases they coordinate the activities related to CSR
issues that have an impact on internal processes or on external stakeholder
opinion. Although the role may vary, it is clear that his job determines the
efficiency of CSR implementation. The CSR manager's role is fundamental for
transforming executive strategy into operational activities, and, in other
words, in establishing a new stakeholder culture in the firm,” (p.36).
So do you need to re-look at your CSR role and make it a
‘best in class’ position?
References:
Molteni, M. and Pedrini, M. (2009). The Corporate
Social Responsibility Manager Map. Corporate Ownership & Control, Vol. 6
Issue 3, p. 26-38.
Sethi, S.P. (1979). A Conceptual Framework for Environmental
Analysis of Social Issues and Evaluation of Business Response Patterns. Academy of Management
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