Corporate Social Responsibility Flashcards

1
Q

Compliance

A

State of being in accordance with all national, federal,
regional, and/or local laws, regulations, and/or other
government authority requirements applicable to the
places in which an organization operates.

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2
Q

Corporate social responsibility (CSR)

A

Varying ways an organization can create value,
looking beyond traditional profit measures of revenue
and expenses; includes such areas as philanthropy,
volunteerism, corporate-sponsored community programs,
social change, sustainability, corporate governance,
employee rights, and workplace safety

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3
Q

Ethics

A

Set of behavioral guidelines that an organization expects
all of its directors, managers, and employees to follow to
ensure appropriate moral and ethical business standards.

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4
Q

Governance

A

System of rules and processes set up by an organization
to ensure its compliance with local and international
laws, accounting rules, ethical norms, internal codes of
conduct, and other standards.

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5
Q

Sustainability

A

Practice of purchasing and using resources wisely by
balancing economic, social, and environmental concerns,
with the goal of securing the interests of present and
future generations.

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6
Q

Triple bottom line

A

Economic, social, and environmental impact metrics used
to determine an organization’s success.

uses the 3 P’s (People, profits, planets)

Maintains that companies should commit to focusing as much on social environment concerns as they do on profits

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7
Q

How have corporate social responsibility strategies evolved in corporations?

  • The strategies are tied to the organization’s net earnings
  • Values and goals have been redefined based on CSR principles
  • The strategies are intended to create visibility for the organization
  • The involvement of less-senior employees is required
A

Values and goals have been redefined based on CSR principles

In many corporations, cSR principles have matured as a strategic approach that is fully integrated into an organization’s mission and core business strategies

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8
Q

Which is the most important reason for a global organization to have a values-based CSR strategy?

  • To create a foundation to make ethical decisions
    *To be in compliance for local legislation
  • To avoid business scandals
  • To build a better corporate brand
A

To create a foundation to make ethical decisions

The values established create the foundation for ethical decisions. Avoiding business scandal, being in compliance, and building a better brand can also be considered reasons, but the values-based CSR strategy is the key to all decisions.

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9
Q

An organization gains many benefits from its employees volunteering in the community. How can volunteering help the employees?

  • By building skills
  • By providing time off
  • By improving the company culture
  • By increasing branding
A

By building skills

Volunteering can allow employees to learn new skills while helping in the community.

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10
Q

An organization is moving from employees working in silos to a team environment. Which corporate social responsibility activity best supports this initiative?

Outside training

Employee volunteerism

Team building

Joining an internal committee

A

Employee volunteerism

All activities listed will help with employees learning to work within a group, but employee volunteerism is the only one that can be part of a CSR activity.

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11
Q

Leadership has requested HR to design a program to allow employees to telecommute. How will this advance the organization’s sustainability?

By allowing the organization to apply for ISO 26000

By reducing organization’s carbon footprint

By reducing costs for the organization

By allowing the organization to apply for SA8000

A

By reducing organization’s carbon footprint

There are seven areas in which HR has a role in when advancing sustainability. How people work is one of those areas; it can affect the organization’s carbon footprint.

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12
Q

What are the 7 areas in which HR has a role in when advancing sustainability?

A

Employee contract - must be woven into the corporate culture
Recruiting - need to incorporate sustainability profile into employee value proposition
Brand
Engagements - give employees opportunities to act on their interest in promoting social and environmental responsibility
How people work
Accountability and measurement - CSR incorporated into KPIs
Training and leadership development - sustainability will need to be woven into all training and leadership development curricula

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13
Q

What is meant by the sustainability sweet spot?

A

The overlapping area of the triple bottom line perspectives
The sustainability sweet spot includes actions that satisfy all three of the needs in the triple bottom line: benefits to the environment (or planet); employees, customers, or neighbors (people); and the organizatin’s financial health (profit)

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14
Q

What are the three spheres of sustainability?

A

Planet (environmental)
Profits (economic)
People (Social)

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15
Q

Which is the most important reason for a global organization to have a values-based corporate social responsibility (CSR) strategy?

To build a better corporate brand

To avoid business scandals

To be in compliance for local legislation

To create a foundation to make ethical decisions

A

To create a foundation to make ethical decisions

The values established create the foundation for ethical decisions. Avoiding business scandal, being in compliance, and building a better brand can also be considered reasons, but the values-based CSR strategy is the key to all decisions.

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16
Q

How have corporate social responsibility (CSR) strategies evolved in corporations?

The strategies are intended to create visibility for the organization.

The involvement of less-senior employees is required.

The strategies are tied to the organization’s net earnings.

Values and goals have been redefined based on CSR principles.

A

Values and goals have been redefined based on CSR principles

In many corporations, CSR principles have matured as a strategic approach that is fully integrated into an organizatin’s mission and core business strategies.

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17
Q

What are the steps in the CSR Maturity Curve

A

Compliance - This is a defensive posture - Social responsibility is seen as a cost of doing business - a tactical response to regulatory requirements or negative publicity

Integration - CSR is integrated into the regular functioning of the business

Transformation - These organizations have redefined themselves, their brand to reflect a commitment to CSR

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18
Q

A cosmetics company that denounces animal testing as a primary part of its branding was recently reported to be working with suppliers that routinely test on animals. Which aspect of the corporate social responsibility (CSR) strategy is misaligned?

Governance

Social

Environment

Compliance

A

Governance

An organization with good governance is transparent and accountable at each level and function. By buying from suppliers that test on animals, the organization is intentionally deceiving consumers and being opaque rather than transparent.

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19
Q

What is the relationship between corporate social responsibility (CSR) and sustainability?

Sustainability focuses externally while CSR focuses internally.

CSR encompasses sustainability.

Sustainability has completely replaced CSR.

CSR focuses on social concerns; sustainability focuses on environmental concerns.

A

CSR encompasses sustainability

The definition of CSR has broadened from the traditional areas of ethics, governance, corporate philanthropy, and volunteerism to include sustainability.

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20
Q

HR has been charged with benchmarking the organization’s sustainability performance against that of its global competitors. Which resource will best help HR accomplish this?

United Nations Global Compact

ISO 26000

GRI Sustainability Reporting Standards

OECD Guidelines for Multinational Enterprises

A

GRI Sustainability reporting standards

The GRI Sustainability Reporting Standards enable meaningful and consistent comparisons of organizations’ sustainability performance.

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21
Q

Which is a primary business benefit associated with implementation of an employee volunteerism program?

Enhancing sense of camaraderie and teamwork

Expanding skill sets for employees who participate

Developing opportunities for employee recognition

Strengthening the company’s brand and reputation

A

Strengthening the company’s brand and reputation

While all of these may occur as a result of successfully implementing an employee voluteerism program, they are not all considered business benefits. Strengthening the company’s brand and reputation is a business benefit. The others are benefits to the employees and/or the work environment.

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22
Q

What are the four benefits of an employee volunteerism program?

A
  • Individual benefits - which include the recognition employees receive in the skills they gain
  • Team Benefits - teamwork skills in the sense of camaraderie employees gain
  • Organizational benefits - which includes strengthening of the corporate culture
  • Business benefits - which include an enhanced corporate reputation and strengthening of the brand.
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23
Q

What type of system does HR help develop that puts rules and processes in place for the organization to go by?

Code of conduct

Social audit

Compliance program

Governance

A

Governance

Codes of conduct and compliance programs are part of governance. A social audit is something you would perform to determine if you are in compliance.

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24
Q

As part of a software company’s corporate social responsibility (CSR) program, during non-working hours employees volunteer time and expertise helping low-income people build their own small businesses. Participation has been consistent but at a very low level. What recommendation should HR make to assist the company in increasing employee involvement?

Increase the program’s marketing budget to encourage participation.

Realign the program’s focus to mirror the organizational mission.

Make company facilities available to participants.

Support employee participation with paid time off.

A

SUpport employee participation with PTO

An organization’s CSR programs are more effective in involving employees if the organization actively supports employee involvement, e.g., allowing time off, paying related expenses. Increasing awareness through publicizing the program without actively facilitating employees’ participation will probably be ineffective. This program is well aligned with the company’s focus. Using company facilities may be problematic.

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25
Q

Why is ethics an intrinsic part of a corporate social responsibility program?

Ethics is based on laws and regulations.

Ethics dictates behavioral guidelines for an organization.

Ethics increases external stakeholders’ influence.

Ethics allows for the adherence to the letter of the law.

A

Ethics dictates behavioral guidelines for an organization

Ethics is a set of behavioral guidelines an organization expects all to follow. Compliance is based on laws and regulations and allows for adherence to the letter of the law.

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26
Q

Which approach best helps a company achieve its commitment to develop a community volunteerism program as part of a sustainability strategy?

Mandate a community volunteer activity for each department to take on.

Survey employees to gather feedback on community volunteer interests.

Ask applicants about their community volunteer interests during the interview.

Assign a project to an HR specialist to research what other companies are doing.

A

Survey employees to gather feedback on community volunteer interests.

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27
Q

How are local cluster developments used in corporate social responsibility?

To broaden the range of stakeholders

To create shared value

To move up the sustainability maturity curve

To create a sustainability sweet spot

A

To create shared value

Porter and Kramer argue that the success of most organizations is dependent on a cluster of other organizations (related businesses, suppliers, schools) and infrastructure (roads, communication networks, water and energy supply). Shared value results when organizations build and enhance the local cluster and improve the conditions of those operating in it, benefiting the organization and its community.

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28
Q

An organization is interested in beginning the process of creating an ethical environment. Who has the most impact on the success of this process?

Organization’s employees

Local community

Organization’s customers or constituents

Organization’s leaders

A

Organization’s leaders

The process of creating an ethical environment must begin with the organization’s leaders. It must receive continuous reinforcement from leadership at all levels.

29
Q

A small but growing organization is just beginning to build its corporate social responsibility (CSR) program. Which objective would be most appropriate for the organization at this stage?

To find local nonprofits that merit financial support and that share the same values

To develop a CSR program that is aligned with the organization’s business strategy

To develop an annual auditing tool for recipients of the organization’s support

To place senior executives on boards of prominent nonprofits in the local area

A

To develop a CSR program that is aligned with the organization’s business strategy.

CSR has moved up the sustainability maturity curve. In the past, CSR was seen as a tactical, public relations centered way to pay back or do good, or a compliance activity, or a defensive maneuver to protect a company’s reputation and share value. It has changed to a strategic approach that is fully integrated into an organization’s mission nd core business strategies. The starting point for any CSR strategy is thus to align CSR goals with core business goals.

30
Q

At which point in the corporate social responsibility (CSR) strategic process should a global organization decide on using local leadership?

Plan implementation

Infrastructure creation

Executive commitment

Assessment

A

Infrastructure Creation

The infrastructure creation step involves creating the infrastructure that will be responsible for guiding, overseeing, administering, reviewing, and championing the CSR strategy. For a global corporation, that includes determining whether local departments, divisions, or individuals will be responsible for local efforts and how these will coordinate with global goals and initiatives.

31
Q

What are the 6 steps of the CSR Strategic Process

A

Executive Commitment
Assessment
Infrastructure Creation
Plan Implementation
Measurement Reporting, and Evaluation
Reassessment and Revision

32
Q

What happens during the Executive Commitment Step of CSR Strategic Process

A

Any strategic initiative requires buy-in at the highest level. The key to getting that buy-in is making the business case for CSR by demonstrating that it has business value. By doing this, you can get the top leaders to commit to a CSR strategy.

33
Q

What happens during the Assessment Step of the CSR strategic Process?

A

The assessment aims to provide a detailed picture of where the organization is at present and also visualize the direction in which the organization can go.

The two components to the assessment phase oare reviewing systems and procedures with one’s own organization to determine the current state of sustainability and gathering input from internal and external stakeholders.

34
Q

What happens during the infrastructure creation step of the CSR strategic process?

A

This step involves creating the infrastructure that will be responsible for guiding, overseeing, adminstering, reviewing, and championing the CSR strategy. This can include deciding to use local leadership as part of the infrastructure or other members of the organization

35
Q

What happens during the Plan implementation step fo the CSR strategic process?

A

The key tasks in this step are to set the strategy, set priorities and objectives, and implement the action plan created

36
Q

What happens during the Measurement, Reporting and Evaluation step of the CSR strategic process?

A

Measurement and evaluation should be key to the specific objective set in the fourth step. All objectives should have corresponding metrics. To maintain the business case for the CSR strategy, there should also be clear procedures in place for providing access to results to marketing and other organization functions that can profitably leverage the data.

37
Q

What happens during the Reassessment and Revision step of the CSR strategic process

A

Based on the evaluation of results, tactics and strategic goals should then be revised. Criticial to this step is having an infrastructure and process in place to provide the entire organization with a clear sense of progress achieved, victories won, and next steps needed.

38
Q

Which PESTLE force has caused a change to corporate branding?

Technology

Political issues

Environmental concerns

Economic pressures

A

Environmental Concerns

Environmental concerns have results in sustainability becoming central to corporate branding.

39
Q

What are the PESTLE forces that shape CSR

A

Technology
Environmental Concerns
Economic pressures
Sociopolitical forces

40
Q

How does technolgy shape CSR efforts

A
  • Communications are now global, continuous and instantaneous
  • Advances in data minimin and collection have enhanced measurement and understanding of CSR issues
  • Privacy and work/life balance issues are more widespread and complex
41
Q

How has Environment Concerns impacted CSR efforts?

A

Climate change has resulted in more government regulations and requirements

Sustainability is now central to corporate branding

There are no innovation opportunities, especially in relation to energy efficiency

42
Q

How was economic pressures impacted CSR efforts?

A

Energy efficiencies lower cost, encouraging sustainability

CSR has become an important way to attract top talent when salary and benefits packages face constraints

Economic pressures can limit organization enthusiasm for CSR efforts

43
Q

How has sociopolitical forces impacted CSR efforts?

A

Civil and social rights movements have far greater ability to gain traction, attention, and action.

Changing public attitudes toward certain social issues will shift organizational CSR emphasis and priorities

44
Q

How do the three spheres of sustainability support an effective corporate social responsibility (CSR) program?

By limiting the measures of success to financial, earth, air, and water

By offering an all-encompassing view of how an organization should function

By allowing an organization to better focus on the community in which it operates

By incorporating a blend of local, regional, and global perspectives

A

By offering an all-encompassing view of how an organization should function.

The term sustainability originally referred to an ecological or environmental goal. Now that focus has expanded to also consider an organization’s social and economic impact. Based on stakeholder demands, the three spheres attempt to provide a balanced focus to the organization’s goals, objectives, and outcomes.

45
Q

HR is looking for ways to increase the organization’s brand while developing the employees. How can this be achieved?

Outsourcing

Job sharing

Volunteering

Job rotation

A

Volunteering

Volunteering gives people a chance to learn new skills while representing the organization. Job sharing and rotation may improve an organization’s effectiveness and productivity but not the perceptions of its brand by external stakeholders. Outsourcing, if performed without due diligence, can hurt the organization’s brand, but if performed appropriately it will affect productivity and effectiveness rather than the brand.

46
Q

How should HR use the information contained in other organizations’ annual corporate social responsibility (CSR) and sustainability reports when first devising their organization’s sustainability strategy?

Adapt general principles and guidelines to the organization’s strategic focus.

Gain competitive tactical advantage.

Borrow CSR tactics and practices that have succeeded for other organizations.

Ensure that the approach being devised doesn’t too closely resemble those of key competitors.

A

Adapt general principles and guidelines to the organization’s strategic focus.

The best starting point for developing and implementing a CSR strategy is gaining a clear perspective of work already done internationally on defining CSR issues and responses. It is equally valuable to review the annual CSR or sustainability reports of other organizations. These show how others have customized general principles and reporting guidelines to focus on their own particular industry’s areas of interest and their own strategic goals.

47
Q

Which best illustrates the principle of sustainability in the workplace?

Competitive business practices are aligned with local norms in each operating region.

Global HR policies are reviewed to make sure they comply with local laws and regulations.

Changes to a headquarters location are weighed against the effects on stakeholders.

The organization implements a flat structure, with few layers of decision-making authority.

A

Changes to a headquarters location are weighed against the effects on stakeholders.

Sustainable workplace policies focus on long-term effects and the integrated needs of people, the environment, and economic needs. Including a careful assessment of a change that would affect a large number of employees and the surround communities is sustainable.

48
Q

The redefinition of CSR creates an opportunity for HR. What are the four key opportunity areas?

A

Culture change - the further doesn the CSR maturity curve an organization is at present, the larger and more difficult than necessary culture change will be.

Corporate Strategy - The more directly involved stakeholders are in the Strategic process, the more central HRs role can become in strategic planning.

Organization effectiveness - CSR requires decisions and changes regarding corporate structure and processes

Human capital development - Creating a CSR strategy redefines how a company sees its mission and goals and how it’s employees see their jobs

49
Q

In regards to CSR what does an Employee Value Proposition answer?

A

Why would a talented person want to work for this organization?

50
Q

In what areas do compliance issues and ethics typically overlap?

A

employment rights
The environment
Consumer interest
Child welfare
corporate disclosure and transparency
Conflict of interest
Bribery
Maintaining business records
Discrimination
Etc

51
Q

What two qualities does an organization with good governance possess?

A

They are transparent and accountable

52
Q

What are the focus areas for supply chain ethics?

A

Workplace safety - industries, nations, and international organizations are increasingly willing to work together to codify acceptable standards of business behavior

Child labor - prohibitions against child labor are codified in several international agreements. However, in emerging economies children’s wages may be a key support for impoverished families.

Sustainability - the focus has shifted dramatically from traditional supply chain metrics to sustainability measures applied across the supply chain.

53
Q

What is the goal of the triple bottom line

A

To achieve a postive ROI in each of the 3 P’s

54
Q

What is the foundation for measurement and public reporting of CSR or sustainability performance by multinational corporations?

A

The Triple Bottom Line

55
Q

True or false: CSR has become a powerful tool for corporate branding and product differentiation

A

True

56
Q

What is a social audit?

A

A formal review of an organization’s social and environmental policies and procedures

It resembles a financial audit in that the goal is to assess an organization’s current status, identify missing or inadequate elements or inefficiencies, and determine steps for improvement

57
Q

What are the areas of social audit for a CSR strategy?

A

Ethics
Staffing
Environment
Human Rights
Community
Society
Compliance

58
Q

What questions are asked during a social audit of ethics in CSR?

A

Are the organization’s policies, practices, and day-to-day activities fair, honest, and transparent?

What are its charitable giving and volunteering efforts?

59
Q

What questions are asked during a social audit of Staffing in CSR?

A

How does the organization reward, train, and develop its staff?

How does it ensure nondiscriminatory, fair, and equitable treatment of all its workers?

How does it promote diversity and inclusion?

60
Q

What questions are asked during a social audit of environment in CSR?

A

What are the organization’s policies regarding energy use, waste management and disposal, environmental impact of projects, and damage reduction?

61
Q

What questions are asked during a social audit of Human rights in CSR?

A

How does it ensure that it does not violate human rights or deal, trade with, or support any organization that violates human rights?

62
Q

What questions are asked during a social audit of Community in CSR?

A

What are its policies relating to the local community and community involvement

How well does it uphold agreements made with the community

63
Q

What questions are asked during a social audit of Society in CSR?

A

How does the enterprise seek to improve or benefit society?

How does that translate into policies, activities, and procedures?

64
Q

What questions are asked during a social audit of Compliance in CSR?

A

How does the organization ensure its compliance with statutory and legal requirements (for example, health and safety, employment law, environmental law, criminal law, financial and tax laws)?

65
Q

What results when organizations build and enhance the local cluster and improve the conditions of those operating it it, benefiting the organization in its community?

A

Shared Value

66
Q

What is Shared Value?

A

Shared value results from policies and practices that contribute to competitive advantage while strengthening the communities in which a company operates. Companies can create shared value in three ways: by reconceiving products and markets, redefining productivity in the value chain, and strengthening local clusters

67
Q

What forms can corporate philanthropy take?

A

Organizations can simply make charitable donations to existing causes

Larger organizations may form foundations to award grants or sponsorships to individuals or organizations

Corporations may form strategic partnerships with nonprofit organizations

An organization may create and manage its own entity to administer and provide a community, social, or environmental service

68
Q

What are the advantages of a globally integrated volunteerism program?

A

Fewer relationships and designees means lower operating costs

Single focus offers opportunity for greater shared learning

Dominant relationship with single cause may strengthen organization’s brand and lessen appearance that organization is exploiting cause

Favorite programs of local managers are less likely to be singled out for support

Single focus may magnify effect of donations

Risk to the organization from association with multiple, little-known causes is reduced

69
Q

What are the advantages of a locally responsive volunteerism program?

A