Posts Tagged ‘ human resources ’

A Work-Life Balance Standard: Helping Employers Distinguish Themselves

Human resources specialists (and corporate social human resources specialists, as Elaine Cohen prefers), take note!  Earlier this month, the government of Québec introduced a new program – apparently the first of its kind in the world – to certify employers that implement work-life balance initiatives.

The foundation of the program is a new reference guide, developed by the provincial standard-setting Bureau de normalisation du Québec (BNQ), in consultation with employers, employee representatives, academics, and government representatives, that specifies mandatory requirements and best practice elements of an employer’s work-life balance initiative. The work-life balance standard, or “la norme Conciliation travail-famille” (BNQ 9700-820), can be applied to any organization in the public or private sector, regardless of size or type of business.

Click here to learn about the scope of the work-life balance standard

Advice for the Shoestring Practitioner: Sustainability Mapping

Are you a Shoestring Practitioner?  A Shoestring Practitioner is someone with a passion for doing good, for doing the right thing, for doing things better, but who is working on a shoestring:  constrained in his or her efforts by a lack of resources, such as staff, time, money, or organizational support.  This post is intended for the Shoestring Practitioner, especially one who is at or near the beginning of a sustainability journey in their organization, but may also be helpful to others trying to advance a corporate responsibility (CR) strategy.  I prepared this post in response to questions received through my network about how to engage employees in CR planning.

In an earlier post [Should sustainability have a seat in the C-suite? December 1, 2010], I talked about the need to develop a fulsome understanding of the sustainability landscape in order to guide decisions about corporate responsibility (CR) strategy.  A comprehensive and well-founded CR strategy will be informed by current and future business drivers pertinent to sustainability, including evolving regulatory frameworks, changing stakeholder expectations (including, but by no means limited to customers), emerging standards and best practice, pressing risks and opportunities, and the organization’s own capacities and competitive positioning.  It must also consider, especially in a complex, diverse organization, the range of perspectives and opinions, the differences in awareness and understanding about CR and sustainability issues that may exist among the employees who will eventually be responsible for implementing a CR strategy, as well as among other key stakeholder groups.

A key component of sustainability mapping is stakeholder engagement, particularly internal employee engagement.  Employees can provide unique insight into current and emerging challenges and opportunities, shed light on existing organizational strengths and weaknesses, and highlight areas where CR and sustainability programming could advance strategic business goals.  Moreover, early employee engagement around CR and sustainability issues increases the relevance of strategies developed in response to their input and the likelihood of later buy-in and support.

While sustainability mapping can be a significant undertaking, especially in a large organization, employee engagement is something the Shoestring Practitioner often can tackle on their own, with limited resources.  Click here to learn how…

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