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Leonardo da Vinci SOCIALSME
Plan to be sustainable!Staff Development as BSR
Alexander Krauß ISOB GmbH, Kaunas September 2010
1. General Remarks
Why CSR, why SME? Why learning?
2. Results of survey of SME experts in Europe
3. The 6x3 Workshop Concept
WHY?
From stability to dynamic change
t
p
From national to global
From negotiated institutionalised stability
to
universal competition
EVERY MAN FOR HIMSELF?
Milton Friedman says:
“…in a free society there is one and only one social responsibility of business – to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."
Peter Drucker says:
“Free enterprise cannot be justified as being good for business; it can be justified only as being good for society."
LOOKING FOR
WIN WIN
Europe is not AmericaWhile aiming to make Europe the most competitive economy in the world the European Comission has also consistently promoted CSR, specifically in SME
“CSR is also about managing change at
company level in a socially responsible manner “
“what distinguishes today´s understanding of CSR from the initiatives of the past is the attempt to manage it
strategically and to develop instruments for this.
It means a business approach which puts stakeholder
expectations and the principle of continuous improvement and innovation at the heart of business
strategies”
European Commission COM (2002)347 final, p.3
European Commission COM (2002)347 final, p.5,
COMMON LEARNING MAIN FEATURE OF ECONOMIC RESPONSIBILITY
WORK IS WHERE WE SPEND OUR LIFE
LEARNING IS THE WIN WIN STRATEGY
Higher quality
Reliable workforce
Higher quality of worklife
Better customer relations
Adaptability
Innovation
Reliable employment
Higher work satisfaction
Employability = financial security
Personal development
Requirement Analysis
Literature analysed and
121 experts and SME owners surveyed in LIT, LV, BUL, ROM, POL, PT, ESP, CY
Requirement Analysis
Consensus in literature analysed:
3 challenges for CSR policies:
Implementation gap in general
Implementation gap in SME
Fluid situation in times of crisis
Requirement Analysis
3 groups of countries
Formerly socialist: permanent transformation since 1990, wild capitalism
ESP, PT: Rapid development since 80ies, in some regards unbalanced
Cyprus: Small but rich, dependent on some sectors
Requirement Analysis
Change is real and permanent
Requirement Analysis
The SME paradox
Requirement Analysis
SME do a lot that can be regarded as socially responsible, but:
underreported
unsystematic
Requirement Analysis
Activity depends on values and person of the SME owner
opportunity: owner can act
challenge: sometimes volatile
Requirement Analysis
What is important for SME?
employee training
attractiveness for appropriate applicants
demographic challenges
management knowledge
Requirement Analysis
What are most urgent problems?
Survival in crisis
Bank loans
etc.
Requirement Analysis
DANGER!Under the pressure of day to day rescue
operations the important things are not done at all.
This undermines the potential for
success in mid- and long term.
RESCUE Strategy:
Reserve some time to do also the important things!
Develop strategic focus!
Get help from an external facilitator to do so!
Strategic Balance
1. Realisation of short term opportunities must not harm the long term prerequisites of performance
2. Long term aims must be adequate to available resources
3. Creation of prerequisites for performance in the future must be planned and operationalised
4. Resources must therefore be allocated to short- medium- and long-term performance goals
Gälweiler, p. 73
RESCUE Strategy:
Reserve some time to do also the important things!
Develop strategic focus!
Get help from an external facilitator to do so!
RESCUE Strategy:
SMALL and simple steps will yield significant improvements in focused strategies and efficient activities.
Employee learning top priority.
BSR is NOT an additional burden, but the consequence of a sustainable, long-term strategy.
Center: creating win-win situations
Visions are only dreams if you do not take concrete first steps.
The SOCIALSME concept helps to organise such steps.
6 workshops of 3 hours
Pilot Group Empowerment
Facilitation
Flexibility
Guideline provides:
Structure (schedule)
Background information
Facilitator instructions
Worksheets
After the full implementation of the methodology you should have
• idea of the concept of CSR/BSR
• more precise idea of the strategic focus of the company
• agenda how to arrange relations with stakeholders
• know how to analyse learning needs
• plan to implement learning activities
• structure to monitor and evaluate your activities
Workshop
1Discovering the Company and its
Social Responsibility Policies
Workshop
2Visions and First Steps
SRLContinuing implementation and evaluation process
Workshop
3Focus on Learning
Workshop
4Planning Implementation of Learning
Workshop
5Expanding Learning
Workshop
6Finishing Strategy Building and
Reflecting on Next Steps
Co
ntin
uin
g S
trate
gy
Bu
ildin
g a
nd
Imp
lem
en
tatio
n
Pilo
t Ph
as
e
Op
tion
al: E
va
lua
ting
BS
R: B
ala
nc
ed
Sc
ore
ca
rd
Ap
pro
ac
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General Setup1 facilitator1 partner (group) from SME (1-3 persons)1 implementation team (internal project team)6 workshops in 6 monthImplementation phases between workshops
Workshop
1 Discovering the company and its social responsibility policies
Getting to know the company, its challenges and resources (reflection and self reflection)
Learning about general concept of SR and key concepts (dimensions/stakeholders)
Identifying desirable developments concerning stakeholders
Workshop 1
Developing a vision of SR of the company
Priorisation of Activities
Activities Shortlist
Planning of Activities
Optional: Reflection of BSC Perspective
Workshop
2 Visions and first steps
Workshop 2
Introduction to learning as a socially responsible activity
Overview of facilitated learning in the workplace
Introduction to learning needs analysis (TNA)
Planning of TNA
Workshop
3 Action!
Workshop 3
Review of LNA Results
Defining Learning Pathways
Planning Learning
Workshop
4 Planning Implementation of Learning
Workshop 4
Reflection of activities
Supporting pilot group
Envisioning a Learning System
Workshop
5 Expanding Learning
Workshop 5
Reflection and celebration of 6
month process
Strategy mapping for 2 year
perspective
Finding Indicators for 2 years
perspective
Workshop
6 Finishing the strategy building and reflecting on the
next stage
Workshop 6
97% of mangers participating in the field testing say the methodology was useful and inspiring
82,5 % want to go on with activities developed
High level of acceptance also among field-testing facilitators and experts
“there is on my desk the general plan of activities”)
“new concepts”;
“new way to think about everything”;
“evaluate ourselves”;
“information methods and analysis;
method of generating ideas was very interesting”;
“Employees have motivated to improve their selves”;
“employees have started to interest how they can expand learning activities in the company”
“to find the time for discussions”
“developed learning program for employees;
“better organisation of induction programme for new employees”
In three years...
we will find enough qualified staff by……
we will have enough qualified young people applying
for training, because we have….
we make sure that our staff can adapt to technological
change by….
we work on the soft skills of our staff by….
we prevent fluctuation and core staff leaving the
company by…
In order to prevent employees “rusting” in three years
we…
In order to prevent employees having to leave because
of health problems in three years, we…
In three years for our high potentials we have to…
In order to train management staff, in three years we
will…
In order to better use the experiences of older staff in
three years we will have done…
