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反企业情绪抬头,迫使企业提升社会责任

反企业情绪抬头,迫使企业提升社会责任

Aman Kidwai 2021年09月07日
如今,掌握企业社会责任不仅关乎地球的存亡,也关乎现有监管结构和企业结构下的自由市场体系。

图片来源:Gary Yeowell—Getty Images

高盛集团(Goldman Sachs)的前经济学家、现任雪佛龙(Chevron)和3M公司董事会成员的丹比萨·莫约曾经告诉《财富》杂志:“现在有大量反资本主义、反企业的情绪。”《财富》杂志最近的一项调查发现,43%的Z世代和千禧一代认为资本主义至少“在某种程度上是负面的”。

为了应对逐渐抬头的反企业情绪,具有前瞻性思维的领导者正在扩大企业社会责任的范围。与多元化、公平和包容一样,企业社会责任的现代解决方案要求企业将它作为一种核心能力,自上而下地传达这方面的信息。

Cognizant Foundation的执行董事克里斯滕·泰特斯告诉《财富》杂志:“身为领导者,不能对重要的社会挑战保持沉默。员工、客户和社区都要求领导者有所行动。有效的领导者必须重视社区以及他们要求解决全球挑战的声音,比如设计更公平的项目和政策、建立更有弹性、更可持续的社区等。”

莫约在最近出版的一本有关利益相关者资本主义的书中写道,对首席执行官人选的审查过程应该更重视道德方面,减少对财务和经营业绩的关注。她还指出,董事会需要成为“整体经济福利的守护者,而不只是一家公司的管理机构。”

董事会和管理高层发自内心地积极响应这个新趋势,确保公司对社会产生积极的影响,能够让公司在竞争中脱颖而出。领导者深谙谈论正确话题的方式,但他们在共同创建美好社会方面的表现却不尽如人意。

赛富时(Salesforce)的执行副总裁兼首席影响官苏珊娜·迪比安卡对《财富》杂志说:“在当前这个时期,尤其重要的是由利益相关者资本主义支配我们的行动,公司成为变革的平台。每一家公司可以深入分析每一个业务部门在哪些领域能够以哪些方式产生影响。所有公司都有机会根据其核心能力,带来我们迫切需要的大规模转变。”

招聘软件初创公司Handshake的联合创始人及首席执行官加勒特·洛德对《财富》杂志表示,在新冠疫情期间,他的公司迅速行动起来,推出了一项虚拟招聘会功能,用于满足公司和求职者的需求。该公司最近的估值超过15亿美元。

洛德指出:“领导者应该问问自己:‘与我们的核心业务最相关的问题是什么,以及我们有哪些独特的条件可以提供帮助?’”他解释说,Handshake的新功能就是问题的答案之一。

洛德还分享了他如何根据经营环境的快速变化调整自己的领导风格。

他说:“我一直有意专注于业务指标和实际影响。但随着公司的发展……我发现将同情心与责任感相结合,能够创造一个让员工在心理上感到安全的工作场所,用更人性化的方式激励团队。”

富有同情心的领导方式不仅让人感到“如沐春风”般舒适,还有助于提升公司的业绩。

求职者开始更加关注多元化以及潜在雇主的社会使命。越来越多员工更愿意为更符合其目标的公司工作,而不是选择薪酬最高的雇主。随着人们追求高薪工作在地理上变得更加自由,显然劳动力市场开始更加重视远程办公或混合办公所带来的自主性。

尤其是随着对上市公司的环境、社会、治理(ESG)指标、工会组织等方面的监管环境发生变化,公司领导者会看到未来这种对公司业绩的好处将逐渐增多。

Coursera的首席执行官杰夫·马金卡尔达告诉《财富》杂志:“从商业的角度,如果你专注于对社会产生积极影响,就可以吸引、鼓舞和留住优秀人才。”Coursera最近通过一系列工作和投资获得了共益企业(B Corp.)认证。虽然马金卡尔达承认公司的做法并不适合所有人,但他坚信这些投入对于他的公司而言是值得的。

马金卡尔达称,这也是Coursera允许员工远程办公的原因之一。他解释说,他考虑过这个决定在工作效率和后勤保障方面的好处,但他也认为如果公司无法满足新时代劳动力市场的需求,就会对人才产生严重影响。

当前有关远程办公的争论是证明一些公司领导者与当前的市场环境脱节很好的例子。坚持要求不想或不需要现场办公的员工到公司办公,这不仅对公司经营而言是一件糟糕的事情,还会妨碍公司的多元化和人才发展,最终会影响公司在瞬息万变的环境中取得成功的能力。

马金卡尔达说:“虽然我们仍在学习如何大规模优化远程办公,但尤其让我感到兴奋的是,远程办公为我们提供了提高劳动力包容性的契机,现在我们能够招聘生活在办公室通勤距离以外的求职者。在新冠疫情期间加入Coursera的员工,有超过一半居住在远离办公室的地方,而且我预测未来会有更多的员工远程分布式办公。”

远程办公只是一个例子,但它可以帮助我们解释商业伦理、富有同情心的领导力和公司业绩之间的联系。

LinkedIn的首席运营官丹·夏皮罗告诉《财富》杂志:“未来,领导者需要重新思考团队如何合作,尽管这种变化可能令他们感到不舒服或者不确定。优秀人才会要求领导者给予更大的灵活性和信任,让他们能够用对自己或团队有意义的方式做好自己的工作。在大部分变革时期,可以抓住时机并不断学习的伟大领导者将脱颖而出。”(财富中文网)

翻译:刘进龙

审校:汪皓

高盛集团(Goldman Sachs)的前经济学家、现任雪佛龙(Chevron)和3M公司董事会成员的丹比萨·莫约曾经告诉《财富》杂志:“现在有大量反资本主义、反企业的情绪。”《财富》杂志最近的一项调查发现,43%的Z世代和千禧一代认为资本主义至少“在某种程度上是负面的”。

为了应对逐渐抬头的反企业情绪,具有前瞻性思维的领导者正在扩大企业社会责任的范围。与多元化、公平和包容一样,企业社会责任的现代解决方案要求企业将它作为一种核心能力,自上而下地传达这方面的信息。

Cognizant Foundation的执行董事克里斯滕·泰特斯告诉《财富》杂志:“身为领导者,不能对重要的社会挑战保持沉默。员工、客户和社区都要求领导者有所行动。有效的领导者必须重视社区以及他们要求解决全球挑战的声音,比如设计更公平的项目和政策、建立更有弹性、更可持续的社区等。”

莫约在最近出版的一本有关利益相关者资本主义的书中写道,对首席执行官人选的审查过程应该更重视道德方面,减少对财务和经营业绩的关注。她还指出,董事会需要成为“整体经济福利的守护者,而不只是一家公司的管理机构。”

董事会和管理高层发自内心地积极响应这个新趋势,确保公司对社会产生积极的影响,能够让公司在竞争中脱颖而出。领导者深谙谈论正确话题的方式,但他们在共同创建美好社会方面的表现却不尽如人意。

赛富时(Salesforce)的执行副总裁兼首席影响官苏珊娜·迪比安卡对《财富》杂志说:“在当前这个时期,尤其重要的是由利益相关者资本主义支配我们的行动,公司成为变革的平台。每一家公司可以深入分析每一个业务部门在哪些领域能够以哪些方式产生影响。所有公司都有机会根据其核心能力,带来我们迫切需要的大规模转变。”

招聘软件初创公司Handshake的联合创始人及首席执行官加勒特·洛德对《财富》杂志表示,在新冠疫情期间,他的公司迅速行动起来,推出了一项虚拟招聘会功能,用于满足公司和求职者的需求。该公司最近的估值超过15亿美元。

洛德指出:“领导者应该问问自己:‘与我们的核心业务最相关的问题是什么,以及我们有哪些独特的条件可以提供帮助?’”他解释说,Handshake的新功能就是问题的答案之一。

洛德还分享了他如何根据经营环境的快速变化调整自己的领导风格。

他说:“我一直有意专注于业务指标和实际影响。但随着公司的发展……我发现将同情心与责任感相结合,能够创造一个让员工在心理上感到安全的工作场所,用更人性化的方式激励团队。”

富有同情心的领导方式不仅让人感到“如沐春风”般舒适,还有助于提升公司的业绩。

求职者开始更加关注多元化以及潜在雇主的社会使命。越来越多员工更愿意为更符合其目标的公司工作,而不是选择薪酬最高的雇主。随着人们追求高薪工作在地理上变得更加自由,显然劳动力市场开始更加重视远程办公或混合办公所带来的自主性。

尤其是随着对上市公司的环境、社会、治理(ESG)指标、工会组织等方面的监管环境发生变化,公司领导者会看到未来这种对公司业绩的好处将逐渐增多。

Coursera的首席执行官杰夫·马金卡尔达告诉《财富》杂志:“从商业的角度,如果你专注于对社会产生积极影响,就可以吸引、鼓舞和留住优秀人才。”Coursera最近通过一系列工作和投资获得了共益企业(B Corp.)认证。虽然马金卡尔达承认公司的做法并不适合所有人,但他坚信这些投入对于他的公司而言是值得的。

马金卡尔达称,这也是Coursera允许员工远程办公的原因之一。他解释说,他考虑过这个决定在工作效率和后勤保障方面的好处,但他也认为如果公司无法满足新时代劳动力市场的需求,就会对人才产生严重影响。

当前有关远程办公的争论是证明一些公司领导者与当前的市场环境脱节很好的例子。坚持要求不想或不需要现场办公的员工到公司办公,这不仅对公司经营而言是一件糟糕的事情,还会妨碍公司的多元化和人才发展,最终会影响公司在瞬息万变的环境中取得成功的能力。

马金卡尔达说:“虽然我们仍在学习如何大规模优化远程办公,但尤其让我感到兴奋的是,远程办公为我们提供了提高劳动力包容性的契机,现在我们能够招聘生活在办公室通勤距离以外的求职者。在新冠疫情期间加入Coursera的员工,有超过一半居住在远离办公室的地方,而且我预测未来会有更多的员工远程分布式办公。”

远程办公只是一个例子,但它可以帮助我们解释商业伦理、富有同情心的领导力和公司业绩之间的联系。

LinkedIn的首席运营官丹·夏皮罗告诉《财富》杂志:“未来,领导者需要重新思考团队如何合作,尽管这种变化可能令他们感到不舒服或者不确定。优秀人才会要求领导者给予更大的灵活性和信任,让他们能够用对自己或团队有意义的方式做好自己的工作。在大部分变革时期,可以抓住时机并不断学习的伟大领导者将脱颖而出。”(财富中文网)

翻译:刘进龙

审校:汪皓

“We have a lot of anti-capitalism, anti-corporation sentiment out there,” Dambisa Moyo, former Goldman Sachs economist and current board member at Chevron and 3M, previously told Fortune. A recent Fortune survey found that 43% of Gen Zers and millennials view capitalism as at least “somewhat negative.”

In order to address these rising anti-corporate sentiments, forward-thinking leaders are expanding the scope of their CSR efforts. As is the case for diversity, equity, and inclusion, the modern solution for CSR requires making it a core competency of the organization, and cascading that message from the top.

“Being a leader means no longer staying silent on critical societal challenges,” Kristen Titus, executive director of the Cognizant Foundation, told Fortune. “Employees, customers, and communities alike are demanding action. Effective leaders must center these very communities and their voices to solve global challenges—from designing more equitable programs and policies to building more resilient, sustainable communities.”

In a recently released book on stakeholder capitalism, Moyo wrote that CEO selection needs to better incorporate ethics into the vetting process, with less emphasis on financial and operational performance. She added that boards need to become “custodians not just of a single organization but of our economic well-being as a whole.”

Board and C-suite leaders can make their companies stand out with enthusiastic, authentic efforts to achieve this new imperative and ensure that their companies have a positive impact on society. These leaders have long known how to say the right things. They have been less effective at actually cocreating a better society.

“It’s especially important in times like these that stakeholder capitalism dictates our actions, and business serves as a platform for change,” Suzanne DiBianca, EVP and chief impact officer at Salesforce, told Fortune. “Each company can look deeply at each department in their business for how and where they can have an impact. All businesses have the opportunity to align to their core competency to create the change we need at scale.”

Garrett Lord, cofounder and CEO of Handshake, a recruiting software startup recently valued at over $1.5 billion, told Fortune that his company quickly mobilized to build a virtual career fair offering to meet the needs of businesses and job seekers during the pandemic.

“Leaders should ask themselves: ‘What issue is closest to our company’s heart, and how are we uniquely equipped to help?’” he said, explaining that Handshake’s new feature was part of that answer.

Lord also shared how his leadership style has evolved in light of the rapid changes in the business climate.

“I’ve historically been intently focused on business metrics and tangible impact,” he said. “But as we’ve grown…I’ve learned that by combining compassion with accountability, you can create a psychologically safe workplace and motivate teams in a more human way.”

Compassionate leadership is not just for the “warm and fuzzies” but is also a benefit for the bottom line.

Job candidates are asking more about diversity and a prospective employer’s social mission. Employees increasingly want to work for a company more aligned with their purpose over the one that pays the most. And with more geographic freedom to pursue high-paying jobs anywhere, clearly the labor market is placing a premium on the autonomy that comes with a remote or hybrid job.

Leaders can anticipate this bottom-line benefit growing in the future, especially as the regulatory climate is shifting for publicly traded companies around ESG metrics, organized labor, and more.

“From a business perspective, you’re able to attract, motivate, and retain top talent if you’re focused on making a positive impact on society,” Jeff Maggioncalda, CEO of Coursera, told Fortune. Coursera recently made the effort and investment to become a certified B Corp. Though he admits it isn’t for everyone, Maggioncalda felt strongly that it was worth it for his company.

This imperative is also why Coursera is allowing employees to work from anywhere, Maggioncalda said. He explained that while he was considering productivity and the logistics of this decision, he also felt it would have serious talent implications if they didn’t meet the demands of a newly empowered labor market.

The ongoing remote work debate is a good example of the disconnect that some executive leaders have with the current climate. Not only is it bad business, but insisting employees come into an office, when they don’t want to or don’t need to, is going to impede diversity, talent development, and ultimately a company’s ability to succeed under these rapidly evolving conditions.

“While we are still learning how to optimize remote work at scale, I’m particularly excited by the opportunity it provides to build a more inclusive workforce now that we can recruit candidates who live outside a commuting distance from our offices,” Maggioncalda said. “More than half the employees who started at Coursera during the pandemic don’t live near an office, and I expect a significant percentage of our workforce to be remote and distributed in the future.”

Remote work is just one example, but it’s a big one that helps explain the connections between business ethics, compassionate leadership, and company performance.

“Going forward, leaders will be required to rethink how teams work together, even if that change feels uncomfortable or uncertain,” Dan Shapero, LinkedIn COO, told Fortune. “Top talent will demand more flexibility and trust from leadership so that they can do their best work in a way that makes sense for them and their teams. As in most times of change, great leaders that embrace this moment of change, and learn as they go, will shine and outperform.”

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