Social conciseness is growing increasingly relevant among individuals who hold posts that span from the frontline to the C-suite. The newly initiated, however, might assume that social consciousness requires an extreme lifestyle adjustment, and some people might think that socially conscious companies generate fewer profits, pay less and provide fewer employee benefits
In reality, nothing could be further from the truth. Socially conscience business leaders are like most other individuals. Most live in regular dwellings, shop at the local market, use smart devices and take the same kinds of vacations as everyone else. However, these individuals do their part to make society better by making small changes in their thinking, behavior, habits and company policies. Today’s socially conscientious business leaders make a sincere effort to pay workers fairly, promote a satisfying work environment and ensure the safety of staff members. Even enterprises that don’t have a socially conscience mission can work toward the betterment of society, starting with how they manage their employees.
There are many ways that enterprise leaders practice and promote social consciousness. No matter what field or industry, creative leaders can find ways to promote a better quality of life for their staff members and the community. Over time, companies that promote a socially conscience corporate culture find that the desire make the world a better place transfers to their employees. With this in mind, the following sections highlight 4 areas of concern for today’s socially conscience employers, as it relates to human resource issues.
Issue 1: Diversity
Since the 70’s, earnings for women and minorities has increased, but a large pay disparity still exists between men and women. In 2014, research revealed that women owned 30-percent of all United States businesses, making them vital drivers of the economy.
Diversity is beneficial for enterprises in several ways. For example, ethnically diverse companies outperform their competitors by 35-percent, and gender diverse organizations excel past their non-diverse peers by 15-percent. Furthermore, researchers have discovered that diverse enterprises earn nearly 1-pecent more in profit for every 10-percent increase in diversity.
Issue 2: Workplace Harassment
2017 and 2018 were marked by sensational, and disheartening, stories of sexual harassment. In light of recent publicity, employees are increasingly subscribing to the viewpoint that this is unacceptable. While each state enforces varying legislation about workplace harassment, most United States employers have not established clear organizational policies regarding the matter. Many organizations require staff members to participate in sensitivity training regarding sexual harassment, which protects the company legally, but does little in the way of building sincere respect among co-workers. Socially conscience business leaders create a workplace that’s free of sexual harassment by assuming a more meaningful and proactive approach to promoting a harassment free workplace and making an ongoing commitment to fostering a culture where this kind of behavior is unacceptable.
Issue 3: Threat of Workplace Violence
Workplace violence is a serious issue. In 2014, there were 403 workplace homicides in the United States. It can originate with something as simple as a misinterpretation or an employee who consistently endangers the safety of others. Socially conscience business leaders take measures to ensure the safety of their staff members and themselves. They treat possible threats seriously and provide support for staff members who are concerned about their safety. Additionally, business leaders make sure that all staff members are trained in effective problem resolution and the correct procedure for reporting threatening or violent behavior.
Issue 4: Low Job Satisfaction
In today’s economic environment, many employees choose to remain at a company long after they’ve grown dissatisfied with their career. These individuals can lower morale and contribute to an organization’s failure to meet its objectives. However, socially conscience employers deter this by fostering a satisfying work environment. This involves, in part, making it possible for staff members to see how their work contributes to the success of the organization. These leaders promote company values consistently and make sure that employees are aware of the company’s long-term focus. Additionally, socially conscience leaders promote rapport by encouraging team collaboration and career development.
Socially responsible leaders inspire staff members. However, this can prove difficult in a society that craves instant gratification. One solution is to consistently provide employees with insights into how organizational initiatives promote the welfare of workers and the community. Policies such as diversity and flex scheduling, for instance, promote job satisfaction and reduce employee burnout. Companies that truly want to promote social consciousness start at the top and allow the benefits of goodwill to trickle down through the organizational ranks, and effective business leaders promote social consciousness in the workplace with actions, not words.