衡量企业的社会责任成效【外文翻译】.pdf

本科毕业论文（设计）外文翻译原文：原文：Measuring the effectiveness of Corporate Social ResponsibilityMeasuring the effectiveness of Corporate Social ResponsibilityYou're a PR counselor, and your organization has embarked on a CorporateSocial Responsibility (CSR) effort to improve literacy in a community where youoperate manufacturing facilities.After a year of sinking resources into the effort, you find that most communitymembers still seem to be unaware of it. And the literacy program isn't even a part ofthe conversation when your organization is mentioned in the local media or at citycouncil meetings. Now, due to the apparent lack of awareness about the program andthe high cost of maintenance, management is questioning whether it should continue.Realizing valueRealizing valueToday, more organizations recognize the importance of practicing CSR. Genuinesocial responsibility focuses on how the organization benefits society. CSR can helpprovide solutions to social problems, build healthier economies and maintainsustainable environments.But CSR is also proving to benefit companies. The most commonly identifiedcorporate advantages include maintaining and improving reputation or brand image,governmentrelations,branddifferentiation,customerloyaltyandemployeerecruitment and retention.“There is a mind-shift going on regarding CSR. Companies are moving fromregarding it as a 'nice-to- do' to viewing it as a way to create value for business,”saysChris Pinney, director of research and policy at the Center for Corporate Citizenship,Carroll School of Management at Boston College.A 2009 McKinsey Study conducted in cooperation with the Boston CollegeCenter for Corporate Citizenship found that the majority of CFOs and investmentprofessionals surveyed agree that respondents environmental, social and governanceactions create value for shareholders in normal economic dines. The respondents alsobelieve that the two most important ways that these efforts create value are bymaintaining a good corporate reputation or brand equity and by attracting, motivatingand retaining talented employees.To realize these benefits, however, a company's CSR efforts must be recognized,understood and accepted by the stakeholders who give companies the franchise (orcommunity consent) to do business. One often-overlooked aspect of CSR is theimportance of measuring those efforts to evaluate if they are making an impact. Ifthey are, then organizations must share those results to build support and "earn credit"with key stakeholders.Sharing without showboatingSharing without showboatingOften, companies don't get credit for good corporate citizenship because theysimply don't communicate their efforts effectively or because they are concerned thattalking about them will be viewed as self-aggrandizement. "It is, indeed, a thin linebetween communicating about the good you’re doing and boasting about theself-serving programs you are doing to try to look better to key stakeholders," saysJohn Gilfeather, president, Gilfeather and Associates."A lot of this distress occurs because many CSR programs are not organic. Theyare done 'over there' by 'those people,' but are not central to the operation of thebusiness, "he says." Even if a lot of money is spent, there is no focus and no passion."Robert Grupp, president and CEO of the Institute for Public Relations, agrees."It's a matter of definition and focus. If you don't have that managementcommitment, there can be a mismatch between community expectations and what youdo in CSR," he says. "If those two things aren'taligned, then measurement of CSRefforts becomes difficult and inaccurate."Effective CSR must be a management function. Using an up-front assessment ofstakeholder opinions, management must setbusiness imperatives that all employeesare prepared to meet.Developing CSR goalsDeveloping CSR goalsDisagreement in stakeholder and company expectations is often a factor oforganizations being responsive rather than proactive. It is easy to fall into this rut, associally responsible companies are often praised for their rapid response to problems,complaints and community concerns.According to Robert Heath, professor emeritus of communication at theUniversity of Houston, the problem is that responsive often means reactive."Companies have to be more proactive. In fact, they have to go beyond beingproactive to being reflective," Heath says. "They have to imagine the direction inwhich the world is moving, build that into their strategic planning, announce theseplans as goals and celebrate them as achievements."When CSR efforts are integrated into the organization, rather than only addressinga particular problem, they are more effective, have greater staying power and areeasier to monitor and measure over time.Pinney emphasizes the importance of developing CSRgoals in areas where yourorganization can truly make an impact, saying, "When you pick an area to focus on,choose a market defined enough so that you can measure your own impact versusothers impact. While larger-scale CSR efforts—such as supporting national orinternational nonprofits—are also important, companies have to...measure theparticular social return on their own efforts."Some organizations, particularly smaller or local ones, may worry about theirability to sustain CSR in the midst of an economic downturn. However, practicinggood CSR—and getting credit—is possible even in tough times. It's often a matter ofunderstanding what you do well.For example, Pinney notes that large companies have maintained their budgetsfor CSR initiatives during the economic downturn. "The stuff that was 'fluff'disappeared, but the substantial stuff stayed, "he says.Many smaller businesses, though, have had more challenges maintaining thislevel of resources, though they have worked hard to keep local people employed. "Asmall company in this position might start developing its CSR approach by focusingon employees—a key pillar of CSR — and how the company adds economic value tothe community," Pinney says.Heath suggests these basic questions for organizationsto ask themselves whenconsidering their CSR efforts. The answers can provide a starting point for what tomeasure and monitor:Do your customers know you are doing this?If so, are they saying positive things?Is the community glad you are there?Is your presence in the community a spark for local business?Determining what to measureWhy is it so daunting to measure CSR efforts? In some cases, CSRmeasurements are ineffective because they either don't measure the right things ordon't address issues that are important to stakeholders."We often go immediately to the outputs—to measure how much we're doing.But it s important to begin by benchmarking the expectations of the community inwhich you do business," Grupp says. "This is viral because sometimes that exercisereveals that the community s needs, and its view of whatconstitutes CSR, are verydifferent from the organization's."For example, this disconnect in expectations can occur when a company beginsan activity—such as drilling, laying pipelines or developing land —that has potentialenvironmental implications for the community. The company might automaticallyassume that the public will not support the project, and so the organization adopts adefensive posture and braces itself for a long, drawn-out conflict with local residents.However, abandoning the project might not be the public's expectation at all. Infact, the community may be willing to accept the activity as long as it is convincedthat the company exercises good environmental practices, operates equipment safelyand treats employees fairly. If the company complies with these expectations, then itcan focus on articulating its practices to the community.A recent report from The Committee Encouraging Corporate Philanthropy, aninternational network of CEOs promoting positive change through corporate giving,suggests some questions to ask when developing, assessing and measuring the valueofcorporatephilanthropy programs.Thesequestionscanbemore broadlyextrapolated to overall CSR efforts:• How does the contribution achieve the intended results?• How do you measure the return on the social investment?• How do you measure the business benefits?• How do you measure the value of philanthropy to investors?• How do you attract responsible investors?When it comes to measuring the actual impactof your CSR efforts on society,the most common methods are measuring inputs (money, resources, service hours),activities (food drive, volunteer day) and outputs (number of cans of food, homesbuilt, equipment donated, etc.).The outcomes and impact of these efforts are not often measured, though. Howhave these efforts actually reduced illiteracy, poverty or amount of disease? These arethe most important questions and they require a long-term commitment to socialproblems rather than a one off donation or a response to a short-term communityobligation.Communicating your CSROnce community expectations and CSR objectives have been established, PRprofessionals must help their organizations select die right measurement tools. One setof tools to consider is social media, which often provides an early glimpse into whatstakeholders are saying about your organization.K.C. Brown, senior vice president, head of analysis at Cision, notes that socialmedia can be especially helpful in steady communications about CSR progress, asopposed to sharing only through traditional and infrequent channels such as annualmeetings or corporate CSR reports."Corporations tend to think about things in terms of, 'Did we win thechampionship?' However, to continue the sports analogy, fans don'tcare only aboutthe championship — it's the season that matters. So, learn to report CSR effortsgame-by-game," he says.Regular reports give organizations an opportunity to share where they fell short(and explain what they're doing to address it) and to share what they did well.It's also important for organizations to develop their own social media tools andinvite people into those conversations. Consider posting a YouTube video about howyou are fulfilling a promise to the community. Invite management to blog about theorganization s CSR objectives. Post your company values and CSR goals on yourwebsite. Post an interactive CSR report, and invite comments and feedback. Above all,says Brown. "Listen to the responses. If you think what you're hearing is unreasonable,state what you think is reasonable. If there's pushback, it may be time to revisit yourposition."When it comes to communicating CSR, the role of the PR professional ischanging. While the corporate communications person was once supposed to simplybring the company's message to the public, that s no longer enough. Companies whofail to listen to stakeholders do so at their peril. Says Pinney, "Nowadays, the mostimportant role of the PR professional is to be the 'messenger in' rather than the'messenger out.' You're no longer just a PR person —you're an intelligence person; aknowledge broker."CSR must focus on employees firstCorporate social responsibility (CSR) initiatives should focus on employees first,says organizational communication scholar Steve May in a report supported a grantfrom The Arthur W Page Center for Integrity' in Public Communication at Penn StateUniversity. He argues that corporations should first focus on initiatives that helptraditionally overlooked stakeholders — their own employees."If strategic CSR is to have any long-term benefit for society, attention must firstbe turned to corporate employees themselves,” he says. "If the corporation has notbeen able to attend to its own employees, how can it be expected to address the socialneeds of diverse sets of stakeholders with a range of divergent interests?" PR people,he notes, understand this first-hand.Transparency in policies, procedures, mission statements and governance also isimportant. "Examples of 'being the last to know' are not rampant in the profession justby accident." notes May. "As a result， public relations is ideally situated to clarify howa lack of internal transparency necessarily negates external transparency as well."Corporate leaders should set the tone that CSR is a core business practice ratherthan a marketing strategy. "For public relations， " May says, "the key is to move awayfrom 'managing' stakeholders to engaging them, beginning with employees."Corporate social responsibility programs are increasingly seen as an integral partof delivering business prosperity and sustainable economic growth.Companiesinvolved in Corporate social responsibility report benefits to reputation and thebottom line and they can attract and retain high quality and motivated staff. Engagingin Corporate social responsibilitydevelops employee loyalty, creates corporatecultureandprovidesnewcommunicationchannelsbetweenemployees andmanagement.Source:Susan Balcom Walton,Brad Rawlins,2010 “Do the right thing: Measuring theeffectiveness of Corporate Social Responsibility”.TACTICS, July,pp.10-11.译文：译文：衡量企业的社会责任成效衡量企业的社会责任成效你是一个公关顾问，你的组织在经营生产设施时通过承担企业社会责任（CSR）努力提高所在社区的文化。

一年的沉没资源也有其成效， 你会发觉许多的社区成员依然没有意识到这一点 当你的组织在当地媒体或市议会会议上提到扫盲计划时，它甚至不能作为一个对话的一部分现在，由于有关方案和维护成本高的意识明显缺乏，管理层在质疑扫盲计划是否应该继续下去实现价值实现价值如今， 越来越多的组织认识到实践企业社会责任的重要性真正的企业社会责任的重点是如何使社会受益企业社会责任可以帮助企业提供解决社会问题、构建健康的经济和维持可持续发展环境的方案此外， 企业社会责任还证明了公司会受益 最常见的带给企业的优势包括维持和提高声誉或品牌形象、政府关系、品牌差异化，客户忠诚度和员工的招聘和保留在企业社会责任方面要有一个心态的转变 公司正把‘乐于去做’作为创造商业价值的一种方法，”以企业公民为中心政策的研究部主任，波士顿大学卡罗尔管理学院的克里斯平尼说2009 年的麦肯锡与波士顿大学进行的企业公民中心合作研究中发现，接受调查的 CFO 和投资专业人士的大多数受访者同意在正常的经济用餐中环境、社会和治理行动为股东创造了价值 受访者也相信通过努力维持一个良好的企业信誉和品牌资产这两个最重要的方式能够吸引、激励和留住优秀员工从而创造价值。

为了实现这些好处，给公司经营专营权（或社区的许可）的利益相关者必须承认、 理解和接受企业社会责任工作的成效人们常常忽略如果企业社会责任这方面产生影响了，成效测量、评估的重要性如果是这样，组织必须和关键利益相关者分享这些成果去建立支持和“获得信贷”共享而不是炫耀共享而不是炫耀通常， 公司得不到良好的企业公民信贷， 因为他们根本就没有努力去进行有效沟通，或者他们担心与企业公民沟通会被视为是我扩张 “的确，关于你正在做的良好的沟通和吹嘘的正在尝试寻找更好的关键利益相关者之间是有一条狭小的界限的联营公司的总裁约翰盖里弗亚说这种窘迫经常发生是因为有很多 CSR方案不是有机的它们被 ‘这些人’派去‘那里’，而不是去运作核心的业务，”他说 “即使花了很多钱，但却没有重点，没有激情罗伯特戈尔，公共关系学院总裁兼首席执行官也表示赞同重要的是定义和关注的焦点 如果你没有这样的管理承诺，就会有不相匹配的社会期望和你为企业社会责任所做的”他说如果这两个东西是不一致，那么衡量企业社会责任就会变得困难和不准确企业社会责任必定是一个有效的管理职能使用利益相关者前期的评估意见，管理的设置必须满足所有员工的业务需求发展企业社会责任目标发展企业社会责任目标利益相关者和公司期望的分歧往往是被反应的而不是主动的组织因素。

人们很容易陷入这个惯例，对社会负责的公司往往受到好评是因为其对他们的问题、投诉和社会各界的关注迅速做出回应根据休斯敦大学的通信名誉教授罗伯特希思的观点，反映往往意味着被动公司必须更积极主动 事实上， 他们必须积极主动地解决所反射的问题， ”希思说 “他们想象世界正朝着他们的战略规划、 公布的计划和目标的方向建设，在庆祝他们的成就随着时间的推移， 企业社会责任成效渐渐地融入组织，而不是只解决一个特定的问题，他们更有效、有更大的后劲，更容易监控和衡量平尼强调了在一些发展中国家的组织的企业社会责任目标能真正发挥影响的重要性，他说： “当你选择一个区域为重点，选择了一个确定的市场以便你可以衡量你自己而不是他人的影响而较大规模的企业社会责任成效，如支持国家或国际非营利组织——也很重要，公司必须衡量......特别是对自己的努力的社会回报一些组织， 尤其是小型或本地的组织， 可能担心自己在经济衰退时维持企业社会责任的能力然而， 即使在艰难时期实践良好的企业社会责任——获取信贷也是可能的这往往是一个很好的了解你做什么的问题例如，平尼指出，大公司保持着在经济低迷时的企业社会责任计划的预算这些消失的是‘绒毛’，但实质性的东西被留下来了，”他说。

许多规模较小的企业， 虽然他们努力工作以保持当地人民就业，但是却要接受更多的挑战以保持资源维持在这一水平 “在这个位置开始开发的小公司可能会关注员工来发展‘企业社会责任’的方法——一个‘企业社会责任’关键的支柱是——公司如何增加社区的企业社会价值希思建议组织在考虑他们的企业社会责任绩效时这些基本问题要问他们自己这些问题的答案可以提供衡量和监控的起点：你的客户知道你正在这样做吗？如果有的话，他们说的是积极的事情吗？社区很高兴你在那里吗？你在社区的存在鼓舞了当地的商业发展吗？确定衡量企业社会责任的标准确定衡量企业社会责任的标准为什么衡量企业社会责任的成效会如此艰巨呢？在某些情况下， 企业社会责任的衡量是无效的，因为它们要么根本无法衡量正确的事情，要么没有解决对利益相关者来说非常重要的问题我们经常会马上用回报来确定我们做事情的专注程度 它是你开始在社区做生意时的基准期望，”格瑞普说 “这就像病毒侵入体内，因为很多时候社区的需求、对于什么是企业社会责任这一观点都表明组织会有很大的分歧例如，在一家公司开始一项活动时可能会出现期望的断层—— 如钻井、铺设管道或土地发展，其中可能对社会存在潜在的环境影响。

该公司可能会自然而然地认为公众将不会支持这个项目而实行防御性的姿态， 时间长了会出现与当地居民的冲突然而，放弃这个项目未必是公众所期望的事实上，只要公众深信该公司运作践的环境良好、设备运行安全、对待员工是公正的，社会是很可能愿意接受这个项目的如果公司遵守这些期望，那么它便可以专注地去做它向社会承诺的来自企业慈善促进委员会最近的一份报告指出， 国际网络的首席执行官通过促进企业捐赠的积极变化，提出了在制订、 评估和衡量企业慈善计划价值的一些问题这些问题可以更广泛地外推到整个企业社会责任的绩效：•怎样使贡献达到预期效果？•你如何衡量对社会投资的回报？•你如何衡量商业利益？•你如何衡量投资者对慈善事业的价值？•你如何吸引负责任的投资者？当涉及到衡量企业社会责任绩效对社会的实际影响时， 最常见的方法是测量投入（资金、资源、服务时间）、活动（食品机，志愿者日）和产出（罐装食品的数量、建住房、设备捐赠等）尽管这些不经常用来衡量结果和影响的绩效 这些绩效如何从实际上减少文盲、 贫穷或疾病的金额？这些都是最重要的问题，需要长期致力于社会问题而不是一次性的捐赠或者短期回应社区的义务企业社会责任沟通企业社会责任沟通一旦社会的期望和社会责任目标确立后， 公关专业人士必须帮助他们的企业挑选死亡权利的测量工具。

要考虑的一个工具是社会媒体，它往往给出了早期利益相关者对您组织的评价K.C.布朗先生， 主管分析隧道切口的高级副总裁，注意到社会媒体尤其是在通信稳定时能够促进 CSR 的发展， 而不是通过诸如分享年度会议或企业社会责任报告只些传统的和罕见的渠道企业往往倾向于思考以下事情，‘那一次我们赢了冠军？’然而，继续体育的类比，球迷们不会只关心冠军——这是赛季的事项所以，报告企业社会责任绩效也是游戏接着游戏这样的道理，”他说定期报告使企业有机会分享哪些他们做的不好 （并解释他们在做什么、以解决它），哪些他们做得很好对企业来说发展自己的社会媒体工具，并邀请人们进行这些对话是很重要的 考虑发布一个关于你如何实现对社会的承诺的 YouTube 视频 管理博客征求组织的“企业社会责任”目标在您的网站发布您的公司的价值观和企业社会责任目标发布一个互动的社会责任报告后，征求意见和反馈这些很重要，布朗说 “听大家的反应如果你认为你所听到的是不合理的，说出你认为是合理的如果有抵触情绪，那么也许是时候重新审视你的位置了当谈到交流中的企业社会责任， 这种公关人员的角色正在发生变化而企业通讯人员一度被认为只是简单地把公司的信息向公众公开已经不再足够了。

公司不听利益相关者的意见，这样做是很危险的平尼说， “如今，公关人员最重要的作用是要成为有‘信息输入者’而不是‘信息输出者’了 你不再只是一个公关人员，你是一个富有智慧的人，知识经纪人“企业社会责任”必须把员工放在第一位“企业社会责任”必须把员工放在第一位组织传播学者史蒂夫 梅在宾夕法尼亚州立大学的一份支持资助亚瑟中心的大众传播完整性的报告中指出，企业社会责任(CSR)倡议应当首先关注员工他认为企业应首先侧重于帮助那些传统上被忽略了的利益相关者——企业自己的员工的举措如果企业社会责任战略对社会具有长远利益， 那么必须首先关注企业自己的员工， ”他说 “如果公司未能照顾自己的员工，又怎能期望他满足社会不同层次的利益相关者的一系列不同的利益呢？”了解这个的第一手公关人员指出政策、程序、任务报告和治理的透明度也是很重要的 “最后一个知道的例子在行业猖獗也非偶然 ”梅提到 “因此，公共关系是理想的用来阐明缺乏内部透明度和缺乏外部透明度一样不好 ”企业领导人应该这样定义企业社会责任： 它是一个商业实践的核心而不是营销策略 “公共关系， ” 梅说：“关键是要从员工开始摆脱利益相关者的‘管理’” 。

企业社会责任方案正日益被看作是提供商业繁荣和可持续经济增长的组成部分 公司的企业社会责任报告涉及到的声誉和利益的底线，可以吸引和留住高品质的员工， 同时也能起到激励员工的作用从事企业社会责任可以提高员工忠诚度，创造企业文化，并提供职工和管理人员之间新的通讯渠道出处:[美] 苏珊巴尔科姆沃尔顿，布拉德罗林斯.《做正确的事：衡量企业社会责任的成效》 ，策略,2010（7） ：10-11.。