Posts tagged ‘employer branding’

March 11, 2013

Here is what you can do today to help your e-reputation

e-reputation is something you need to monitor and act upon whether you are a brand, a personality, a non-profit organization.

Here is a list of some social media monitoring tools you can start using today, and keep touch with what’s being said out there.

This is part of a more complete study I carried out on the use of social media with HR. Interested in knowing more? Get in touch and start interacting. Looking froward to hearing from you!

GOOGLE ALERTS: market leader, tracks back new pages on a topic appearing in Google searches, (Web, news,…). Google Alerts is also very useful to start listening on a specific topic.

Alternatives : Giga Alert, Social Mention, Favebot.

PIPL tracks what is being said about personalities in the US

NAMECHK looks for similar brand names or pseudos on 72 on line platforms

YOUSEEMII tracks whatever is being said on a company or a person. Also tracks content in French. Tracking and visibility monitoring, allowing for comparisons.

TOPSY tracks your e-reputation on Twitter, based on keywords or specific topics. Pro version offers additional services: clear dashboard and easier content reading. Tracks content up to 5 days back. To allow for more, check

SOCIALMENTION, searches more than 70 online platforms. Allows you to select different types of content: blogs, videos, audios, microblogging,etc. Socialmention also has an embedded alert system pushing any new content into your instant messaging system.

RADIAN detects and manages interactions with influencers.

ALERTI  allows tracking, analytics, reporting/sharing in collaborative mode with influencers and targeted communities.

ATTENTIO measures your “buzz” level vs. your competitors, with analysis of  time break.

SENTIMENTMETRICS : tracking, reporting and analytics. Presents results as volume of informations and sentiment analysis (neutral/positive/negative). Allows for analytics.

SYNTHESIO measures influence, benchmark vs competition, identifies“influencers”, and alerts you if negative buzz kicks off somewhere.

October 1, 2012

Case study -and results- from L’Oréal on Social media recruitment. And yes, it works for them, when used in combination with traditional channels, and to reach specific audiences.

Thank you Laurence Hebberd from LinkHumans for this great great post on how L’Oréal is using social media for its recruitment campaign. Extremely well-integrated, and with results and take-aways!

The L’Oreal Group is the world’s largest cosmetics and beauty company, with an annual turnover of €17.5 billion, offices in 60 countries and brands such as Garnier, Maybelline New York and the Body Shop. They widely use social recruitment in various countries worldwide (such as India and the Philippines), however it is especially prominent in the United Kingdom and the United States.


LOreal Jobs Careers

L’Oreal have a uniform branding on all the websites for the countries in which they operate. The jobs section of each website lists available positions in that country and only a few link to the relevant social networks. The UK LOreal.Jobs website links to the L’Oreal Talent Recruitment Facebook page, the L’Oreal LinkedIn page, the L’Oreal Luxe TalenTube Facebook page and the@LOrealCareers Twitter feed.

The L’Oreal US jobs website has an interesting and innovative way of linking to the relevant social media platforms. The Facebook page can be found via, the Twitter @LOrealUSACorp feed via, the LinkedIn page via and the YouTube channel is found at (all these will be explored in more detail later, apart from the Twitter feed). The uniform branding of the various careers websites give an overall professional look to the careers side of L’Oreal, and the linking to the social platforms helps possible applicants find what they need with ease.


LOreal Facebook Talent Recruitment page

The L’Oreal Talent Recruitment Facebook page (  is the worldwide Facebook page for all L’Oreal careers and jobs (with other pages existing for certain countries – such as India), and uses the Work4Labs application for their ‘Work for L’Oreal’ tab. TheTwitter tab is linked to the @LorealCareers Twitter feed, however the other tabs are not used often, and the page does not regularly post content. It does, however, have over 30,000 likes, so the jobs tab must be working well in attracting talent.

There are two other ‘specialist’ Facebook pages for the UK and USA – the UK graduate jobs and internships page (, and the USA careers page (

LOreal graduates job Facebook page

The L’Oreal Grad Jobs UKI page, with a cover photo of some of its past employees, has no additional tabs (apart from the standard photos, map and likes), however it posts regularly with photos, job postings and links. With over 900 likes, the page is quite active, and does get comments, likes and shares on its content – but the lack of likes and activity can be explained by how specialist it is.

LOreal Careers USA Facebook page

The L’Oreal Careers in the US page, however, is much more popular (with almost 7,000 likes), but does not post any content. It does, however, have a working ‘Jobs’ tab which lists current openings, as well as tabs explaining the ideas and missions of working for L’Oreal in the US. The cover photo is interesting, and the additional tabs are all branded in a similar fashion – a great way to run a page, apart from the lack of content!


L’Oreal have careers based Twitter accounts for the UK (@LOrealGradJobs) with over 1,100 followers, and a general account (@LOrealCareers) with almost 3,500 followers.

LOreal Careers Twitter feed

The L’Oreal Careers Twitter feed (@LOrealCareers) holds around 3,500 followers, and regularly posts jobs (all using the hashtag #jobs) as well as some news articles about the company (which receive some ‘retweets’ and ‘favourites’).

LOreal Grad UK Jobs Careers Twitter

The L’Oreal (graduate jobs) UK Twitter feed (@LOrealGradJobs) has over 1,100 followers, and posts daily about campus visits and other such news. They also reply to other users’ tweets and run a very ‘human’ account. The normal tweets rarely get retweeted, but the contest tweets can have over one fifth of the followers retweeting them – a very popular way to attract talent, and increase the base that read job openings.

There are other accounts, but these are the two main feeds for the UK and USA careers side of L’Oreal.


Loreal careers Linkedin page

L’Oreal have one LinkedIn company page – with a branded ‘Careers’ tab to match. The tab holds an introduction to working for L’Oreal, a YouTube (which can be seen below), plus testimonials from past employees and links to the L’Oreal Talent Recruitment Facebook page and@LOrealCareers Twitter feed, and relevant websites.


The tab is regularly updated with job openings, and the branding looks very professional – a good job from L’Oreal. You can see a few statistics about L’Oreal’s use of LinkedIn for recruitment below.



LOreal UK YouTube channel

L’Oreal UK Careers has a branded YouTube channel (/LorealUKCareers) with only 5 videos and 5 subscribers but over 2000 video views. It does have a good quality graphic background, and links to corresponding websites, but it is the ‘Trainee’ set of videos which have the most views. YouTube is a great tool for social recruitment, and with the last video uploaded in May (and not very high quality – mainly filmed on a mobile phone), L’Oreal UK could spend a bit of time creating some simple videos to really promote working for the company.

LOreal USA Careers Youtube

L’Oreal USA have a Careers channel (lorealusacareers) – named L’Oreal USA Corporate, with only 30+ subscribers, but almost 10,000 video views. There is no branding and only 10 videos (uploaded over a 2 year period). The videos are high quality, but hold no description or tags – so will never be found by future employees unless they find the channel.

L’Oreal has a great resource here, but have not used it to its full potential (and they should, because it’s worth it!) – even short 30 second high quality clips can really boost a recruitment process.


There are two case studies surrounding L’Oreal’s use of social recruiting – one from Facebook (courtesy of Work4Labs), and one from LinkedIn.

L’Oreal use the Work4Labs tab on their L’Oreal Talent Recruitment Facebook page (shown above). The case study surrounds an internship posted on their L’Oreal Talent Recruitment Facebook page using the Work for Us app, which allowed fans and employees to share the posting via their networks. Using the app, and the Work4Labs’ AdvertHiring platform (to create advertisements linking to the job posting), the following results were reached:

  • The internship’s ad campaign had an “optimised” performance and return on investment – generating 5.88 million impressions with 4,167 clicks (a 0.071% click through rate (CTR). The click through rate was much higher than the average CTR of Facebook ads (which is roughly 0.02%).
  • This led to L’Oreal receiving 153 applicants (a 3.67% conversion) – with almost all of them being pre-qualified due to the specific targeting options (education, experience) that L’Oreal chose for the ads.
  • The campaign had an “immediate and high quality turnaround” with applicants viewing the job and submitting resumes minutes after it went live.
  • L’Oreal received 17 qualified resumes within the first 12 hours of the campaign – a huge difference to the limited success from traditional methods.
The graphic below shows the numbers mentioned:

As these results (courtesy of Work4Labs) show, Facebook has been a success for social recruitment for L’Oreal.

L’Oreal used LinkedIn to solve 3 new challenges in their social recruiting process. The company recruit 6,000 new managers a year (including internships), using all the regular techniques, but wanted to solve these challenges (and used LinkedIn to do so):

  • sourcing difficult-to-hire candidates
  • reaching passive candidates
  • online reputation

The company set up a ‘Careers’ tab on their company page (as discussed above) and “polished” individual recruiter profiles. Using their current network – with 15,000 L’Oreal mangers and employees on the site – to find passive talent, the company had really fit the LinkedIn referral slogan of “the best employees refer the best candidates”.

Some results from this included:

  • Oskar Isenberg Lima, Luxe, HQ Paris said he has “sourced around 90 top profile candidates in less than five months”, simply using LinkedIn.
  • By using LinkedIn, a Body Shop UK (a sub-section of L’Oreal) recruiter saved £20,000 with a single license.
  • L’Oreal Australia saved around 20,000 Australian dollars in recruitment fees on a single hire.

As these results (from LinkedIn) show – LinkedIn was also successful in helping L’Oreal socially recruit (and in cutting costs).


L’Oreal actively use social media for their recruitment, and have results to match. Their Facebook pages are well branded, however could do with more content, whereas their Twitter feeds are actively updated with jobs and news. Their YouTube accounts could be used more, whereas their LinkedIn page (and Careers tab) is just right – and may fit better with the rest of their pages once they receive the new design. The two case studies show that L’Oreal is actively using social networks for recruiting and it is successful – however it should never replace the more traditional methods, as you never know where the perfect candidate could apply from.



March 28, 2012

TruParis: rencontre autour des nouveaux métiers du recrutement web 2.0

Une non-conférence: qu’est-ce que c’est? A quoi ça sert? Imaginez-vous partager vos expériences avec d’autres personnes passionnées et multiplier par 10 le nombre de contacts que vous pourriez avoir lors d’une conférence de format traditionnel. La non-conférence organisée par LinkHumans en janvier dernier à Paris est une première du genre.

Intéressés? Regardez la vidéo réalisée par LinkHumans: Vidéo TruParis

March 5, 2012

The new Facebook Timeline offers great opportunities for Employer Branding

Whilst it will take some time and resources to adjust to the new Facebook timeline scheduled for March 30th, I believe it offers great potential from an employer branding perspective: interactions, and above all, the possibility to make your brand look and sound very human to your audience.

Here is a selection of tools and examples for inspiration, from an article published by Christel Quek on Social Media Today. I personally love the Coke and Amex examples: sleek design, clear messages, and collective participation.

1. Your Brand’s Cover Photo is IMPORTANT!

Cover photos are fantastic ways to engage your fans. Since there’s no longer an option to fix a default landing tab for your brand page, your brand’s cover photo will be the first piece of content your potential fans will see. Coca Cola has used their app, “My Stories” to allow for fan contributions to their current cover photo- in a beautiful piece of fan-sourced piece of art. Make your cover photo a talking point! For example, your brand could set a monthly theme for your Facebook Cover Photo and source for fan ideas to design it.

Great Brand Cover Photos to learn from:

Coca Cola

Facebook Timeline - Coca Cola

Fan-sourced images for their cover photo. Visually stunning and certainly captures attention!


Facebook Timeline - Livestrong

Livestrong has done a great job of “differentiating” their Facebook Cover- check out how they’ve linked their cover photo to a thumbnail of their custom application (in this case, the Livestrong Blog)

Ben & Jerry’s

Facebook Timeline - Ben & Jerry's

This is a Facebook Cover Photo which pops. How can you not love the Ben & Jerry’s Cows?



2. Don’t forget about your Brand History

The Facebook Timeline is a fantastic way to tell your brand’s history through a collection of high-resolution images and make them mainstays (click on the star icon) on your timeline. Allow your fans to learn more about your brand right here!

Who’s doing it right:

Coca Cola

Coca Cola Facebook History


Coca Cola has a massive brand history and they’re evidently hard at work at populating their Facebook Brand Timeline with content- of great images of past advertising campaigns, and of brand milestones too.



Lexus Facebook History


All right, so I’ve a weakness for fantastic cars. Lexus has included updates to their car offerings and a short description of the car featured by the year- something that was certainly more difficult to do with the old profile. You can simply navigate on the right sidebar to check out the cars released by Lexus every year. You can do the same for your brand too!


3.  What’s your 3 featured tabs? (Don’t forgot the thumbnail images too!)


Once upon a time, fan pages had a left sidebar. They could populate with as many custom tabs filled with custom Facebook applications as they liked. Fans wouldn’t know which tab to focus on if you had numerous custom tabs.

Facebook is now getting brands to focus. While you can still have your Facebook applications as part of your navigation system, you’ve got to pick 3 main applications to feature, right next to your Photos thumbnail. Again, the choices here are limitless- if you’re a brand with multiple applications, pick your poison here wisely. Focus on the essentials applications here which would matter to your fans.

Plus, don’t forget the Thumbnails for your apps. Facebook now allows you to upload custom thumbnails for your apps. Dimensions would be 111 x 74 for each thumbnail image. 


Who’s doing it right:

American Express

Facebook Timeline - AMEX

Here’s the default look


Facebook - AMEX


The three default apps which American Express has on their Facebook Brand Timeline – Promotions, Entertainment, and Careers. The expanded menu has the rest of their applications- ranging from their membership rewards, support program, and videos, etc. Plus, they have great looking thumbnails which are visually appealing.


4. Pin your Content and Feature it! 


The new Twitter Brand Pages allowed brands to feature a particular tweet on their Brand Page.

Now, you can do the same on Facebook.

You can “Pin” content on your Facebook Brand Timeline and allow it to appear first on top of everything else that’s on your Timeline. Posts that are pinned will be distinguishable by the orange flag on the post, and you can only pin one post at any one time.

You can positively imagine brands salivating at this opportunity. After the Facebook Cover Photo, this is the next best way to reach out to potential fans- possibly an extension with a stronger visual element and a call to action to “Like” the brand’s Facebook Page. 


Who’s doing it right:


Facebook Starbucks


Facebook - Coca Cola


So, how are you going to start telling the story of your brand come March 30th?

January 26, 2012

Coca-Cola ex-CEO’s shortest speach on work-life balance

I find it particularly interesting to read this recent speech, by Bryan Dyson, former Coca-cola CEO, and for 4 reasons:

– it is a perfect reflexion oh wat the supposedly Gen Y expects from its employer: respect,for work-life balance, “I have a life outside the office” (which is as important, if not more)

– this message was highly tweeted, posted on Facebook and other social media and not only in positive terms? some think this is just b…..shit : great employer branding or not?

– the current economic climate probably lends itself for this type of initiative, which would have been controversial even a few years ago

– it comes from the (ex)- top. Who chooses to express and share it widely, still using former company’s name Coca-Cola as a reference

So what do you think about this initiative? Seen something comparable recently? Feel free to comment…

January 16, 2012

Quelles est l’influence des réseaux sociaux sur la marque employeur?

L’agence de marketing 4 Vents a mené une étude afin de déterminer les attitudes des candidats en matière de recherche d’informations sur les employeurs via les réseaux sociaux. Cette étude a été menée en février 2011 auprès de plus de 100 000 étudiants et diplômés du CAP à BAC+5, pour tenter d’apporter quelques éléments de réponses aux questions des Directions des Ressources Humaines.

Ci-dessous les commentaires de Franck La Pinta sur son site, et le lien vers la vidéo de la conférence.



Les usages : Premier enseignement, les employeurs sont très attendus par les candidats sur les réseaux sociaux. Les actions les plus pertinentes à mettre en place pour un employeur sont la diffusion d’offres d’emplois et la possibilité de dialogue avec les équipes de recrutement ou les opérationnels : les candidats, loin d’imaginer des usages innovants ou originaux, restent sur les basiques du recrutement. Les réponses font ainsi apparaitre un manque d’informations sur les entreprises et sur leur fonctionnement. Excepté Facebook, dont le taux de pénétration écrase tous les autres réseaux, mais pour un usage essentiellement de divertissement, Viadéo se positionne comme le premier réseau pro en France, suivi de peu par LinkedIn. Jusque là rien de bien surprenant, si ce n’est la faible proportion d’étudiants présents (à peine un tiers), les plus présents étant les jeunes diplômés avec plus de 60%. Le discours sur la nécessité de développer son réseau en amont, bien avant d’être sur le marché de l’emploi, n’est pas encore acquis.

Qui sont les influenceurs ? Les personnes qui ont le plus tendance à chercher des avis sur les employeurs sont aussi celles qui en émettent le plus. Moins d’un répondant sur 2 estime que son avis aura une influence sur la décision d’autrui, mais quand cette question est posée aux utilisateurs assidus des réseaux sociaux (usage quotidien), cette proportion augmente fortement. Quant à la question de la crédibilité des sources, le principal facteur est le fait de travailler dans l’entreprise pour plus de 60% des répondants, bien loin devant les amis, les collègues ou les copains de promo. Ici encore, c’est la recherche de l’efficacité plus que la proximité sociale qui est recherchée.

Classements et sites de notation : Les classements d’employeurs, s’ils font débat dans les entreprises, suscitent plutôt l’indifférence des 3/4 de cet échantillon. Conséquence logique, ils ne sont donc pas des outils d’aide au choix. A noter cependant que ces classements présentent un intérêt plus grand chez les candidats en poste que chez ceux en recherche active d’emploi, sans doute car c’est surtout pour connaître le ranking de son entreprise par rapport à celui de ses principaux concurrents. S’agissant des sites de notation, la perception est pour le moins partagée. Entre les commentaires « défouloirs » et peu constructifs de candidats, et à l’opposé des messages visiblement « bidonnés » d’employeur à peine masqués, la nécessité de trier les informations qui s’y trouvent est forte et ne contribue pas à faire de ces sites des sources d’informations crédibles.

En conclusion, il est évident que les réseaux sociaux sont pour les candidats de nouveaux acteurs du marketing RH et sont perçus comme des outils utiles et nécessaires. Mais il apparait également que les entreprises ne les ont pas encore intégré dans leurs stratégies RH, soit par les craintes habituelles de ne pas savoir maîtriser, soit parce qu’ils car ils imposent de profonds changements dans l’organisation et dans le rôle des différents acteurs du recrutement.


January 15, 2012

Le CEO, premier DRH de son entreprise?

A la lecture du très intéressant article de Franck La Pinta (Follow @flapinta), Responsable Marketing Web et RH 2.0 sur son site “L’Inde, nouveau terrain d’innovation pour les GRH?”, que je ne pouvais que lire, vu mon intérêt pour ces 3 sujets, il est frappant de constater que l’initiative de faire de l’humain la priorité de ces entreprises innovantes n’est ni l’initiative du marketing, ni des GRH, mais bien des CEO’s, lesquels sont les premiers à avoir un oeil rivé sur les performances de leurs entreprises.


Je crois peu au hasard. Aussi, j’ai dans la même semaine terminé la lecture du livre de Vineet Nayar, Président de HCLT « les employés d’abord, les clients ensuite », et lu une interview de Narayana Murthy, PDG d’Infosys, une autre entreprise IT indienne. Le point commun à ces deux chefs d’entreprise : repenser le modèle traditionnel des entreprises et mettre le collaborateur au premier plan de leurs préoccupations. Pourquoi ces deux exemples se retrouvent en Inde, portés par le PDG, et dans les IT ? Faut-il y voir un nouveau laboratoire d’expérimentation du management ?

Ce que dit Vineet Nayar : Il faut redonner le rôle central aux collaborateurs, notamment ceux créateurs de valeur, (Vineet Nayar parle de « zone de création de valeur”), entendez ceux en contact direct avec les clients. Aujourd’hui, l’organisation, la structure et le management des entreprises est plus souvent un frein qu’un facilitateur à la création de valeur, et à l’épanouissement de ces collaborateurs. Vineet Nayar insiste sur la nécessité de créer des conditions qui favorisent la confiance et la transparence, notamment dans la communication, indispensable pour développer l’engagement et favoriser l’innovation. D’après l’auteur, une hiérarchie pesante, qui concentre les pouvoirs et reste maître de l’information ne peut répondre aux enjeux d’une environnement fluctuant, imprevisible et hyper compétitif.

Ce que dit Narayana Murthy : Ce sont les êtres humains qui font la réussite de l’entreprise et donc, la qualité des logiciels développés est directement liée à la valeur, aux compétences et au bien-être des collaborateurs. L’entreprise doit faire quelque chose pour chacun de ses employés. Je comprends qu’il s’agit de ne pas se concentrer uniquement sur les traditionnels « futurs hauts potentiels » ou autres « talents ». N. Murthy est également très fier de son campus, un centre de formation qui accueille chaque nouveau recruté pendant 6 mois, au cours desquels les nouveaux collaborateurs sont payés :« Au lieu de d’avoir à payer pour étudier, nous les payons pour qu’ils étudient. »

La situation des IT en Inde : Les entreprises de IT sont confrontées à un turn over extrêmement important, favorisé par un fort développement de l’activité (plus de 7% estimés pour 2011). La présence de nombreuses implantations d’entreprises occidentales alimente une tension sur le marché de l’emploi, malgré les 75 000 nouveaux diplômés en IT chaque année, complétés par les centaines de milliers de jeunes ingénieurs (hors IT) qui rejoignent également, pour une large part, les entreprises IT. A noter qu’en deux ans, le nombre de travailleurs étrangers en Inde a augmenté de 200 %. Cette croissance est portée par une volonté forte du gouvernement indien qui a investi des sommes considérable pour développer des infrastructures fonctionnelles, par exemple à Bangalore. Ajoutons à cela un système politique stable et une maîtrise de l’anglais.

Une raison culturelle : La société indienne reste assimilée à la logique des castes. Pourtant, cette organisation est de plus en plus remise en cause, notamment chez les jeunes générations, qui aspirent à davantage de libertés dans leurs choix individuels. Mais cette critique des castes porte également sur son inefficacité en matière de progrès, notamment économique. En échangeant avec de jeunes diplômés indiens, cette remise en cause d’une organisation trop stricte et rigide de la société gagne également l’organisation de l’entreprise. Nos deux PDG répondent ainsi à des attentes nouvelles fortes de la part de leurs jeunes collaborateurs : les GenY sont aussi en Inde !

Quel enseignement pour les RH ? A aucun moment la contribution des RH n’est évoquée dans ces 2 exemples. Cela signifierait que ce nouvel état d’esprit qui souffle sur ces deux entreprises n’est pas à l’initiative des RH, mais uniquement de leurs patrons ? C’est-à-dire des membres de l’entreprise qui, plus que tous autres, ont les yeux rivés sur leurs résultats ? Le bien-être des collaborateurs n’est pas présenté comme une fin en soi (le plus souvent hypocritement il faut bien le reconnaître) mais véritablement comme un préalable indispensable à la réussite de l’entreprise. La valeur du capital humain, que l’on semble redécouvrir à l’aune de la crise, a dans la plupart des entreprises, le plus grand mal à trouver une véritable existence au-delà des discours RH. Pourtant, ces deux exemples tendent à prouver qu’un nouveau modèle associant étroitement (mais avec sincérité et réelle volonté) « efficacité » et « bien-être des collaborateurs » est possible, alors que l’on a encore le plus grand mal à ne pas les opposer : une piste nouvelle pour un vrai marketing RH ?



January 8, 2012

Why CSR’s Future Matters to Your Company

The impact of CSR on employee engagement, and why you should consider this.

In a great post by Susan Mc Pherson on today’s HBR Blog network.

More and more, companies are building long-term commitments to corporate social responsibility. In 2012 the rise in consumer activism and mobility, the Occupy movement, 24-hour accountability (thanks to social media), and global resource depletion will force every enterprise, large and small, to make CSR a focal point. Four particular areas stand out among many.

Employee Engagement: There will be a continued growth in employee-engagement programs. If the economy continues to falter, we will see more corporations supporting NGOs and nonprofits via employee volunteer programs, rather than just writing checks. A recent sustainability study by Green Research found that 80% of major corporations are planning to invest significantly in employee engagement in 2012. According to Gallup, 86% of engaged employees say they very often feel happy at work, compared to 11% of the disengaged. Additionally, companies with highest levels of employee engagement saw increases in their bottom line: On average they improved 19.2% in operating income, while companies with lower levels declined 32.7% (Towers Watson). Engaged organizations also grew profits as much as three times faster than their competitors. The Corporate Leadership Council reports that highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20%.

Cause-Marketing: Cause-marketing programs will multiply. These programs are created when a for-profit and nonprofit partner to drive revenues, exposure, and fundraising dollars to the non-profit’s cause. Why will these programs continue to appeal to corporations this year? Cause-marketing provides businesses with legitimacy, along with a partner that has issue expertise. If done authentically, such programs can enhance a firm’s reputation in the eyes of stakeholders, leading to public good, the viral sharing of information and potentially increased revenues. Marketing experts agree. According to a PRWeek/Barkely PR Cause Survey in 2010, two-thirds of brands now engage in cause marketing, up from 58% in 2009. The same survey found that 97% of marketing executives believe this to be a valid business strategy.

The Skeptical Consumer: As social media platforms continue to grow beyond their pre-teen years (Twitter was only being used by 12-14 percent of the population in early 2011), consumers will demand more transparency from corporations and nonprofits. My firm, Fenton, along with GlobeScan conducted a survey this year, and one of the most telling insights was the call for nonprofits and NGOs to engage directly with their donors and stakeholders. Additionally, smarter consumers now have online tools (BrandKarmaGoodGuidePositive Luxury, and more) to help them interact directly with organizations, track corporate practices, and share their demands in real-time with marketers. Those companies and nonprofits that invest in engaging with such consumers will reap benefits.

Board-Level Involvement: With regards to board oversight in CSR, the informed investor evaluates risk, return potential and financial performance while incorporating environmental, social and governance into his/her analysis. According to Fay Feeney, CEO of Risk for Good, “Boardrooms will see CSR issues presented to them in many ways: reputations risks, ESG proxy, political spending, hydraulic fracturing, natural resource management, supply chain, board diversity and more. Those boards that close the focus gap on CSR will bring strategic insights to their CEOs.”

In 2011, The National Association of Corporate Directors (NACD) Public Company Governance Survey asked about the highest priorities for the board. The highest priority at 72% was strategic planning and oversight and amongst the lowest was CSR at 2%. The data suggests that boards will be playing catch up in 2012 on CSR as it is integrated into strategic planning.

Also 2012 will see some CSR issues that became part of the mainstream conversation in 2011 escalate in interest. For example we’ll see an increased focus on conflict minerals, as global smart phone sales continue to grow exponentially and the expected passing of the Dodd-Frank Act, which requires publicly-traded companies to disclose where their minerals come from. Additionally, given the complexity of global supply chains, we’ll witness continued discussion around the prevention of human trafficking and slavery intersection. There will undoubtedly be further discussion, debate and action on these controversial topics.

Twenty years ago, CSR was limited to corporate philanthropy and for some businesses, the adherence to environmental legislation. What we see today is a far more complex picture and an ever-widening stakeholder universe. I predict that within the next few years, CSR will be a requirement for all organizations and will positively affect their bottom lines. Good business will be the norm.

More blog posts by Susan McPherson
December 28, 2011

Page Facebook de Sephora: du fond et de la légèreté

Page Facebook de Sephora

Sephora, un des premiers employeurs français à avoir lancé un blog, possède maintenant sa propre page Facebook: employer branding et com interne. Vous voulez en savoir plus? Lisez l’article de Typhanie BOUJU sur  myRHline: l’innovation RH est en marche…