The integration of Corporate Social Responsibility (CSR) cannot be decreed. Leaders are essential to define a strategy aligned with environmental and social issues. But its effectiveness depends on its appropriation and commitment by employees. However, in many companies, CSR remains perceived as an initiative disconnected from daily life, imposed from above without real buy-in from the teams. This lack of interest raises a key question: how to get employees to take ownership of CSR? The objective is for them to perceive it as a lever for collective performance, and not as an additional constraint.
Why does CSR sometimes struggle to mobilize employees?
The lack of employee support for CSR initiatives can be explained by several factors. First, the absence of a direct link between these commitments and their daily work. If CSR is limited to declarations of intent or symbolic actions, it loses all credibility. Perceived as a simple communication tool, it risks provoking skepticism, or even ridicule, from employees who refuse to be taken for naive.
The additional transparency is another obstacle and employees can see CSR as another constraint, adding to already high requirements. If the concrete benefits of the approach are not clearly explained, enthusiasm risks quickly fading. CSR sometimes appears to be the latest human resources fad of the moment.
Finally, a lack of consistency between the company’s speech and actions can give rise to skepticism. When a company praises the ecological transition while increasing theft or advocates ethics without applying it internally, the gap becomes obvious. This lack of consistency weakens employee confidence and undermines the credibility of the CSR commitment.
Transforming CSR into a driver of commitment
To prevent CSR from remaining an abstract concept, it must be integrated as closely as possible into the concerns of employees. The first step is to connect these commitments to the realities of work. Rather than limiting ourselves to the main general principles, it is essential to show how CSR can concretely improve the daily lives of employees.
Some companies have been able to create this alignment by directly involving their teams in the definition and implementation of their CSR strategy. At Interface, a floor covering manufacturer committed to the circular economy, employees are made aware of the impact of their activities. They are also encouraged to propose ideas for reducing waste and optimizing resource management. This type of initiative makes CSR a lever for innovation accessible to all, rather than an issue reserved for management.
Incentive through recognition and recognition of individual efforts is also a powerful lever. When employees see that their actions have a real impact and are recognized, their commitment increases. Some companies organize CSR challenges to reward virtuous ideas and behavior. This type of initiative makes it possible to actively involve employees and anchor CSR in the company culture.
Creating bridges between CSR and employee well-being
CSR should not be seen only as a commitment to society and the environment, but also as a lever to improve the quality of life at work. An eco-responsible company that neglects its employees risks causing them to disengage. It is in no way a question of carrying out flimsy actions that mask reality. Employees are never fooled.
The introduction of new practices to promote the well-being of employees is fully in line with CSR logic. Companies have implemented policies promoting work-life balance, with flexible hours or adapted teleworking arrangements. These measures, in addition to supporting employee commitment, are part of an overall approach to social responsibility.
Internal solidarity initiatives can also play a key role. More and more companies are offering their employees the opportunity to devote part of their working time to voluntary missions. These initiatives strengthen meaning and commitment within teams. This type of commitment not only helps develop a sense of belonging, but also gives more meaning to daily work.
Making CSR a structuring element of management
Employee buy-in also requires management to set an example. A CSR discourse limited to institutional communication remains a dead letter if it is not embodied on a daily basis by managers. Without concrete relay in internal management, these commitments struggle to mobilize the teams.
Companies that succeed in uniting their teams around CSR are those where managers embody these values and translate them into concrete actions.
At Schneider Electric, the commitment to energy efficiency applies both internally and in the offer made to customers. Managers are trained to integrate sustainability into their decisions and to encourage their teams to adopt responsible practices.
Training employees in CSR and its issues is another effective approach. Awareness sessions or collaborative workshops create a common culture. They integrate these values into the operation of the company. Some organizations go further by offering specific training on sustainable practices adapted to each profession.
