Why pandemics are able to strengthen the internal CSR communication

Communicating one’s own sustainability to external stakeholders has long been of good manners. Meanwhile though, more and more companies have acknowledged the benefits of targeted CSR communication to their employees. Only a few years ago CSR was highly neglected and lived a dull life. Yet, the scenery has changed. Also – or rather especially now – during the Corona crisis.

What is internal CSR communication?

CSR (Corporate Social Responsibility) is understood as the corporate responsibility to operate sustainably – in especially the ethical and social responsibility of a company towards its stakeholders. Further, it is also concerned with ecological and economical aspects of conscientious action keeping the environment and society always in mind.

Though, internal communication is not only about informing the employees about these corporate activities. But rather to get them enthusiastic about it. Yet, the question of how CSR can be lived and implemented into the corporate culture in the long term, confronts communicators with a tough challenge. After all, sustainability is not a topic all internal stakeholders engage with easily and out of their own. Targeted information is required as well as the involvement of all employees and an authentic communication of a culture of corporate responsibility.

Consequently, one may ask for internal possibilities – and of course, if internal CSR is actually necessary. As a matter of fact: Authentic internal CSR communication is essential for long-term employee motivation and engagement. At the best, all employees feel integrated into CSR related processes and addressed by the measures. Only if this is the case, one is able to generate real interest and acceptance by the employees. Especially the management should be aware of the fact: Internal CSR communication goes far beyond the informal.

How to work with internal CSR communication?

The boundaries between internal and external CSR communication are fluent. After all, it’s all about the employees who project the company’s attitude towards the outside: They determine the relationship between clients, partners, and future colleagues. And eventually, they also determine whether a company is and remains competitive. Yet, before one is able to perform successful external communication, a credible basis for internal action must be created.

Here a few tips on how to do this:

1. Early information and active integration: Constructive dialogues at eye level do not only create space for new ideas but also for motivation.
2. Sense of purpose: It is necessary that employees support the measures. Therefore, the management and supervisors need to understand and live their function as a role model.
3. Education: Trainings, workshops and excursions enthuse the team and provide a technical basis and knowledge about the topic.
4. Turning employees into CSR ambassadors for the corporate culture: This way the attitude that is lived within the company appears from inside out – and shows itself to clients, partners, and to other external stakeholders. This means: Internal CSR goes first!

Strenghtening CSR during crises

Especially the past year 2020 and the Corona virus show us quite clearly: In a state of global crisis genuine and responsible action as well as a respectful social interaction are even more important than ever before. CSR and sustainability can be more than just corporate responsibility but an important social component and crucial support in times of crisis.

But one may ask how internal CSR communication can be used successfully to reach the employees under such difficult circumstances – in times of a global pandemic! New health and safety guidelines, avoiding unnecessary contact, working from home, and families that are under a new form of double burden, to name a few aspects. Additionally, communication is mainly taking place digitally. And of course, there are also situations when working from home is not possible, yet safety measures need to take place in order to protect the employees.

Hence, companies are challenged with a completely new kind of crisis that has not existed before 2020. Also, one may not forget to take into account the immense psychological stress people are experiencing at the moment. Here, employees expect corporate responsibility in one way or another. Those who do nothing lose sympathy in the long term.

Waiting is no option

Accordingly, how can companies – concerning all the circumstances and challenges mentioned above – take responsibility for their employees just then? As a first step, one needs to ask where processes need to be simplified on an everyday basis. Asking employees for their support does not only express appreciation, but it also helps to find solutions that are really needed and fit. Active dialogues and an understanding interaction on eye level are essential prerequisites.

But these first steps need to be followed by actions. It sounds banal, yet a missing response can basically bring about one‘s communicative downfall. Certain ideas cannot be implemented that easily? Then the cause needs to be clarified.

After all, can the Covid-19 crisis be possibly understood as a chance? There is definitively the potential for companies, to benefit from the changing interaction with their internal stakeholders in the long-term. They should use the experiences gained here and now to initiate fundamental changes – not only through new forms of work but also within the framework of a newly defined social responsibility for their employees!