Activism at Work: Let Us Count the Ways

Originally published as The Big Story in the Brands Taking Stands weekly newsletter;点击此处注册.

Since its beginning just over one year ago, I’ve argued in this newsletter that the private sector is the best hope for systemic social change in a time when most other institutions do not seem up to the task. Corporate activism is increasing due to governmental dysfunction and institutional ineptitude and paralysis. Employee activism is on the rise, buoyed by heated rhetoric about social movements and hot-button political issues.

In the brands taking stands department, the bigger picture is being addressed because companies realize that adopting sustainable practices internally only goes so far. Without corresponding changes within the larger society, the effectiveness of many corporate responsibility and sustainability practices is limited. And social restlessness is showing up in the workplace, as a younger workforce insists that companies tackle such issues as racism, gender equity, and LGBTQ rights as “business as usual.”

This is new territory for business, and it’s no wonder that many previously unasked questions arise. Thankfully, thoughtful researchers are hard at work asking the right questions and offering some possible answers.

The basic issues for companies are outlined in a recent blog by Joss Tantram, a founding partner of Terrafiniti, a U.K. sustainability consultancy: “Just what are the expectations, limitations and challenges which companies should consider when undertaking activism?” Tantram proposes “common self-interest” as the best guide in navigating this uncharted territory. He defines nine points of measurement, from focus and brand cohesion to societal capacity. He points complex questions—such as “does the project/activity focus upon a common problem or systems-level challenge that is preventing/slowing the move toward a sustainable, equitable economy?”—to concise, specific targets, such as “creating enabling conditions.”

In conclusion, Tantramcomes downin favor of corporate activism: “If we are truly interested in encouraging and supporting companies to play a role in developing a sustainable world, then we should also be interested in those which undertake activism to address or respond to clear social and ecological challenges.”

What does this new world of corporate activism look like for employees? Jim Starr, president and chief executive officer for America’s Charities, spells out the details in a recent blog for the U.S. Chamber of Commerce:

“当然，雇主可以加强级别和学位，并满足雇员对公司在重要问题上的立场的不断增长的要求。好消息是，许多公司已经有很好的位置，可以为员工提供其行动主义的出口，以与公司的核心价值相吻合。”

Starr描述six CR program elements to engage with and support employee activism. They range from matching employee giving to providing resource groups. Another key is leadership buy-in, without which programs are likely to fail. He cautions that “employee engagement and workplace giving programs must be embedded in a company’s culture, values and actions,” not just bolt-on, feel-good initiatives.

斯塔尔承认：“员工行动主义的兴起给公司带来了新的挑战，在与员工参与对他们重要的问题，忠于他们的企业使命和价值观以及成为社会利益的力量之间，达到了适当的平衡。”但是他得出的结论是，成功应对这些挑战是当今业务目的不可或缺的一部分。现在，公司的价值部分是通过为员工提供平台来解决对他们重要的社会原因以及其盈利能力的能力的部分衡量。

我认为很明显，价值现在已成为新的商业行动世界中估值的一部分。

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