77% of New Zealand organisations recognise corporate citizenship is important, but they’re not yet well equipped to deal with this trend. In fact, only 18% of New Zealand businesses say that citizenship is a top priority reflected in their corporate strategy.
New Zealand continues to be affected by complex, dynamic and seemingly ambiguous challenges, such as poverty, unemployment and healthcare access, which cost our economy millions of dollars a year. There’s also a greater awareness that rapid technological change, although providing valuable opportunities, could also have an unforeseen impact, undermining social cohesion and negatively affecting some of NZ’s most vulnerable and dispensable workers.
As drivers of technological change, and due to a perceived lack of action by political and social institutions, people now expect business to play a part in channelling this force towards the wider community, ensuring that our exciting future of work is also sustainable on a societal level.
Workers also expect more from their organisations. Employees want to be treated in a fair, transparent and unbiased way, while working in an environment that promotes wellbeing and flexibility. Millennials are particularly concerned with the social, environmental and cultural impacts of the business sector – and the 2018 Deloitte Millennials Survey cites a huge gap between the expectations of New Zealand’s millennial employees, and the priorities of the organisations they work for. However, this view doesn’t just apply to the millennial workforce; organisations that align their purpose with the beliefs of its workers tend to see a 30% increase in levels of innovation, and a 40% boost in retention levels.
Organisations must protect their reputations, sales and talent by committing to being ‘good’ corporate citizens, including investing in and actively managing the trends that are shaping today’s world.
Why do NZ organisations find this difficult?
The way we measure success in business tends to focus on financial outcomes such as profit, and it’s difficult to put a number on social, environmental or cultural progress. In addition, traditional employment relations are rooted in the industrial age, and focused on a ‘reciprocal’ mindset that measures worth on what each party provides and receives in return.
We need a fundamental shift in the employer-employee relationship, focusing more on the value offered by a collective group of individuals bound together for a single purpose. Companies should also recognise that these groups are responsible not only for putting money in the pocket of shareholders, but for the holistic wellbeing of society and each other.
It also comes down to the way we work. In past Global Human Capital Trends reports, Deloitte has noted the movement of many organisations towards a ‘network of teams’ operating model, that enables greater collaboration and internal agility. Now, this movement has been joined by a shift towards the external ecosystem, recognising that no organisation can survive without responding to its environment.
Many traditional businesses are not used to collaborating with external stakeholders, public institutions and partner organisations, but this way of working is becoming increasingly vital as organisations attempt to tackle problems. Whether in business, government, non-profits or social enterprises, leaders must break traditional boundaries with innovative social solutions if they’re to achieve meaningful change.
Where should organisations start?
Corporate responsibility is no longer a matter of altruism – it is critical to maintaining an organisation’s reputation; for attracting, retaining and engaging critical workers, and cultivating loyalty among customers.
Find out more about our Social Impact practice here.
I lead our Strategy & Business Design practice and our social innovation and impact services in New Zealand. My focus areas are operating model change, transformation of social services and human centred design. I help organisations transform their business through changes to people, process and technology – and to do this in a way that is collaborative, innovative and truly customer-centric. My passion is for bringing together individuals and organisations to address ‘wicked problems’ at multiple levels: changing systems to transform outcomes, redesigning services to be simpler and generate better outcomes, and shifting mind sets to focus on growth, innovation and impact. My work has included leading large scale organisation change with my clients, including redesign of social housing services, welfare payment services, accident compensation services and child care and protection services – through the stages of the design, prototype and implementation.
I’m committed to enabling organisations to maximise the potential of their people. My aim is to leverage my 25 years of experience in human capital consulting, health care and as a CHRO to advise and implement the people aspects of change and innovation. My broad background means I have an integrated and holistic approach to talent and I am particularly passionate about talent strategy, diversity and inclusion and operational improvements. I’m also the talent partner for the firm so I am very keen to continue sharing our internal leading talent initiatives with the market.