Exploring the Impact of CSR on Talent Management with Generation Y

Keri Ohlrich

South Asian Journal of Business and Management Cases, 2015, vol. 4, issue 1, 111-121

Abstract: Developing a corporate social responsibility (CSR) strategy can help companies remain competitive, grow market share, and enhance customer loyalty. As CSR has recently become part of corporate strategy, many corporations are confronted with an employee talent shortfall. This shortfall is attributed to factors from the simple fact that there are not enough people, like Generation X not being able to replace the retiring Baby Boomers to the more complex concept of a talent mismatch. This research investigates this intersection of CSR and talent and examines the impact of CSR on employee attraction and retention, with a special focus on Generation Y. Interviews included 36 qualitative, semi-structured interviews. Results suggest that potential employees are not as much attracted by the CSR programme, but by the values of the company. Results suggest that employees do not necessarily stay at companies because of the CSR programme. From the findings, a practitioners’ guide was created. This guide outlines the drivers of attraction and retention that focus on iValue, iDevelop and iRetain.

Keywords: CSR; employee retention; employee attraction; Generation Y; talent management; values (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:sajbmc:v:4:y:2015:i:1:p:111-121

DOI: 10.1177/2277977915574044

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