The confluence of strategic CSR and leadership development at Hays plc

Abstract

Purpose

A case study showing how leadership development can be embedded within a CSR framework to deliver stakeholder benefits, competitive advantage and an economic return at a time when investment in CSR and training and development are often reduced. The aim was to bring leadership development “to life” through complex CSR related challenges bringing value to all the stakeholders: participants, community partners, community partner service users, Hays plc and its shareholders.

Design/methodology/approach

This case study describes an approach combining strategic CSR and leadership development at Hays plc. The approach taken at Hays was grounded in the company's strategic context, supported the development of a cadre of “dual agenda” business leaders and provided value to all stakeholders concerned. The paper sets out the practical steps of the intervention, from strategy development to programme design and through to implementation and capturing the benefits for all the stakeholders.

Findings

The strategic approach to CSR has combined the benefits of real world learning for the participants, helping the transferability of new skills from the training room back to the work‐place whilst, at the same time, building sustainability within the workplace and with our community partners.

Originality/value

The case study shows how combining strategic CSR with leadership development, can inculcate “dual agenda” thinking within a business, and bring real benefits to all stakeholders including a measurable ROI for Hays.

Citation

Cullens, J. and Waters, R. (2013), "The confluence of strategic CSR and leadership development at Hays plc", Journal of Global Responsibility, Vol. 4 No. 2, pp. 244-262. https://doi.org/10.1108/JGR-04-2013-0006