engaging employees in social consciousness at eileen fisher

JOURNAL OF ORGANIZATIONAL EXCELLENCE / Autumn 2006Published online in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/joe.20111© 2006 Wiley Periodicals, Inc.

ENGAGING EMPLOYEES IN SOCIALCONSCIOUSNESS AT EILEEN FISHER

CORE VALUES

Small but prestigious EILEEN FISHER proves that size is no limitation to findinghighly creative ways to make a core value a daily reality both inside and outsidethe walls of the company. By carefully infusing social consciousness into the dailyexperience of EILEEN FISHER employees, the company furthers its commitmentand ability to achieve environmental sustainability, human rights, community in-volvement, and individual well-being everywhere it operates. © 2006 Wiley Periodicals, Inc.

Amy Hall

Amy Hall is the director of Social Consciousness at EILEEN FISHER in Irvington, New York. She guides the company’s commitment to humanrights in the workplace, community involvement, and environmental sustainability, while helping to foster a climate where living the mission ranksequally with job performance. She can be contacted at [email protected].

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For more than 20 years, women’s clothing de-signer and retailer EILEEN FISHER has cre-

ated products to simplify life and delight the spirit.Women not only constitute the company’s primarycustomers but also 80 percent of our employeesand a large portion of the extended labor force inour suppliers’ factories, which are located in theUnited States, China, and Uruguay. Valuingwomen and recognizing the challenges and needsthey face around the world has led the company tosustain a strong commitment to social conscious-ness, including its implications for the quality ofwork and life for our employees, customers, andcommunities in which we operate.

Taking a cue from our products, we work as areflection of how EILEEN FISHER clothing works:simply and in connection. We achieve this by em-

phasizing social consciousness—along with indi-vidual growth and well-being, collaboration andteamwork, and a joyful atmosphere—in our workenvironment, culture, human resource programs,and workplace practices. This article explores indetail how EILEEN FISHER has embedded socialconsciousness into our employees’ everyday workexperience—to the benefit of all our stakeholders.

THE SOCIAL CONSCIOUSNESS TEAM

Privately held EILEEN FISHER, founded in 1984by its namesake and chief creative officer, hasgrown to more than 600 employees throughout theUnited States, with about 100 at the Irvington,New York, headquarters, up to a dozen in each ofour 30 retail stores, and the rest at four showrooms,

JOURNAL OF ORGANIZATIONAL EXCELLENCE / Autumn 2006 DOI: 10.1002/joe

46 Amy Hall

the distribution center, and the fabric warehouse.How does the company make social conscious-ness a reality for employees in so many geo-graphically dispersed workplaces?

First by dedicating a staff of three full-time andone part-time employees to engage these distinct au-diences. The Social Consciousness team, part ofthe People and Culture Division (which reports tothe chief culture officer and also houses the HumanResources, the Internal Communications, and theLeadership, Learning, and Development Depart-ments), has been charged with helping the com-pany carry out its commitment to human rights inthe workplace, community involvement, environ-mental sustainability, and individual well-being.We on the team consider ourselves to be facilitatorsrather than “doers,” seeking out ways to creativelycommunicate socially conscious messages (bothinternally and externally) and to help all staff in-corporate socially conscious values into their work.

The Social Consciousness team conducts itsinteractions and designs its communications, ac-tivities, and tools—whether directed at individu-als, teams/groups, departments, or company-wide—to convey several key messages to EILEENFISHER employees:

• What does social consciousness mean to you?

• How can you do your work in a sociallyconscious way?

• How can we further embed socially con-scious values throughout the company?

• How can we influence change beyond ourcompany walls?

These messages may be in written form, ex-periential, or interpersonal; however, their over-arching goal is to empower and facilitate the adop-tion of socially conscious principles in whateverway makes sense to the individual or workgroup.

As decentralized as EILEEN FISHER is, con-veying these messages is rarely a simple task. One

way to illustrate how we accomplish this is fromthe employee’s perspective, to follow an individ-ual through the “lifecycle” of an EILEEN FISHERemployee. The ways in which we infuse socialconsciousness messages into the workplace andthe employee’s work experience are apparent infour of the five stages in the employee lifecycle:

1. Finding—evaluating EILEEN FISHER asa potential employer

2. On-Boarding—joining the company3. Belonging—becoming part of the organ-

ization4. Growing—developing professionally

within the company

(The fifth and final stage of the employmentrelationship, Closing—bringing one’s associationwith EILEEN FISHER to an end through retire-ment, voluntary termination, etc.—is not a directfocus for the Social Consciousness team; however,the processes have been designed and are care-fully managed to reflect the company’s values.)

STAGE 1. FINDING

Consider a sample maker, dancer, artist, architect,computer technician, or mom—let’s call her Jane—who would like to find work near her home, prefer-ably with a company whose values mirror her own:concern for the environment and the local com-munity, belief in the whole individual, and a deeprespect for women and families. Her friends tellher to run, not walk, to EILEEN FISHER. In 2005,EILEEN FISHER received about 6,000 resumesfor 75 available positions (25 percent of whichwere filled by current employees). What makes thecompany so attractive to job seekers?

When Jane logs on to EILEEN FISHER’s Website at www.eileenfisher.com, the first thing shesees are timeless clothes in simple styles and greatfabrics, and a look and feel to the products andthe Web site that suggest a company that valuescalm and serenity. Clicking on “The Company,”she gets her first peek into the soul of EILEENFISHER: its mission—“To inspire simplicity, cre-ativity, and delight through connection and greatdesign”—and the four mission practices—Indi-vidual Growth and Well-Being, Collaboration andTeamwork, Joyful Atmosphere, and Social Con-

We on the team consider ourselves to befacilitators rather than “doers,” seeking out

ways to creatively communicate sociallyconscious messages.

Engaging Employees in Social Consciousness at EILEEN FISHER

DOI: 10.1002/joe JOURNAL OF ORGANIZATIONAL EXCELLENCE / Autumn 2006

47

making sure to point out the recycling locations,the filtered water cooler, and the supply of dishesfor “dining in.”

Social Consciousness in the New Environment.Within the first two months of her arrival, Janeis likely to have already experienced many as-pects of social consciousness at EILEENFISHER, for example:

• A variety of on-site wellness programs(massage appointments, yoga class duringthe workday, chair massages at her desk)

• Moments of silence during meetings• Delicious locally grown and organic

catered meals for large meetings• The weekly wellness e-mail that contains

the schedule of wellness and company-wide events for the coming week, alongwith advice or information about some as-pect of holistic self-care or environmentalsustainability (One recent example sug-gested ways to color Easter eggs withoutthe use of harmful food dyes.)

New Employee Orientation. Having had sev-eral weeks to learn about her job and her team, Janeis now ready to immerse herself more deeply in themission and values of EILEEN FISHER. She joinsten or so other new employees in the yoga roomfor a day of interactive, playful learning about theculture. Social consciousness is an important partof our orientation program, along with introduc-tions to our human resources, leadership, learning,and development programs and processes.

The social consciousness orientation (whichfollows a similar format for new retail sales as-sociates in EILEEN FISHER stores around thecountry) begins with a simple word association:What does “social consciousness” mean to you?Participants then view a video clip from the Pub-lic Broadcasting System’s “The NewsHour withJim Lehrer” in which EILEEN FISHER is por-

sciousness. The only mention of profitability ap-pears at the bottom of the Web page: “To have ourmission drive our business and our profitabilityfoster our mission.”

Intrigued, Jane clicks on, learning aboutEILEEN FISHER’s commitment to mind-body-spirit wellness, good workplace conditions andemployment practices at all its suppliers world-wide, environmental sustainability, charitable giv-ing, and women’s independence and empower-ment. This, she decides, is a company worthexploring further, and so she sends her resumeand is called in for an interview.

When she arrives at the EILEEN FISHERheadquarters (about 25 miles north of New YorkCity), she is struck by the views of the HudsonRiver and the abundance of natural light every-where. The rest rooms are supplied with eco-friendly products and energy-saving lights. She isserved organic tea in a ceramic mug. The applica-tion form is printed on recycled paper, and the in-terview takes place in what people are calling “theyoga room.” This is the beginning of Jane’s jour-ney into social consciousness at EILEEN FISHER.

During the interview, the conversation dips inand out of such topics as SA8000 (a globally rec-ognized social accountability standard for work-place conditions and employment practices),1

green cleaning products, green architecture, or-ganic cotton, farm shares, and organic catering.Jane is invited to offer reactions to these conceptsand share her own related experiences and pas-sions. Her personal interest in socially consciousissues, it turns out, sets her apart from the otherapplicants who have comparable job-related skills:As a socially aware individual, she possesses oneof the qualities that EILEEN FISHER seeks. Soonafter the interview Jane receives a job offer, andshe enthusiastically accepts.

STAGE 2. ON-BOARDING

When Jane is welcomed her first day on the job,the new-hire packet she receives contains, amongother things, the wellness benefit description,matching gift form, and SA8000 statement of theinternational workplace standards endorsed by thecompany. To help her navigate the ins and outs ofher new work environment, she is paired with apeer partner who gives her a tour of her work site,

Social consciousness is an important part of our orientation program, along withintroductions to our human resources,leadership, learning, and development

programs and processes.


48 Amy Hall

trayed as a mission-driven company. The clip ex-plores the four key social consciousness areas em-phasized at EILEEN FISHER—individual well-being, support of women, environmentalsustainability, and human rights in the work-place—and includes scenes of the chief cultureofficer participating in yoga, the leader of Peopleand Planet Wellness getting a massage, and EileenFisher herself espousing the value of people andculture over profits.

The video sets the stage for the discussionsand activities that follow. Participants share in-formation about their favorite women’s and com-munity organizations with the other participants.Some offer ideas for environmental sustainabil-ity that they have experienced in previous jobs.The group views photos of EILEEN FISHER fac-tories in China and have the opportunity to reactto those images based on their expectations ofwhat a typical garment factory in a developingcountry looks like. It is an opportunity for Janeand the others to break down preconceived no-tions of the world and begin to relate these ideasto their new work at EILEEN FISHER.

When the conversation shifts to wellness, theentire group stands for a five-minute stretching,self-massage session, followed by an explorationof the EILEEN FISHER wellness philosophyand benefit. The company offers $1,000 annu-ally to each employee for any wellness activity—gym membership, massage, running shoes, yogaclass—and more than 90 percent of the com-pany’s employees participate in the wellness ben-efit (which is administered by a committee ofemployees). Employees are also eligible for anadditional $1,000 toward educational activities,such as language, horseback riding, or creativewriting classes.

The session engages participants in a cre-ative activity, and Jane gets 20 minutes to makea collage that represents what wellness means toher, and later shares it with the group. The fa-cilitator introduces participants to the “WellnessInventory,” an on-line tool available to any

EILEEN FISHER employee to explore her or hisindividual well-being and personal level of sat-isfaction with it.

Throughout the orientation, Jane learns:

• Where to find more information abouteach topic (e.g., EILEEN FISHER Website, company folders, employee hand-book, Social Consciousness Manual,Wellness Handbook, and other writtensources)

• Various ways to get involved on a deeperlevel, such as volunteer events, commit-tees, and one-time community projects

• How to think creatively about bringing so-cial consciousness into her everyday job,since social consciousness is relevant foreveryone regardless of her or his role inthe company

STAGE 3. BELONGING

As an EILEEN FISHER employee, Jane regularlyreceives messages about social consciousness—some subtle, some more overt. Our recycling bins,organic food at meetings, and in-house yogaclasses, for example, have simply become part ofeveryday life in the company. Other expressionsof social consciousness are geared to specific timesof the year, such as e-mails about socially con-scious gift ideas for holidays, or summer deliver-ies of locally grown produce. Jane and her cowork-ers may have the opportunity to view DVDs ofour favorite charities during a brown-bag lunch, orread in the in-house newsletter, EF Ink, about ourorganic cotton product or a charity event at anEILEEN FISHER store. Pervasive reminders,above and below the radar, of the company’s com-mitment to social consciousness encourage em-ployees to express this value in both their workand personal lives.

STAGE 4. GROWING

As Jane develops professionally within the com-pany, she will have many opportunities to chal-lenge herself in socially conscious ways, includ-ing committee work, in-store events (if she worksin the Retail Division), and leadership and otherdevelopmental opportunities.

The company offers $1,000 annually to each employee for any wellness

activity—gym membership, massage,running shoes, yoga class.



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uct and its relationship with the environment. Fol-lowing on the success of our organic cotton line,they are exploring additional organic fabric op-tions, dyes, finishes, and related processes whileconsidering implications for the company’s brandmessage and bottom line.

Social Consciousness in EILEEN FISHERStores. In addition to offering socially consciousproducts, our stores provide us a channel for cre-ating a stronger connection with their local com-munities and for raising awareness among ourcustomers and retail staff. We encourage and em-power our stores to develop relationships withlocal charities that can lead to various forms ofcharitable support. For example, the charities canuse our regular grant-making process to requestphilanthropic donations from EILEEN FISHER.Such relationships may also lead to a deeper com-mitment through in-store events:

• Twice a year (fall and spring), our storeschoose to partner with a charitable organ-ization (one aligned with the company’sphilanthropic mission) to stage three-hoursales events. The events not only raiseawareness among our customers and staffabout the charity’s work but also generatecharitable contributions arising from storesales that day.

• Stores may also hold events outside of thespring and fall schedule, such as our EarthDay event on April 22, 2006. On that day,stores showcased EILEEN FISHER’s or-ganic cotton product while providing cus-tomers with a variety of opportunities tolearn what “organic” means—e.g., alooped video about organic cotton, a win-dow display, a booklet about organic cot-ton, a postcard with additional resources,and delicious organic refreshments.

Social consciousness is further promoted in thestores through the help of a sales associate in theRetail Department who has a particular passion

Committees—the Extended Social Con-sciousness Network. Jane might choose to joinone of several committees that extend the workof the Social Consciousness Department beyondthe direct efforts of its staff.

The Social Consciousness Committee drawsits members from stores in every geographic re-gion and from the company’s Wholesale Division,who then serve as communication links with theirstores or division by disseminating the latest so-cial consciousness news and serving as contactpoints for their team members, customers, and/orbusiness partners on any social consciousnesstopic. The committee has helped overcome thegeographic hurdles of a dispersed workforce andhas been a very effective way of embedding socialconsciousness throughout all areas of the com-pany. For example, periodically throughout theyear the retail members of the committee have aconference call to share their experiences of in-teracting with store customers on such topics asour organic cotton product, why we manufacturein China, and how we support our local commu-nities. These calls serve as a regular “touch base”for members to raise customers’ questions thatthey have been unable to answer, offer sugges-tions to each other, and learn more about specificsocially conscious initiatives of interest to them.

The Donations Committee, whose membersrepresent key functions (public relations, retail,events, social consciousness, etc.) as well as mul-tiple locations, meets bimonthly to review allpending proposals for grants and select those thatbest satisfy the company’s philanthropic mission.The committee helps shape that mission and alsoselects recipients of the company’s grants towomen entrepreneurs.2

The Wellness Committee involves employeesfrom all around the country who meet by phoneevery six to eight weeks to recommend new waysof engaging our employees in wellness-related ac-tivities. Members also review employee requestsfor wellness reimbursements and approve or de-cline each as appropriate.

The Eco-Product Concept Team, the newestaddition to our extended social consciousness or-ganization, includes employees from our designand fabric teams and from communications, man-ufacturing, leadership, and other departments. Themembers explore new possibilities for our prod-

We encourage and empower our stores to develop relationships with

local charities that can lead to various forms of charitable support.


50 Amy Hall

around these issues. Officially called a part-time So-cial Consciousness Project Associate, she helps thedepartment with specific projects and also serves asthe key retail point of contact for any of her peerswho want to connect regarding the environment,community, or human rights. In turn, the Social Con-sciousness Department gains from her experienceswith customers and can share our news and valuesusing her as a channel to other retail associates.

Employee Evaluation. Each year, Jane isasked to participate in the annual employee re-view process to evaluate her performance duringthe past year and identify opportunities for growth.This process takes into consideration the successwith which she has incorporated the EILEENFISHER mission into her everyday work. Socialconsciousness invariably comes into play duringthese conversations as her leader asks her suchquestions as the following:

• Have you performed your work with aneye toward environmental sustainability?

• Have you taken on any projects that re-late to our community or supply chaininitiatives?

• Have you stretched yourself in any way thatincorporates socially conscious values?

• Have you engaged with business vendorsaround their values?

• Have you made any decisions from a moresocially conscious place?

Jane is likely to emerge from these annual dis-cussions with additional ideas for making socialconsciousness an everyday reality in her work lifeat EILEEN FISHER, as well as a renewed appre-ciation for the company’s commitment to socialconsciousness as a way of doing business.

Leadership, Learning, and Development.Growing professionally at EILEEN FISHER in-cludes opportunities for Jane to participate inworkshops offered by the company’s Leadership,Learning, and Development team—for example:

• Leading at EILEEN FISHER• Understanding Yourself as a Leader• Connecting with Others as a Leader

These workshops are mission driven and sug-gest ways that associates can perform their rolesfrom a more values-based place.

BENCHMARKS OF SUCCESS

Following Jane through her lifecycle as anEILEEN FISHER employee has revealed themany touchpoints we create to nurture and rein-force the value of social consciousness. Exhibit1 summarizes some of the tools we use to facili-tate this process. Inevitably, however, we have toask ourselves how we know if these tools and ourmessages are having the intended results.

While EILEEN FISHER does not typicallymeasure progress in social consciousness imple-mentation or adoption, we do note many indicatorsof success. For example, the Social Consciousnessfunction has a place on the Leadership Team ofEILEEN FISHER, putting it on a par with business,creative, and cultural decision making at the high-est level of the company. We also see a prolifera-tion of social consciousness ideas from all areas ofthe company—frequently from employees we didnot even know had an interest in these topics. Andwhereas past company vision (planning) meetingsflirted with social consciousness concepts, our re-cent vision meetings were full of forward-thinkingideas around environmental sustainability, humanrights impact, and community involvement.

The most notable indicator, for us, is the vis-ible change in workplace practices. For example:

• The design team is experimenting withnew organic groups for possible additionto the EILEEN FISHER product line.

• Retail stores are developing deep and last-ing relationships with women’s charitiesin their communities.

• The manufacturing function engagessuppliers’ factories in discussionsaround SA8000 standards and workplaceconditions.

• Just as significant to us is the fact that theEILEEN FISHER Leadership Team hasembraced all of these initiatives fully.

While EILEEN FISHER does not typicallymeasure progress in social consciousness

implementation or adoption, we do note manyindicators of success.



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With so many locations, we also find ourselveschallenged to reach all of our audiences. Not every-one has ready access to a computer, and not every-one speaks English fluently nor retains informationin the same way as the next person. Varying themethod of communication, therefore, becomes animportant factor in how we convey the messagesand engage everyone in some way. We make manyof our written materials available in Spanish andChinese as well as English to ensure that all ouremployees and partners have equal access to in-formation regardless of their primary language.

Finally, we face the ever-present need to evalu-ate social consciousness initiatives in light of othercompany commitments and priorities, a process thattakes place at the Leadership Team level. Social con-sciousness initiatives that do not make the list will stilltake place, but they may take longer to carry out.

NEXT STEPS

Much of our immediate work relates to the envi-ronment, as this is the newest social conscious-ness commitment for the company. With the im-plementation of an eco-audit in May 2006, wewill set new goals around environmental sustain-ability (for our product, practices, and facilities)

CHALLENGES

Given these positive indicators, we do face chal-lenges in moving our social consciousness workforward. With regard to the environmental com-mitment, there is some concern within the organ-ization and its suppliers about too much changetoo fast. To that, we respond with the notion thatwe must simply start somewhere and make changeincrementally—one style here, one factory there.Over time, we hope and expect that sales, productquality, and employee retention will all continueto illustrate the benefits of this work.

Our staff has so much energy and so manyideas that it is often difficult to rein in people’swell-intentioned enthusiasm. Knowing we cannottackle every issue at once, we must carefullychoose our priorities. Therefore, when one per-son is concerned about the company’s use of plas-tic film garment bags, a second is concerned aboutthe availability of water bottles for guests, and athird wants us to explore the emissions producedthrough our shipping practices, we must evaluateand then choose the one that will have the largestpositive environmental impact. Helping staff seethe big picture, and not focus just on their ownsphere of influence, is time-consuming at best.

Exhibit 1. Tools for Communicating and Instilling Social Consciousness at EILEEN FISHER

WRITTEN TOOLS• Social Consciousness Manual • Weekly wellness e-mail• Wellness Handbook • Biweekly Leadership Team notes• Employee Handbook • Monthly Retail Handbook inserts• EILEEN FISHER Mission• Social Consciousness at EILEEN FISHER In development:• EILEEN FISHER’s SA8000 Program • 2006 Social Consciousness Report• In the Community • Socially Conscious Business Resource Guide• Matching Gift Program • Environmental Sustainability Statement• China Q&A • Volunteering at EILEEN FISHER• EF Ink (in-house newsletter)

EXPERIENTIAL AND FACILITATIVE TOOLSCommittees and Workgroups: Activities:• Eco-Product Concept Team • DVD “lunch and watch”• Social Consciousness Committee • On-site wellness activities• Donations Committee • Socially conscious gift ideas for holidays• Wellness Committee • Locally grown produce deliveries• Volunteer/team events • Catering organic/locally grown food

• Stretching/breathing during meetings


52 Amy Hall

and engage all departments in reaching thesegoals. We will also define and communicate ourenvironmental commitment so that everyone hasa common framework within which to work.

With regard to our community involvement,we are currently defining a way for employees toengage with charity partners as volunteers. Thisprogram will roll out in two phases:

1. Raising awareness around the possibili-ties for volunteering as an individual,team, or department for charities we al-ready support financially

2. Putting more structure to the program infuture years, which could take the form ofpaid time off for volunteering, annual vol-unteer activities in every geographic re-gion during Earth Day, or identifying atheme for the year.

We are fortunate to have the recent addition ofan Internal Communications team, a key partner

to the People and Culture Division. This team willplay an important role in strengthening the posi-tioning of social consciousness as an integral com-ponent of the success of EILEEN FISHER. Thestaff will work with us to develop or enhance pro-grams that will enable all employees to under-stand and embrace the value of being socially con-scious in the workplace.

All of these efforts will help us continue tocreate more opportunities for employees to con-nect around social consciousness topics as vol-unteers, committee members, or simply as car-ing people with strong social values who want tomake a difference in their work. Considering thesize of this company, we feel incredibly fortunateto have such a strong commitment to social con-sciousness. Continuing to expand our reach in asteady, forward-moving pace while engagingmore people along the way has become our strat-egy for success. To get all this work done, wemust facilitate, engage, and empower. There isno other way. �

NOTES

1. For more information about EILEEN FISHER’s involvement with SA8000, visit http://www.eileenfisher.com/scripts/ecatalogisapi.dll/group?group=3296296&

Template=9990000001029050. Also see Social Accountability International’s Web site at www.sa-intl.org.

2. For more information about EILEEN FISHER’s grant programs and philanthropic giving, visit http://www.eileenfisher.com/scripts/ecatalogisapi.dll/

group?group=3296295&Template=9990000001029050.

engaging employees in social consciousness at eileen fisher

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