leading across the organization (executive summary)

Leading Across the OrganizationProfile of the Professionals 2013 – Executive Summary

1 Profile of the Professionals 2013

The Profile of the Professionals 2013 looks at the job satisfaction, profes-sional development, motivations, and compensation of people working in corporate citizenship roles. This year’s findings reflect the progress and path-ways of those professionals working to advance corporate citizenship.

Based on a survey conducted in late 2012, this is the Center for Corporate Citizenship’s fifth report focusing on those working in corporate citizenship. This van-guard has increasing levels of education and experience and its members are expected to have a wide variety of skills and broad networks. Professionals working in corporate citizenship draw on their varied backgrounds to operate cross-functionally inside their firms and with a diverse range of external stakeholders.

Introduction

Key findingsCorporate citizenship is developing rapidly • Overthepastsixyears,therehasbeenanincrease

in the proportion of professionals with prior corporate citizenship experience, as well as a higher percentage with advanced degrees. Forty-four percent hold advanced degrees vs. 38% in 2006. Among vice presidents and above, 58% have ad-vanced degrees compared to 53% in 2006.

• Themajorityofpositionsincorporatecitizenshipare filled internally. This is true across all job levels and more pronounced at higher levels.

At every level, professionals in corporate citizenship highlight the importance of building relationships • Themajorityspendatleastsometimeon

communication and community/social investment activities.

• Relationshipbuilding,abilitytoinfluenceothers, and leadership skills are the skills most often identified as necessary to succeed.

Professionals in corporate citizenship are highly satisfied in their jobs – and are motivated by the opportunity to make a difference in the world and to business success • Jobsatisfactionishighacrosstheboard,with75%

or more satisfied with their salary, benefits, and job security.

• Almost90%wouldrecommendpursuingaroleincorporate citizenship.

• Morethan80%aresatisfiedwiththeircompany’scorporate citizenship reputation.

• Professionalsincorporatecitizenshiparemotivatedby their chance to make a difference. The ability to positively affect social and environmental issues is identifiedby73%asoneoftheirtopthreereasonsfor staying in their current positions.

• Amongvicepresidents,almost50%identify“impacton business” as one of their top reasons for staying in their roles.

Lack of resources and opportunities for career advancement are among the top challenges• Askedtodescribethegreatestchallengeintheir

current positions, respondents most often cite workload/lack of resources, the need to demon-strate the value of corporate citizenship internally, and a lack of a clear corporate citizenship strategy within the company.

• Theyareleastsatisfiedwithcareeradvancement opportunities.

• Respondentsreportascarcityofpositionsincor- porate citizenship and the need to gain experience in other aspects of the business prior to moving into these positions.


Of the 603 respondents, the majority hold middle- or senior-level positions within their companies. They work in a wide range of departments, but there is consistency on the most common departments across the 2012, 2010, and 2006 surveys. The majority are concentrated in com-munity affairs/relations, corporate communications, public relations and public/government affairs, and a dedicated corporate citizenship (corporate social responsibility, corporate responsibility) department.

In2006,only7%workedinacorporatecitizenshipdepartment. By 2012, it was 13%, almost a twofold increase. While the percentage based in corporatecitizenship departments has grown, the percentagebased in public relations and public/governmentaffairs and community affairs/relations has declined steadily, perhaps indicating a shifting of resources from these two departments to new corporate citizenship departments.

Rolesincorporatecitizenship

Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013 0% 5% 10% 15% 20% 25%

Community Affairs/Community Relations

Corporate Communications

Corporate Citizenship Department (CSR, CR)

Public Relations and Public/Government Affairs

Human Resources

Corporate Foundation

Marketing

Other

Environment, Health, and Safety

Legal

Corporate Affairs

The departments where professionals in corporate citizenship are based

Senior Director

Job title

21%

38%

11%

13%3%

14%

Staff

Manager

Other

Director

VP and above

201220102006


Morethanhalf(57%)cametotheircurrentpositionfrominside the company. An internal move is more likely as seniority increases

• 27%werepromotedfromwithintheirdepartments.• 72%ofdirectorsmadeinternalmovestotheirjobs,thehighest

percentage for any job title.• Whenhiredexternally,itismostcommontocomefromanonprofit

or from a corporate citizenship role in another company.

Career paths to corporate citizenship

Total

VP and above

Senior director

Director

Manager

Staff

Route to current position

Promoted within my departmentTransferred from another department inside the companyInternal - Other

External hireOther

0% 40%10% 30%20% 50% 100%90%80%70%60%

Source: Boston College Center for Corporate Citizenship, Profile of the Professionals 2013


Respondentsreportascarcityofpositionsincorporate citizenship and the need to gain experience in other aspects of the business prior to moving into these positions.

Those working in corporate citizenship have a wide variety of experience, but almost 40% have worked in an area related to corporate communications. About one third of respondents have backgrounds that include experience in education, government and/or nonprofits

Career paths to corporate citizenship

0% 10% 20% 30% 40%

Corporate communications/Marketing/Sales/PR

Education/Government/Nonprofit

Consulting

Corporate citizenship

Management (for a specific line of business)

Operations

Human resources

Public/Government affairs

Finance/Accounting/Insurance

Other

Legal services

Engineering and Technology

Administration

Professional background

20122010



Professionals in 2013 have more advanced degrees (e.g., master’s, MBA,doctorate)andmoreyearsofexperience in the field than those in earlier surveys. Forty-four percent of all respondents have attained ad-vanced degrees in the most recent survey.

• Thepercentageholdingadvanceddegreesishigher among those in more senior positions – 58% of vice presidents and above have a master’s degree or higher.

• Asubstantialpercentage(15%)earnedanMBA.• Thenumberwithmorethanfiveyearsof

corporate citizenship experience increased to 58% in the most recent survey.

Increased education and experience


0% 10% 20% 30% 40% 50%

Advanced Degree

Bachelor’s Degree

Associate’s Degree

High School Diploma or GED

Other

Highest educational degree obtained

201220102006

60%

Professionals with more than 5 yearscorporate citizenship experience

58%

52% 2010

2012


Professionals rate the ability to influence others, the ability to build relationships, leadership skills, and the ability to work in teams as most important to their success.

Consistent with the results for the total sample, the ability to influence others and relationship-building skills are among the most essential skills across job titles. Respondentsacrossalljobtitlesidentifytimemanagement,negotiation,and personnel management as less important than other skills.

Relationship-buildingskillsand leadership competencies


Percentage of respondents who ranked a particular skill among their top 5 most important to succeed in their current position

Ability to influence others

Relationship building

Leadership skills

Ability to work in teams

Strategic planning (includes financial)

Written communication

Analytical skills

Public speaking/presenting

Time management

Negotiation

Personnel management skills

highest percentagelowest percentage

Total

Staff

Manag

er

Directo

r

Senior

dire

ctor

VP and

abov

e

Skills listed in order of the % ranked in the top 5 by the total sample.


Almost70%ofprofessionalshave national or global responsibilities. Despite the predominant national or global scope of their corporate citizenship responsibilities, less than half manage teams of people.

Among managers, 55% do not have direct reports. This finding reflects a practice where positions at the manager level and above are expected to accomplish their goals with matrixed structures. A lack of resources, including staff, is among the most challenging aspects of their positions.

Managerialresponsibilitieswithlimitedstaff


Global

Geographic scope of corporate citizenship responsibilities

32%

29%

39%

Local/Regional

National

0%

10%

20%

30%

40%

50%

How many people are you responsible for managing?

Staff

Manag

er

Directo

r

Senior

dire

ctor

VP and

abov

e

60%

70%

80%

90%

100%

NoneFewer than 3 people3 or more people


Half of the professionals spend 100% of their time on corporate citizenship activities. Almost all reported spending at least some time on communication and community/social investment activities in a typical week.

Allocation of efforts


Portion of time spent on corporate citizenship activities

50%

21%

29%

More than 0% but less than 50%

100%

50% to less than 100% 0% 20% 40% 60% 80%

Communication

Community/Social investment

Strategy

General management

Environment

Governance

Other

Percentage of respondents who spend time on an activity during a typical week

Activities by categories with subgroups

Communication

Community/Social investment

Strategy

General management

Environment

Governance

Other

External communications

Internal communications

Reporting

Corporate philanthropy (includes corporate foundation)

Diversity

Volunteer programs

Strategy development and/or implementation

Measurement

Stakeholder engagement

Department administration

General management

Staff supervision

Development of sustainable products and/or services

Environment, health, and safety

Supply chain management

Governance and ethics

Investor relations


Measuringtheimpactofinitiativesandprogramsinaway in which they can communicate results is a common challenge faced by those working in corporate citizenship. Less than 40%, however, spend any time on measure-ment.Morethanhalfspendsomepercentageoftheirtime on reporting.

Senior directors and managers are the most likely to spend time on measurement.

Time spent on reporting and measurement


0% 10% 20% 30% 40%

Reporting

Measurement

Time spent on reporting and measurement in a typical week

50% 60% 70%

No time spent 25% or less More than 25%

Senior director

Manager

Staff

VP and above

Director

Percentage of respondents who spend time on measurement in a typical week

0% 20% 40% 60%10% 30% 50%

VP and aboveSenior directorDirectorManagerStaff

70%


A wide majority (80% or higher) are satisfied with their benefits, their company’s corporate citizenship reputa-tion, and job security. In both the 2012 and 2010 surveys, respondents were least satisfied with their opportunities to advance their careers.

Overall satisfaction with job


Satisfaction with specific job components

Benefits

Our company’s corporate citizenship reputation

Job security

Availability of flexible work options

Salary

Feedback on performance

Corporate communication/transparency

Work-life balance

Corporate culture

Team communication/cohesiveness

Professional development

Workload

Opportunities to advance my career

0% 20% 40% 60% 80%10% 30% 50% 70% 90%


Almost three-fourths of those surveyed indicate that the ability to help positively affect social and/or environmental issues is one of their top three reasons for staying, followed by challenging/interesting projects.

Motivatedbytheirmission


Percentage of respondents who cited a particular reason among their top 3 for staying in their current position

Ability to help positively affect social and/or environmental issues

Challenging/Interesting projects

Opportunities for growth/learning

Impact on business

Work environment

Flexible work arrangement

Salary

Job environment (difficult to find another position)

Job security

Other

highest percentage lowest percentage

Staff

Manag

er

Directo

r

Senior

dire

ctor

VP and

abov

e

Total

As job levels rise, respondents are more likely to identify impact on business as a reason for staying in their current positions.


Professionals who earn more than $100,000 reached a high of 45% in 2012, compared with the earlier surveys. In the 2006, 2010, and 2012 surveys, about half of the respondents earn between $50,000 and $100,000.

Compensation


0%

10%

20%

30%

40%

50%

Annual base salary

Less

than

$50,0

00

$50,0

00 to

$99,9

99

$100

,000 t

o

$149

,999

$150

,000

and

over

60%

201220102006


The gender gap

Women continue to trail men in their representation in senior corporate citizenship positions and in their annual base salaries.

The median salary range for men is $100,000 to $124,999comparedto$75,000to$99,999forwomen.This discrepancy in salary may be attributed in part to a greater proportion of male respondents holding more senior positions. Among the 154 men, 40% have the titles of senior director or vice president or above. By comparison, of the 446 women, 22% are senior directors, or hold vice president or above positions.


Job title by gender

Staff ManagerDirector

Senior directorVP and aboveOther

0% 40%10% 30%20% 50% 100%90%80%70%60%

Annual base salary by gender

Less than $50,000 $50,000 to $74,999 $75,000 to $99,999

$100,000 to $149,999$150,000 to $199,999$200,000 and over

0% 40%10% 30%20% 50% 100%90%80%70%60%

Men: N=140Women: N=417

Percentage of senior directors with an annual base salary of at least $150,000

N=76

0% 20% 40%10% 30% 50%

Percentage of VPs and above with an annual base salary of at least $200,000

N=71

0% 20% 40%10% 30% 50%

Men: N=140Women: N=417


Majorchallengesofworkingin corporate citizenship

By a wide margin, the most common type of challenge is too much work with not enough time to do it. A lack of resources other than time is the next challenge.

Perhaps more so than their colleagues in any other business function, those working in corporate citizenship face the challenge of demonstrating internally the value of their work. After their need for more time and resources, demonstrating value internally is their next biggest challenge. Not far behind is the challenge posed by the lack of a clear corporate citizenship strategy in the company, which may contribute to the challenge of demonstrating value.


Most challenging aspect of current position

Too much work, not enough time

Lack of resources other than time

Demonstrating the value of corporate citizenship internally

Lack of a clear corporate citizenship strategy in company

Personal learning curve or work/life balance

Company culture does not support corporate citizenship

Working across departments/lines of business

Implementation of corporate citizenship programs

Other

Economic climate

External stakeholder relations

Taking corporate citizenship global

Engaging employees

Being in a new department or position

0% 20%10% 30%


Survey demographics


2012

2010

2006

Gender of respondents

0% 40%10% 30%20% 50% 100%90%80%70%60%

55 and over

Age of respondents

27%

28%

17%

35-44

45-54

28%Under 35

Business to consumer (B2C)

Business type % of respondents

35%

15%

Business to business (B2B)

50% Both B2B and B2C

Company revenue for prior fiscal year % of respondents

$25 billion and over

$20 billion to less than $25 billion





Less than $1 billion

Not sure

0% 20%10% 30%

Manufacturing

Finance and Insurance

Professional, scientific, and technical services, Real estate

rental and leasing, and Holding companies

Utilities

Information

Health care and social assistance

Retail and Wholesale trade

Mining

Transportation and warehousing

Other services (including public administration and

educational services)

Other

Arts, entertainment, and recreation, and Accommodation

and food services

Agriculture, forestry, fishing and hunting, Construction, and Waste

and facilities management

Industry% of respondents

0% 20%10% 30%

Note: Industries based on North American Industry Classification System (NAICS)

TheCarrollSchoolofManagementCenterforCorporate Citizenship at Boston College is a membership-based knowledgecenter.Foundedin1985,theCenterhasahistory of leadership in corporate citizenship research and education. We engage 400 member companies and more than 10,000 individuals annually to share knowl-edge and expertise about the practice of corporate citizenship through the Center’s executive education programs, online community, regional programs, and our annual conference. For more information, visit the Center’s website at BCCorporateCitizenship.org.

About the Center for Corporate Citizenship at Boston College

55 lee road •chestnuthill,ma02467-3942 • t:617–552–4545• f: 617–552–8499• e-mail: [email protected] • www.BCCorporateCitizenship.org

The 40-page Profile of the Professionals 2013 report features profiles of corporate citizenship professionals from Campbell Soup Company, Deckers Outdoor, TheDowChemicalCompany,GreenMountainCoffeeRoasters,Inc.,IntelCorporation,LubrizolCorporation,Maritz,MicrosoftCorporation,MondelezInternational(formerlyKraftFoods,Inc.),OldNationalBank,Reebok,Texas Instruments, and Toyota. To view the entire report please visit the Center for Corporate Citizenship website at http://www.bcccc.net/ProfileOfTheProfessionals.

Center for Corporate Citizenship members, please contact Karen Hoff at [email protected], for a customized view of the Profile of the Professionals information related to your specific industry or other business demographic.

leading across the organization (executive summary)

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boston college

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professionals

vice presidents

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