Nearly 90 percent of all successful cyberattacks are caused by human error, yet most companies focus their attention on technology fixes instead of influencing employee behavior. That’s a mistake that’s costing companies time and money against the growing threats to information security, according to Sonja Popp-Stahly and Aaron Pritz.
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In a recent post, we talked about why organizations should reexamine their Corporate Social Responsibility strategies to ensure they are authentic, meaningful, and resonant with employees. In this post, we share three ways to embed CSR efforts into your culture and sustain it over time.
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In the current climate, where issues of racial equity are driving a national conversation, many companies are reexamining their approaches to diversity and inclusion (D&I) and acknowledging the need to ensure their efforts are not merely superficial. In a recent episode of Shoff Chats, we facilitated a discussion led by Thresette Briggs and Brandi Davis-Handy around the idea of belonging as one strategy for more authentically and meaningfully advancing D&I initiatives, and the role of communicators and business leaders in these efforts. Here are three key learnings from our chat:
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Most companies recognize the value of being a good corporate citizen and commit to corporate social responsibility (CSR) activities through volunteer programs, corporate and employee giving, environmental initiatives and a commitment to ethical labor practices. The smartest companies are those that also use CSR programs as an opportunity to enhance employee engagement, recognizing the two areas are highly interconnected.
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As companies all over the world re-examine their remote working strategies while balancing their talent acquisition needs, virtual or remote onboarding is rapidly becoming more commonplace. New innovations are emerging while other “constants” apply no matter the setting. In this two-part series, we asked Human Resources Manager Rannette Archer to weigh in with her unique perspective of being both an HR leader and Borshoff’s first-ever remotely onboarded employee.
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In a recent episode of Shoff Chats, Borshoff had the pleasure of hosting an informative discussion led by Terra Doyle, Sr. Director of Talent Acquisition at Roche, focused on a topic that’s very top-of-mind right now for employers: maintaining or strengthening employer brands during the global health crisis. What should HR and internal communications professionals keep in mind as they examine their talent recruitment strategies and employee experience initiatives through this new lens? Here are three key learnings from our chat:
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We talked about the importance of authenticity, connection and empathy for diversity and inclusion communications in our recent blog post. Now, let’s dive more deeply into the use of storytelling as part of a successful diversity & inclusion strategy.
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As recent as a few weeks ago, we were still talking about going “back to normal.” But as we’ve learned and observed alongside our clients and our own staff, it’s obvious that work life and culture as we know it have been forever changed. We will “go back,” just not to normal.
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Today, virtually every company large or small has a stated commitment to diversity and inclusion. Certain activities that support D&I can be fairly straightforward, and many organizations start with an external approach – focusing on talent recruitment and hiring. But things grow more complex when companies work to implement an overarching strategic approach into their culture – which they should, if they want to create impact and achieve meaningful outcomes. Here are four important initial considerations that can help D&I communications start on the right path.
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There was no shared coffee and donuts in our Mass Ave gathering space last week as Borshoff brought together – virtually – our networking group of internal communicators for a “Shoff Chat.” I knew our discussion wouldn’t be typical either – after all, COVID-19 has been shifting our profession before our eyes. I was grateful to bring in Rebecca Ellis, managing director of The Performance Lab, as our moderator.
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