1 Title Slide

2 Chief Strategist Officer Dorsey Impact SolutionsDeShele Dorsey Taylor Chief Strategist Officer Dorsey Impact Solutions Marie to introduce speaker

3 IPA to Insert poll How many employees are in your company? 1-100 501-1,000 1,001-5,000 5,000+

4 IPA to Insert poll What type of company do you work for? RetailTechnology Finance Industrial/Manufacturing Health Hospitality Professional Services Other

5 Webinar Objectives Demonstrate the link between corporate social responsibility (CSR) and talent management Share how CSR is valued by employees across generations Provide blueprint for how to support talent management with CSR Highlight an initiative focused at the intersection of CSR and talent management

6 Corporate Impact Matters!!!Reveals the “soul” of a company Puts corporate values into practice Provides a competitive advantage Serves as a reputation shield and booster Sharpens the social consciousness of stakeholders

7 Effective CSR Permeates All Aspects of a CorporationCSR Dimensions Effective CSR Permeates All Aspects of a Corporation Source: CBSR and Hewitt Associates

8 Talent Management Talent Strategy & Business AlignmentWorkforce Planning Capability & Competency Management Talent Acquisition Total Rewards Leadership Development Career Management Succession Management Performance Management Learning & Capability Development Organization & Governance Business Metrics & Analytics Talent Infrastructure Source: Bersin by Deloitte’s High Impact Talent Management Framework

9 Links Between CSR and Talent ManagementCorporate Social Responsibility Talent Management Shape Culture & Values Cultivate Brand Ambassadors Fulfill Organizational Purpose Spearhead Critical Business Strategy

10 The Pressure for Great TalentActual and risk of turnover Job hopping Shortage of highly skilled workers Talent gaps Talent mobility Access to technology

11 Option to remove or replace the poll (see notes if replacing)Which HR pressure points represent the greatest challenge for your company? (select top two) Turnover Job hopping Lack of highly skilled workers Talent gaps Talent mobility Access to technology Question Text (Limit 150 characters): Question Type (option is Display Results to Participants or not): Yes/No Multiple Choice/Single Answer Answer (limit 30 characters): type answers here and below Multiple Choice/Multiple Answer Text/Comment Box Ranking Poll Opinion Poll (Strongly Agree… Disagree)

12 Managing 4 Generations Source: Ready To Manage

13 Baby Boomers “Unretired” Committed contributors Family providerFlexibility seeker Conservatives

14 Generation X Smart Cautious optimist Self-reliant Less “distinct”Wealth accumulators

15 Millennials Economically minded “Sharing” generationSocial activists but skeptics Technology adopters Value choice Disengaged at work

16 Generation Z Pragmatic Diverse Digital natives Debt adverseEntrepreneurial Expressive Hyper-connected

17 Workplace Evolution Multigenerational and blended workforceCareer mobility Transformation of work environments Technology advances Compensation, benefits, and recognition + PURPOSE

18 HR Leaders Are RespondingIncreasing emphasis on leaders and leadership development Examining total employee experience Refining employee value proposition

19 Blueprint for Creating EVP in CSRResearch prospective and current employees’ need and expectations Align CSR goals and objectives to talent management strategy Document CSR’s social and business input-outcome framework Create an employee CSR journey profile (prospect to retiree) Know what magnifies or dilutes the effects and impact of CSR for employees

20 Rethinking CSR Common Barriers Lack of internal awarenessClarity on the nature and specificity of CSR strategy “One size fits all” strategy Lack of understanding of employee returns to CSR Top-down approach Strategic Solutions Enhanced communication Strategy and program diversification Targeted engagement Results framework Co-created approach

21 Corporate Examples Financial health Purpose travel Unlimited PTO

22 Conversation StartersHow can CSR become an intrinsic, active and recurring part of day to day life across our organization? How can CSR activities be leveraged to accelerate business and social impact? What steps can we take to strengthen employees’ CSR competencies and capabilities?

23 Impact Hiring Initiative FSGNicole Trimble Executive Director, Impact Hiring Initiative FSG Marie to introduce speaker

24 Assess & Select CandidatesWith support from Walmart for the benefit of the field, FSG researched evidence-based strategies to improve retention 1 We focused on post-hire employer practices Talent Lifecycle1 Hire date Specify Talent Needs Source Candidates Assess & Select Candidates Retain Good Employees Focus of FSG Research We looked for practices that resulted in improved retention for entry-level and frontline employees across multiple companies 2 3 Our methodology included: A short (6 week) literature review of published research Interviews with ~20 HR leaders, workforce practitioners, and academic experts A focus group with HR leaders from five 100K companies2 Focus groups with entry-level employees from two 100K companies 1 Carol De Abreu, Carolina Vilca, Alexander Bourdeau, “Recruitment, Training, and Impact Measurement; a Recommended Approach for Impact Sourcing,” Accessed September 19th, https://www.rockefellerfoundation.org/app/uploads/Recruitment-Training-and-Impact-Measurement-Approach-for-Impact-Sourcing.pdf 2 Focus Group members were: Taco Bell, Food Services America, Savers, Walmart and Swiss Post

25 Our research pointed to four overarching strategies that drive improvements in entry-level retention1 2 3 4 Provide purpose in the workplace Create opportunities for learning and growth Invest in people-centered management Make benefits relevant Strategies Personalized recognition Entry-level employee training Clear connection between entry-level role and company mission Educational assistance programs Mentorship Support for career growth and advancement Targeted support programs Employee-driven scheduling Frontline manager development Retention specialist On-site resource navigators Compensation significantly above the industry average Employer-sponsored childcare Subsidized transport Best practices For the full report, go to: Source: FSG research and analysis

26 Polling Slide (Multiple choice/multiple answer)Which frontline retention strategies does your company currently do well? (Choose all that apply.) Personalized Recognition Entry-level employee training Clear connection between entry-level role and company mission Educational Assistance Programs Mentorship Support for career growth and advancement Targeted support programs Employee-driven scheduling Frontline Manager Development Retention Specialist On-site resource navigators Compensation significantly above the industry average Employer sponsored childcare Subsidized transportation

27 What is an Innovation Lab?A learning community of 6-8 companies interested in piloting an innovation to improve impact hiring practices and sharing what they have learned with each other and the broader business community within a 9-12 month timeframe A pilot of a practical application of a best practice which will be supported by implementation, data and communications consultants if needed Free of charge to participating companies. The Rockefeller Foundation and Walmart have generously underwritten all aspects of the experience except travel. Focused on a theme, based in research of promising practices and grounded in innovations that seek both business and social value The theme of the first Innovation Lab is “Retention”

28 Innovation Lab ExperienceStorytelling and build communication plan, Oct 8-10, 2017 2nd Lab kick-off Oct 10-12, 2017 Aspen, CO Senior HR leader who talks about this work publicly Design pilot and implementation of pilot at your company Continue piloting at your company Inspired Company Design Thinking, Pilot evaluation design, March 26-28, 2017 New Orleans Navigating Complex Systems, Influencing Without Authority, June 12-14, 2017 Seattle, WA Begin analyzing pilot Communication activities Nov 2017 – Feb 2018 = In person gatherings = Consultants paid by FSG who will help you do the work

29 Why Companies are InterestedThe landscape of impact hiring is changing as more companies explore impact hiring as a viable talent strategy. The Innovation Labs offer pioneering companies an opportunity to test impact hiring innovations while being provided access to consulting support, peer-to-peer learning, and a communications platform to share best practice employment innovations improving their employment brand. Consulting Support: Expertise and technical assistance to support companies with implementing impact hiring pilots Peer-to-Peer Learning: At both the individual and company level to provide the type of support this type of intra/entrepreneurship requires Communication: A platform to share stories of impact with the broader business and social sectors and encourage the adoption of impact hiring more broadly

30 Who’s Involved COMPANIES “THE BENCH” EXPERT FACULTY  Design Thinking Evaluation  Partnerships  Communication  HR EXPERT FACULTY

31 Case Studies Second chance hiring This Way Ahead program

32 Thank You For Joining Us Today!DeShele Dorsey Taylor Chief Strategist Officer Dorsey Impact Solutions Nicole Trimble Executive Director, Impact Hiring Initiative FSG

33 Closing slide