Leonardo da Vinci SOCIALSME

1. Leonardo da Vinci SOCIALSME Plan to be sustainable! Staff Development as BSR Alexander Krauß ISOB GmbH, Kaunas September 2010

2. 1. General Remarks Why CSR, why SME? Why learning? 2. Results of survey of SME experts in Europe 3. The 6x3 Workshop Concept

3. WHY?

4. p t From stability to dynamic change

5. From national to global

6. From negotiated institutionalised stability to universal competition

8. EVERY MAN FOR HIMSELF?

9. Milton Friedman says: “…in a free society there is one and only one social responsibility of business – to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."

10. Peter Drucker says: “Free enterprise cannot be justified as being good for business; it can be justified only as being good for society."

11. LOOKING FOR WIN WIN

12. Europe is not America While aiming to make Europe the most competitive economy in the world the European Comission has also consistently promoted CSR, specifically in SME

13. “CSR is also about managing change at company level in a socially responsible manner “ “what distinguishes today´s understanding of CSR from the initiatives of the past is the attempt to manage it strategically and to develop instruments for this. It means a business approach which puts stakeholder expectations and the principle of continuous improvement and innovation at the heart of business strategies” European Commission COM (2002)347 final, p.3 European Commission COM (2002)347 final, p.5,

14. COMMON LEARNING MAIN FEATURE OF ECONOMIC RESPONSIBILITY

15. WORK IS WHERE WE SPEND OUR LIFE

16. LEARNING ISTHEWINWINSTRATEGY

17. Higher quality Reliable workforce Higher quality of worklife Better customer relations Adaptability Innovation

18. Reliable employment Higher work satisfaction Employability = financial security Personal development

19. Requirement Analysis Literature analysed and 121 experts and SME owners surveyed in LIT, LV, BUL, ROM, POL, PT, ESP, CY

20. Requirement Analysis Consensus in literature analysed: 3 challenges for CSR policies: Implementation gap in general Implementation gap in SME Fluid situation in times of crisis

21. Requirement Analysis 3 groups of countries Formerly socialist: permanent transformation since 1990, wild capitalism ESP, PT: Rapid development since 80ies, in some regards unbalanced Cyprus: Small but rich, dependent on some sectors

22. Requirement Analysis Change is real and permanent

23. Requirement Analysis The SME paradox

24. Requirement Analysis SME do a lot that can be regarded as socially responsible, but: underreported unsystematic

25. Requirement Analysis Activity depends on values and person of the SME owner opportunity: owner can act challenge: sometimes volatile

26. Requirement Analysis What is important for SME? employee training attractiveness for appropriate applicants demographic challenges management knowledge

27. Requirement Analysis What are mosturgentproblems? Survival in crisis Bank loans etc.

28. Requirement Analysis DANGER! Under the pressure of day to day rescue operations theimportant things are not done at all. This underminesthe potential for success in mid- and long term.

30. RESCUE Strategy: Reserve some time to do also the important things! Develop strategic focus! Get help from an external facilitator to do so!

31. Strategic Balance Realisation of short term opportunities must not harm the long term prerequisites of performance Long term aims must be adequate to available resources Creation of prerequisites for performance in the future must be planned and operationalised Resources must therefore be allocated to short- medium- and long-term performance goals Gälweiler, p. 73

32. RESCUE Strategy: Reserve some time to do also the important things! Develop strategic focus! Get help from an external facilitator to do so!

33. RESCUE Strategy: SMALL and simple steps will yield significant improvements in focused strategies and efficient activities. Employee learning top priority.

34. BSR is NOT an additional burden, but the consequence of a sustainable, long-term strategy. Center: creating win-win situations

35. Visions are only dreams if you do not take concrete first steps. The SOCIALSME concept helps to organise such steps.

36. 6 workshops of 3 hours Pilot Group Empowerment Facilitation Flexibility

37. Guidelineprovides: • Structure (schedule) • Background information • Facilitator instructions • Worksheets

38. After the full implementation of the methodology you should have • idea of the concept of CSR/BSR • more precise idea of the strategic focus of the company • agenda how to arrange relations with stakeholders • know how to analyse learning needs • plan to implement learning activities • structure to monitor and evaluate your activities

39. Workshop 1 • Discovering the Company and its Social Responsibility Policies Continuing Strategy Building and Implementation Pilot Phase Optional: Evaluating BSR: Balanced Scorecard Approach • Workshop 2 Visions and First Steps • Workshop 3 Focus on Learning • Workshop 4 • Planning Implementation of Learning • Workshop 5 Expanding Learning • Workshop 6 Finishing Strategy Building and Reflecting on Next Steps • General Setup 1 facilitator 1 partner (group) from SME (1-3 persons) 1 implementation team (internal project team) 6 workshops in 6 month Implementation phases between workshops • SRL Continuing implementation and evaluation process

40. Workshop 1 • Discovering the company and its social responsibility policies • Workshop 1 • Getting to know the company, its challenges and resources (reflection and self reflection) Learning about general concept of SR and key concepts (dimensions/stakeholders) Identifying desirable developments concerning stakeholders

41. Workshop 2 Visions and first steps • Workshop 2 • Developing a vision of SR of the company Priorisation of Activities Activities Shortlist Planning of Activities Optional: Reflection of BSC Perspective

42. Workshop 3 Action! • Workshop 3 • Introduction to learning as a socially responsible activity Overview of facilitated learning in the workplace Introduction to learning needs analysis (TNA) Planning of TNA

43. Workshop 4 • Planning Implementation of Learning • Workshop 4 • Review of LNA Results Defining Learning Pathways Planning Learning

44. Workshop 5 Expanding Learning • Workshop 5 Reflection of activities Supporting pilot group Envisioning a Learning System

45. Workshop 6 • Finishing the strategy building and reflecting on the next stage • Workshop 6 • Reflection and celebration of 6 month process Strategy mapping for 2 year perspective Finding Indicators for 2 years perspective

46. 97% of mangers participating in the field testing say the methodology was useful and inspiring 82,5 % want to go on with activities developed High level of acceptance also among field-testing facilitators and experts

47. “there is on my desk the general plan of activities”) “new concepts”; “new way to think about everything”; “evaluate ourselves”; “information methods and analysis; method of generating ideas was very interesting”; “Employees have motivated to improve their selves”; “employees have started to interest how they can expand learning activities in the company” “to find the time for discussions” “developed learning program for employees; “better organisation of induction programme for new employees”

49. In three years... we will find enough qualified staff by…… we will have enough qualified young people applying for training, because we have…. we make sure that our staff can adapt to technological change by…. we work on the soft skills of our staff by…. we prevent fluctuation and core staff leaving the company by…

50. In order to prevent employees “rusting” in three years we… In order to prevent employees having to leave because of health problems in three years, we… In three years for our high potentials we have to… In order to train management staff, in three years we will… In order to better use the experiences of older staff in three years we will have done…