Corporate Social Responsibility Needs to be Reimagined From the Bottom up for Real Results

As workplace culture evolves, organisations must shift from telling to listening. Alice Brackley asks what happens when Corporate Social Responsibility starts from the ground up?

Traditionally, Corporate Social Responsibility (CSR) has been driven by senior leaders, focusing on philanthropy, compliance, and brand image. Leaders wrote instructions, and teams followed them. But this type of approach lacked authenticity, and employee engagement suffered. Though this top-down CSR looked good on paper, it often felt disconnected and out of touch.

But what if CSR started with the people it affects most: employees? Could grassroots initiatives lead to more meaningful and impactful outcomes?

What’s the Problem with Top-Down CSR?

When organisations facilitatetop-down CSR approaches, there can be several consequences:

1. It doesn't stick

It can be challenging to get employees to buy in to CSR initiatives when they have not been part of the discussions or ideas This can lead to a lack of enthusiasm and low engagement.

2. It doesn't fit

Centralised CSR policies for multi-national organisations may not account for local cultural, social, or economic contexts. A one-size-fits-all approach rarely works for diverse teams or communities.

3. It doesn't motivate

When organisations initiate top-down CSR, it becomes a ‘should do’, not a ‘want to’.  This in turn creates a feeling of disconnect from employees and motivation to participate in initiatives falls.

Research indicates that not involving employees in CSR planning, but expecting them to ‘do as they’re told’, can prevent success or lasting impact. Employee participation is crucial in ensuring CSR is aligned with organisational values and societal needs.

Why Bottom-Up — and How?

The truth is, if organisations really want CSR to matter, they need to hand over the pens and invite their teams to help create something. This involves engaging employees at all levels in the development and execution of CSR initiatives. What this can look like:

1. Co-create

Encourage employee participation in identifying CSR priorities and creating ideas or programmes. Ask them what they care about. When employees perceive a strong alignment between their personal values and their organisation's CSR efforts, positive effects such as job satisfaction, organisational commitment, and loyalty are amplified.

2. Empower

Give teams ownership, autonomy, and the resources needed to lead CSR projects. This authority and accountability will enhance engagement and motivation.

3. Feedback

Celebrate the successful initiatives across the organisation and the people involved, and in addition, establish routines for regular feedback and dialogue to ensure that the CSR initiatives still align with employee values and community needs.

At Cegos, employee participation and ideas that align with employee opinions are valued. Recent small scale examples have included respective book and clothing swaps that have increased employee engagement and participation. Not only are people able to recycle their forgotten pieces, but they can reuse or repurpose other items for free. On a larger scale, an office-wide survey was recently sent out to hear our teams thoughts first-hand, and better understand which initiatives we should invest in.

Final word…

CSR is not about being told by senior leaders what should be done. It’s about creating a culture of meaningful ideas and long-term impact within organisations. It’s about finding out what is important to the people that build organisations, and supporting them to do something about it.

Want to seamlessly embed CSR into your organisation's ethos? Get in touch

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Expert

Alice Brackley

With a passion for empowering individuals and fostering personal growth, Ali is known for motivating and inspiring others to realise their full potential.

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