How do you add CSR to your communication plan?

Incorporating CSR into your communication plan is a strategic step, but it's not the sole solution. It's imperative to proactively identify opportunities for genuine improvement in practice. Authentic CSR goes beyond mere message alignment; it strives for concrete, tangible impact.

Do not fall in the trap to add CSR, just for the sake of having it. CSR should be part of your strategy. Most of the times, it is not. It is just a plain activity that is intended to contribute the brand only. Or following a current trend, in being active for a certain (popular) cause.

Every organization needs to stand for something bigger than itself. That isn't CSR, its strategy. If you are adding in CSR later (i.e., philanthropy or wind power carbon offsets), trying to reverse engineer a mission, vision or values then you have already lost because you are trying to communicate your way out of a business strategy problem.

What's it delivering? That's the sole question. You can communicate as much as you like about your business's CSR activities and, potentially, bore your audiences rigid. Instead, build a narrative around the results. What's different, what has changed as a result of your approach to CSR? This will encourage buy-in from stakeholders more than simply setting out intangibles.

To add CSR to your communication plan, you should start by identifying your organization's values and goals. Then, determine how you can align your CSR efforts with these values. Next, create a strategy that includes specific initiatives and goals for your CSR program. Finally, communicate your CSR efforts to your stakeholders through various channels such as social media, press releases, and events. By integrating CSR into your communication plan, you can enhance your brand reputation, build trust with your stakeholders, and demonstrate your commitment to social responsibility

Aligning CSR with the company's purpose is important. Companies have to play to their strengths. The importance of defining clear communication objectives + outcomes cannot be overstated. It serves as the compass that guides not only CSR efforts as earlier but, also the overall ESG strategy for meaningful internal and external impact. Equally significant is the establishment of robust measurement and evaluation mechanisms i.e. an outcome-based strategy - behaviour and habit change is the north-start but increase in awareness, understand and change in perception are critical too.

Crafting a key messaging strategy in line with the purpose and goal of the initiatives is the most fundamental task. It should be wrapped in authentic storytelling to motivate the target audience. Unless the message motivates, organisations cannot build communities and tribes that are driven by shared ideas, purpose, and actions.

Drawing from my experience, I've found immense value in adopting a 360-degree communication approach. This holistic perspective not only encapsulates a diverse mix of channels but also underscores the power of leveraging employees as brand ambassadors. This often overlooked "internal channel" can significantly amplify our communication efforts, especially in an era where trust and authenticity are paramount. Harnessing the collective voice of the workforce can be as influential, if not more so, than traditional channels. The synergy of internal and external communication efforts, from newsletters to employee advocacy on social media, can be a game-changer in stakeholder engagement

Agree with Mateus Mosse that having a 360-degree approach is critical. That includes when you are setting and implementing CSR goals, not just when you are cheering your successes. Employees who are engaged and involved and feel like they have a "purpose-driven" role in your organization are your best ambassadors.

How do you add CSR to your communication plan? You don't. Treating CSR as a stand alone tactic is the wrong approach. CSR should be at the foundation of an external engagement, issues management, stakeholder engagement and corporate reputation plan. CSR is table stakes in 2023. Not a nice to do tack on, its a need to do to maintain license to operate. Its the minimum price of entry.

While CSR has been at the centre of a company's core brand purpose, the larger ESG strategy has to take over. The overall lens has to be ESG-driven goals in the new shareholder-focussed paradigm. CSR is one component of the larger piece. To build credibility and trust, the organisation has to be authentic and deliver on its ESG-centric strategy, and avoid all forms of greenwashing.