Internal Engagement for External Growth: Corporate Responsibility

The world is in a constant state of change and so are the ways frameworks and methodologies are developing to run companies and organizations in the most efficient way, Especially during the global COVID pandemic of recent years it became clear, that a high level of flexibility is needed from employers as well as employees sides in order to organize remote workspaces from home to keep the daily work activities flowing.

Many people adapted to the new situation of working from home and when it became time to go back to the pre-pandemic nature of going back to the office, heated debates sparked throughout the corporate environment of implementing remote workplace policies for better focus and more work efficiency. 

This is one of many examples of how in recent years it became increasingly important to dissolve the top-down decision-making structure in many aspects of the working life and include employees directly in the co-creation process of how they can function the best within the closed walls of their company and job responsibilities. 

This internal collaborative approach becomes increasingly important when defining values and frameworks between the company and its employees. It helps to not only increase employer satisfaction and contributes to higher physical and mental well-being in the work environment but also creates awareness of the needs of different social groups. 

The role of internal corporate responsibility

The term Internal Corporate Responsibility coins the active methods companies and organizations implement in their strategy which does not focus outwards on the market and the customer but inwards on their employers. 

The key to bringing a high level of Internal Corporate Responsibility is employee engagement, which places itself as one of the most important tools when it comes to a company’s success. Looking at economical growth in a circular motion, an organization can only succeed and develop, when all employers are working together in a balanced way toward the same goals. This can only happen if these goals are clearly communicated to everyone, while also the physical health and mental stimulation of the employees are being considered a high priority. If this is not the case, motivation, and work quality will drop, whereas the only way to ensure constant growth is to give the employers a say in how they can perform their work in the best way possible. 

Many companies make the mistake of sending out a survey once a quarter by asking in very broad terms about the work satisfaction of every person in the workspace without considering the different needs of different people individually on a more narrow scale. 

Through incorporating employer engagement as an integral strategical part, this model becomes reversed as the company actively encourages the employers to come up with suggestions on how to improve the everyday-work field in a meaningful way that contributes to the overall success and happiness of everyone. 

This way the company or organization grows from within through the motivation of the workforce to be actively shaping the internal structures but also from an external point of view as it overpowers its competition through inclusive and corporate-responsible internal practices. 

Using the White-Label Solution of the WeSolve framework makes these possible as it allows the company to collect ideas, suggestions, and data in an active way from the employees while also being able to specialize in different areas, in which engagement is needed. 

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