Corporate Social Responsibility (CSR) programs tend to encompass only external impacts on the communities within which a company operates. This is certainly important, however, often overlooked is the social sustainability within an organization. Peter Swinburn, the tall British CEO of Molson Coors, talked about how his company has embraced employee engagement resulting in 3.9 times earnings per share improvement at the recent Women’s Vision Foundation meeting in Denver, Colorado.
First, Swinburn recognized the astounding workplace bullying statistics that kill productivity and morale because people don’t perform when they are scared. Same gender bullying is most prevalent with 72% of men reporting workplace bullying. He meant to change this statistic within his organization.
Swinburn created three ‘signposts’ for morale improvement and increased employee engagement.
1. The right people in the right environment
Swinburn notes that hard work in the wrong job takes too much time to get a person up to performance par. They created “Our Brew” that includes four goals for all employees to find the right job within Molson Coors.
2. Two-way accountability
Molson Coors meets their employees halfway believing that if there is no self-accountability morale isn’t increased. However, people also want to know that others are trying hard, too, hence the company’s role in holding employees accountable.
3. Determining where they have competitive advantage
Swinburn believes they hold competitive advantage with their well-known brands and the quality of their people. Change isn’t expected immediately—most culture change programs take three years on average—but everyone, including Mr. Swinburn himself has a personal development plan within Molson Coors.
Mr. Swinburn had much more to say about step taken, including an internal and external marketing push to socialize the idea throughout the organizations and extend it to its stakeholders and customers. But the point I want to make here is that here is a CEO that focused on the people. He didn’t micromanage them, he created a framework for their success and a way for his direct reports to support their direct reports on down the chain to the last line employee.
That’s powerful. And the results prove it.