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Krauthammer in the press
If you are interested in receiving a copy of a press article, please contact Karoliina Rasi-Hedberg
Training Journal, 18 August 2009
Managers must practise basic people skills, warns research - Managers who are expecting employees to “weather the storm no matter how poorly they are managed” must think again, writes Training Journal about the results of Krauthammer’s latest management behaviour research. The study of employees across Europe has revealed that their commitment to their organisations is “worryingly low” and their job satisfaction is “fragile”.
Corporate Finance Review, July/August 2009
Making Financial Sense of the Corporate Societal Responsibility
Corporate Finance Review published an article written by Steffi Gande, the co-head of Krauthammer’s Research Department, Fabienne Fortanier, Assistant Professor, University of Amsterdam Business School and Rob van Tulder, Professor of International Business-Society Management, School of Management, Erasmus University. Profitability is obviously something every company seeks. Financial executives who have responsibility for the bottom line might be tempted to see corporate societal responsibility (CSR) as a cost, and something to be dispensed with in the name of shoring up the accounts. Whereas in fact, CSR programmes can have a major positive impact on profits, the article states.
Five potential gains of CSR that are discussed in the article in detail include:
- Consumer, client and invester demand.
- CSR builds brand equity.
- CSr can attract and retain talent.
- CSR makes financial sense.
- CSR holds the key to the crisis.
Training & Development, July 2009
Sustainable expectations. Corporate social responsibility certainly connotes a feel-good intention, but it also sounds deliberately vague – a catch-all phrase that has enough loopholes for companies to easily slide through them, writes Training & Development. “People are individually much more adaptable to climate shifts”, says Ronald Meijers, co-chairman of the board of Krauthammer in the interview. “Suddenly “green is good” rather than “greed is good” but that shift happened only two years ago, and it takes a while for companies to change their preferences and politics today”, he concludes.
"Corporate Social Responsibility: what’s it worth?" asks Personnel Today in the article discussing the state of CSR in today’s companies. Although corporate social responsibility (CSR) is often seen simply as philanthropy by a different name, it is more broadly defined as how companies manage their business processes to produce a positive impact on society. "The focus on financial incentives for consumers and corporates alike, a lack of regulation in many markets, and a general 'shortermism' are at the root of much of our current problems. Longer-term systematic approaches to CSR - involving all relevant actors - will be vital," says Steffi Gande, co-chair of Krauthammer research department who is interviewed in the article among other industry representatives.
Enterprisemagazine, 24 April 2009
“Corporate CSR not impressing the internal customer”, reports Enterprisemagazine about Krauthammer’s study on CSR practices.The survey, conducted in collaboration with experts from the Universities of Amsterdam and the Erasmus University of Rotterdam, examines the employees’ point of view on their organisations’ CSR practices - what do employees expect and how well are those expectations met.
British Chambers of Commerce, 17 April 2009
“Employers need to focus on CSR” need to focus on CSR”, writes British Chambers of Commerce covering Krauthammer’s latest study. A new survey, examining 16 specific areas of CSR practice, has found employees believe their organisations are underperforming. Organisations engaging in CSR schemes aim to carry out economically sustainable business activities with a focus on ‘People, Planet and Profit’.
Training Magazine, 17 April 2009
"Organisations should practice the belief that the economy and the ecology are one thing." So say employees in a new Krauthammer study surveying employees' experience of their organisations CSR (Corporate Societal Responsibility) practices -Training Magazine writes about Krauthammer’s latest study on CSR. And yet, only 26 percent of companies seem to agree, according to those surveyed.
Director Magazine , 17 April 2009
“Promoting CSR is almost as important as practicing it” reports Director magazine on Krauthammer study on companies’ CSR practices.
For Corporate Social Responsibility (CSR) projects to be effective, it helps to get your employees onside. If companies can't convince their own staff, they stand little chance of impressing other stakeholders. But according to research by Krauthammer, employees are increasingly unimpressed by their companies' CSR efforts. Around half of the companies surveyed were either failing to communicate CSR strategies effectively or, worse, were "reactive or inactive".
TrainingZone.co.uk, 1 February 2009
“Leaders seen as priority for development” reports Trainingzone.co.uk on the results of a probe conducted by Krauthammer in late autumn 2008.
More than half – 55%- of international business plan to defend their investments in 'behavioural development' programmes in areas such as leadership, management and sales and 42% even planned to raise development budgets. On the downside, 20% say that they will cut their budgets.
American Society for Training & Development, ASTD 29 January 2009
80% of international businesses feel relatively resistant when it comes to the worsening business climate. The official blog of ASTD (American Society for Training and Development) covers the latest probe conducted by Krauthammer. 55% will defend their investments in “behavioural development” programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets.
Training & Development, January 2009
Training & Development reports on Krauthammer study on “self-connectedness” at work. Knowing oneself is not just an individual strength, it can benefit the organisation at large, T&D writes. When organisations allow employees to take stock of their own mental wellbeing, they are investing in the long-term health and productivity of their talent pools.
Employees who have integrity and use intuition are more resistant to stress, so enhancing their performance at work, writes HR Magazine about Krauthammer study on “self-connectedness”. Fewer than on in five employees agree they can fulfil their full potential in the workplace and half believe their boss will be unsympathetic if they admit they are feeling mentally stressed, HR Magazine says.
Economist Intelligence Unit, 4 September 2008
Does strategy belong to a few – or to everyone? Economist Intelligence Unit publishes Krauthammer’s Senior Partner and Co-Chairman of the Executive Board Ronald Meijer’s article on successful strategy-making. Too often, strategy sessions result in rational compromises by management based on figures, percentage of growth and a bottom-line of profits. The resulting strategy for the coming year is an impressive, but impractical, document that no one follows – a “paper tiger” without power. Read the article.
Line managers fail to live up to expectations, reports Personnel Today about Krauthammer Observatory management study. People leaders do not adequately analyse situations, involve their teams in solving problems, admit their mistakes or seek feedback. “Like parenting, management is very difficult to do well and is both undervalued and under-supported. This is a mistake, management is about people’s lives – it is simply too important to neglect”, says Ronald Meijers, Senior Partner and Co-Chairman of the Executive Board.
The Times online, 17 July 2008
What not to do when managing your time. Sadly for those chasing greater productivity, it’s impossible to squeeze more hours into the day or wring more minutes from the hour. The Times online writes about time-management. Relying on “Big Brother” techniques does not always work. “Sales managers at a major chemical company introduced a weekly call-planning sheet to make sure that staff were pulling their weight, says Anderson Hirst, a Senior Consultant at Krauthammer. “Everyone filled in the details of their planned work, thus reassuring bosses that work was happening. It seemed effective management control tool until complaints from a customer who had not seen their rep for months. It turned out he had been falsely completing the form for nine months, during which time he had se up his own business”.
If you are interested in receiving a copy of a press article, please contact Karoliina Rasi-Hedberg