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A question of definition
This study concerns the way companies behave as ‘corporate citizens’, that is to say as members of
society showing responsibility and concern for others while exercising their rights to trade freely and
maximise long term value for their owners. As regards employees, such responsible behaviour
encompasses a broad range of operational issues including fair pay, a safe workplace, equal
opportunities and the promotion of diversity, and support for employee development.
It also encompasses a range of activities called corporate community involvement (CCI), that is
engaging with local communities, special interest groups and issues of concern in society, above and
beyond the day-to-day operations, often working in partnership with not-for-profit organisations.
Employees frequently play a central part in this activity, by volunteering their time and skills,
fundraising or donating through the payroll.
While this study touches upon the broad range of corporate citizenship issues, its special focus is
corporate community involvement. That is because such activity is, by definition, voluntary, and not
driven by immediate operational needs. As a discretionary expenditure, there is greater need for
companies to understand the wider role it can play in the business, and so manage scarce resources to
best effect.
Good Companies, Better Employees
The Corporate Citizenship Company
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Summary of Key Findings
Corporate community involvement programmes can play a significant role in addressing the key
challenges faced by human resources managers, leading to direct benefits to a company’s bottom line. 
If CCI managers are to make such a contribution, and to succeed in measuring it better, they have to
start by understanding the strategic HR goals of their organisations. What are the problems that are
really affecting the business, such as high staff turnover, absenteeism or poor productivity? 
Which groups are most affected: young new recruits, shop floor workers, or part-timers?
Once clear, CCI managers can then devise programmes that focus on those challenges and priorities,
and so better contribute to achieving the strategic goals of the organisation.
Until now, in the search for the ‘business case’ for community investment, CCI managers have tended
to take their existing range of activities and sought to show the HR impact they can have. Such benefits
can be described as ‘accidental’ rather than planned. 
This study is arguing that, if CCI is to be viewed as a ‘profit centre’ not a cost overhead, managers
should reverse the process, starting with the strategic HR objectives and designing community
programmes that help to achieve them, while still making a vital contribution to the community.