ATLANTA, July 2008 - The University of Georgia's Grady College of Journalism and Mass Communication has named Charles Hayslett, CEO of Hayslett Group, one of 58 alumni and other prominent communication professionals to its inaugural class of The Grady Fellowship.
The Grady Fellowship recognizes and honors those "whose lives and careers have contributed measurably to the national reputation the college enjoys," said Grady College Dean E. Culpepper Clark. The new recognition was created by the Grady Board of Trust, the college's advisory board.
Hayslett has also been named to the Board of Trust of the Henry W. Grady College of Journalism and Mass Communication at the University of Georgia. He holds an ABJ degree from the Henry W. Grady College of Journalism and Mass Communication at the University of Georgia.
Hayslett has also been named to the Board of Trust of the Henry W. Grady College of Journalism and Mass Communication at the University of Georgia. He holds an ABJ degree from the Henry W. Grady College of Journalism and Mass Communication at the University of Georgia.
Friday, July 25, 2008
Friday, July 11, 2008
CSR – The Emerging Role of Corporate Social Responsibility
What does corporate social responsibility (CSR) mean in today’s businesses? What does it mean to consider the interests of society by taking responsibility? What are the goals, challenges and benefits of implementing CSR? Account Executives Kari Hilyer and Katie Little heard three panel members’ insights to all of these questions and more at the PRSA Monthly Luncheon. Held at Maggiano’s Buckhead, Hilyer and Little went to gain a better understanding of what businesses are doing today to promote social responsibility and how to integrate these responsibilities into core competencies.
Panel members included Jami Buck-Swan, senior manager of Corporate Responsibility for Cox Enterprises, Caroline Counihan, community affairs manager for The Home Depot Foundation, and Lisa Britt, senior director of Corporate Communications and Corporate Responsibility for TBS, Inc. Bari Love, PRSA Advocacy Committee co-chair, moderated the dialogue.
Before CSR goals and strategies are put into action, a business – according to Buck-Swan – must first look at itself and its employees. A company must decide what issues are most relevant to the services it provides to society, and what it could, realistically, give back to the community.
For example, Cox’s biggest focus with CSR is the environment, by aiming to reduce its company-wide carbon footprint by 20 percent over the next decade. Their national program, Cox Conserves, was launched in effort to save 172,000 tons of greenhouse gas emissions. The Home Depot Foundation is dedicated to building affordable homes that are energy and water efficient for working families. TBS, Inc. focuses their efforts on education, art and the environment. They strive to initiate programs that make the world a better place.
As for measuring CSR achievements in relation to company goals, Counihan says tangible results are easier to evaluate than, for example the fulfillment in the families The Home Depot Foundation was able to help. Britt’s point-of-success with TBS is determined by a company-wide survey, which indicated high levels of involvement and project satisfaction. Buck-Swan noted that using employee statistics is a good way to gauge the effectiveness of a CSR program. After all, the employees have to support what it is the company is trying to give back. They are the ones who will make it work.
All three panelists saw eye-to-eye on educating and involving employees in regards to a company’s CSR initiatives prior to public release. Employees are unofficial daily ambassadors for their companies. It is vital that they are not only in the loop on CSR goals and strategies, but are also personally involved in implementation.
Just like every other aspect of business, the economy is affecting CSR programs. To preserve the quality and effectiveness of a program, Britt advises maximizing and leveraging all resources, not just financial ones. You have to find ways to do more with less. Counihan admits it can be difficult to pull together resources, but you have to stay committed and find a way to maintain your support.
Little said she walked away with a better idea of how companies can benefit from implementing CSR programs. “I think it’s great that companies - large and small – are taking responsibility and stepping up to help make communities and the society at large a better place.”
Panel members included Jami Buck-Swan, senior manager of Corporate Responsibility for Cox Enterprises, Caroline Counihan, community affairs manager for The Home Depot Foundation, and Lisa Britt, senior director of Corporate Communications and Corporate Responsibility for TBS, Inc. Bari Love, PRSA Advocacy Committee co-chair, moderated the dialogue.
Before CSR goals and strategies are put into action, a business – according to Buck-Swan – must first look at itself and its employees. A company must decide what issues are most relevant to the services it provides to society, and what it could, realistically, give back to the community.
For example, Cox’s biggest focus with CSR is the environment, by aiming to reduce its company-wide carbon footprint by 20 percent over the next decade. Their national program, Cox Conserves, was launched in effort to save 172,000 tons of greenhouse gas emissions. The Home Depot Foundation is dedicated to building affordable homes that are energy and water efficient for working families. TBS, Inc. focuses their efforts on education, art and the environment. They strive to initiate programs that make the world a better place.
As for measuring CSR achievements in relation to company goals, Counihan says tangible results are easier to evaluate than, for example the fulfillment in the families The Home Depot Foundation was able to help. Britt’s point-of-success with TBS is determined by a company-wide survey, which indicated high levels of involvement and project satisfaction. Buck-Swan noted that using employee statistics is a good way to gauge the effectiveness of a CSR program. After all, the employees have to support what it is the company is trying to give back. They are the ones who will make it work.
All three panelists saw eye-to-eye on educating and involving employees in regards to a company’s CSR initiatives prior to public release. Employees are unofficial daily ambassadors for their companies. It is vital that they are not only in the loop on CSR goals and strategies, but are also personally involved in implementation.
Just like every other aspect of business, the economy is affecting CSR programs. To preserve the quality and effectiveness of a program, Britt advises maximizing and leveraging all resources, not just financial ones. You have to find ways to do more with less. Counihan admits it can be difficult to pull together resources, but you have to stay committed and find a way to maintain your support.
Little said she walked away with a better idea of how companies can benefit from implementing CSR programs. “I think it’s great that companies - large and small – are taking responsibility and stepping up to help make communities and the society at large a better place.”
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