Home/Uncategorized/Framing Efforts and Connecting Priorities : Sustainability Engagement Strategy into Action

Framing Efforts and Connecting Priorities : Sustainability Engagement Strategy into Action

In an earlier post we discussed the first steps of framing a sustainability engagement strategy, by identifying relevant employee segments for your organization. This also involves deeply understanding the characteristics, interests, knowledge of sustainability, pain points and motivations of these segments. . With this level of clarity, we can create more effective messaging and program activities that resonate with employees. You can read more here in the previous post on identifying employee segments.

So once we identify relevant employee segments, how do we use this information? How do we then connect these segments with overarching strategic priorities and focus areas? These are critical questions and are at the core of effective programing.

Since each organization’s context can vary greatly; strategic planning needs to be based on relevant company structure, culture and circumstances. This step is where companies often lose clarity and struggle with translating their strategy into an action plan that truly reflects their strategic priorities and purpose.

So how can this be addressed? Creative mapping: this involves identifying key strategy components and overlaying them to create a clear road map to translate your strategy; essentially, a clarifier tool that allows you to be ultra focused and intentional when planning your program.

What could creative mapping look like? Here is a glimpse of a section of Engage International’s clarifier tool, where we have overlapped employee engagement segments with strategic focus areas. By doing this we are able to map out a program that is representative of the percentages from each employee group while identifying activities under each focus area. We can fill in the blanks to make sure we have program activities that correspond to each cross-referenced section. From here we can also map out next steps to identify employees from each segment and provide challenges or actions to take employees to the next level of transformation.



Engage International has developed the tool featured in this post.  It’s an adaptable clarifier tool that assists organizations in translating strategy into effective, actionable programs. Essentially it clarifies, in a “snap shot”, all the moving pieces and how to navigate through them, from your employee segments, strategic priorities, program topics and engagement methods to addressing all of the relevant theories and models involved in implementation. It’s a solution to effective, impactful planning, implementation and measurement of your sustainability engagement initiatives.

To learn more about translating your strategy into effective programming through creative mapping, join us on Wednesday June 1st at 12 pm EST, we will be hosting our SEEN Talks Session: Strategy into Action.

We will be talking about “engaging” the “disengaged”.  Are you challenged with engaging internal and external stakeholders who have no apparent interest in sustainability?

In this open discussion learn from your colleagues in the field –

  • Models for understanding different stakeholders so you can get their attention and involvement in your sustainability efforts.
  • Framing your efforts so they will resonate with the folks you want to engage.
  • Connect your program with your corporate strategy and priorities using Engage International’s  “Sustainability Engagement Clarifier Tool”.

In preparation for our SEENTalks session, we are asking participants to think about the following questions for discussion:

If you were to deeply engage employees in your organization and could break down those who participate into segments:

  1. What could those segments look like (maybe aim for between 3 -4 segments)?
  2. What characteristics would you associate with each segment?  What avenues could you use to identify these segments?

Creating these employee segments is a useful exercise, but:

  1. How can we then frame our messaging and create activities that also focus on what employees are passionate about or are interested in?
  2. In some organizations, many employees feel that sustainability engagement should only focus on improving environmental impacts and therefore there is less participation in socially based initiatives.  What do you think about this?  Do you have this issue?  What could be done to shift this view and trend in participation?
2017-04-11T20:58:40+00:00 Uncategorized|0 Comments

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