Limitations of the Study
As with any empirical study, this Global Benchmarking Study has a number of limitations. First, it is labeled a “global” study because of the geographic diversity of companies (headquartered in 50 countries) and respondents (located in 60 countries). However, South America is not represented; therefore, one cannot generalize the findings to that part of the world.
Second, respondents were used as a proxy for their company. As a result, the Duty of Care baseline and benchmarks that were obtained for companies are based on the perceptions of the respondents who are employees at these companies. These perceptions are based on their functional role, level in the company and geographic location. They may have a particular view of Duty of Care as it relates to their employer. They may also be unaware of their company’s Duty of Care practices (and reduce the baseline), or may have a certain amount of social desirability to showcase their employer in a positive light (and increase the baseline). To help alleviate this concern, multiple respondents in a same company were allowed to complete the survey (which happened infrequently and their results were pooled for their company). Analyzing the findings, based on respondent characteristics (functional role, level, and geography), did yield a certain amount of statistically significant differences.
Third, because the Duty of Care topic is still in its infancy, and this study is believed to be the first comprehensive empirical study of its kind, the reliability and validity of the instruments is still in an exploratory stage.
To rectify the above limitations, future research should include respondents and companies from each region of the world (e.g., South America), and multiple respondents with different functional backgrounds from each company, including affected employees who work across borders. Follow-up research will also enable the refinement of the Duty of Care checklist and include new practices as they emerge.
As with all data, these results are contextual and must be placed into a framework of time and place. World events, both probable and uncertain, are likely to continue to impact employer and employee awareness, as well as the implementation of savvy Duty of Care practices. New technology, security and health care advances are also likely to enable new and improved Duty of Care initiatives. Current best practices that only a few companies currently master are likely to be adopted by others and then eventually become mainstream.
Employer Duty of Care is not a passing phenomenon for companies operating globally whether they are corporations, NGOs or international government organizations. Many factors are pushing Duty of Care into the forefront because CSR is likely to increase its hold on global companies. For example, Duty of
Care regulations and legislation are likely to rise beyond the West and into the rest of the world. Meanwhile, continued global mobility will be required from employees and they will demand it more from their employer.
The notion of employer Duty of Care and employee Duty of Loyalty is likely to become a central feature of talent management for which everyone in the organization carries responsibility.
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