productive and put extra effort in for those organisations.Independent research carried out of UK employees backs this up. Over half (57%) want their employers to do more for CSR and tellingly 63% said that paid time off during working hours to commit to charitable initiatives would significantly improve their engagement with the company. The benefits cited of this improved engagement includes them taking 3.5 fewer sick days and staying in the company longer than disengaged employees. Furthermore, over half of employees (51%) actually believe their company has a duty to commit to charitable acts and CSR.Tangible, not fluffyThese are real and tangible business benefits which belie the notion that CSR is a fluffy concept that doesn't deliver business value. But it does have to be done in the right way else the benefits won't be realised. What is the right way? This list covers the basics:Planned one off initiatives don't work and can be time consuming. It is better to spread CSR initiatives throughout the year so they occupy around 1% of an employee's time. This equates to around two working days a year which should be do-able for companies of all shapes and sizesRelevant to job role where possible it's always better to undertake volunteering positions relevant to the skills and professional goals of that employee as this will deliver more value for the charity involved and help the employee learn new skills. As an example, at Leap one of our clients is an IT services company. It conducts voluntary activity for a charity that helps young stroke sufferers re-gain the IT skills that many lose after their illness. It's been very successful and this IT expertise is valuable in coaching them back to health and volunteers learn about usability issues applicable to their job role.Involve as many people around the company as possible, including the boss CSR isn't as effective, or indeed as fun, when only a few people within the company do it. Sharing experiences helps improve motivation and engagement. Companies should consider building CSR metrics into employees' objectives; this provides them with an indication of the value that the company places on voluntary activities.Government recognises the importance of employee engagementThe Government has recognised that employee motivation in the UK is generally an issue. In March this year the Department for Business Innovation and Skills (BIS) launched the employee engagement task force. In collaboration with companies including BAE Systems, BT,Sainsbury's and Boots, it aims to improve employee motivation and drive growth in the UK, amid a backdrop of rising unemployment and industrial unrest. Employment relations minister Edward Davey said: "Employee engagement is essentially about growth".Of course, we can't say that CSR holds all of the answers but the statistics do point to a more engaged workforce meaning a bigger bottom line. Certainly if one considers the relatively small investment of engaging 1% of an employee's time and energy into the company's commitment to the community and the environment, compared to the hugely unprofitable impact of having a disengaged workforce, then it makes engaging staff in CSR and sustainability a