Previous research by Bhattacharya and Sen (2004) has shown that informing stakeholders is the only way to positively influence stakeholders' attitudes and behavior regarding the organization and its CSR policies and/or commercial activities. The positive influence of the attitude and behavior of stakeholders is also important: organizations want to attract highly skilled and qualified workers. This is important because “the success of a company ultimately depends on the type of employees who work there (Blackman, 2006, p. 367)”. Theories of person-organization fit play an important role when organizations want to attract new employees. Person-organization fit, abbreviated to PO fit, is a popular theory, however its origin is unclear. “P–O fit models have become increasingly popular as explanations of organizational attraction and choice during the last decade (Kristof, 1996, cited in Roberson, Collins & Oreg, 2005, p. 324).” PO fit is defined as “the compatibility between people and organizations that occurs when a) at least one entity provides what the other needs, or b) they share similar fundamental characteristics, or c) both (Kristof, 1996, as cited in Ambrose et al., 2007, p. 324)”. The organization offers employment opportunities and this is exactly what potential employees need. Beyond that, an organization's characteristics can help attract potential employees, when the organization's characteristics align with the potential employee's characteristics. The core of PO fit is the "right" fit between the values ​​of individuals and the values ​​of organizations. Potential employees will prefer to work in organizations where organizational values ​​align with their own values ​​(Cable & Judge...... middle of paper ......n within organizations. Journal of the American Academy of Business, 5 , 52-63.Roberson, Q.M., Collins, C.J. & Oreg, S. (2005) The effects of recruitment message specificity on candidate attraction to organizations, 19 (3), 319-339). , A. (2010) Over de creative generatie en werk. This is Des'ree level, zij gaat de areld veranderen. De Delta Loyd Groep, Q2, 4, 40-43. (Doi number is not known). Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reaction to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 27, 537-543. doi: 10.1002/job.380.Steers, T. M., Mowday, R. T., & Shapiro, D. L. (2004). Introduction to the special topic forum: the motivation theory of the future of work. The Academy of Management Review, 29 (3), 379-387.