Guest post by Emily Rothberg
This post originally appeared on Emily’s Blog.
More and more companies are offering paid volunteer time off (VTO), with the CECP 2014 Giving in Numbers Report showing 59% in 2013, an 8% increase from 2010. And, the business case for employee volunteerism is beyond well-documented.
So, why aren’t employee volunteer programs standard practice? Two business challenges can undermine the best of intentions: Determining what counts, and determining the end game.
If a company’s employees volunteer, does that a program make?
How a company decides to track and report time, or recognize and reward employee volunteer efforts, matters. If my manager allows me to leave work an hour early to prepare a meal for a homeless shelter, and I make up that hour by coming in early the next day, is that a program? If I plant trees at my daughter’s school and input those hours in the company’s volunteerism platform, should the company get credit for the activity? And, if the answer to these scenarios is yes, does any company not have a volunteer program?
On the other end of the spectrum, if what counts are only activities aligned with a company’s strategy, or managed by the corporate citizenship/ CSR staff, such as a company day of community service with a pre-approved menu of activities, and my supervisor is strongly encouraging my participation, have I been “volun-told?” Have we messed with the entire spirit of volunteerism?
What’s the End Game?
If a company hasn’t outlined its employee volunteer program goals and defined how to measure success, does that company have a strategy?
Take the practices of rewarding and recognizing volunteers with paid time off and/ or funding (“dollars for doers”). Yes, employees and their nonprofit partners are grateful, and the whole notion feels democratic, as everybody’s effort counts, and no single activity is deemed more worthy than the next. But, while $250 matching gifts surely help smaller nonprofits operate day-to-day, donations of this size don’t add up in the societal impact equation. Can a company looking to make a significant impact, or even distinguish itself with stakeholders, accomplish those goals with a basic “follow-your-passion” strategy?
For those who take on the employee volunteerism challenge, does every company deserve bragging rights? How about two criteria for assessing success:
Core Business Practice
While the cliché “it’s part of our DNA” has become ubiquitous, volunteering at top companies is truly a year-round, CEO-to-intern component of a company’s business. Beyond enthusiastic tweets on annual days of service, executives serve on nonprofit boards and lead pro bono initiatives. Employees such as line workers, who don’t typically have an easy time leaving their work place, have options for meaningful volunteerism. When HR recruits on campuses, and managers speak with customers, giving back through volunteer time is framed as a core business value.
In sum, the company’s volunteerism rules of the road for what counts and how it’s counted are spelled out clearly. The company adopts and communicates consistent standards of conduct and appropriate risk mitigation measures.
In leading companies, the CSR department doesn’t own employee volunteerism – volunteering is everybody’s business. Rather than passive recipients of a top-down corporate strategy, employees play an active role in developing and executing employee volunteerism guidelines and programs.
In these companies, employee volunteerism is a component of a larger corporate citizenship strategy, and options range from episodic, hands-on volunteering to deep, skilled volunteerism. Companies view their employees as their greatest asset and actualize that mindset by developing their next generation of leaders through nonprofit board service or pro bono engagements. These human-capital volunteer activities also address the nonprofit sector’s most mission-critical needs and long-term viability challenges.
The reality is this: Companies face tough choices in designing and operating effective employee volunteerism programs. Best practice programs engage employees’ heads, hands, and hearts to drive business value and maximize social impact. The end goal isn’t easy to achieve, but it’s a vision worth working toward, and surely one within our grasp.
Emily Rothberg & Company helps companies thrive by donating their time, talent and treasure. It also helps nonprofits grow corporate support for greater impact. In her blog, Emily shares insights from her years inside corporate America, intertwined with thoughts from her clients, as well as long-time colleagues.