A few questions from our audience were left unanswered as our allotted time came to a close. Angela and Chris were kind enough to answer these questions offline. In part two of this two-part series, I’m pleased to share these additional insights from Angela and Chris.
Q: How aligned does volunteerism need to be with a company’s funding focus areas? We have employees who want to volunteer for causes the company does not fund. Does this matter?
A: Most people in your company are not involved in the community. In fact, only 25% of Americans formally volunteer. If you limit volunteer opportunities strictly to your company’s desires, you make the tent smaller than it already is.
Generally, providing three tiers of volunteer opportunities can help satisfy the company, your employees, and the community. Here’s one way to structure that:
- Tier 1: Signature Programs – Big events that match a specific cause with the company’s strategic focus. For example, a bank’s signature program could be financial literacy.
- Tier 2: Community Programs – Smaller, community-focused events that match a specific cause with a social or environmental issue in a community. Many large companies have offices all over the world. Community programs need not be related to the company’s giving focus, but should have direct local proximity to the cause.
- Tier 3: Employee Choice – Causes that matter to employees.
When you allow employees to follow their passion/pet causes, they will more likely want to get involved in events featuring the company’s focus. Generating this “quid pro quo” could end up boosting support for your signature programs.
Q: Do measurements such as Social Return on Investment (SROI) look at the impact of volunteering?
A: There are a number of measurement experts in the field. Two that come to mind are VeraWorks and True Impact. Strong SROI measurement tools do include the impact volunteering has on the beneficiaries and the community. We encourage you to explore some of these models and adapt them to what you need.
One recent advancement in the measurement space is determining the benefit volunteering has on the company. A group of companies in Canada recently launched a project to tie volunteering to retention rates and employee satisfaction scores; the hope being that knowing the financial impact of volunteering can help boost internal budgets and support for more community activity.
Q: How can you maximize the passion of really engaged employees?
A: A key attribute of transformative volunteer programs is the role of the “third-stage volunteer” (aka “Champion”, “Ambassador”, “Guide”). In any given company, approximately 6% of employees fit this model – and you can tell them a mile away! They are always passionate about volunteering, always supporting local causes, and always asking you to sponsor the next run, walk or bikeathon.
The best way to maximize the passion of these individuals is to elevate them to a leadership position. Their highest level of contribution may, in fact, be bringing others along for the ride. And they want nothing more than to share the transformative experiences they have had already. They’ll love you for it – and they’ll return the favor by digging deeper into their “passion” reserves!
Thanks, Angela and Chris!
Angela and Chris also contributed a chapter on this topic to VolunteerMatch’s new book. Learn more.