Turning Insights into Action: How Disruption Shaped a New Era of Employee Volunteering

Part 2 of a 3-part series on the evolution of employee volunteering. Revisit the introduction and part 1.

When the COVID-19 pandemic swept across the globe in 2020, it didn’t just change how we work, it reshaped how we live, connect and contribute. Offices closed, communities faced heightened needs and the systems we once relied on were tested in real time. This moment also marked a turning point, as businesses and communities alike responded to the call for community change by working to rebuild trust and broaden opportunities for all. Employees across generations and geographies began demanding more from their companies: more accountability, more empathy and more action.

Over the past five years, significant shifts have sparked innovation and reshaped the role of volunteering in the workplace. Disruption was the spark, sure, but a mindset change was the fuel. Many CSR leaders adopted a powerful belief: there is no growth without change, and every change brings opportunity. That shift, viewing a challenge as a catalyst, has led to a more human-centered, intentional approach to employee volunteering.

A NEW DEFINITION OF VOLUNTEERING EMERGES

Before 2020, volunteering in the workplace was often centered on structured, in-person events with nonprofits. But in the face of public health restrictions, CSR leaders were forced to think differently.

Virtual volunteering became a lifeline, not just a stopgap. Employees mentored youth online, wrote letters to frontline workers and connected with isolated seniors. Everyday acts of kindness like delivering groceries or helping a neighbor were embraced as valid and valuable contributions. Crowdfunding surged as a way to meet community needs, while hybrid volunteering became both common and complex. This broader view of what “counts” as volunteering helped democratize engagement, opening the door for more people to participate regardless of role, schedule or location.

THE RISE OF EMPLOYEE VOICE AND COMMUNITY-CENTERED ACTION

The post-2020 landscape saw employees stepping into new roles not just as volunteers, but as activists, advocates and advisors. For the first time in history, all five generations were in the workplace at once, bringing with them diverse perspectives and expectations. Employees increasingly sought to align their personal values with their professional lives, pushing companies to show up authentically and consistently in their communities.

This period also gave rise to community-centered approaches to volunteering marked by a deeper understanding of power imbalances, a growing embrace of trust-based philanthropy and efforts to unburden nonprofit partners from extractive or performative models of engagement.

Mental health and well-being also took center stage. Volunteer efforts expanded to include opportunities for personal reflection, meaning and connection—focusing not just on what employees could give, but also what they needed to thrive.

LEADING INTO 2025: A STRONGER FOUNDATION

The disruptions of the past five years didn’t derail employee volunteering. They strengthened it. We now see companies embedding volunteering into their broader strategies by aligning service with business priorities, organizational values and social outcomes. There’s greater attention to measurement, responsible storytelling, integration with ERGs and building community resilience alongside an understanding that impact isn’t always immediate or visible.

• This work is happening in the context of a dramatically shifting environment. Today, we face a new set of challenges:
• Political polarization is seeping into the workplace, with companies under pressure to either take a stand or remain neutral on complex societal issues.
• Backlash to efforts around belonging and sustainability is creating hesitation, even as employees and communities continue to value these commitments.
• The workplace itself is changing, with hybrid and remote models becoming the norm, challenging traditional engagement strategies.
• AI is emerging as both a powerful tool and a cultural disruptor, reshaping how we work, communicate and make decisions.

These pressures can feel overwhelming. But they also represent an opportunity to reimagine how we engage employees and support communities. We’re seeing leading programs respond by:

• Designing community engagement around nonprofit needs, not just corporate objectives.
• Empowering employees, especially ERGs and grassroots leaders, to drive engagement from within.
• Offering flexible, virtual and skills-based opportunities that reflect today’s workplace realities.
• Using AI to personalize and streamline experiences, while maintaining ethical boundaries and human connection.

This is not the time for retreat. It’s the time for boldness—grounded in purpose, equity and care. The future belongs to those who lean in, listen deeply and design with intention.

TURNING INSIGHTS INTO ACTION

Change has accelerated progress rather than delayed it and meeting the current moment requires leaders who act with courage and conviction. Use what we’ve learned from the recent past to align your programs with the current needs of employees, community partners and society.

• Evaluate accessibility: Can employees regardless of role or work setting engage meaningfully in creating positive change? Are senior leaders actively championing your volunteer time off policy and are middle managers putting that commitment into practice?
• Check power dynamics: Are your volunteer programs co-designed with communities, not just for them? Shift from transactional relationships to trust-based partnerships.
• Explore responsible AI integration: Leverage AI to personalize and to streamline tasks but keep human connection at the core. Use automation for efficiency, not empathy.
• Measure what matters: Move beyond counting hours and start assessing outcomes. Prioritize metrics that reflect community benefit, employee development and business value.
• Embed equity into decision-making: Ensure your programs reflect a wide range of identities and lived experiences. Audit who’s shaping your initiatives and who’s being left out.
• Normalize purpose in workplace culture: Make volunteering and civic action part of what it means to grow and lead in your organization. Recognize servant leadership as a core competency.
• Prioritize internal collaboration: CSR doesn’t live in a silo. Break down barriers between departments like HR, Operations and even Compliance to build unified, employee-powered strategies.

LOOKING AHEAD

The path from 2020 to 2025 wasn’t linear, but it was transformative. Along the way, change challenged assumptions, surfaced new possibilities and opened doors to innovations we couldn’t have predicted. We’ve entered an era where CSR leaders must navigate through increased scrutiny, cultural division and rapid technological evolution. But these forces are also creating space to build smarter, more responsive and more inclusive volunteer programs.

We’ve seen what’s possible when companies listen deeply, respond with integrity and courage and equip employees with tools to lead real change. The next chapter of employee volunteering will reflect not only the realities of today, but also the opportunities and the growth that only disruption can make possible.

Up Next: In Part 3 of this series, we’ll explore how today’s most forward-thinking CSR practitioners are preparing for what’s next by setting bold goals, deepening community partnerships and redefining the future of work through volunteering.