Turning Insights into Action: Designing the Future of Employee Volunteering Together

This is the last post in a 3-part series on the evolution of employee volunteering. Revisit the introduction, part 1 and part 2.

The disruptions of the past five years have done more than challenge the status quo; they’ve revealed the power of business to drive purpose alongside profit. As we look ahead, the question isn’t how to return to what worked before, but how to design something better for everyone. What we build next will shape not only our programs, but the broader role of business in society.

Employee volunteering is being reimagined by those willing to rethink everything—how we structure volunteer time off, how we build partnerships and how we use AI to uncover insights, create efficiencies, and grow impact. Volunteering is no longer something to “fit in” to the workday. It is part of what makes work meaningful.

This evolution is also being fueled by the rising generation of employees who see social impact as essential, not optional. They expect their employers to align with their values and provide real opportunities to lead change. For programs to stay relevant and resilient, we must channel that energy while letting go of outdated models and building on what has created connection and credibility.

Now is the time to embrace forward-looking practices rooted in shared purpose, inclusive leadership, bold ambition and relevance. The future will be shaped by those willing to set transformative goals, foster authentic collaboration and treat the changing workplace as a catalyst for lasting community impact.

What principles will we take from the past and the current moment to serve our communities in the future?

• Shared Ownership: Leadership is no longer the sole responsibility of CSR teams. In the most resilient and successful programs, it’s distributed enterprise wide. Employees, from ERG leaders to frontline staff, are helping drive positive change backed by infrastructure that empowers them. Community members and nonprofit partners are no longer passive recipients; they’re co-creators. This collaborative approach builds relevance, relationships and long-term impact.
• Integrated Cross-Functionally: Employee volunteering can no longer be siloed. It must be woven into business strategies, talent development, sustainability goals and well-being initiatives. When it’s part of a cohesive whole, it delivers greater outcomes for business and society alike. Volunteering becomes a tool not only for external impact, but for cultivating inclusive, connected and purpose-driven workplaces.
• Reciprocity: The future of volunteering doesn’t only serve the community; it serves the employee volunteer, too. Done well, it supports learning, development, connection and resilience. Volunteerism is a platform for purpose-driven growth, where giving and receiving are equally valued.
• Flexibility: Today’s workforce is mobile, global and hybrid. Employee volunteer programs must reflect that. It needs to meet employees where they are with multiple modes of engagement: virtual, in-person, individual, team-based, traditional, skills-based, episodic and ongoing. Flexibility shouldn’t be extra; it should be expected.
• Enabled by Technology: AI, personalization and automation are reshaping how we connect people to purpose. Smart tools can reduce administrative burdens and decision-making time. They can personalize experiences and expand access. But innovation must be grounded in ethics. We must use technology to enhance and not replace the human connection at the core of volunteering.
• Rooted in Trust: Metrics matter, but relationships matter more. Programs that are extractive or performative are giving way to those that prioritize mutual respect and accountability. Trust is built when nonprofit partners are invited to shape, not just receive corporate support. Deeper partnerships mean shared planning, co-investment and long-term alignment on community-defined goals.

TURNING INSIGHTS INTO ACTION

The future won’t be built by chance. It will be shaped by leaders willing to question long-held assumptions and act with purpose. That means reevaluating even our most established practices from what counts as volunteering to how we capture and communicate impact.

It also means committing to courageous, measurable goals. Not just to increase participation, but to increase equity, resilience and systems-level change.

Here are a few tactical moves to build a stronger foundation:

• Center Equity in Every Decision: From who gets to volunteer to which communities receive support, continuously audit for bias and actively expand access.
• Prioritize Nonprofit Voice: Invite nonprofits into the design process. Build feedback loops that ensure they shape your initiatives, not just report on them. Value their insights, expertise and time as much as your own.
• Balance Moments with Momentum: While single-day volunteer projects can serve as an entry point, build enterprise awareness and galvanize employees around a shared vision; impact also comes from deeper relationships. Invest in skills-based and long-term opportunities that deliver mutual value. Balance breadth with depth to create sustained change.
• Plan for Outcomes, Not Just Activities: Don’t wait until year-end to define impact. Build metrics into your strategy that reflect more than inputs and outputs. Track employee growth, community outcomes and program alignment with business and social goals.
• Reexamine Enabling Strategies and Policies: Ensure policies and support mechanisms reflect current workplace realities, recognize group and individual actions and remove barriers.
• Invest in CSR Infrastructure: Ensure systems, staffing and cross-functional alignment are in place to scale and sustain purpose-driven programs.
• Set Bold Goals that Matter: Aim higher. Define what success looks like not only in employee participation, but in shared community outcomes. Make your commitments public, co-developed with partners and focused on systemic change.

LEADING INTO TOMORROW

The most effective employee volunteer programs of tomorrow will embrace complexity, elevate shared leadership and use service as a tool for both business and community transformation. True success won’t be defined by how many employees show up, but by the positive change their participation creates.

This is our opportunity to make service central to how companies operate and what they value. Let’s define what comes next with intention, courage and collective action.