.
The events of the past few years have encouraged the public to be more socially conscious. They’re ready to take action to spark change in their communities, expecting the companies they support to do the same. But how can businesses effectively communicate the impact of their corporate social responsibility (CSR) programs without being accused of greenwashing or lip service? That’s where the combination of impact data and storytelling comes in.
Impact data provides quantifiable evidence of the effectiveness of your social impact, demonstrating just how much your CSR programs are bettering society. However, data alone can be dry and difficult to relate to. That’s where storytelling comes in. Stories humanize the data and make it more engaging for your audience.
And the increasing prominence of ESG (Environmental, Social, Governance) reporting adds a new wrinkle to sharing the results of our social impact efforts. A lack of sector-wide standards around social impact reporting makes it challenging to know just what kind of data to collect—and how to measure it well.
That’s why our partners at True Impact created their latest white paper: CSR and ESG: A Practical Guide to Social Impact Reporting.
With this guide, ESG professionals will have the tools to use CSR to help power the “S” in their ESG reporting and CSR professionals will have the insights to substantiate their corporate social impact via ESG reporting.
The white paper offers an easy-to-incorporate framework to help your team better demonstrate the value of CSR to company leadership and shareholders, drive improvement for stakeholders and strategically communicate the value of CSR in your ESG reporting—even in the face of ESG backlash.
This guide will give you the knowledge to:
Align your social impact initiatives with clear business value for the company.
Substantiate your CSR initiatives with validated social impact data.
Generate strategic insights about your programs to drive decision making.
Strengthen your CSR storytelling and communications, even in an anti-ESG environment.
The report also includes dozens of reports, resources and templates from some of the top organizations in the sector, such as Edelman, Deloitte, Chief Executives for Corporate Purpose (CECP), PwC, KPMG, The Conference Board, BDO, Sustainalytics, IBM, the UN Principles for Responsible Investment and the most common ESG reporting frameworks.
Data plus stories can lead to compelling impact for your company and local community. This guide can help you and your team propel that impact even more.
Template for Partnering with an NGO on an Employee Volunteer Project
In today’s socially conscious world, people and organizations are eager to make a positive difference in their communities. Employee volunteer programs have emerged as a powerful way for companies to engage their workforce while contributing to the greater good. Collaborating with a nonprofit organization for an employee volunteer project can amplify the impact of such initiatives, yet it’s crucial to remember that success lies not just in the intention to help, but also in the execution of these endeavors.
One common pitfall that corporate social responsibility leaders may encounter when embarking on employee volunteer projects is assuming that their chosen nonprofit partner fully understands their needs and expectations. While nonprofits are dedicated to their causes, they operate under different dynamics and may have limited resources, making it essential for you as a corporate citizenship leader to confirm the details of your collaboration.
After you have locked in a volunteer project with your NGO partner, which might take several conversations and a site visit or two, send them an email using the following template to confirm the details of your upcoming in-person volunteer project. Then, be sure to add it to your volunteer leader or council toolkit. This email can be adjusted as needed but will show your company’s gratitude for providing meaningful volunteer opportunities, confirm event details and roles and responsibilities. By taking the time to communicate clearly and align your goals upfront, you’ll set the stage for a collaborative effort that not only benefits your employee volunteer program and its participants, but also leaves a lasting, positive impact on the community with whom you will be partnering.
Dear [name of NGO partner contact]:
I am delighted to confirm our volunteer activity with you and [name of NGO] on [date/time] at [project location]. Although our arrival time for volunteers is [time], a handful of folx from my team will arrive at [time] to help with set-up and any prep work needed.
As we discussed, we will recruit [number] volunteers to perform the following:
Task one
Task two
Other tasks
I understand you will provide [supplies, equipment, volunteer leaders and other relevant items] for our group and activity. Could you also provide me with any specific logistical instructions, including access to the site, parking instructions and public transportation options by [date] so that I can share them with our volunteers?
In advance of our employee volunteer project, [company] will be providing a grant of [funding amount] in order for your organization to [purchase additional supplies, provide stipends to needed contractors, or recoup your expenses, etc.]. The check should arrive by [date] via [shipping mechanism].
I will arrange for [company] to supply lunch/dinner for our volunteers and [# of NGO staff, other relevant event attendees], planned for [time]. We will also bring water and snacks to have on hand throughout the event.
Attached please find our organizational photo release form which is required for all volunteer activities. Signing this form will confirm that [NGO] will secure and keep on file the necessary releases from all non-company participants in this activity. This allows us to take photos more freely at the event for use on our website and for other marketing and internal purposes. Should anyone hesitate to sign, we can designate on their nametag that our photographer should not capture their image.
I’m including my contact information below so it’s easy to stay in touch. Please let me know if you have any questions or concerns. Otherwise, I will follow up in [general timing] to lock in a complete schedule for the day’s activities and collaborate on speakers.
On behalf of [company], I thank you and the team at [NGO name] for helping us make this volunteer project a success. We are looking forward to working alongside your team and beneficiaries while creating a positive impact on the community!
Sincerely,
[Your name, followed by e-mail and cell phone number]
5 Must-Ask Questions for Corporate Partnerships with Nonprofits
Collaborating with nonprofit partners plays a significant role in achieving your company’s social impact goals, especially as it relates to employee engagement. Nonprofit organizations have deep expertise and experience in the areas where your company seeks to create impact along with an ever-evolving sense of the best ways to get involved – whether that’s through donating financial and in-kind resources or through traditional and skills-based volunteering.
When you are first reaching out to a nonprofit or NGO to start conversations about how your company can provide support, you’ll want to ask a few questions to ensure a potential partnership will be mutually beneficial. And that’s the first key factor to establish – that the work you may do together will benefit both organizations and that your business needs do not overshadow your nonprofit partner’s needs. After all, they are truly the
in improving a particular social condition or working with a specific population, and the greatest opportunity for a successful collaboration comes from working alongside each other to create shared value.
Here are five questions to help you identify and elevate their needs in order to determine ways to partner together:
What are you hoping to achieve through your mission? Do you have current projects or programs that align with [COMPANY IMPACT AREA, such as education, environment, workforce development, veterans, etc.]? Of course, you’ll want to do some internet and peer research about the organization first, before you approach them. But confirming their mission, goals and offerings will ensure you start out on the same page. This is also a great time to ask about diversity in leadership and equity in operations to ensure values align.
Are there things that you have wanted to do but haven’t had the resources? For example, is there a population you haven’t been able to serve, a need you haven’t been able to meet, or internal processes you’d like to improve? Allow them to dream big but also be transparent with the amount of support you’ll be able to provide. Do not push them out of their core work if their mission would be compromised and new programs wouldn’t be sustainable.
Are you currently working with any other organizations or companies on this issue? It’s always a wise idea to understand your potential nonprofit partner’s current corporate partners and to get a feeling for their experience working with other businesses. Keep in mind, if they are a smaller or newer NGO, they might not yet have an extensive track record. However, if your company or corporate foundation does have strict guidelines around duration of nonprofit status, you’ll want to ask that specific question at the outset.
Would you be interested in collaborating with another organization to support this issue? Remember, the goal is to create a synergistic relationship, and your potential partners may not have the bandwidth or capacity to bring along another corporate partner. Let them be transparent with you. Should they need to decline, follow up with them at a later date or ask for recommendations for nonprofit organizations with similar missions or goals.
Do you have ideas for ways to engage our employees in volunteer projects to support your mission, whether they are in-person or virtual, traditional or skills-based? If it’s service opportunities that you seek, let them know that upfront. Follow up with additional questions around capacity, resources (people, processes and technology) they might have in place to support these opportunities. Not all nonprofits have access to the same resources, so they may not be able to accommodate your volunteers meaningfully now. If measuring the impact of employee volunteers is paramount to the partners you choose, ask this question, too, so that data collection and a shared sense of impact can be developed. You might have just the expertise and capacity to help them think through creating and measuring meaningful opportunities via your volunteers and budget.
By asking these questions, businesses can gain a better understanding of the nonprofit partner’s values, programs and impact, and ensure that the partnership is aligned with their own goals and values. This can help create a more effective and sustainable partnership that achieves outcomes and benefits both parties and the communities or causes your company’s social impact strategy aims to support.
Your Employee Engagement Questions Answered: 5 Takeaways From Our Advancing Social Impact Today Webinar
, featured three leaders of corporate social impact who have implemented a network of employee volunteer champions. This engaging discussion on these people-centered models revealed how to implement, support and strengthen social impact activities, and answered some common employee engagement questions.
We know it takes significant effort to start, maintain and continuously improve this type of people-powered model. Our aim is to provide additional insights, tips and strategies that will help you develop and cultivate a successful community engagement strategy, supported by passionate and committed employees who can serve as ambassadors for your company.
Let’s dive in and answer some of those employee engagement questions, and don’t forget to check out
What are ways that employee champions drum up enthusiasm when most coworkers are working from home?
Being an ambassador of your company’s social impact efforts is an increasingly important role, especially now that hybrid and remote work has been embraced. Examples of ways these champions can continue to engage their colleagues include taking advantage of the wide variety of online communication tools available.
This could look like sending informative emails on a regular basis, hosting virtual “lunch and learns” educating volunteers before the start of a volunteer project or campaign, sharing positive stories about recent nonprofit partners or grantees, and celebrating milestones and accomplishments. Encourage your employee champions to consider gamifying these opportunities by hosting virtual trivia about your company’s social impact strategy or creating an online roster of their frequent volunteers complete with photos and fun facts. Remember to provide them with the support they need to motivate their coworkers to get involved.
Just as you want to foster a sense of community with your champions, they will want to do the same for the department or territory you’ve paired them with.
What kind of incentives or recognition is in place to motivate employees to take on the role of champion or maintain their volunteer leadership?
We’ve included a list of several ways companies have chosen to recognize employees for their contributions as an ambassador of their social impact efforts in
.
Additionally, consider taking a deep dive into your company’s policies for compensating those who take on additional efforts such as acting as a volunteer leader or leading an employee resource group. At least one company, LinkedIn, has begun
annually, at the end of each year of their term. Consider whether your company adopt this method.
As also mentioned in the learning brief, think about ways you can provide these leaders with opportunities for growth and development in partnership with your HR team. These opportunities to work closely with leadership, participate in a unique development program or manage a grantee relationship—great additions to someone’s resumé—will appeal to those who are career-oriented.
How do you handle budgeting for the volunteer efforts these champions might organize or support?
This concept can vary significantly from company to company. Many might provide a champion with access to a budget for their particular market or department – and if not direct access, the review/approval process for requesting use of those funds.
Others keep the budget central to the social impact team, especially if champions are in place to help lead a global initiative like a week of service. Still others may not need access to budget at all because they are tasked with storytelling and amplification, rather than leading a specific project. This is, however, an important piece to think through when building out the model and champion responsibilities.
What do champions get in return from a business perspective?
Social impact ambassadors can receive several benefits in return for their efforts beyond the intrinsic satisfaction of contributing to a greater social good. Here are a few examples:
Professional development: Acting as an employee volunteer champion can provide opportunities for professional development and skill-building. These ambassadors may gain experience in leadership, project management, communication and delegation.
Recognition and visibility: Social impact ambassadors may receive recognition and visibility for their contributions. Possibilities could include being featured in company communications or being recognized at events or in the media.
Networking opportunities: Serving in a champion capacity can provide opportunities to network and connect with others who share similar interests and values. Think collaborating with other champions, senior leaders, their peers at other companies or partnering with community organizations.
Personal fulfillment: Contributing to a greater social good can bring a sense of personal fulfillment and satisfaction. Champions can help employees feel more connected to their work and to the community. They might also take pride in supporting their employer in reaching new heights through talent acquisition, increased retention, improved reputation, maintaining license to operate and helping to foster the sense of belonging that community engagement provides their fellow employees.
Advancement opportunities: Social impact ambassadorship can provide opportunities for advancement within the company. Champions who demonstrate leadership, initiative and commitment to the program may be considered for promotion or other career advancement opportunities.
How do you measure the success of your champion model?
Evaluating the success of a champion network can be challenging, but there are several key performance indicators (KPIs) that a company can use to measure its effectiveness. Here are a few examples:
Impact: The primary goal of a social impact change program is to create positive change in the community or society. So, the success of the program could be measured by the extent of the impact it creates. Include metrics such as the number of people helped, the amount of money raised for a cause or the level of awareness raised around a social issue. Ultimately, consider whether the model is helping the company achieve its social and business impact goals, along with the specific objectives you set out for your champions.
Engagement: Think of engagement success as two-fold – are your champions more engaged, and are the employees they oversee more engaged? One of the primary goals of an ambassador program is to increase employee engagement. Measuring engagement levels could include tracking the number of employees participating in volunteer activities, the amount of time and effort contributed by champions or the number of partnerships created with community organizations.
Employee feedback: Gathering feedback from employees on the ambassador program can also be a valuable way to evaluate its success. Look to surveys, focus groups or offering “office hours,” to provide insights into what is working well and what could be improved.
Ultimately, the success of an ambassador model will depend on the specific goals and objectives of the program. By identifying the key performance indicators that align with those goals, the company can measure the program’s success and adjust as needed.
Want to see the full webinar? Check out Advancing Social Impact Today and don’t miss our free white paper on the subject so you can build an employee champion network at your company, starting today.
Ways to Engage your Company in Global Volunteer Month
This month, take a short pause to celebrate the power of people who tackle society’s greatest challenges and build stronger, more vibrant communities through volunteerism and everyday actions.
Starting April 1, Points of Light and organizations around the world join together to celebrate
. Throughout the month, we invite you to shine a light on the employees who use their time and talents to volunteer or engage in their communities through one of the components of
to access tools and resources to help you participate. Then, check out the following simple ways your company can get involved this year:
Amplify your company’s social impact work by highlighting your employee volunteers and the impact they have year-round in the communities where they live and work. Share volunteer stories on social media using hashtag #GlobalVolunteerMonth and tagging @PointsofLight to inspire others in your community and around the world.
Send a note from senior leadership that recognizes your company’s commitment to creating change. In the toolkit, you’ll find sample messaging along with links to graphics we encourage you to use.
Share our Civic Life Today digital magazines with employees to remind them of all the ways they can make a positive difference in their community.
Contact your local Points of Light affiliate to learn what communities need and how your employee volunteers can help.
Thanks to our lead sponsor, Phillips 66, and supporting sponsor, UPS, during the month we’ll be spotlighting individuals and organizations that are making a difference in their communities. We invite you to read and share
to showcase ordinary people doing extraordinary acts, big and small, with the goal of making this world a little better for others. Happy Global Volunteer Month!
Catch the Future of CSR at the Points of Light Conference
sectors to join more than 1,000 of their peers for inspiration, education and networking. This powerful conference is tailored to staff and board members from nonprofits and NGOs, as well as those with
at companies, and government agencies with a focus on service.
As we eagerly await the start of this year’s Points of Light Conference at the Chicago Marriott Downtown Magnificent Mile, June 14–16, 2023, we’re giving you a sneak peek at a few offerings, starting with our Civic Talks.
Civic Talks are conversations that bring inspiring ideas and experiences to the stage and offer deep learning and takeaways from innovative leaders. These all-conference sessions bring together a cross-section of attendees to focus on a particular social issue affecting our world.
Perspectives on Health Equity: How Hyper-local and Global Strategies Align
This session explores the complexities of health equity and connections to systemic racism and social, economic, environmental and cultural determinants of health. Attendees will learn about frameworks for collaboration that drive systemic change, hyper-local strategies and actions that advance health equity.
Building Community Equity: Disaster Preparedness, Response and Resilience
This session will explore how disasters alter realities, particularly in low-income communities, the challenges of necessarily complex multi-organizational strategies for revitalization and how a reactive versus proactive response from the public and private sectors can deter revitalization.
In addition to these conversations, conference will give a nod to
with potential areas of emerging focus.s. As businesses increasingly recognize the importance of sustainability, social impact and ethical practices, CSR is becoming an integral part of corporate strategy. If you’re considering attending the Points of Light Conference 2023, or you’re already registered, you can expect to hear from speakers and participate in workshops that will help equip you to answer these CSR trends, so you can leave feeling empowered and prepared for what’s ahead.
1. CSR will continue to be a top priority for businesses.
in 2020, 87% of corporate leaders ranked CSR as a high or extremely high priority, up from 80% in the previous year. This trend is likely to continue as consumers, investors and employees increasingly demand socially responsible practices from the companies they support.
“Gen Z and millennial workers are looking for more than just a paycheck. They want to work for an employer that offers nonpartisan actions to strengthen our global communities, including their own neighborhood.”
— Katy Elder, Vice President, Business Innovation
2. ESG investing will become more mainstream.
Environmental, social, and governance (ESG) investing, which focuses on companies with strong sustainability and social impact practices, has gained significant momentum in recent years. A report from the
found that ESG assets under management reached $30.7 trillion in 2020, a 34% increase from 2018. This trend is expected to continue as investors increasingly seek out opportunities that align with their values. This also means that the need for ESG disclosure is also increasing as recently explored in CECP’s 6th edition of their
in 2020 found that 87% of companies have made DEI a priority, and 53% have established DEI targets. As the focus on DEI continues to grow, businesses will be expected to take concrete steps to promote diversity and inclusion in their hiring, promotion, and leadership practices.
Overall, the future of CSR looks bright, with businesses continuing to prioritize sustainability, social impact and ethical practices. As consumers, investors and employees increasingly demand social responsibility, companies will need to stay on top of emerging trends and adapt their strategies to meet these evolving expectations.
If you’re not registered for this year’s
, make sure you reserve your spot soon so you can glean all the knowledge you can from fellow social impact and civic engagement leaders.
CSR Awards to Benefit Your Company’s Reputation and Attract Top Talent
If your company has successful corporate citizenship and social impact programs, it needs to be recognized! External recognition can enhance your reputation, attract the best talent, and foster a robust company culture. Not sure where to start? Check out the list of CSR awards below!
gather the world’s best creative work from across the commercial design, advertising, production and craft disciplines to be judged by more than 400 global creative leaders, practitioners and innovators. Their categories span the full spectrum of disciplines, including social good with “Impact” and “Future Impact” awards.
, an initiative of Points of Light, recognizes the 50 most community-minded companies in the nation each year as determined by an annual survey administered by True Impact. The Civic 50 honorees are selected based on the four dimensions of their community engagement and social impact programs: investment of resources, integration across business functions, institutionalization through policies and systems and impact measurement.
honor and celebrate the achievements of forward-thinking companies and individuals that have applied the assets of their business to create positive social and/or environmental impacts. Categories include: Social Impact Change Maker, Transformative Partnership, Eco Innovator and Innovation Amplifier.
, ACCP acknowledges and celebrates corporate citizenship professionals who serve as beacons of excellence in their field. ACCP recognizes individuals each year with the following designations: Champion for Change, Trailblazer, Rising Star and, new for 2023, Corporate Social Impact Team of the Year.
to recognize and honor leading public-private partnerships (P3s) that improve communities and the world. Inaugurated in 2014, the award seeks to highlight leading practices and actionable insights in the P3 arena.
, D CEO and Communities Foundation of Texas, are proud to honor professionals and organizations in the Dallas Fort Worth area from the nonprofit world that make a positive and efficient impact on the community, while celebrating the efforts of corporations and business leaders that support and collaborate with local nonprofits.
showcases brands that communicate and demonstrate brand purpose. Brands That Matter honorees don’t just recite corporate vision statements or management talking points; they have achieved relevance through cultural impact and social engagement, and their branding authentically communicates a brand’s current mission and ideals. Brands from around the world—including the largest multinational conglomerates and small-but-mighty companies—are encouraged to apply.
reward businesses, NGOs, charities and social enterprises of all shapes and sizes around the world, that are blazing the trail for purpose-driven sustainability and ethical leadership. They recognize leaders who are achieving practical, real-world impact that is both scalable and replicable – and who have inspiring stories to tell.
are the world’s leading awards celebrating leadership in sustainable business. It’s more than acknowledging excellent sustainability strategies. The Responsible Business Awards recognize those that are truly having an impact on business, society and the environment – delivering a new blueprint for business in the 21st Century.
FAST COMPANY MOST INNOVATIVE COMPANIES
DEADLINE: Not yet announced; likely in September 2023.
has been the definitive source for recognizing the organizations that are transforming industries and shaping society. Last year, Fast Company recognized more than 400 organizations with this prestigious honor, from the largest companies in the world to small startups with just a few employees. With innovation more important than ever this year, Fast Company is looking forward to recognizing the organizations that are moving the world forward. Categories include: corporate social responsibility and social good, among many others.
THE DRUM AWARDS FOR SOCIAL PURPOSE
DEADLINE: Not yet announced; likely in October 2023.
The
celebrate the people and brands, making a positive contribution through responsible marketing. These awards are truly global, and open to teams and companies from anywhere in Asia Pacific, Europe, the Middle East, Africa or the Americas.
are one of North America’s highest honor for corporate social initiatives and cause marketing and showcase successful consumer engagement and employee engagement efforts. These CSR, cause marketing and corporate social impact awards focus on initiatives in which brand purpose and social impact intersect to help build a better world and the bottom line.
recognize the most innovative and impactful corporate citizenship programs from businesses, chambers, and associations of all sizes. Any business entity may nominate itself, or a third party may also nominate a business, Chamber of Commerce, or trade association.
Business Resource Groups (BRGs): Benefits and Examples
Business Resource Groups (BRGs) are voluntary, employee-led groups that serve as a resource for members and their employers by fostering a diverse, inclusive workplace aligned with organizational mission, values, goals, business practices and objectives. They play an integral role in creating a culture that promotes an environment of understanding, acceptance and inclusion among all employees.
Research from
to look forward to going to work, and over five times more likely to want to stay a long time at their company. Other benefits of BRGs include the development of future leaders, increased employee engagement and expanded marketplace reach.
About Business Resource Groups
Business Resource Groups may also be known as:
Employee Resource Groups
Diversity & Inclusion Councils
Affinity Groups
Employee Networks
Business Resource Groups are made up of employees who share common interests and lived experiences; membership in any group is typically open to any interested employee. These groups come together to foster professional growth and provide a collective voice to management and decision makers around social issues, community needs and company policies.
Initiatives and events led by Business Resource Groups help support the company’s business goals, innovation, philanthropic efforts and commitment to workplace diversity and belonging. Business Resource Groups may sponsor a speaker series, career development seminars, volunteer activities, panel discussions and social networking events to which all employees are invited. Additionally, each BRG might make community outreach an integral part of its mission.
Involvement in a Business Resource Group is a valuable opportunity to develop internal relationships and make connections across the company. BRGs will often set up chapters for each group throughout a company’s footprint to ensure there is participation across different geographies. Being a member of a BRG also provides employees with cross-cultural competence: the ability to discern and take into account one’s own and others’ world views to be able to seize opportunities, make decisions and resolve conflicts in ways that optimize cultural differences for better, longer lasting and more creative solutions.
BRGs may lead awareness or community engagement activities that correspond to their common interest such as organizing a professional clothing drive for women transitioning into civilian careers during Women’s History Month. More often than not, BRGs are involved in supporting a company’s philanthropic activities and it is important to ensure they are integrated into goals, policies and procedures related to a company’s employee volunteer program and collaborate with the team leading corporate social impact efforts as needed.
Corporate Examples of BRGs
AT&T
and
Dow
annually bring together members of their employee resource groups and business leaders for an opportunity to learn together, build connections and create social impact. Each conference includes acts of service that provide lasting benefits to the host community and in-person and virtual participants.
At
, one in four employees is a member of at least one Employee Network worldwide, which helps employees develop personally and professionally, build strong ties with communities and address issues that matter. One of these networks, IGEN, supports diversity by bridging gaps across generations within the workplace. During the pandemic, members of IGEN in the UK volunteered regularly to address community isolation in partnership with The Cares Family, a charity whose mission is to bring people together across generations, backgrounds and experiences to build community and connection.
Employee Resource Groups support
Dell’s
global cultivating inclusion pillar. Through their ERGs and Culture, Diversity & Inclusion Champions, they create meaningful professional connections and employee engagement. ERGs partner with leadership on corporate observances including Black History Month and International Women’s Day. To celebrate the International Day of the Girl in 2021, members of Dell’s Women in Action ERG participated in a Girls Empowerment Pro Bono Consulting Workshop. This virtual workshop connected ERG members across the U.S. with seven nonprofit organizations facing capacity-building challenges.
As part of
Intel’s
RISE (responsible, inclusive, sustainable and enabling) strategy, their nearly 40 ERGs are part of the engine that drives community and inclusion. Part of each group’s charter is to volunteer in local communities. In fact, in 2020, members of the Pacific Islanders of Intel ERG were made aware of a critical need for COVID-19 clinics to address a desperate situation for Oregon’s community of Pacific Islanders: their infection rates were 12 times higher than those of white Oregonians. The ERG reached out to county officials and local nonprofits to organize and lead clinics specific to this demographic which provided testing and vaccinations for thousands of Islanders, along with food and other services.
How Service Year Programs Can Help With Corporate Recruitment
Service comes in many forms. It’s not just the type that corporate citizenship leaders are actively developing in order to mobilize employees to solve community issues. Citizens of the world also commit their time, energy and talent to
, how can other types of service play a role in corporate recruitment?
Here’s where your knowledge and connections as a leader in corporate citizenship can play a larger role in support of an increasing battle for talent. If they’re not already plugged in, make sure your partners in HR are scouting from the perfect pipeline – alumni of service year programs.
Benefits of Service Year Programs for Corporate Recruitment
Offered by organizations like AmeriCorps, Peace Corps, City Year, Atlas Corps, Teach for America, YouthBuild and so many more, service year programs offer a participant a paid opportunity to develop real-world skills through hands-on service in communities around the globe. These real-world skills, especially soft skills that are not easily taught or learned, are incredibly important for businesses to remain competitive in today’s economy. Alumni from these programs are equipped to lead and manage and are ready to help any organization achieve results.
What are some of the skills learned and honed while participating in a service year? More than likely it’s the same competencies your company is looking for in new recruits.
Leadership: Alumni demonstrate strong ethics, empower others to self-organize, foster a sense of connection and belonging, show openness to new ideas and nurture growth.
Critical thinking: Alumni are able to sort through useful and arbitrary details in order to evaluate a problem or situation, form an objective judgement that leads to a critical solution or decision.
Getting things done with limited resources: Alumni focus on proactively achieving results through effective planning and optimizing the resources they have access to.
Accountability: Alumni understand the responsibility that comes with being accountable for their own actions and decisions, the actions of team members and their individual and collective results[i]. They hold themselves and others to common expectations that align with an organization’s values and mission.
Adaptability: Alumni have a proven ability to learn new concepts and skills quickly[i] even without explicit instruction. They are creative and can respond effectively to changing working conditions. They also have experience dealing with ambiguity and demonstrate that they are able to act or shift gears without having all the details, making confident decisions even without the whole picture.
Initiative: Alumni are immediate contributors who lead by example as well as through direction, delegation, motivation and inspiration.
Interpersonal and intercultural communication: Alumni excel in partnering and communicating with diverse racial, religious, ethnic, cultural and geographic groups[i]. Their broad experience has given them a deeper understanding of the world around them.
Collaboration: Participation in a national service program has fostered an alumni’s ability to work individually and as part of a team, instilling a strong work ethic and responsibility to and appreciation of one’s colleagues.
Your company’s hiring managers would also be well advised to think through the hard skills that service year alumni also possess that align with the roles they’re trying to fill on Learning and Development or Communications teams, such as the ability to speak several languages or the aptitude to teach others.
Don’t forget how this can positively impact you as well – these newly hired service year alums will make passionate and dedicated champions of your company’s social good efforts. That’s a win-win-win for the business, its employees and the communities in which your company operates.
Resources for Service Year Programs
The Voices for National Service Business Council works to highlight the vital role the private sector plays in supporting and investing in national service programs, unleashing citizens to tackle the pressing problems facing their communities. Through the Business Council, companies and private sector leaders work to promote and strengthen bipartisan support for AmeriCorps and AmeriCorps Seniors and are recognized for their leadership and commitment to expanding service opportunities for all Americans.
Employers of National Service is an initiative that connects service year alums with over 600 employers from the private, public and nonprofit sectors. Through this initiative, employers have increased access to a dedicated, highly qualified and mission-oriented pool of potential employees, and service year alums have additional opportunities to connect with employers that value their skills. To become an Employer of National Service, employers pledge to recognize service year experience in their hiring practices.
Service Year Alliance is working to make a year of paid, full-time service — a service year — a common expectation and opportunity for all young Americans. Their vision: Every year, one million young Americans engaged in a service year, solving important problems while transforming their own lives.
3 Global CSR Tips for Working with Different Cultures
While corporate social responsibility is an exciting and challenging field to begin with, global CSR is even more complex. Working with different cultures presents plenty of nuance to be carefully considered in order for your corporate engagement programs to be as effective as possible – for both your employees and the communities you’re working with.
How can companies with a multinational presence effectively scale and deepen their
across their global footprint? Here are some strategies you can leverage, starting today.
Global CSR Tips
Form a Team of Passionate Players with Cultural Awareness
Consider the cultures you’re working with. Be sensitive to cultural nuances, both internal and external, including careful consideration of the culture and customs within a region, as well as your company’s organizational culture. Tailor communications and program design appropriately to account for these nuances. Challenge assumptions and your own cultural biases by identifying locals partnering with employees in each region who can teach you about their culture and how volunteering is perceived. Put a priority on sharing experiences and building learning throughout the system.
Cultural differences in communities in which global companies operate can influence employee volunteer program success. For example, the use of appropriate colors, images and language when branding and promoting a program can help engage employees and nonprofit partners. Understanding the value societies place on individualism and collectivism, the roles of the government and the private sector, and personal space versus workspace are also important factors.
Don’t try to go it alone. One of the best ways to ensure success and maintain momentum is to build a
of champions to serve as front-line leaders for the employee engagement program. Use volunteer committees and councils to help operationalize and localize
.
Be flexible about how you operationalize global priorities, based on input from these leaders. Adapt your volunteer programs to the needs of the local communities you’re working with and trust the feedback you’re getting from those most closely involved with the day-to-day work. Ask plenty of questions to garner this type of valuable feedback – it could make or break the efficacy of the program.
“You might have an idea about the types of support that would most benefit the NGO or community and how your company can deliver on that. Don’t get stuck there, though – as you have those curious and candid conversations with a prospective partner, you might be surprised to learn that the biggest impact you can achieve together is a few layers down from the surface. Perhaps you think a food pantry most needs volunteers to stock shelves and distribute groceries to guests in order to keep up with demand. If you’re open to really listening and meeting the moment, you might find instead that the biggest impact would come from a redesigned inventory tracking system and floor plan to facilitate more efficient guest visits.”
— Katie Stearns, Chief Global Corporate Solutions Officer at Points of Light
Know Your International Laws and Corporate Culture Inside and Out
A variety of factors affect the way global volunteer programs are designed and implemented, including availability of resources, the nature of the business, the makeup of the workforce and community needs. Employee volunteer program leaders identified regional and organizational culture as other important factors. International laws around volunteerism also play a role in the differences from country to country.
Consider this: A company’s corporate culture may influence the policy and design of a formal employee volunteer program created at headquarters. However, there can be constant tension between corporate HQ culture and the informal rules and behaviors of regional offices, which can impact employee engagement and participation.
Below are some examples of cultural norms and best practices in global CSR by region, informed by leaders from
Employee volunteerism emerged in the Latin and Central America region approximately 20 years ago, as multinational companies established employee volunteer programs. Corporate volunteering has evolved and has become far more organized in the last decade with mostly larger companies partnering with NGOs to create opportunities for social impact.
Volunteer programs in this region often support the environment, education, children’s rights, and health disparities. Employee volunteer program challenges include feelings of skepticism toward corporate volunteering, perceived safety issues that deter employee participation, difficulty getting internal buy-in, challenges with internal communication and finding time to participate.
Europe
Corporate volunteerism is steadily growing in Europe. However, there is a wide variety of regional differences. Volunteerism is shaped by each country’s unique history, traditions and religion. As interest in corporate volunteering grows and begins to replace traditional team building events, NGOs often find it difficult to plan a large-scale group project that allows a multitude of volunteers to complete meaningful tasks. In the UK, companies that have a year-round approach will find it easier to partner with NGOs rather than limiting group projects to times of the year when it is popular to serve. Companies should also consider providing capacity building grants to ensure smaller NGOs have the funding needed to create group volunteer projects
Volunteering continues to be viewed more as a private activity than something one does with one’s company. Remember this cultural attitude when considering what type of volunteer hours you will track and report for your employee volunteer program — will you count only “company sponsored volunteering,” or individual volunteering that employees do on their own time?
Asia Pacific
Like Europe, the Asia Pacific region is culturally diverse with multiple sub regions. Corporate volunteerism is well developed in this region, with world-class programs established in countries such as India, China, Singapore, Japan and Korea, and skills-based volunteerism gaining much popularity. Generally speaking, volunteerism is group-focused and volunteer activities that provide interaction with the beneficiaries of NGO partners are sought after.
Companies are driven by numbers and targets and for those just starting their employee volunteer programs, social impact is the driving force. Employee volunteerism is seen as a way to enhance a company’s reputation and drive customer loyalty, but also a way to support skill-building and professional development among young professionals. Leadership participation and buy-in is important to achieving high volunteer recruitment in China along with decisions around which projects to pursue.
“In India, corporate volunteering is maturing which is leading to interest in exploring different models including skills-based volunteering and executive level engagement.”
– Shalabh Sahai, Co-Founder & Director, iVolunteer
Partner with Experts to Design, Implement and Improve Your Global CSR Program
Whether you’re just getting started with global CSR efforts or you want to take your existing program to the next level, you’ll likely benefit from a knowledgeable nonprofit partner to help guide you.
