Month: May 2023

Corporate volunteerism is the concept that businesses should dedicate time, resources, and skill sets to people and nonprofits in need. It’s a simple idea when stated as such, but it’s a part of a larger shift happening in the early 2020s where companies come to terms with their role in society.

One example is Google.org’s fellowship program, where Google employees are given the opportunity to work full time pro bono for up to six months to help a nonprofit like the Family Independence Initiative. Out of this fellowship program comes software and machine learning capabilities that these nonprofits would not otherwise have access to (listen to Jen Carter, global head of technology & volunteering at Google.org, speak about this program and more at the 2022 Impact Studio conference).

Volunteerism of this kind is a part of a shift towards stakeholder capitalism, where companies shift their focus from providing returns to shareholders (which is called shareholder capitalism) towards considering how they impact their communities and society. In shifting their focus, companies are increasingly realizing they have significant resources that can make a world of difference for nonprofits.

And you don’t have to be the size of Google to make such a difference. Corporate volunteerism is easier to get started than you might think.

What is corporate volunteerism?

Corporate volunteerism initiatives provide employees with resources to volunteer their time and even their expertise to nonprofits and charities. These initiatives can take many forms, from one-time projects to ongoing company programs.

Corporate volunteer programs, often called employee volunteer programs, are usually a core pillar of a company’s broader corporate social responsibility (CSR) strategy. A company’s CSR program can include grantmaking, scholarship, and giving and matching programs alongside volunteering.

In today’s business climate, a CSR strategy isn’t just an option — it’s a necessity. PWC’s 2022 report reveals that 65% of people want to work for a company with a powerful social conscience. Further, 73% of customers want companies to help society and the environment.

Both employees and customers expect companies to have CSR programs, like corporate volunteerism, in place. Without them, it’s more difficult to attract and retain employees. And consumers turn to competitors who make CSR programs a core part of their brand and purpose.

What are the benefits of an employee volunteer program?

Research shows that employee volunteerism is a worthwhile investment for most businesses. The benefits of employee volunteer programs include improved employee satisfaction, increased brand reputation, more effective talent recruitment, and much more.

All of which are great benefits, but it’s important to note that they’re all a result of the end goal of corporate volunteerism: helping people in need. A corporate volunteer program is not a box to check. It’s a commitment to a deeper purpose. Out of that purpose comes the following benefits.

Improved employee health and well-being. 

According to the Journal of Occupational and Environmental Medicine, volunteering improves self-reported employee health and “higher levels of engagement and satisfaction” in their jobs.

Increased employee engagement. 

Studies show employees feel pride when their employers offer volunteer opportunities, regardless of whether they participate. A 2021 study revealed that 96% of companies say employees who volunteer are more engaged.

Improved morale and perception of the working environment. 

According to a Deloitte survey, more than 70% of surveyed employees say volunteering boosts enthusiasm more than happy hours. And 89% think organizations that sponsor volunteer activities offer a better working environment.

Enriched professional development opportunities.

HR professionals agree that volunteering improves employees’ skills, and 80% say active volunteers get promoted faster.

Improved brand reputation and trust.

According to research on community engagement, building long-term community relationships is vital in developing trust. Likewise, 94% of consumers say it’s essential that the companies they engage with have a strong purpose.

Increased sustainable revenue. 

According to a Gallup poll, companies with high employee engagement are 18% more productive and 23% more profitable.

Higher employee retention. 

A survey found that 83% of respondents (up from the 70% U.S. average) would be more loyal to an organization that supports social and environmental causes. Gallup’s survey also found that companies with engaged employees have up to a 43% lower turnover rate.

How much does it cost to run an employee volunteer program?

According to Realized Worth, employee volunteer programs cost an average of $179 per employee, regardless of participation rates. If you count only employees who participate in the program, the average cost is $416 per employee participant.

While this is a significant jump, the many benefits often outweigh the cost of a corporate volunteer program. One example we explored above employee retention. Let’s do some math.

The average cost of an employee’s departure is 30% of their salary. This equates to approximately $15,000 per employee based on an average salary. (source)A positive brand perception, which a volunteer program contributes to, reduces employee turnover by 28%. (source)In 2021, the national average turnover rate is 57.3%. (source)This means a 1,000-person company with a positive brand perception due to their employee volunteer program could potentially expect a 16% reduction in turnover rate (assuming average turnover rate), or 160 employees.

This all equates to about $240,000 saved in employee retention alone.

This math is all hypothetical, so you are unlikely to see numbers this concrete on the other end. Much of the results you see will likely be a more anecdotal “rising tide lifts all boats” situation, where valuable employees stick around, and when you need to replace them, highly qualified candidates apply.

How are corporate volunteer programs structured?

Corporations can structure corporate volunteerism in several ways. A few of the most common types include:

Direct service. Volunteers work with beneficiaries they’re helping, such as serving meals or building homes.Indirect service. Employees volunteer without interacting with beneficiaries, such as preparing care packages.Team volunteering. Volunteers work together to benefit a cause, boosting participation and morale.Skills-based volunteering. Employees use their skills and experience to support nonprofits by providing pro bono work or services.

Skills-based volunteering increasingly attracts large numbers of volunteers. In 2021, PwC launched a skills-based volunteering program, offering employees 40 hours of paid vacation time. Pro bono services increased by 20%, while services to social justice grew by 30%. Moreover, 95% of employees felt they made a positive impact, and nearly two-thirds felt fulfilled.

Virtual volunteering is providing new possibilities for corporate volunteerism programs as well. The Chief Executives for Corporate Purpose (CECP) 2022 Giving in Numbers report shows that 83% of companies now offer virtual volunteering as hybrid and remote work policies increase.

Volunteering can take many forms and rely on many different types of giving. A good volunteer management software makes it simple for employees to find programs, sign up, and track their participation.

Make corporate volunteerism a part of your company’s future

In the future, more companies will develop corporate volunteering programs to engage their employees in CSR. The best programs will involve employees and adopt new technologies to facilitate corporate volunteerism opportunities.

If you’re looking to get started with corporate volunteerism, book a call with us to learn how Submittable can help you launch and manage the right volunteer program for your company.

The Midwest Energy Efficiency Alliance (MEEA) is a collaborative network that promotes energy efficiency in the Midwest. MEEA annually recognizes energy efficiency leaders through its “Inspiring Efficiency Awards.” Leidos and customer Ameren Illinois were recognized with a record four awards at MEEA’s 19th annual event, which was held in early 2023. This outstanding achievement underscores Ameren Illinois’ commitment to delivering innovative and engaging energy efficiency solutions.

2023 MARKETING AWARD – AMEREN ILLINOIS & PEORIA GUILD OF BLACK ARTISTS

The Inspiring Efficiency through Education Award is presented to an organization that has engaged in or supported a successful marketing campaign to increase participation in energy efficiency.

A partnership between Ameren Illinois Energy Efficiency Program and the Peoria Guild of Black Artists (PGOBA) provides energy efficiency education and resources to Black communities in the Ameren Illinois service territory. This collaboration is designed to reach customers in an accessible and relatable manner to show that energy efficiency is possible for everyone. The organizations launched a marketing and outreach approach to Ameren Illinois customers. PGOBA and Ameren Illinois are executing artwork, dynamic visuals, and relevant messaging to communicate to a diverse customer base. As an example, in 2021 PGOBA created murals in Peoria, IL, as a creative spark to encourage people to think about energy efficiency in new ways.

2023 LEADERSHIP AWARD – AMEREN ILLINOIS & SENIOR SERVICES PLUS

The Inspiring Efficiency Leadership Award is presented to the organization that has served as a strong leader in support of energy efficiency in their community.

Senior Services Plus, Inc. (SSP) in Alton, IL, is a nonprofit agency established to help enrich the lives of older adults through programs and services that encourage independent living and wellness. In collaboration with the Ameren Illinois Energy Efficiency Program and Leidos, SSP offers no-cost energy efficiency installations to at-risk senior citizens in southern Illinois. After the installation of energy-saving products, SSP staff take the time to educate seniors on how to best utilize their new equipment, so they get the best energy savings possible. In addition to at-home education for the residents, SSP opened an energy efficiency room in their facility dedicated to teaching seniors the benefits of energy efficiency products.

2023 RISING STAR AWARD – ANGIE OSTASZEWSKI

The Inspiring Efficiency Rising Star Award is presented to an individual who has served as a strong leader in support of energy efficiency in their community.

As an Energy Efficiency Consultant at Ameren Illinois, Angie Ostaszewski is always looking for ways to improve. She has a passion for challenging the status quo and empowering people – especially regarding diversity and inclusion in the workspace and the community. From Ameren Illinois’ one-of-a-kind Market Development Initiative to an accessibility pilot project, Angie plays a key role in taking Ameren Illinois’ Energy Efficiency Program into innovative new directions.

2023 CHAMPION AWARD – KRISTOL SIMMS

The Inspiring Efficiency Champion Award is presented to an individual who successfully took actions to ensure all communities are able to take advantage of the benefits of energy efficiency.

Kristol Simms is leading the charge to make energy efficiency more equitable. As Vice President, Clean Energy Transition, Economic, Community, and Business Development at Ameren Illinois, she designs and implements the company’s Market Development Initiative (MDI) to serve low- and moderate-income customers in a meaningful way. The efforts put forth by Kristol and her team are helping improve quality of life by empowering residents and businesses in underserved communities to save energy and money. She also brings passion and valuable insight to industry organizations that promote energy efficiency.

Through these award-winning initiatives and inspiring individuals, Ameren Illinois and Leidos have successfully engaged customers and communities across Central and Southern Illinois with energy efficiency offerings. In 2022, Ameren Illinois supported projects that will save customers over $39 million in energy costs annually. Learn more about Leidos and our tailored energy efficiency solutions and services.

SINGAPORE, May 22, 2023 /3BL Media/ – Following an earlier announcement by the EU Parliament in April, the European Union Council announced yesterday it had adopted the European Union Deforestation Regulation (EUDR) that aims to minimise the risk of deforestation and forest degradation associated with products placed on or exported from the EU market.

The European Union’s ambition behind the regulation, part of the more ambitious and visionary European Green Deal, is commendable.

To achieve the goals of the European Green Deal, implementing the regulation will require genuine engagement with producing countries, in particular, to leave “no one and no place behind”. Smallholder farmers are not a “deforestation risk” for the EU, yet they may not have the means to demonstrate their compliance. They may have land rights but no land titles and no farm maps to prove compliance. They are now at risk of being left behind.

As one of its many stakeholders, Musim Mas accepts the EUDR and sees it as an opportunity for Indonesia and the European Union to develop mutually beneficial implementation measures. The ambition behind the European Green Deal, Indonesia’s vision of sustainable growth and our commitments are based on the same principles.

Involved in every step of the supply chain, from independent smallholders to the consumer products on supermarket shelves, Musim Mas hopes that all parties can find common ground where objectives overlap or goals are aligned.

As a palm oil company deeply vested in the success of Indonesia’s independent smallholders and the concerns of consumers worldwide, we hope that parties at all levels will consider the needs and potential of Indonesia’s independent smallholders and that allocating the right resources can make EUDR a shared success.

Musim Mas Contact Details
Email: communications@musimmas.com

As we look at the world today, it is clear that the pace of change has increased. Gone are the days when we could experience periods of stability between disruptions. Now, change is perpetual, pervasive, and exponential. This has led to a pressing need to build systems, organizations, and a society that can meet the changing needs of our ecosystem and stakeholders today and into the future.

However, despite the exponential change we are experiencing, our institutions continue to evolve linearly. Even the most forward-thinking organizations tend to evolve incrementally, which has resulted in the creation of what Azheem Azhar coined the “exponential gap,” which is the increasingly widening gap between incremental improvements and the exponential change the world is experiencing. This gap is a multifaceted problem because it’s not just digital technology that’s changing exponentially; it’s bio-science, manufacturing, material science, artificial intelligence, our political landscape, climate change adaptation strategies, and our environment. Any one of these fields would be challenging to adapt to, but addressing them together feels near impossible. As a result, it requires diverse, divergent, and collaborative approaches to create adaptive environments which promote agility when addressing organizational change.

Traditional Change Management

Traditional change management practices are centrally controlled and rely heavily on time-consuming and rigid planning, which worked fine before the year 2000 when the rate of change was still somewhat manageable. But with each passing year, planning-heavy centrally controlled change management practices produce results that are often less than relevant by the time they are half instituted.

When we rely solely on traditional change management practices, we run the risk of falling behind. To stay ahead of the curve, we need to explore new solutions focusing less on planning and more on just-in-time proactivity. In addition, we need solutions to be more distributive yet accountable.

Coordinated Autonomy Model

A possible solution is to move away from a centrally controlled hierarchy where time-sensitive decisions get bogged down through multiple levels of corporate bureaucracy. Instead, we could explore a variety of models that emphasize coordinated autonomy which allows teams and departments the nimbleness needed to be proactive while still ensuring coordination with others and compliance with requirements. This would enable us to navigate changes more efficiently while promoting accountability and compliance.

At the heart of this solution is coordinated autonomy, which involves empowering teams and departments to take ownership of the change management process at a granular level. By doing so, they can become more proactive in addressing issues as they arise rather than waiting for directives from above. This would help eliminate the lag time between identifying and addressing a problem, which is essential in a world facing the exponential gap.

Of course, this idea has its challenges. Coordinated autonomy requires trust, collaboration, and practice, often needing improvement in hierarchical organizations. Additionally, there is a risk that teams may become too siloed or even rogue leading to a lack of coordination and accountability. And as we look at multinational organizations globally, there will be a significant variance in how hierarchy and change management is addressed with cultural nuances and differing authority styles.

However, if we can find a way to overcome these challenges, coordinated autonomy can transform how we manage change within our organizations. By giving teams and departments the autonomy to address issues proactively, we can ensure that our organizations remain agile and adaptable to pervasive, exponential change.

The Starfish and the Spider by Ori Braufman illustrates the distinction between a traditional hierarchical organization model and a coordinated autonomy model. At a distance, a starfish and a spider appear to have a similar structure, with multiple appendages extending outwards from a central body. However, a spider has a central nervous system, while a starfish is a collection of individual autonomous cells working together for a common goal. The rise of the internet demonstrated the power of a networked model versus a centrally controlled model, but how can we apply this to our organizations?

Policy Governance Model

Policy Governance, a governance model created and managed by the Caver Institute, is a relatively obscure approach designed for the Board of Directors – CEO relationship and may provide insights into how we can encourage creativity, proactivity, and autonomy while maintaining accountability throughout an organization. The Policy Governance model comprises three main components: Goals, Limitations, and Processes.

Goals establish a long-term perspective and embody the vision and reason for the organization’s existence. They define what needs to be accomplished, for whom, and at what cost.Limitations are policies that cannot be broken to achieve the identified goals. They provide boundaries of acceptability within which staff methods and activities can responsibly be left to staff. These policies limit how goals get achieved.Process policies determine how authority is delegated, how performance is evaluated relative to goals and limitations, and how decisions are made.

While there is more to the Policy Governance model, the core principles create an environment where staff is given direction, limitations on achieving it, and a process for evaluation. The key feature of this model is the freedom offered to staff in that any action they choose to achieve the desired goals that do not violate a Limitation is permitted by default. When done well, it cuts through most bureaucratic review and approval processes. This creates a permissive environment that nurtures the creativity of individuals and teams to move fast and try new things.

For a practical example, Jocko Willink, a Navy SEAL and executive consultant, discusses a similar approach using different terms in his book Extreme Ownership. In his model, the higher-ups set the mission goal and delegate authority to a seal team leader. Still, the leader and their team members have the authority to make all necessary tactical decisions. He argues that this makes for a stronger team and a chance of success because of a coordinated autonomy approach.

This model has been on my mind since I helped our local food cooperative transition to it 20 years ago and saw the transformation it brought to a small organization. Since then, I have worked in state and local government, witnessing opportunities missed and employees becoming disenfranchised from the organization’s mission because of bureaucratic processes. Adapting this model outside of Carver’s intent and throughout our organizations could be a solution to addressing the exponential gap.

The Policy Governance model and the ideas presented here could offer potential solutions. For example, organizations can move away from hierarchical structures and create truly adaptive environments by setting clear goals, establishing limitations on achieving them, and empowering staff with the authority to make tactical decisions. The result is a permissive, creative culture that fosters experimentation, innovation, and calculated risk-taking. While it is not a guaranteed solution, it is an idea worth considering as we strive to build organizations that can meet the accelerating demands of our world.

Creating Agile, Innovative Workplaces

Enabling an innovative work environment that allows for risk-taking to reach ambitious global goals set for a sustainable, equitable future is crucial. As we think about the many global topics multinational clients face around biodiversity, energy transition, carbon neutrality, human rights, and more, outdated, slow models of change should not hold us back. Instead, allowing creativity in how individuals and teams steer change through real agility from within organizations will get us much farther, much quicker.

While the exponential gap continues to widen, there is hope for organizations willing to explore new solutions to the challenges they face. By moving away from traditional change management practices and embracing coordinated autonomy through adjacent models like policy governance, we can create more agile, adaptable organizations that are better equipped to meet the changing needs of our stakeholders. This is a challenging path, but it is also an exciting one that could reward those willing to walk it.

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Guest Author:

Jason Schneider, Altruistic Mischief Maker with Civic* Possible

Jason works with local governments, nonprofits, and public-private partnerships to innovate and do impactful work for their communities. His strength is working across disciplines, silos, and ideologies to identify opportunities and then facilitate, plan, and build collective solutions. Real change starts from the ground up and is created by those directly involved. Jason has created meaningful change in a broad range of roles over two decades, including Marquette City Councilor, Alaska’s Innovation Officer, Marion County’s Economic Development Manager, Executive Director of the Marquette Chamber of Commerce, and business/organizational coach in Michigan, Tonga, Vietnam, and Australia. Through these experiences, he developed a deep curiosity and skill set around civic ecosystems and a passion not only for sharing these lessons but also for helping others create meaningful change.