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Employee Volunteering as CSR
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Volunteer-ID Talk @ Magister Program Binus

Volunteer-ID Talk @ Magister Program Binus

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Employee Volunteering as CSR Presentation Transcript

  • 1. Employee Volunteering as CSR Sita Supomo Chief Volunteer Architect Volunteer-ID Sita.supomo@volunteer-id.org sitasupomo
  • 2. PILAR Strengthen Address UnleashCorporate Social Sustainable People’s Responsibility Development Agenda Potential Established on July, 2011
  • 3. Why Employees Volunteer? Your perspective …
  • 4. Why Employees Volunteer? Pajo and Lee (2011) Organizational Citizenship: aAltruism: a desire to help, to desire to reciprocate positivegive back, to assist those who Meaningfulness: impact, treatment from the employer,were less fortunate or by the worth or significance of the to support the company or to‘feel good’ factor that comes volunteer activity. present a favorable image of with helping others. the enterprise. Relational & Social Task Role Variety: the activity Characteristics: a positive Networking: the opportunityprovided the opportunity to affective judgment about the to get to know others in thedo something different from activity and mentioning organization and/or build their ‘normal’ work. relational and/or social own profile). aspects. Personal: a variety of idiosyncratic, individual and personalized reasons for volunteering
  • 5. CSR-Stakeholders-Employee Volunteering Managing Impact Ways Social Responsibility Stakeholders Employee Volunteering• “Responsibility of an • Any group or individual that can • Kotler and Lee (2004) define it as organization for the impacts of affect or be affected by a “An initiatives in which the its decisions and activities on company’s purpose (Edward corporation supports and society and the environment, Freeman, 1984) encourages employee, retail through transparent and ethical partners and/or franchise behaviour that contributes to members to volunteer their time sustainable development, health to support local community and the welfare of society; takes organizations and cause”. into account the expectations of stakeholders; is in compliance with applicable law and consistent with international norms of behaviour; and is integrated throughout the organization and practiced in its relationships.” (ISO 26000: 2010 Guidance on
  • 6. Stakeholder Engagement & Community Involvement ISO 26000:2010
  • 7. Key Stakeholders & Benefit of Corporate Volunteering Corporation Employee Community• improved relations with the • pride and loyalty for their • increased resources come to the surrounding community, company, community through businesses• enhanced public image, • sense of fulfillment, contributing and organizations.• enhanced corporate image to community, • there is increased rapport and (socially responsible corporate • learning new skills to enhance understanding between image), career, personal development, corporations and the non-profit• a positive impact on employee career growth (Ex: communication sector. morale and stronger employee skills, time management, • the quality of life within the commitment, teamwork, planning), community is enhanced.• improved internal communication, • leadership and skill development, • Financial/philanthropic donations• improved sense of team spirit, • networking opportunities, are stronger• a healthier economic and social • increased community awareness environment,• increased ability to attract and retain high-quality employees Marilyn K. Lesmeister and Anne Romero (2005) Research shows that “one of the most effective methods of enhancing a corporations public image is through the contributions of time and talent from employees” (Peterson, 2004) 12
  • 8. Employer-Supported Volunteering Employees perform work in the community with some form of support and/or encouragement from their employer (Graff, 2004) 81% companies incorporate Involve various levels of employer 40% US companies offered paid volunteering program into involvement and expenditure leave time policies (BSR 2003) company’s overall business plan (University Of Florida) (Point of Light Foundation 1999)13
  • 9. Sustainable EVP:Integrating its stakeholdersVolunteer programs in the workplace aremost successful when they are based on“integrating the priorities of thecompany, the interests of the employees,and the needs of the community” (Pointsof Light Foundation, 1996) Graff, L. (2004) Making a Business Case for Employer-Supported Volunteerism. Volunteer Canada14
  • 10. Employees’ relation and benefit •Employees proud to work for the organisation Customers feel good from •Potential employees want to join using services •Employees feel more engaged with the company •Employees satisfied with their involvement**Fit with Corporate & CSRstrategy•Philosophy, values•Business Objectives Stakeholders that recognize•CSR Strategy volunteer effort•Involves corporate wide participation (business unit, branches, support functions Sustainable Employee Volunteer Program 15