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Engaging Employees through Shared Value Volunteering - June 2013 VolunteerMatch BPN Webinar


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In an era where most companies are focusing on Corporate Social Responsibility, there is a new approach to business coming of age – Shared Value. This innovative concept focuses on creating policies …

In an era where most companies are focusing on Corporate Social Responsibility, there is a new approach to business coming of age – Shared Value. This innovative concept focuses on creating policies and operating procedures that enhance competitive value while simultaneously advancing economic and social conditions in the communities where your employees live and work.

Join VolunteerMatch Solutions for a conversation with Mark Kramer and Dane Smith of FSG to learn how Shared Value can bring societal value to the core of business strategy and how this type of strategy can enhance your employee’s satisfaction.


Mark Kramer, Co-Founder & Managing Director, FSG

Mark is co-founder and Managing Director of FSG and the author of influential articles published in journals such as Harvard Business Review and Stanford Social Innovation Review on the topics shared value, catalytic philanthropy, collective impact, strategic evaluation, and impact investing. He oversees FSG's consulting practice and action initiatives, and also serves as a Senior Fellow in the CSR Initiative at Harvard's Kennedy School of Government.

Dane Smith, Managing Director, FSG

Dane Smith is a Managing Director of FSG and leads the Washington, D.C. office, as well as serving as a co-leader of FSG’s Shared Value practice. He brings twenty years of experience advising private and public sector leaders on business strategy and has particular expertise in helping companies identify new business opportunities that simultaneously address serious social challenges

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  • 1. The Connection between Competitive Advantage andSocial Value:Engaging Employees through Shared Value VolunteeringDane SmithManaging DirectorFSGMark KramerCo-Founder & Managing DirectorFSGPanelists: Facilitator:Lauren WagnerBusiness Development ManagerVolunteerMatch@Lauren_Lynn2June 18, 2013
  • 2. How To Ask Questions• Type questions into the box on theright side of the your screen• Submit via Twitter to@VM_Solutions using “#VMbpn”• We will pose questions at the end ofthe presentation• A copy of the sides will be circulatedafter the event2
  • 3. The Connection between Competitive Advantage andSocial Value:Engaging Employees through Shared Value VolunteeringDane SmithManaging DirectorFSGMark KramerCo-Founder & Managing DirectorFSGPanelists3
  • 4. Boston | Geneva | Mumbai | San Francisco | Seattle | Washington FSG.ORGEngaging Employees throughShared Value VolunteeringVolunteerMatchJune 2013
  • 5. © 2013 FSGFSG.ORG5 © 2013 FSGAccording to the Gallup Poll, 71% of U.S. Workers AreNot Reaching Their Full Potential29% 51% 20%Engaged Not Engaged Actively DisengagedThese employees are loyal andpsychologically committed tothe organization. They aremore productive and more likelyto stay with their company for atleast a year.These employees may beproductive, but they are notpsychologically connected totheir company. They are morelikely to miss workdays andmore likely to leave.These employees are physicallypresent but psychologicallyabsent. They are unhappy withtheir work situation and insist onsharing this unhappiness withtheir colleagues.Source: The Gallup Organization
  • 6. © 2013 FSGFSG.ORG6 © 2013 FSGCompanies Do Not Automatically Increase EmployeeEngagement When They Offer Volunteer Programs• Three things are needed for a company’s volunteering program to driveengagement:– Needs to have demonstrable impact on the social problem– Needs to have a demonstrable connection to the company’s business– Needs to have a connection to the employees’ work. Companies can dothis by:• Designing the program so that it gives employees the opportunity tolearn and grow in areas related to their work• Demonstrating how the volunteering efforts are important for allowingthe company to execute on its Shared Value strategy• It is insufficient to have anecdotal evidence that these objectives are being met– the company needs to measure these elements and use the measures toimprove their Shared Value and Employee Engagement programs.
  • 7. © 2013 FSGFSG.ORG7 © 2013 FSGThere are 5 Deadly Sins of VolunteerismSins of Commission• Requiring participation involunteer programsSins of Omission• Developing programs withoutclear employee input• Not connecting volunteerprogram to the company’smission• Missing opportunities to helpemployees develop new skillsthat the company needs• Not using volunteer programsto reward stellar employees
  • 8. © 2013 FSGFSG.ORG8 © 2013 FSGThere Are Twelve Drivers of Employee EngagementTHE FIRST ELEMENTKnowing What’s ExpectedTHE SECOND ELEMENTMaterials and EquipmentTHE THIRD ELEMENTThe Opportunity to Do What I Do BestTHE FOURTH ELEMENTRecognition and PraiseTHE FIFTH ELEMENTSomeone at Work Cares About Me asa PersonTHE SIXTH ELEMENTSomeone at Work Encourages MyDevelopmentTHE SEVENTH ELEMENTMy Opinions Seem to CountTHE EIGHTH ELEMENTConnection with the Mission of theCompanyTHE NINTH ELEMENTCoworkers Committed to Doing QualityWorkTHE TENTH ELEMENTA Best Friend at WorkTHE ELEVENTH ELEMENTTalking About ProgressTHE TWELFTH ELEMENTOpportunities to Learn and GrowSource: The Gallup Organization
  • 9. © 2013 FSGFSG.ORG9 © 2013 FSG-27%-31%-51% -51%-62%12%18%12%-70%-60%-50%-40%-30%-20%-10%0%10%20%30%Bottom-Line Reduction Top-Line Growth%differenceof topquartilefrombottomquartileTurnoverAbsenteeism ShrinkageSafetyIncidentsCustomer Productivity ProfitabilityHigh-TurnoverOrgs.Low-TurnoverOrgs.Source: The Gallup OrganizationEmployee Engagement Has A Strong Effecton Business ResultsAnalysis of: 681,799 employees 23,910 business units 125 organizations 37 industries
  • 10. © 2013 FSGFSG.ORG10 © 2012 FSG“Giving Back”Business must fulfillcommunityobligationsBusiness Engages With Society In Three WaysShared ValueCorporatePhilanthropy &Volunteering“Finding businessopportunities insocial problems”Social problems canbe solved with abusiness approach“Minimizing harm tosociety and thecompany”Business should beresponsibleCorporate SocialResponsibilityThe choice of how to engage influences the structure and impactof corporate volunteerism
  • 11. © 2013 FSGFSG.ORG11 © 2013 FSGShared Value Strategies Increase Competitivenessand Profitability by Addressing Social ProblemsShared Value holds thekey to unlocking the nextwave of businessinnovation and growth.”“The Role of Business in Society• Only companies create prosperity• Business loses legitimacy whencompanies are perceived to beprospering at the expense of thebroader community• Companies can innovate, scale andsustain solutions in ways thatgovernments and NGOs cannot
  • 12. © 2013 FSG© 2010 FSG12FSG.ORGShared Value Is Found at the Nexus of BusinessOpportunities, Corporate Assets and Social NeedsSocial NeedBusinessOpportunitiesCorporate Assetsand ExpertiseShared ValueOpportunityVolunteer opportunities can also be found at this nexus point
  • 13. © 2013 FSGFSG.ORG13How Do Companies Create Shared Value?Enabling Local ClusterDevelopmentRedefining Productivityin the Value ChainReconceiving Productsand MarketsShared Value is:“Enhancing the competitivenessof a company whilesimultaneously advancing theeconomic and social conditions inthe communities in which itoperates”Shared Value is NOT:• Sharing the value already created(philanthropy)• Personal values• Balancing stakeholder interestsShared Value strategies:
  • 14. © 2013 FSG14FSG.ORG© 2011 FSGCompanies Are Rethinking Their PurposesHealthy FamiliesComputing / IT Smarter CitiesCreditHealthcare Products$ Healthy RelationshipWith Money
  • 15. © 2013 FSGFSG.ORG15 © 2013 FSGVolunteering Programs Can Be DesignedThree Different WaysSocialImpactBusiness Impact“Shared Value Enhancers” Shared Value“Community Obligations” “Business as Usual”Solving social problems at scaleIRRhurdlerate3Most volunteer programs fall into the first categoryoffering little business or social impact:Adopting a shared value approach can strengthen both benefits21
  • 16. © 2013 FSGFSG.ORG16 © 2013 FSGShared Value Initiatives Have MeasurableSocial and Business ImpactStrengthening Shared Value through Volunteerism• Shared Value requires companies to develop deeprelationships with other stakeholders such as NGOs andcommunity groups• Volunteer programs work best when they strengthen SharedValue via:• Deepening insights about relevant social problems• Identifying new revenue or cost-saving opportunitieslinked to social problems
  • 17. © 2013 FSGFSG.ORG17 © 2013 FSGShared Value and Employee Engagement Can BeMutually Reinforcing• Strengthens innovative thinking• Enhances ability to develop strong partnershipsSV EE• Deepens the connection between employees and thecompany mission• Signals company commitment to providing opportunitiesfor employees to learn and growEMPLOYEE ENGAGEMENTSHARED VALUE
  • 18. Q&A18• Type questions into the box on theright side of the your screen• Submit via Twitter to@VM_Solutions using “#VMbpn”
  • 19. Stay InformedBlog:www.VolunteeringIsCSR.orgTwitter:@VM_SolutionsNewsletter:Monthly ‘Good Companies’newsletter - Sign up on theblog!19
  • 20. Save the Date – July 18th20A 2013 VolunteerMatch Client Summit Encore PresentationIn Case of Emergency:Engaging the community in Disaster ResponseThursdayJuly 18th, 201310-11 a.m. PT (1-2 p.m. ET)Featuring:Stacie KronthalVice President of Strategic Partnerships, Network for GoodJim StarrVice President, Volunteer Management, American Red CrossJames RooneyManager, Technology for Good, MicrosoftRegister: