This document discusses employee volunteering as a form of corporate social responsibility. It provides three key benefits of employee volunteering programs: 1) They strengthen corporate social responsibility by improving community relations, enhancing corporate image, and boosting employee morale and commitment. 2) They help address sustainable development goals by increasing resources for communities through business donations and partnerships. 3) They unleash people's potential by providing employees opportunities for skills development, networking, and personal fulfillment through contributing to social causes. The document advocates for sustainable employee volunteering programs that integrate the priorities of the company, interests of employees, and needs of the community. When implemented effectively, such programs benefit all stakeholders.

1. Employee Volunteering as CSR
Sita Supomo
Chief Volunteer Architect
Volunteer-ID
Sita.supomo@volunteer-id.org
sitasupomo

7. PILAR
Strengthen Address Unleash
Corporate Social Sustainable People’s
Responsibility Development Agenda Potential
Established on July, 2011

8. Why Employees Volunteer?
Your perspective …

9. Why Employees Volunteer?
Pajo and Lee (2011)
Organizational Citizenship: a
Altruism: a desire to help, to
desire to reciprocate positive
give 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 opportunity
provided the opportunity to affective judgment about the to get to know others in the
do 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

10. 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

11. Stakeholder Engagement &
Community Involvement
ISO 26000:2010

12. 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)
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13. 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)
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14. Sustainable EVP:
Integrating its stakeholders
Volunteer programs in the workplace are
most successful when they are based on
“integrating the priorities of the
company, the interests of the employees,
and the needs of the community” (Points
of Light Foundation, 1996)
Graff, L. (2004) Making a Business Case for Employer-Supported Volunteerism. Volunteer Canada
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15. 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 & CSR
strategy
•Philosophy, values
•Business Objectives Stakeholders that recognize
•CSR Strategy volunteer effort
•Involves corporate wide
participation (business unit,
branches, support functions
Sustainable
Employee
Volunteer
Program
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