“Culture” vs. Purpose – Why volunteer programs are essential for in-office morale.
Culture and the New World of Work
The way we work has changed. While employers had been experimenting with remote and hybrid work models for years before the COVID pandemic, that event accelerated the reliance on technology and Work from Home (WFH).
Countless employers have begun initiating Return to Office (RTO) plans, with a majority of corporate leaders (51%) expressing reservations about the impact of these models on corporate culture, as noted in a study by Mercer.
This concern goes beyond employers to the employees themselves, with large percentages of remote workers feeling left out of company culture, according to the Harvard Business Review.
Harvard Business Review Survey Results
For those organizations prioritizing RTO, fostering a collaborative and purposeful work environment is essential. Research by PwC shows that employees who consider themselves engaged in the workplace are 87 percent less likely to resign than those who don’t. Gallup has found that workplaces with environments that encourage employee engagement are also more profitable.
The Role of Employee Volunteer Programs
One way organizations can be proactive in curating a place that attracts and retains associates is through corporate volunteerism, or an Employee Volunteer Program (EVP).
The Points of Light Foundation defines Employee Volunteer Programs as “a planned, managed effort that seeks to motivate and enable employees to effectively serve community needs through the leadership of the employer.”
Our Solution
Junior Achievement (JA) is one of the largest Employee Volunteer Program solution providers in the country. Each year, hundreds of thousands of employees participate in JA’s turnkey, skills-based volunteer initiatives. JA SoCal provides these volunteer involvement and team-building solutions for the local community.
A 2017 study by Junior Achievement found that more than two-thirds (67%) of JA volunteers surveyed said that they felt that volunteering for Junior Achievement gave them a “sense of fulfillment,” while a majority responded that it made them “feel happy” (59%) and left them with a “sense of impact” (56%).
Others said that they “felt inspired” (40%) or that their experience helped them develop “personal skills” (30%). A separate 2017 study of CSR professionals by JA found that most (59%) said that they integrated Employee Volunteer Programs into their Corporate Responsibility efforts to help build “company morale.”
What Comes Next?
Whether your organization currently has an EVP or considering establishing one, The Points of Light Foundation provides guidance with seven steps to create an effective program.
1. THE PLAN
Effective EVPs have specific societal, employee and business goals with clear strategies and tactics.
2. MEASUREMENT
High-performing EVPs measure the degree to which they are accomplishing their plan.
3. DESIGN
Effective EVPs integrate into the business by leveraging employee skills and corporate assets.
4. LEADERSHIP
Effective EVPs benefit from vocal and continual support from company leadership.
5. PARTNERSHIPS
High-performing EVPs understand the importance of strategic partnerships and collaboration with government, private, and nonprofit partners.
6. EMPLOYEE ENGAGEMENT
Effective EVPs generate broad-based employee enthusiasm, support and stewardship for the EVP and enrich the employee work-related experience as demonstrated by increased morale, productivity, retention, and workplace skills.
7. SUCCESS AND GROWTH
High-performing EVPs recognize, communicate and celebrate success internally and externally while continuously learning from peers, volunteers and partners and reflecting on potential program improvements.
