Employers and ESV: Programme management

1. Different models of ESV

2. Aligning volunteering to corporate priorities

3. Gaining support across the organisation

4. Recognising employees

5. Increasing participation

6. Measuring impact

7. Creating successful partnerships

1. Different Models of ESV

A well developed ESV programme provides a range of volunteering opportunities to appeal to employees with different interests and motivations, and for levels of employees; skills development, team events, individual volunteering etc.

Team challenge

A team challenge is a one off group activity.  It is usually a practical task e.g. painting a hall, clearing a river, building a dry stone wall, creating a school garden. Team challenges are excellent for teambuilding and motivation and can often be carried out in a single day. They can involve employees’ family members, particularly when the event is carried out over a weekend.

Team challenges can provide a good introduction for those new to volunteering and practical help to a community organisation.

Partnerships

A series of volunteering activities developed in partnership with a charity or volunteer involving organisation such as special constables in the police force.

This is becoming popular with employers and is increasingly linked to CSR policy and areas of business. For example,  partnerships sought and developed with partners operating in key themes such as employability. There are upfront costs and time involved in identifying the correct partners but it’s accepted that this delivers greater results (for the employer and the community organisations you seek to support) and is more cost effective.

Charity of the Year

Employees commit to supporting a single charity, involving a range of volunteering and fundraising opportunities. This enables a long term partnership to be integrated throughout the organisation

Individual volunteering

Individuals choose their own volunteering opportunity and carry it out either in their own time or using their volunteering leave provided by their employer. The employer can provide support in a number of ways including providing paid time off, allowing employees to make reasonable use of photocopier etc, small grants employee nominated charities and enabling choice and inspiration through volunteering programme events, ambassadors, communications etc 

Employees may already have a personal commitment to particular causes and can be more motivated to volunteer and fundraise successfully. Employees typically require less resource to support their volunteering but are able to take part in the programme through awards etc.

Virtual volunteering

Virtual volunteering describes activities carried out by a volunteer at their desk and includes sending campaign letters to their MP, online mentoring, web research etc. This type of activity is attractive to volunteers with limited time and can be used to support activities anywhere in the world.

Pro bono

Using professional skills such as legal, accounting and marketing expertise to support Community organisations is a great way to provide valuable services and create impact. Many employees and retirees enjoy using their skills in a different and stimulating environment.

Skills based volunteering

Skills development can take place in a wide range of scenarios including practical challenges, individual volunteering etc. The characteristics of this type of volunteering are that they meet an identified skills development need.

2. Aligning volunteering to corporate priorities

There is a growing trend for employers to target support to a small number of priority business areas. These will be specific to the organisation and perhaps reflect their sector and customers. Popular choices currently include helping people back into work, education and health.

3. Gaining support across the organisation

A successful ESV programme needs the support of the whole organisation, from the top to the bottom.

Senior management support is needed to sign off on the expenditure and policy including objectives, but also to provide a leading example

Middle management support is essential as they need to authorise the leave for their employees to volunteer and often determine whether there is a ‘culture of volunteering’.

General staff support and enthusiasm is critical as it’s their choice to participate.

Build time into your plan to communicate with all employees the benefits and actively engage them is helping to shape the programme.

4. Recognising employees

Recognising the efforts of employees is important to let them know their efforts are appreciated and to inspire others to take part. A personal and sincere thank you by letter or in person will be valued by employees. Some other tried and tested methods include:

• awards schemes
• articles in newsletters and magazines, intranet etc
• presentation of certificates
• Accreditation such as Investing in Volunteers

Volunteers’ Week, 1-7 June each year is the national campaign to celebrate volunteering and provides the perfect opportunity to show your appreciation to your employee volunteers. For more information visit www.volunteersweek.org.uk

5. Increasing participation

The number of employees taking part in ESV programmes varies by sector, from just 1% up to 40%. As an average, approximately 15% participate, based on the 2011 London Benchmarking Group annual report.

A number of factors affect how many employees take part in any ESV programme. To increase employee engagement, consider how your programme addresses the following.

Choice of activities

Employees have different interests and motivations for volunteering.

• Do employees have access to a range of activities?
• Are there opportunities for skills development and for activities that offer new experiences?
• Can they volunteer close to home if they commute?
• Are there some planned activities and partnerships they can join?
• Options to volunteer as an individual?
• Are there options for virtual volunteering or activities in short periods of time, e.g. less than 2 hours?

Communication

Often employees are simply not aware that their employer provides an ESV programme.

• Does your programme utilise the full range of tools to communicate with employees?
• Is volunteering part of the appraisal process and training development planning?
• Is volunteering featured in your internal marketing such as intranet, e-news, staff briefings, at the AGM or awards programme?
• Does the ESV programme gain external coverage in press or feature in the annual report?

Culture

Successful ESV programmes often have a great story and culture where ESV is recognised as successful and worthwhile. For example, employers report that those who take part in the ESV programme are often also promoted. Conversely, employees can be anxious that asking for volunteering leave will be received negatively,

• Is the programme encouraged and positively promoted?
• Do your senior staff volunteer?
• Are those that take part recognised?
• Does the organisation celebrate the success stories?
• Is ESV reported in the annual report?
• Does it contribute to gains in development, morale, reputation of the organisation?

6. Measuring impact

When the London Benchmarking Group conducted their annual report in 2011, they found that their members were able to provide more detailed information than ever before about the range and impact of their activities. Certainly, there is a growing body of evidence to support the case for ESV, employee skills development and CSR investment for employers. New research has been published in 2011 by YouGov, LBG, BITC and The City of London Corporation.  These reports show the growing investment and importance of ESV across groups of employers.

However, measuring impact of ESV is a key challenge for individual employers and only a minority assess their impact across all audiences: employees, line managers, organisation, community partner and their beneficiaries, the wider community.

Established frameworks can be used to help measure impact, benchmark and to achieve accreditation for best practice.

Investing in Volunteers for Employers

Investing in Volunteers is the UK quality standard in volunteer management.  Over 550 organisations of all sizes have already achieved this quality accreditation throughout UK.

London Benchmarking Group

LBG is for companies that are serious about community investment.

Companies across the world use LBG's measurement model to assess the real value and impact of their community investment to both business and society.

CommunityMark

The CommunityMark is an independent, 360-degree, rigorous assessment process that defines innovators and leaders in community investment. Thirty-eight companies currently hold the CommunityMark. The CommunityMark achievers are exemplars of best practice across five principles of community investment.

7. Creating successful partnerships

72% of companies expect to increase their investment in corporate-NGO partnerships over the next 3 years. There are a number of factors driving this increase including evidence of success, pressure from internal and external stakeholders and recognition of how sectors are able to leverage their assets by working in partnership. However, the biggest factor viewed by the private sector is the pressure to demonstrate their corporate responsibility.

ESV partnerships should benefit both the community organisation and the employer. There will be two sets of requirements, cultures and expectations to manage to ensure the collaboration is successful. Expect to dedicate time and planning at the outset and throughout the relationship.

The four key principles to creating a successful partnership.

1. Shared values and commitment
2. Appropriate resources and capacity
3. Effective planning and management
4. Good Communication

Many organisations find it useful to use a broker to help identify and manage corporate – community partnerships. Brokers have the contacts and experience to make successful matches.