Worksite volunteer programs:
• Good for a company's
reputation
• Good for recruitment and
retention
• Good for employees' health
Employer focus
The business case for volunteering
Two Minnesota companies that are champions of corporate volunteer programs say it’s easy to make a business case for these initiatives.
“Community is one of our core values,” says Lori Koutsky, manager of the Securian Foundation in St. Paul. “When we invest in the community and engage our employees to donate their talents it enhances our company’s reputation. It’s one of the reasons Securian has won awards as a ‘best place to work,’” she adds.
Corporate volunteerism also has a positive impact on recruitment and retention. “That’s especially true with Millennials,” says Jeannine Rivet, executive vice president of UnitedHealth Group, Minnetonka MN. “People are proud of working for a company that gives of its time and treasure.”
What might not be as obvious a payback is that volunteering boosts employees’ health. According to a 2010 survey conducted by UnitedHealthcare (an operating division of UnitedHealth Group) and the nonprofit Volunteer Match, among 4,500 Americans, 68 percent of respondents said volunteering made them physically healthier; 95 percent said it improved their emotional health.
The study also found that 76 percent of those who volunteered through work felt better about their employers. An eye-opening 21 percent, however, said they wouldn’t volunteer without encouragement from their employer.
So many good causes exist. How does an organization choose which ones to support? Koutsky and Rivet recommend aligning nonprofit programs with your company’s business objectives or expertise. UnitedHealth Group, for example, encourages its executives to sit on nonprofit boards that reflect its passion for health care and supports three health-related walk-a-thons a year. At Securian, the emphasis is on education. The financial services company puts a high priority on school-based tutoring and mentoring programs that promote personal and academic success among disadvantaged city youth.
Making volunteer programs work
At both Securian and UnitedHealth Group, eligibility for volunteer programs is open to all employees who have their supervisors’ approval. On or off the clock? That varies. To attract commuters and those with family responsibilities, many volunteer opportunities are scheduled during the business day.
“For the little bit of time they take off, employees work harder when they get back to the office,” says Rivet.
At Securian, a wide variety of volunteer opportunities are offered – some on personal time, some on company time, often during lunch, says Koutsky. Proximity helps. Two of the five school-based programs Securian is affiliated with are within walking distance of its downtown headquarters or onsite. eMentors, for example, a program that pairs volunteers with high school students, is structured so that the mentor can work from his or her desk. Communication between volunteer and student is handled by email.
Securian also offers volunteer opportunities that require the use of vacation or personal leave. For three weeks each summer during the past 10 years, Paul Hirschboeck, second vice president and actuary at Securian, has recruited crews of 15-18 associates over three weeks (or 250+ people) to build or rehabilitate houses in the St. Paul area for Habitat for Humanity. “It’s easy to find willing workers,” he says. “For those who work in the abstract world of life insurance, there’s something very tangible about these builds. It’s a great way to engage associates. Partnering with these programs shows the company cares about something beyond the bottom line.”
Even in companies where volunteerism is ingrained in the corporate culture, promotion is key and ongoing. Lunchtime information sessions, informal meetings and email blasts keep volunteerism visible and top of mind. Four years ago, Securian developed a brand for its philanthropic, community involvement and green initiatives under the “Doing Good Works” umbrella. Doing Good Works is an integral part of orientation for new employees and for pre-retirement planning. Participating employees receive recognition in company publications, including the annual report.
If there is a mantra that underlies these strategies, it is: “Make it easy for them,” says Koutsky.
Rivet agrees. To help employees find compatible opportunities with the right nonprofit, UnitedHealth Group’s office of social responsibility has links on its intranet to a customized website that helps them match their interests simply by typing in a zip code.
Incentives help too. At UnitedHealth Group, employees who complete 30 hours of service are eligible for $200 grants to the charity of their choice. In 2010, 646 employees qualified. Securian offers a similar reward when associates complete 50 hours of service.
Clearly, these incentives work. Of UnitedHealth Group’s nearly 90,000 employees, most of them in the U.S., 77 percent of respondents to the company’s annual employee survey said they did some form of volunteer work.
And what about cost? “The costs are minimal,” says Koutsky; mostly staff time for recruiting and organization purposes she notes. But the payoff can be huge. “If you hire good people and approach them thoughtfully, you can impact the economic vibrancy of your community and your future workforce in a positive way. Our associates return to these volunteer programs year after year.”
Resources:
www.VolunteerMatch.org/corporations/resources/research.jsp
Corporation for National and Community Service
www.volunteer.gov
