strategy

Employee volunteering

By Sunaina Sehgal

Illustration by Shigil N    

Many people find it a mere window dressing and say it's an easy gimmick to up your brand image. There are several arguments around corporate social responsibility (CSR). But companies are well-advised to really make an effort. CSR doesn't have to be an eyewash. A good CSR initiative is a smart way for a company to show off its ethics and establish its value system.

Bring employees into this mix and it becomes a potent tool for a company to get forces together. Which is why, more and more employers are devising smart programmes to do this. Several companies have extended CSR to include "employer supported volunteering" (ESV) or "employee volunteering".

It's an upgraded, smarter version of CSR. In ESV, a company integrates its employees and the community through in-house initiatives. It's a three-way partnership where everybody benefits— the employer, the employees and the community (schools, NGOs, individuals, etc).

The volunteering can come in many hues—sometimes as simple as collecting financial aid from employees and donating it to an NGO. But, it leads to multiple benefits including a more bonded work environment when employees actually get their hands on board by becoming volunteers.

"A volunteer is somebody who uses his time, skill and knowledge to ea: nhance a cause; benefiting another human life without expecting a return," says Renu Kakkar, vice president, technology and corporate communications, Apeejay Surrendra Group. Anything to do with the community becomes a part of the CSR programme for a company, explains Kakkar.

She pinpoints a key difference. "Anybody can be a volunteer on his own. He can identify a cause that speaks to him and use his skills to make a difference. But, real employee volunteering happens when his employer steps in to create those avenues for him," she adds.

While devising their volunteering programmes, comapnies should try and make sure they use an employee's specialised skill set to really benefit the not-profit or community organisation they are working with.

"A company's board members can be valuable in mentoring an NGO. Other employees can participate in group activities," says Shalabh Sahai, co-founder and director, of iVolunteer, an organisation that helps facilitate partnerships between corporates and non-profits.

Kakkar roots for such initiatives. "Nongovernment organisations don't just need money. Often, they don't have enough hands. They need people who can do field work, who are involved and who can contribute by using their professional skills."

Harish Bijoor, a well-known brand strategist says companies shouldn't stop at merely facilitating employee involvement. Smart bosses should actively encourage it, in fact.

"Doing so leads to an energetic, fulfilled work environment. That is a huge plus for any organisation," says Bijoor.

Pune-based Persistent System, a leading information technology services company, certainly benefited from doing this. Its in-house initiative, Semi-Colon, not only encouraged software programmers to bond as a community, it also helped the company contribute positively to the society around it. Programmers were split into teams. Each team drafted a software programme or solution to tackle a variety of issues—such as an emergency response systems in case of a calamity that could be used by municipal authorities.

The software developed was auctioned for charity and the company raised about Rs 3.3 lakh, which it donated. The event was a huge success. It was the company's way to show it cared about its programmers— the company's life force—and also show itself to be a conscious corporate citizen. "Programmers aren't considered to be at a par with IT managers. We know that isn't true. Programmers are the heart and soul of this industry," says Dr Anand Deshpande, founder CEO and MD of Persistent Systems.

Many of those who participated are still basking in the glow. Laveena Bhora, the company's training manager, and captain of the winning Gurukul Team, pitches in enthusiastically. "Of course, winning felt great. But what truly excited us was that we were participating and contributing to a noble cause."

It's this "feel good" factor that Apeejay Surrendra Group has used to create a new HR policy called Individual Social Responsibility (ISR). Employees can volunteer during office hours. At the end of the year, these efforts are included in the overall performance appraisal.

"It's a great way to stand out, to demonstrate leadership skills, team work and problem solving ability. Merely being cooped up in an office doesn't always bring those qualities out," says Kakkar. iVolunteer's Sahai agrees. "Working for a cause with new people in unique environments brings on new skills. It's a great platform to learn human resource management," adds Sahai.

Apeejay Surendra Group has also introduced an annual award to honour individuals, companies and not-for-profit organisations that are leading best practices in employee engagement programmes. To many business owners, some of these ideas might seem tough to implement or difficult to design. Still, Bijoor asserts that every smart company must give employee volunteering a serious shot. "It creates a positive brand image, strengthens trust and loyalty among consumers; enhances corporate image and reputation; increases employee productivity and loyalty, and provides an effective vehicle to reach strategic goals. These happy positive strokes are not immediately quantifiable on a balance sheet but they are there," he asserts.

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