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Jet-Set Service: International Corporate Volunteering

October 6, 2011

Confidential and Proprietary

Guest Speaker:

Amanda MacArthur

Director of Operations

CDC Development Solutions

Moderator:

Casey Brennan

Marketing Manager

VolunteerMatch

2 Confidential and Proprietary

To Ask Questions

Type questions into the box on the

right side of the your screen

Submit via Twitter to

@VM_Solutions using “#BPNICV”

We will pose questions at the end

of the presentation

Agenda

• ICV—background & trends

• Benefits and Measurement

• Key Elements for Success

• Issues to Consider

• Best Practices

• FedEx ICV Experience

• The Center of Excellence for International Corporate Volunteerism (CEICV)

• Q&A

What is an ICV Program?

• Definition: A company-sponsored program through which employees are sent to work on pro bono projects with positive social impact in emerging markets.

• Key Program Variables : – Teams versus individual assignments

– Team size

– Duration/scope of pre-work

– Length of time in the field

– Industry and geographic focus

– Type of local client/partner

– Local client inputs

Rapid Growth in ICV Programs

Number of participating companies 6 7 11 12 22 21

* 2011 numbers are estimates provided by companies Source: CDS, International Corporate Volunteerism Survey, 2011 | N=22

The growth rate is the result of:

– More companies that have started programs

– Companies adding more volunteers annually

ICV has Expanded Almost Sevenfold in the Past 5 Years

Volunteers were sent to 4 countries in 2006.

Regions: South America: 3 Africa: 1

Total: 4

Since 2006, ICV volunteers have worked in 58 countries.

Regions: Central America: 7 South America: 10 Africa: 18 Asia: 13 Europe: 9 Middle East: 1

Total: 58

ICV in the News

ICV is Active across Multiple Sectors

Multiple Benefits of ICV

Company

Employee Participants

Local Partners

• New market/product development

• Brand strengthening

• Recruitment &

• Brand and reputation

• New skills development & cultural intelligence

• Increased motivation

• Innovation

• Improved leadership competencies

• Access to resources and new technology

• Improved services

• New staff skills

• Growth

Companies Invest for a Variety of Reasons

Source: CDS, International Corporate Volunteerism Survey, 2011 | N=21

Why did you create your program? (1-6 ranking)

To improve the economic/social well-being in an emerging market that is

important to our company

To improve the volunteers’ leadership skills

To improve our business development capabilities in the markets we select

To improve our ability to innovate in the markets we select

To meet our CSR objectives

1-6 ranking, with 1= most important

Poll Question #1

What area do you believe skills-based volunteerism adds the most value? a) Social impact in local communities b) Employee leadership development c) Business development and knowledge of emerging markets d) Company innovation e) Meeting CSR objectives

Measuring Impact

• Increased Employee Engagement – 97% of participants were more motivated to perform their day-

jobs

– 94% of participants noted that the program positively changed their perception of their employer as a corporate citizen

• Improved Employee Skills – 75% of participants noted that participation in the program

sparked new ideas for products, services and/or improvements that could be applied to their work

– Participants listed improved Resilience, Cultural Awareness, Leadership and Communication among their top takeaways

• Positive Corporate Impact – 92% of participants believe the program would lead to a

positive business impact for their company

* Statistics from survey of participants on CDS-administered ICV programs

CDC Development Solutions conducts surveys with all participants in our International Corporate volunteer programs. The following data was gathered from participants on pilot projects in India, Peru, the Philippines and Tanzania.

I am confident that transferring my ICV learning to my day job will ultimately lead to a positive business impact for my company.

My ICV learning is relevant for my day job.

Participation in the ICV program sparked new ideas for products, services or improvements that I could apply to my work.

I am confident that my manager and Business Unit will be open and receptive to the new learning that I will bring to my day job.

After my ICV experience, I am more motivated to perform in my day job.

My ICV experience positively changed my perception of my company as a corporate citizen.

Determining Success Depends on the Program Goals

Four Key Elements for Success

Strategy

Design & Development

Implementation & Management

Measurement & Evaluation

Program Considerations

• What resource commitments and support is needed?

• Do you want to build on existing leadership development or philanthropic initiatives?

• Where will a program take place?

• What is your timeline to launch?

• What is the team composition?

• What will the teams do?

• What partners do you need?

• How will you prepare your teams?

• How will you determine success?

Best Practices in ICV programs

1. Align Goals with Business Priorities

What are the most important goals for the program?

social Impact leadership development new market development new product development global teaming public goodwill

Make program choices based on business priorities:

• Country selection • Local clients • Industry focus • Project activities • Impact measurement

Best Practices in ICV programs

Teams diverse in:

• Skills

• Depth of work experience and tenure

• Geography (home country)

• Gender

Participants consistently report that interacting with their fellow team

members was the most valuable part of their assignments.

2. Field Diverse Teams of High Performers

Best Practices in ICV programs

Global teams mean almost all pre-work is virtual.

Find the collaboration and communication tools that work for each team.

Pre-work goals:

• Build a cohesive global team

• Prepare participants to live and work in an unfamiliar culture

• Give participants tools for short-term consulting engagements

• Facilitate early relationships with local clients

3. Provide Preparatory Teaming & Leadership Opportunities

Best Practices in ICV programs

Partners (usually local or international NGOs) have:

• Knowledge of local culture

• Knowledge of opportunities for high-impact engagement

• Relationships (and established trust)

with local clients

• Expertise managing logistics

• Experience fielding volunteers on

short-term assignments

• Ability to survey clients in-country

to measure results

Using partners enables companies to expand to new

countries with more participants.

4. Work with Partners with Local Expertise

Best Practices in ICV programs

Employees

• New skills development (teaming, technical)

• Increased motivation

• Commitment to company

Local Clients

• Access to new resources

• Improved service provision

• New/improved skills for staff

• Growth

Company

• New market development

• Product development

• Brand strengthening

• Recruitment

• Reputation

5. Measure Benefit for the Company, Employees, Local Clients

Poll Question #2

What do you think is the most important metric of ICV programs to measure?

a) Social impact

b) Employee satisfaction/retention

c) Financial return

d) Business and product development

e) Public awareness

FedEx Global Leadership Corps

• Pilot: 1 team of 4 people in Salvador, Brazil

• Client: Instituto Cultural Steve Biko (ICSB), which promotes racial equality through education

• Tackled IT, HR, marketing, communications

“The skill sets acquired and honed, the relationships developed and our enhanced

understanding of how the world works has certainly made us more versatile,

equipped and dedicated FedEx team members.” (Shane O’Connor, FedEx)

Dow Corning Citizen Service Corps

• At Envirofit India, assessed needs and demands of rural customers when buying cookstoves

• At Sustaintech, developed quality control systems and plans to improve the supply chain for energy efficient cook stoves

Employees participated in Innovation Design workshops during their virtual pre-work and were asked to bring back ideas for new products or modifications to existing ones. Several of which are now in the design phase.

The Center of Excellence for International Corporate Volunteerism (CEICV)

Enhance USAID’s

sustainable development efforts

by leveraging the skills and expertise

of corporate volunteers

Enable companies of all sizes to start and

expand International Corporate Volunteer

programs in emerging markets

worldwide

Track development impact and create best practices for

International Corporate Volunteer

programs

Three Goals for the Virtual Center

CEICV Benefits

• Access to best practices and templates for starting, implementing, and measuring ICV programs

• New connections with other companies for info- sharing, partnering

• Opportunity to benchmark program evaluation against other companies

• Engage with USAID and the USG on joint initiatives

Additional ICV Resources

1. www.cdcdevelopmentsolutions.org/corporate-volunteerism

2. www.cdcdevelopmentsolutions.org/icv-workshop-2011

3. Sign up for CDC Development Solutions’ monthly e-newsletter.

4. Join Linked-In ICV Group

5. http://www.cdcdevelopmentsolutions.org/blog

THANK YOU

Q & A

Stay Informed

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Blog: www.VolunteeringIsCSR.org

Twitter: @VM_Solutions

CR Opportunity: Companies as Social Partners Guest Speaker:

Sarah Kerkian Insights Supervisor

Cone Communications

Wednesday

November 16, 2011 10-11 a.m. PT (1-2 p.m. ET)

November BPN

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