vmcs14 reorganize: building support through champions

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2014 VolunteerMatch Client Summit Breakout Session In this session, participants will learn how two companies with limited resources developed global, grassroots networks of employee champions to further their Corporate Social Responsibility initiatives. The discussion will feature three perspectives: one from a CSR professional at a midsize company, another from a CSR professional at a large company with several operating companies, and a third from a current employee champion outside the CSR business function. Participants will gain insight into the development and growth of both companies' networks; specifically, the speakers will discuss the genesis of their individual initiatives, the impact they've created to date, and how they continue to balance the goals of top­ down CSR programs, policies and platforms with the needs, passions and voices of their champions in the field.


  • 1. 1Lessons from the FieldREorganize: Building SupportThrough ChampionsSpeakers:Annalisa AmicangeloManager, Corporate SocialResponsibilityHoughton Mifflin HarcourtWendy HersheyPrincipalMercer Investment ConsultingDaniella LippertProgram Manager, Volunteering &Engagement, Corporate SocialResponsibilityMarsh & McLennan Companies

2. VolunteerMatch Summit 2014Reorganizing: Building SupportMARSH & McLENNAN COMPANIESThrough Champions#VMCS14 3. VolunteerMatch Summit 2014Introductions Introduce topic and discussion agenda:- Overview- Best practices / key learnings- Takeaways- Q&A Individual Introductions:- Annalisa- Daniella- Wendy Brief background, current role, andCompany.MARSH & McLENNAN COMPANIES#VMCS14 4. Houghton Mifflin HarcourtExtending CSR influence through CICs Twofold HMH Corporate Social Responsibility goal: Internal: Increase employee pride and engagement External: Elevate HMHs status as an education leader and community partner How CICs help the CSR team fulfill these goals: Employee-driven model focuses on their values and passions within the CSR framework Each location has a unique culture and community profile that they know best Decentralized model extends CSR reach and influence in markets we dont havebandwidth to focus onMARSH & McLENNAN COMPANIES#VMCS14 5. Houghton Mifflin HarcourtThe genesis of CICs Key considerationsBuild internal support atthe executive ANDmiddle-manager level Timeline March 2011: Performed CSR resources/needs assessment with local leaders from every office March May 2011: Met with internal stakeholders to secure budget, identify executive champions,determine goals June 2011: Launched CIC pilot across three locations (Lewisville, TX; Orlando, FL; Dublin, Ireland) December 2011/January 2012: Gathered/analyzed data and feedback from pilot locations March 2012: Launched full CIC program across 10 locations (including the three pilot locations) January 2013: Expanded CIC program to two additional locations January 2014: Expanded CIC program to one additional locationMARSH & McLENNAN COMPANIESCommunicate clearmission and goals toemployeesProvide adequatetraining and support toemployeesBalance CSRpolicies/procedureswith employee passions#VMCS14 6. Marsh & McLennan CompaniesBuilding a CSR infrastructure within a matrix organization How to organize a CSR champion structure to help engage a globalmulti-operating company to further support its CSR mission andimpact. Marsh & McLennan Companies Corporate Establishing a clear mission, strategy, and goals. Creating programs, policies, and platforms that can be utilized cross operatingMARSH & McLENNAN COMPANIESMarsh & McLennanCompanies (MMC)(Corporate)Operating CompaniesMarsh Mercer Oliver Wyman Guy Carpenter#VMCS14company. Utilizing VolunteerMatchs reporting function for quarterly reporting, goal setting,and evaluating and creating new incentives. Established cross-operating company CSR Committee. 7. MercerBuilding a CSR structure aligned with parent Companys missionRegional MERCER Cares Champions /MARSH & McLENNAN COMPANIESCommunityCaresLocal ChapterChampionsMercerMMCMERCER CaresGlobal Steering CommitteeLocal ChaptersOptimize strategy, programs, and policies by: Strategically using Global Steering Committee. Engaging leaders. Empowering local chapters. Collaborating with other operating companies. Maximizing visibility and engagement.#VMCS14 8. Key Takeaways and Q&A CSR programs function when a matrix organizations components are aligned with a clearstrategy, initiatives, support, and communication. Create a centralized strategy that can then be implemented and communicated throughoutmultiple companies. Empowering and engaging CSR champions through strategic programs, policies, andplatforms. Executive leadership support AND middle-manager support for a network of local championsis critical After training your champions, embed the CSR team in the network so you can continue toprovide guidance and foresee challenges Launching a network of local champions is an exercise in letting go!MARSH & McLENNAN COMPANIES#VMCS14 9. 9For more information aboutthe VolunteerMatch ClientSummit:solutions.volunteermatch.org/summitclientsummit@volunteermatch.org

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