volunteermatch bpn webinar: jet-set service - international corporate volunteering
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- 1. Jet-Set Service: International Corporate VolunteeringOctober 6, 2011 Guest Speaker: Amanda MacArthurDirector of Operations CDC Development SolutionsModerator:Casey Brennan Marketing ManagerVolunteerMatchConfidential and Proprietary 1
- 2. 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 presentationConfidential and Proprietary2
- 3. Agenda ICVbackground & trends Benefits and Measurement Key Elements for Success Issues to Consider Best Practices FedEx ICV Experience The Center of Excellence forInternational CorporateVolunteerism (CEICV) Q&A
- 4. What is an ICV Program? Definition: A company-sponsored programthrough which employees are sent to workon pro bono projects with positive socialimpact 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
- 5. Rapid Growth in ICV Programs The growth rate is the result of: More companies that have started programs Companies adding more volunteers annuallyNumber of participatingcompanies 6 7 11 12 22 21ICV has Expanded Almost Sevenfold in the Past 5 Years* 2011 numbers are estimates provided by companiesSource: CDS, International Corporate Volunteerism Survey, 2011 | N=22
- 6. Volunteers were sent to 4 countries in 2006.Regions:South America: 3Africa: 1Total: 4
- 7. Since 2006, ICV volunteers have worked in 58 countries.Regions:Central America: 7South America: 10Africa: 18Asia: 13Europe: 9Middle East: 1Total: 58
- 8. ICV in the News
- 9. ICV is Active across Multiple Sectors
- 10. Multiple Benefits of ICV New market/product development Brand strengtheningCompany Recruitment & Brand and reputation New skills development & cultural intelligence Increased motivationEmployee Innovation Participants Improved leadership competencies Access to resources and new technology Improved services Local New staff skillsPartners Growth
- 11. Companies Invest for a Variety of ReasonsWhy did you create your program? (1-6 ranking)To improve the economic/socialwell-being in an emerging market that isimportant to our companyTo improve the volunteers leadership skills To improve our business development capabilities in the markets we selectTo improve our ability to innovate in the markets we select To meet our CSR objectives1-6 ranking, with 1= most importantSource: CDS, International Corporate Volunteerism Survey, 2011 | N=21
- 12. Poll Question #1What area do you believe skills-based volunteerism adds the mostvalue?a) Social impact in local communitiesb) Employee leadership developmentc) Business development and knowledge of emerging marketsd) Company innovatione) Meeting CSR objectives
- 13. 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
- 14. Determining Success Depends on the Program GoalsCDC Development Solutions conducts surveys with all participants in our InternationalCorporate volunteer programs. The following data was gathered from participants onpilot projects in India, Peru, the Philippines and Tanzania.I am confident that I am confident that mytransferring my ICV learningmanager and Business Unitto my day job willwill be open and receptive toultimately lead to a positive the new learning that I willbusiness impact for mybring to my day job.company.After my ICV experience, IMy ICV learning is relevant am more motivated tofor my day job. perform in my day job.Participation in the ICV My ICV experience positivelyprogram sparked new ideas changed my perception offor products, services or my company as a corporateimprovements that I could citizen.apply to my work.
- 15. Four Key Elements for SuccessStrategy Measurement & Design & EvaluationDevelopment Implementation & Management
- 16. Program Considerations What resource commitments and support is needed? Do you want to build on existing leadership developmentor 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?
- 17. Best Practices in ICV programs1. Align Goals with Business PrioritiesWhat are the most important goals for the program? social Impact leadership development new market developmentnew product development global teaming public goodwillMake program choices based onbusiness priorities: Country selection Local clients Industry focus Project activities Impact measurement
- 18. Best Practices in ICV programs2. Field Diverse Teams of High Performers Teams diverse in: Skills Depth of work experienceand tenure Geography (home country) Gender Participants consistently report that interacting with their fellow team members was the most valuable part of their assignments.
- 19. Best Practices in ICV programs3. Provide Preparatory Teaming & Leadership Opportunities 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 Global teams mean almost all pre-work is virtual.Find the collaboration and communication tools that work for each team.
- 20. Best Practices in ICV programs4. Work with Partners with Local ExpertisePartners (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 onshort-term assignments Ability to survey clients in-countryto measure resultsUsing partners enables companies to expand to newcountries with more participants.
- 21. Best Practices in ICV programs5. Measure Benefit for the Company, Employees, Local Clients Company EmployeesLocal Clients New market New skills Access to new development developmentresources Product (teaming, technical) Improved development Increasedservice Brand motivation provision strengthening Commitment to New/improved Recruitment companyskills for staff Reputation Growth
- 22. Poll Question #2What do you think is the most important metric of ICV programs tomeasure?a) Social impactb) Employee satisfaction/retentionc) Financial returnd) Business and product developmente) Public awareness
- 23. FedEx Global Leadership Corps Pilot: 1 team of 4 people inSalvador, Brazil Client: Instituto Cultural SteveBiko (ICSB), which promotesracial equality througheducation Tackled IT, HR, marketing,communicationsThe skill sets acquired and honed, the relationships developed and our enhancedunderstanding of how the world works has certainly made us more versatile,equipped and dedicated FedEx team members. (Shane OConnor, FedEx)
- 24. Dow Corning Citizen Service CorpsEmployees participated in Innovation Design workshops during their virtual pre-work and were asked to bring back ideas for new products or modifications toexisting ones. Several of which are now in the design phase.At Envirofit India, assessed needs and demands of rural customers when buying cookstovesAt Sustaintech, developed quality control systems and plans to improve the supply chain for energy efficient cook stoves
- 25. The Center of Excellence for InternationalCorporate Volunteerism (CEICV) Three Goals for the Virtual CenterEnable companies ofEnhance USAIDsTrack developmentall sizes to start and sustainableimpact and createexpand International development efforts best practices forCorporate Volunteerby leveraging the International programs inskills and expertise Corporate Volunteer emerging markets of corporate programsworldwidevolunteers
- 26. CEICV Benefits Access to best practices andtemplates for starting,implementing, andmeasuring ICV programs New connections with othercompanies for info- sharing,partnering Opportunity to benchmarkprogram evaluation againstother companies Engage with USAID and theUSG on joint initiatives
- 27. Additional ICV Resources1. www.cdcdevelopmentsolutions.org/corporate-volunteerism2. www.cdcdevelopmentsolutions.org/icv-workshop-20113. Sign up for CDC Development Solutions monthly e-newsletter.4. Join Linked-In ICV Group5. http://www.cdcdevelopmentsolutions.org/blog THANK YOU
- 28. Q&A
- 29. Stay InformedBlog:www.VolunteeringIsCSR.orgTwitter:@VM_SolutionsConfidential and Proprietary29
- 30. November BPNCR Opportunity: Companies as Social PartnersGuest Speaker:Sarah KerkianInsights SupervisorCone CommunicationsWednesdayNovember 16, 201110-11 a.m. PT (1-2 p.m. ET)Confidential and Proprietary 30