volunteer idea exchange (employee volunteering : the state of the art and beyond)
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The benefits of an Employee Volunteer Program are many, and building a strategic program that is integrated with core business objectives and core competencies creates a meaningful and sustainable program.TRANSCRIPT
Employee Volunteering The State of the Art and Beyond
J a l a l Volunteer Architect @ Volunteer-ID
Understanding Volunteering Butcher (2010)
“Volunteering means conduc9ng work with no pay.” (Hodgkinson, 2003)
although non-‐remunera9on has been widely discussed, three other factors of volunteering also prevail: • that of choice and free will, • to go beyond one’s normal
responsibili9es of family obliga9ons, and
• to contribute to society at large – even though individuals may benefit internally from its prac9ce.
Context: Managed and Unmanaged Volunteering
Butcher (2010)
“... it can be unmanaged, as in sporadic help that takes place between neighbors and friends; or managed
volunteering, which takes place through organiza;ons in the nonprofit, private, and public sectors.”
Role of Volunteering in Society and in Development
Butcher (2010)
“... not only to add to the crea*on of social capital (Putnam 2000) or to promote social cohesion and the strengthening of democracy (Olvera 2001), but also as
a mechanism to channel differences and dissent among the popula;on.”
Cone and Echo Global (2011)
Why Employees Volunteer? Pajo and Lee (2011)
• Altruism: a desire to help, to give back, to assist those who were less fortunate or by the ‘feel good’ factor that comes with helping others.
• Meaningfulness: impact, worth or significance of the volunteer ac9vity.
• OrganizaDonal CiDzenship: a desire to reciprocate posi9ve treatment from the employer, to support the company or to present a favorable image of the enterprise.
• Role Variety: the ac9vity provided the opportunity to do something different from ‘normal’ work.
Why Employees Volunteer? Pajo and Lee (2011)
• RelaDonal & Social Task CharacterisDcs: a posi9ve affec9ve judgment about the ac9vity and men9oning rela9onal and/or social aspects.
• Networking: the opportunity to get to know others in the organiza9on and/or build their own profile).
• Personal: a variety of idiosyncra9c, individual and personalized reasons for volunteering
Phase, Framing, MobilizaDon Van der Voort, Glac, Meijs (2009)
Phase Issue Framing Views of MobilizaDon
Thriving, boVom-‐up enthusiasm (1997–2000)
CCI as private affair and individual choice
BoVom-‐up mobiliza9on
The emergence of a Social Movement Organiza9on (2000–2001)
CCI as private affair and individual choice
Formaliza9on of (boVom-‐up) mobilizing structures
Framing CCI as a HR Tool (2002–2003)
CCI as competency development
Mobiliza9on by collabora9on and a pull strategy to engage business units
Toward a management focus in mobiliza9on (2004–2006)
CCI as management responsibility
Addi9on of top-‐down approach to mobiliza9on
Toward CCI as standard business prac9ce (from 2007)
CCI as strategic instrument and collec9ve responsibility
Balancing boVom up and top-‐down mobiliza9on approaches
Tensions in Managing CSEV Van der Voort, Glac, Meijs (2009)
1. Individual choice versus central programming
2. Community benefits versus business benefits
3. Private/personal mo9va9on versus Instrumental mo9va9on
Double-‐Edged Effects of CSEV Management Van der Voort, Glac, Meijs (2009)
1. ProfessionalizaDon: ‘‘It is not about emo9ons anymore; they are viewed more cri9cally.’’
2. Obliging parDcipaDon: ‘‘I feel obliged, because that is how I am, but also because of my func9on, but I will think about it long and hard before I consider par9cipa9ng the next 9me.’’
3. Elite co-‐optaDon and support: ‘‘They need a patron, but if this patronage is commercially mo9vated rather than sincere […] It will become a vehicle and lose its credibility.’’
QuesDons
• What is volunteering in Indonesian context? • How organiza9ons in Indonesia manage its volunteering projects? • How Indonesian stakeholders value the role of volunteering in
society and development? • What are the roles of business in society, according to Indonesian
stakeholders? • Why employees in Indonesia volunteer? • Which phase of employee volunteering management are
companies in Indonesia currently in? • What are the tensions and effects of employee volunteering
management in companies prac9cing it in Indonesia?
THANK YOU SO VERY MUCH!
JALAL
VOLUNTEER-‐ID
jalal@volunteer-‐id.org
+62-‐815-‐13803616