HR departments and people leaders seeking new ways to develop employees have the solution they need hiding in plain sight. Skills-based volunteerism, often categorized as a community impact strategy, can play a powerful role in learning and development plans.
According to America’s Charities, 71 percent of employees want to work for companies that share their values. Employee value propositions for companies across the globe show that talent acquisition professionals are answering this call. Smart organizations are taking it further, approaching their volunteerism strategies as a way to engage employees, deepen community impact, and invest in the development of their people’s skills.
Ares Management Group, which studies employee volunteerism and engagement, reported that employees who participate in workplace volunteer programs are significantly more likely to feel they have opportunities to grow professionally (70 percent vs. 39 percent) and develop new skills at work (72 percent vs. 47 percent) — both of which are top priorities for today’s workforce.
Where to begin?
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Understand what skills your employees want to offer
As you begin setting your strategy, take time to understand what skills your employees are interested in leveraging in their volunteer service. What is their role? Are they skilled at marketing, social media, HR policies, accounting, technology, disaster response, and operations? Don’t be surprised if employees express concern that they “don’t have anything to offer.” Often, people become so focused on their daily work that they fail to recognize the value of these skills to a nonprofit that lacks the same resources. Giving employees a chance to apply their skills in ways that create lasting impact for nonprofits helps them feel proud of their work and of being part of a company that makes that possible.
As you consider the skills employees are interested in deploying, keep an open mind. Ask about skills they have that aren’t typically relied upon in their current roles that they may have developed at a previous organization, in their educational journeys, or outside of work. There are many examples of this – the customer service representative who began in PR or the software engineer who has developed websites. Asking about other skills is a win-win all around, helping you gain a better sense of your team members and the sometimes hidden potential they possess.
1. Consider the skills your employees want or need
Volunteering is an excellent way for individuals to develop new skills that complement the learning they are undertaking in their formal career roles. Nonprofits can be a proving ground, a place to incubate or test skills that employees might be less sure about using at work. I experienced this firsthand early in my career. While working in event marketing, I volunteered with a professional association to help run a small conference. I built a strong model for the annual event, formed lasting connections, and felt a greater sense of belonging in my community. That opportunity grew into a leadership role, where I regularly spoke in front of members — something I’d once been told I wasn’t cut out for. I had internalized that doubt until I was pushed out of my comfort zone as a volunteer. In doing so, I discovered I enjoyed public speaking, built confidence, and brought that growth back into my career.
As you map your training plans, think about how you can encourage employees to join skills-based projects – ones you offer for teams or more personal pursuits – that expose them to new skills. Although the decision to join a committee, as I did, is personal, you can play an important role in opening their eyes to opportunities around them. Equip them with the courage and the questions to ask as they engage as individual agents of good. And by all means, make sure there are prompts in your check-in and employee review processes that allow people to share how they served and what they learned. Although some skills are developed “outside of work,” they are no less valuable. As Kayla Works, underwriter at Unum Group and volunteer, puts it: “I love this type of volunteering… Every session has taught me something new. Participating in this project and being the team lead helped tap into my project management and team leadership skills… I manage projects daily and collaborate with team members at Unum, but this was an excellent opportunity to lead a team.” For employees ready for the next level of impact and leadership, there’s one avenue many overlook: board service.
2. Encourage board service to build leadership muscle
Most people navigate their own volunteer journeys, beginning with more traditional forms of service, such as beach sweeps, neighborhood clean-ups, or team volunteerism at a nonprofit event. As employees transition into skills-based service, they will likely seek opportunities to drive even greater impact. Nonprofit board service is an excellent option, as it puts them in leadership positions, sometimes as they seek to develop those very skills within your organization. Learning how to run committees, presenting at board meetings, and collaborating on strategy are terrific ways to build leadership muscle. It’s important to note that board service should not be limited to those in executive positions. Nonprofits of all sizes can benefit from the fresh perspectives of early- and mid-career professionals. You can tap into personal connections or those held by your community impact team to start open conversations with nonprofits. Ask what the nonprofit needs: what kind of support would be most valuable? And look for ways to align your colleagues’ skills with the nonprofit’s real, pressing challenges.
Whether you build a skills-based volunteerism strategy on your own or seek a partner, like Common Impact, to help you scope and deliver projects, embracing this type of programming is a win for everyone involved. In a time when employee development and social responsibility are top priorities, skills-based volunteering is a strategy that grows your people, strengthens your brand, and supports nonprofits—aligning values with action.
