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Going Global:
Top Considerations for Global Employee Volunteering
& Pro Bono Engagement

Panelists:

Facilitator:

Daniel Elliott

Michelle Langley

Vicky Hush

Key Client Manager
PYXERA Global

Program Leader
Dow Sustainability Corps
Global Disaster Relief
STEM

Vice President,
Engagement & Strategic Partnerships
VolunteerMatch

Lauren Wagner
Sr. Manager, Engagement
VolunteerMatch
@Lauren_Lynn2
How To Ask Questions

•
•
•

•

Type questions into the box on the
right side of the your screen
Submit via Twitter to
@VM_Solutions using “#VMbpn”
We will pose questions at the end of
the presentation

A copy of the slides will be circulated
after the event

2
Going Global:
Top Considerations for Global Employee Volunteering
& Pro Bono Engagement

Panelists:

Facilitator:

Daniel Elliott

Michelle Langley

Vicky Hush

Key Client Manager
PYXERA Global

Program Leader
Dow Sustainability Corps
Global Disaster Relief
STEM

Vice President,
Engagement & Strategic Partnerships
VolunteerMatch

Lauren Wagner
Sr. Manager, Engagement
VolunteerMatch
@Lauren_Lynn2
to enrich lives and livelihoods worldwide,
inclusively and sustainably.

To reinvent how public, private and social interests
converge to address global challenges.
A culture of sustained collaboration that improves
lives and communities worldwide.
We have fielded
more than 1000
corporate
employees on ICV
assignments.

We have implemented
projects supporting
over 630 local clients
including 80
governmental
institutions.

ICV programs
have taken place
in 25 countries on
five continents.

We have partnered
with 18 corporate
clients to implement
ICV programs.
Who We Are

http://learn.volunteermatch.org/2012annualreport
Who We Are

19-Feb-14

http://learn.volunteermatch.org/2012annualreport
Global Employee Engagement:
Source: VolunteerMatch Client Insights Survey
Composition of a Typical Employee Volunteer Program

3.7%
Traditional Volunteering

13%
Skilled Volunteering
Pro Bono Volunteering
Micro Volunteering (<1%)
83%

http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/
Global Employee Engagement:
Source: VolunteerMatch Client Insights Survey

Levels of Employee Eligibility for EVP Participation by Location

Employee Type

International

37%

US Only

34%

HQ Only

20%

US/Canada Only

9%

0%

5%

10%

15%
20%
25%
Frequency of Inclusion in a Program

30%

35%

http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/

40%
Global Employee Engagement:
Source: VolunteerMatch Client Insights Survey

How Often Employee Types are Included in EVP Recognition/Incentive
Programs
Full Time

89%

Part Time

56%

Employee Type

International

21%

Contractors

20%

US Only

20%

Interns/Nonpaid

15%

Warehouse/ Manufacturing

9%

Retirees

8%

Other

8%

Retail

5%

HQ Only

5%

US/ Canada Only

1%

Francisees

1%
0%

10%

20%
30%
40%
50%
60%
70%
80%
90%
Frequency of Inclusion in All Types of Recognition Programs

http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/

100%
Program Components
Source: Giving in Numbers 2013, CECP

http://cecp.co/research/benchmarking-reports/giving-in-numbers.html
Non-Cash Giving is Growing
Source: Giving in Numbers 2013, CECP

Giving in Numbers

“

With declining revenues in
2008 and 2009, companies
explored new ways to invest
in communities strategically
with non-cash resources such
as medicine, merchandise, or
professional volunteer
services.

• Non-cash giving accounted
for more than 95% of the
total aggregate giving
increase from 2007 to
2012.

• 60% of companies with
employee volunteer
programs offered both
domestic and international
programs.
• After product donations,
companies are focusing on
pro bono services.

http://cecp.co/research/benchmarking-reports/giving-in-numbers.html
Key Considerations

 Regional and cultural
perspective
 Flexibility
 Employee Champions
 Strategic Partnerships
 Skills-based & Pro-bono
Employee
Development

Employee

CSR/Corp.
Citizenship

Satisfaction

& Retention

Global
Brand
Reputation

Enhanced
Employee
Recruitment

Public
Relations &
Goodwill

Product
Innovation

Local
Impact

New Market
Opportunity

Improved
Customer
Relations
A skills-based employee engagement program for Dow
employees/retirees
DSC matches interested and capable employees with NGOs, social
entrepreneurs, and government agencies that need support for
sustainable development projects.
DSC provides talent and expertise, product and technology
support, and philanthropy to organizations focused on providing
sustainable solutions to ongoing challenges.
A holistic approach to volunteerism.

2
Employee skills address a particular challenge based on Dow’s
megatrends and core global challenges.
Skills - Supply chain, logistics, purchasing, I/T, marketing, finance, accounting, M&E, R&D,
legal, public affairs, etc.
Megatrends - Agricultural, Consumer & Lifestyle, Energy, Infrastructure & Transportation
Global Challenges - water, housing, education, agriculture, climate & environment, public
health & sanitation

Employees may be deployed for several days to 3-4 months.

Assignments may be performed virtually, on site at the NGO, or
both.
Employees are expected to deliver results.

3
Communities
Non-governmental organizations
International non-profit aid groups

Governments
Dow
Creates engaged, motivated employees who have life-changing

experiences while doing good!

Dow people experience personal and professional development.
Participants gain a better understanding of world problems and
business opportunities while developing leadership skills and other
capabilities.

4
April 7 & 8
2,400+ participants
from over 52 countries

800 projects in over 34
countries
$56M value

Triple Benefit: Community Impact  Leadership Development
Understanding of Growth Markets
*IBM Survey of CSC participants and managers
•

•

•

A three-month international
corporate volunteer program

Pairs the best minds from Merck
with host organizations for
meaningful and systematic
improvements in health service
delivery for people in greatest
need

Build the capacity of local
NGOs and NPOs working in
global public health,
especially maternal health
Host organizations are chosen
based on need rather than
location

Have identified a critical,
unmet need that can be
shaped into a Scope of Work

Buy-in and time dedication
from senior leadership within
the organization
• Cross-functional
teams of high
performing Merck
employees
• Globally diverse
• Typically have 10
years of experience
working with Merck

•
•
•
•

• Emerging
leaders with
strong teamwork
skills
• Enthusiastic &
motivated
about the
opportunity

Organizational Development
Marketing & Communications
Human Resources
Finance

•
•
•
•

Business Development
Strategic Planning
Lab experience
Medicinal Chemistry
 Plan ahead and be flexible

 Leverage the expertise of social sector partners
 Prioritize volunteer safety
 Commit to long-term sustainability
In emerging and frontier economies, operations are often more
complicated than that of established markets.
Because of this dynamism, advanced planning is critical.
At the same time, the ability for a corporation and its leadership
to be flexible - and to instill these traits in employees - should
the situation change is also important.
From a corporation’s perspective, there are relatively few institutions
that have the infrastructure on the ground to identify the most pressing
needs.
NGO partners provide insight into the business problems facing host
clients as well as the local context.

*PYXERA GLOBAL 2013 ICV Benchmarking Study
Q: If you ask volunteers to participate in a training and/or orientation
course, what topics are covered?
Safety and security

100%

Cross-cultural attitudes or behavior

95%

Country specific information

84%

Program policies and procedures

84%

Logistics

84%

Media and communications

63%

CSR
Business operations in the country…
Civil society/NGO sector

58%
47%
47%

Consulting skills

42%

Other

42%

International development issues

*PYXERA GLOBAL 2013 ICV Benchmarking Study

32%
Developing strong partnerships with
organizations with a local presence
ensures lasting impact.
Build on core business capabilities and
CSR themes to ensure relevance.
Develop solutions for the local context.
Keep in Mind…
Distinctions of Global Employee Engagement Programs

 Remain flexible
 Leverage local relationships
and partnerships
 Assess, Evolve and Repeat

1
Q&A
•
•

Type questions into the box on the
right side of the your screen
Submit via Twitter to
@VM_Solutions using “#VMbpn”

2
Stay Informed
Blog:
www.VolunteeringIsCSR.org

Twitter:
@VM_Solutions

Newsletter:
Monthly ‘Good Companies’
newsletter - Sign up on the
blog!

3
Save the Date – March 19th
Lessons From the Field: Employee Volunteer Managers’ Top Tips for Success
Wednesday
March 19th, 2014
10 a.m. – 11 a.m. PT (1-2 p.m. ET)
Featuring:
Alex Price
Erin Dieterich

ADT

NetSuite

Kate Wetzel

Jessica Johnson

JetBlue

Prometheus Real Estate Group

Register here:
https://www1.gotomeeting.com/register/960422656

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Top Considerations for Global Employee Volunteering & Pro Bono Engagement - February 2014 VM BPN

  • 1. Going Global: Top Considerations for Global Employee Volunteering & Pro Bono Engagement Panelists: Facilitator: Daniel Elliott Michelle Langley Vicky Hush Key Client Manager PYXERA Global Program Leader Dow Sustainability Corps Global Disaster Relief STEM Vice President, Engagement & Strategic Partnerships VolunteerMatch Lauren Wagner Sr. Manager, Engagement VolunteerMatch @Lauren_Lynn2
  • 2. How To Ask Questions • • • • Type questions into the box on the right side of the your screen Submit via Twitter to @VM_Solutions using “#VMbpn” We will pose questions at the end of the presentation A copy of the slides will be circulated after the event 2
  • 3. Going Global: Top Considerations for Global Employee Volunteering & Pro Bono Engagement Panelists: Facilitator: Daniel Elliott Michelle Langley Vicky Hush Key Client Manager PYXERA Global Program Leader Dow Sustainability Corps Global Disaster Relief STEM Vice President, Engagement & Strategic Partnerships VolunteerMatch Lauren Wagner Sr. Manager, Engagement VolunteerMatch @Lauren_Lynn2
  • 4. to enrich lives and livelihoods worldwide, inclusively and sustainably. To reinvent how public, private and social interests converge to address global challenges. A culture of sustained collaboration that improves lives and communities worldwide.
  • 5. We have fielded more than 1000 corporate employees on ICV assignments. We have implemented projects supporting over 630 local clients including 80 governmental institutions. ICV programs have taken place in 25 countries on five continents. We have partnered with 18 corporate clients to implement ICV programs.
  • 8. Global Employee Engagement: Source: VolunteerMatch Client Insights Survey Composition of a Typical Employee Volunteer Program 3.7% Traditional Volunteering 13% Skilled Volunteering Pro Bono Volunteering Micro Volunteering (<1%) 83% http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/
  • 9. Global Employee Engagement: Source: VolunteerMatch Client Insights Survey Levels of Employee Eligibility for EVP Participation by Location Employee Type International 37% US Only 34% HQ Only 20% US/Canada Only 9% 0% 5% 10% 15% 20% 25% Frequency of Inclusion in a Program 30% 35% http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/ 40%
  • 10. Global Employee Engagement: Source: VolunteerMatch Client Insights Survey How Often Employee Types are Included in EVP Recognition/Incentive Programs Full Time 89% Part Time 56% Employee Type International 21% Contractors 20% US Only 20% Interns/Nonpaid 15% Warehouse/ Manufacturing 9% Retirees 8% Other 8% Retail 5% HQ Only 5% US/ Canada Only 1% Francisees 1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Frequency of Inclusion in All Types of Recognition Programs http://blogs.volunteermatch.org/volunteeringiscsr/2013/01/28/mapping-the-dna-of-effectiveemployee-volunteer-programs/ 100%
  • 11. Program Components Source: Giving in Numbers 2013, CECP http://cecp.co/research/benchmarking-reports/giving-in-numbers.html
  • 12. Non-Cash Giving is Growing Source: Giving in Numbers 2013, CECP Giving in Numbers “ With declining revenues in 2008 and 2009, companies explored new ways to invest in communities strategically with non-cash resources such as medicine, merchandise, or professional volunteer services. • Non-cash giving accounted for more than 95% of the total aggregate giving increase from 2007 to 2012. • 60% of companies with employee volunteer programs offered both domestic and international programs. • After product donations, companies are focusing on pro bono services. http://cecp.co/research/benchmarking-reports/giving-in-numbers.html
  • 13. Key Considerations  Regional and cultural perspective  Flexibility  Employee Champions  Strategic Partnerships  Skills-based & Pro-bono
  • 15. A skills-based employee engagement program for Dow employees/retirees DSC matches interested and capable employees with NGOs, social entrepreneurs, and government agencies that need support for sustainable development projects. DSC provides talent and expertise, product and technology support, and philanthropy to organizations focused on providing sustainable solutions to ongoing challenges. A holistic approach to volunteerism. 2
  • 16. Employee skills address a particular challenge based on Dow’s megatrends and core global challenges. Skills - Supply chain, logistics, purchasing, I/T, marketing, finance, accounting, M&E, R&D, legal, public affairs, etc. Megatrends - Agricultural, Consumer & Lifestyle, Energy, Infrastructure & Transportation Global Challenges - water, housing, education, agriculture, climate & environment, public health & sanitation Employees may be deployed for several days to 3-4 months. Assignments may be performed virtually, on site at the NGO, or both. Employees are expected to deliver results. 3
  • 17. Communities Non-governmental organizations International non-profit aid groups Governments Dow Creates engaged, motivated employees who have life-changing experiences while doing good! Dow people experience personal and professional development. Participants gain a better understanding of world problems and business opportunities while developing leadership skills and other capabilities. 4
  • 19. 2,400+ participants from over 52 countries 800 projects in over 34 countries $56M value Triple Benefit: Community Impact  Leadership Development Understanding of Growth Markets
  • 20. *IBM Survey of CSC participants and managers
  • 21. • • • A three-month international corporate volunteer program Pairs the best minds from Merck with host organizations for meaningful and systematic improvements in health service delivery for people in greatest need Build the capacity of local NGOs and NPOs working in global public health, especially maternal health
  • 22. Host organizations are chosen based on need rather than location Have identified a critical, unmet need that can be shaped into a Scope of Work Buy-in and time dedication from senior leadership within the organization
  • 23. • Cross-functional teams of high performing Merck employees • Globally diverse • Typically have 10 years of experience working with Merck • • • • • Emerging leaders with strong teamwork skills • Enthusiastic & motivated about the opportunity Organizational Development Marketing & Communications Human Resources Finance • • • • Business Development Strategic Planning Lab experience Medicinal Chemistry
  • 24.  Plan ahead and be flexible  Leverage the expertise of social sector partners  Prioritize volunteer safety  Commit to long-term sustainability
  • 25. In emerging and frontier economies, operations are often more complicated than that of established markets. Because of this dynamism, advanced planning is critical. At the same time, the ability for a corporation and its leadership to be flexible - and to instill these traits in employees - should the situation change is also important.
  • 26. From a corporation’s perspective, there are relatively few institutions that have the infrastructure on the ground to identify the most pressing needs. NGO partners provide insight into the business problems facing host clients as well as the local context. *PYXERA GLOBAL 2013 ICV Benchmarking Study
  • 27. Q: If you ask volunteers to participate in a training and/or orientation course, what topics are covered? Safety and security 100% Cross-cultural attitudes or behavior 95% Country specific information 84% Program policies and procedures 84% Logistics 84% Media and communications 63% CSR Business operations in the country… Civil society/NGO sector 58% 47% 47% Consulting skills 42% Other 42% International development issues *PYXERA GLOBAL 2013 ICV Benchmarking Study 32%
  • 28. Developing strong partnerships with organizations with a local presence ensures lasting impact. Build on core business capabilities and CSR themes to ensure relevance. Develop solutions for the local context.
  • 29. Keep in Mind… Distinctions of Global Employee Engagement Programs  Remain flexible  Leverage local relationships and partnerships  Assess, Evolve and Repeat 1
  • 30. Q&A • • Type questions into the box on the right side of the your screen Submit via Twitter to @VM_Solutions using “#VMbpn” 2
  • 32. Save the Date – March 19th Lessons From the Field: Employee Volunteer Managers’ Top Tips for Success Wednesday March 19th, 2014 10 a.m. – 11 a.m. PT (1-2 p.m. ET) Featuring: Alex Price Erin Dieterich ADT NetSuite Kate Wetzel Jessica Johnson JetBlue Prometheus Real Estate Group Register here: https://www1.gotomeeting.com/register/960422656