Strengthening the Link between Human Resources and Employee Volunteerism

SID 3588Thurs., June 20; 10:30 to 12pm

Ben DudaExecutive DirectorAmeriCorps Alums, Points of Light

PULSE Volunteer PartnershipAhsiya Mencin, PhD

PULSE Program LeaderGlaxoSmithKline

The PULSE Volunteer Partnership contributes to the GSK mission to do more, feel better and live longer by acting as a catalyst for change.

Change CommunitiesUsing our professional skills to create positive, sustainable change for non-profit organisations and the communities they serve.

Change GSK Bringing fresh ideas and new energy back to GSK to activate change in step with global health needs.

Change Yourself Challenging employees to think differently about the world. Facilitating leadership development and personal growth.

2009-2013: Nearly 400 volunteers from 45 countries working with 85 Partners in 57 countries

33%Retention

rates

47%Increase in

role changes

100%Development

95%Engagement &

inspiration

PULSE Metrics

Engagement of Line Managers, HR Leadership Team, and broader HR network has been critical, esp. in EOY review

3-fold mission ensures focus on ‘Change Yourself’ (leadership & skills development) at all stages of the program

Local Hubs, with local ownership, established through collaboration with HR networks in Latin America, India & Japan

Continue to improve ‘extracting’ the learning from PULSE experience

PULSE Reflections

Cbeyond VolunteersGwayu Mahama

Community Affairs Program ManagerCbeyond

Company Profile: Cbeyond

• The technology ally to small and midsized business.

• Founded in 1999 by entrepreneurs for entrepreneurs.

• Headquartered in Atlanta, Georgia • 14 U.S. cities. • ~2,000 employees

Community Involvement at Cbeyond

• Community Involvement Overview– “Passion-led, employee-driven”– STEM education, entrepreneurship, and technology – 56% employee volunteer engagement in 2012– 70,000+ volunteer hours since founded in 1999.

• Award Winning Community Involvement Programs – 2012, Corporate Engagement Award of Excellent

Recipient, US Presidents Vol. Service Award (5x)• Department rolls up to HR.

Key Internal Partnerships

• Human Resources • Training & Leadership Development

– Cbeyond University• Internal Communications• Public Relations/Marketing

Creating the “Win-Win”

• Strategic Professional Development Course– “Strategic Professional Development: Taking Your

Career to the Next Level Through Volunteerism”

• Nonprofit Board Training Program – Boards and committees

• Community Liaison/Team Lead Opportunities

Telefónica VolunteersMarian Juste

Program DirectorTelefónica Foundation

About Telefónica

4 main brands > Movistar, Terra, O2 & Vivo

7th telecom company by market cap (2nd Europe)

133,000 professionals

Providing mobile, fixed and broadband services in 24 countries

Spanish Telecom services company, founded in 1924

315.7 million customers

Global Results Volunteering Program (2012)

Volunteers participating in projects and campaigns: 24.508

Volunteering activitiesimplemented: 1.458

Hours invested in volunteering: 188.951

Countries with volunteeringactivities:: 25

Strategic ObjectiveMobilize employess in volunteering activities that meet social needs and

channels the values of Telefónica.

Social GoodDevelopment of Society Value

Development of CompetenciesDevelopment of the Enterprise Value

Managment HR FT Comunication CSR

Transparency

Strategic ObjectiveMobilize employess in volunteering activities that meet social needs and

channels the values of Telefónica.

Social GoodDevelopment of Society Value

Development of competenciesDevelopment of the enterprise value

Managment HR FT Comunication CSR

Transparency

Communicate the objective to all actors involved

Development of competencies

Transparency

Development of Competencies Through Corporate Volunteering

knowledge Information Acquisition of new dataConferences, forums, books, etc

attitudes Motivation

To improve the capacity to anticipate the

consequences of actions and increase the reasons to

act

Experiential methods of education (case method, role playing, etc.) Coaching

skills TrainingEstablishment of new

positive habitsExperienceCoaching

WA

NT

KN

OW

CA

N

*Cardona, P. y García-Lombardía, IESE BUSINESS SCHOOL, P: How to develop leadership abilities, p. 35, EUNSA, 2005

COMPETENCE:“Usual and observable behaviors that lead to the development of the success in the execution of a

role.”Usual (habits)

DevelopObservables

MeasurePositives Lead to

the success*Cardona, P. y García-Lombardía, P: How to develop leadership abilities, p. 35, EUNSA, 2005

Development of Competencies

“A Team, a Challenge!”

The “What”: The Challenge:

BEFORE DURING AFTER

The “Why”: The Objectives01 – Promote a Spirit of Service in the Employees

02 – Create Value to Telefónica

The “Who”: Actors Involved

01 – Telefónica Foundation Partners Organizations

02 – Beneficiaries through the Partner Organizations

03- Telefónica Volunteers Programa

04 - Human Resources

05 - The Managers of the Areas of the Company participating

06- Participating Employees

The “How”: The StrategyIntegrated Management Model: TVT + HR

0 – Potential Challenges Mapping:

Identify a series of social situations that need to be improved through the intervention of the Telefónica Volunteers

01- Selection of the Team that is going to “Play”

Identification: Human Resources identifies Areas (“Teams”) in the Company with opportunities to improve skills and/or their working environment. Or, the Areas (“Teams”) express their interest to participate in order to improve skills.

Definition: The Area leaders with TVT & HR definethe number of participants, the duration and theavailability of resources.

The “How”: The StrategyIntegrated Management Model: TVT + HR

02 – Challenge Design (which “Championship” to Play)

TVT with the NGO identifies a social need , the “Challenge” , in accordance with the requirements and needs of the “Team”.

03– Launch (“kick - off”)

TVT and the Leaders in the Area present the Challenge to all of the participants. A commitment is generated on their part and the management begins.

.

Integrated Management Model: Volunteering Program + HR

654321

04 – Management and implementation (“Play the “Game”)

The participants have several weeks to leverage & manage the necessary resources to meet the challenge: design the strategy, implement the actions and obtain the results. TFT provides support.

05 – Delivery (The “Cup”)The participants deliver the result to the Community

06 – Closure and evaluationThe Team and the Leaders, with TFT & HR evaluate the impact of the activity on Competences Development and Social Contribution

Development of Competencies:Watch in order to Measure¿What do we do?1. Identy Competencies to develop by the Team (no more than two).2. Design theCchallenge that enables the achievement of these Competencies3. Translate the Competencies into Observable Behaviors within the activity of the

Challenge.4. Evaluate if the trained Behaviors remain in the Work Environment (habits).

¿How do we do it?a) A Team observer will be appointed and will evaluate the degree of achievement of the Competence during the challenge

b) Monitoring the Competencies developped by the Team Leader during the following two months after the Challenge in the Work Environment.

EVALUATION OF DEVELOPMENT OF COMPETENCIESLEADERSHIP

Very often Often Not much NeverI define specifically the roles and taks of all team members

I establish what, how and when the challenge should be carried out, leading the action.

I control the results and supervise that the challenge has been carried out appropriately. I provides support to my mates

I listen and encourage participation in the decision-making and the group initiative.

I encourage cohesion, support and reason to the group, acting as the organizer of the proposals suggested by the team

TEAMWORK

Very often Often Not much NeverI accept any opinion and consider it good as long as it is justified When starting the action, I assume my owns responsabilities

I do not overlook disagreements but solve them depending on the objectives.

Voting to solve disagreements is the last resort, I look for consensus through the dialogue.

Criticism is common and constructive and I point it towards opinions and not towards people.

Team Management of the ChallengeEVALUATION

CLOSURE DELIVERY

EXECUTION MANAGEMENT

FIELD VISIT AND PLANNING

01 – Field visit and planning: The team makes a field visit to the challenge in order to understand better the needs and the context..

TVT facilitates a planning day where they make the teams, identify the leaders concrete Goals, Strategy and Plans of action towards the challenge. Measuring and control points are defined.

02 – Management: The teams start the management of resources according to the established goals.

04 - Delivery: The management results are handed to the organization symbolically in a ceremony.

05- Evaluation and closure: TFT leads a “Reflection Session” with the team in order to identify and rationalize the developed competencies and the social impact caused.

03 - Execution : Participants make the implementation according to the timetable and the defined goals.

Team Management of the ChallengeEVALUATION

CLOSURE DELIVERY

EXECUTION MANAGEMENTFIELD VISIT AND

PLANNING

EDUCATION:

“TELEFÓNICA VOLUNTEER SCHOOL”

Telefónica Volunteer School in a+

Contents and learning actions adapted to the needs of our volunteer and the groups and organizations where the activity takes place.

Creation and collective construction; build a strong community that facilitates the loyalty of our employees.

Final objective: to have a trained and motivated Telefónica volunteer: development and improvement of their competencies

The school will be placed on the e-leanring a+ platform, where the rest of all Telefónica schools are.

Proyect descriptionThe Telefónica Volunteering School will be a space that will contain all the Corporate Volunteering courses on offer for all the Telefónica employees

CommercialSchool

English Academy

Technical School

ICTSchool

The What: program philosophy

Total Engagement Model

The HeadIQ

The HeartEQ

The BodyPQ

The SoulSQ

Global Outreach ProgramRegina McNally

Vice President, Corporate CitizenshipState Street Corporation

Who is State Street?

Engagement

71%

Our employee engagement survey indicated that 71% of employees involved in Corporate Citizenship activities show a stronger commitment to State Street.

Inclusion

Our 32 Employee Networks – with 100 chapters globally – create volunteer, career development, and cultural opportunities for State Street employees.

Development

State Street employees are able to select service learning opportunities to meet required performance goals.

Q & A with Panelists

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