volunteer

When Deloitte released it's Volunteer IMPACT study last month, the response was overwhelmingly positive. The study showed that Millennial workers who frequently volunteer through or with their jobs are overall happier with their own careers, more loyal to their employers and generally maintain a more positive perception of corporate culture than those who do not participate in volunteer programs. All of this is yet one more way that Millennials are shifting the dynamic in the workplace - but are companies keeping up and what might they take away from Deloitte's findings to help them do so?  

Using indicators such as workplace satisfaction, pride and loyalty, Deloitte compared the responses of employed Millennials, ages 21 to 35, who regularly volunteer against those who volunteer less frequently. Based on survey results, volunteerism is a critical factor for successful engagement of the Millennial generation in the work place. With approximately one-third of Millennial employees considering a career/job shift, increasing on-the-job engagement and satisfaction is becoming increasingly important for both employers and employees.

According to the survey, "Millennials who frequently participate in their company’s volunteer activities are:

• Two times more likely to rate their corporate culture as very positive as compared to Millennials who rarely or never volunteer (56 percent versus 28 percent)
• More likely to be very proud to work for their company (55 percent versus 36 percent)
• More likely to feel very loyal toward their company (52 percent versus 33 percent)
• Nearly twice as likely to be very satisfied with the progression of their career (37 percent versus 21 percent)"

- 2011 Deloitte Volunteer IMPACT Survey

“The data shows that, on many levels, employees who regularly volunteer are much more connected than those who do not volunteer,” said Joseph Echevarria, chief executive officer, Deloitte LLP. “This is a strong argument for making volunteerism a business priority, because employee engagement and organizational culture are inextricably linked to organizational performance. What’s more, engagement and a sense of ownership are essential to leadership, and we recognize the need to cultivate leadership qualities in all our people, and celebrate responsible leadership.

So what can you as an employer or an employee do to maximize your workplace volunteer situation? Deloitte synthesized the survey findings and provided a few suggestions:

• Take an inventory of your volunteer opportunities. Review your existing volunteer program and ask yourself whether your corporate culture places a value on volunteerism. Not sure? Consider the following questions: Are the activities being offered ones in which employees want to participate? Do they produce a meaningful return for the community and is their purpose well-communicated? How are people encouraged to participate? Do senior leaders get involved? Do employees receive any time during the workday to participate, or must they volunteer after hours? Are there rewards or recognition in return for participation?

• Tie volunteerism efforts to another strategic corporate initiative. The data show that Millennials who frequently volunteer are more engaged than those who do not, so look for opportunities to align volunteer initiatives with other business priorities, such as recruiting, leadership development and training. Invite the community involvement staff and the talent managers to the same strategic planning table so together they can explore how to use volunteerism options to achieve other top business goals.

• Create policies that match business philosophy, when it comes to encouraging volunteerism. Explore pro bono service and skilled volunteerism, contributed by the company. Deloitte created a new volunteerism model in 2008—establishing the procedures that treat pro bono engagements just like paid client engagements. This means the professionals who are selected for and staffed on the engagements complete the projects during the work day. This is just one way we respond to the number one barrier to millennial volunteer participation—lack of time.

We want to hear from you - do you agree with the survey results? Does your workplace offer volunteer programs and opportunities? If so, do you take advantage of them or do issues such as “lack of time” prevent you from engaging?

This interview is part of our "Social Citizen Sightings" series, in which we highlight how people are using their creativity, idealism, and digital fluency to support their causes every day. Milena Arciszewski is 26. She enjoys camping, reading, adventure travel, and clean socks… and I should mention is starting a nonprofit called Pando Projects.

Pando Projects is a nonprofit that empowers people—in particular Millennials—to step up as leaders and develop new, local solutions to the problems in their communities. The initiative seeks to support ordinary people in accomplishing extraordinary things by helping them to tackle national and global challenges. By providing tools and support for people with ideas, the group hopes to empower Americans to change the world, one project at a time. The pilot phase launches this month and will support 15 New Yorkers with ideas for grassroots projects.

1)  Why are Millennials any different from other age groups when it comes to volunteering and service?

Arciszewski: I think many Millennials are bored with the traditional service model in the U.S. We don’t want to sign up for a pre-existing volunteer program, initiative, or campaign – we want to start our own projects and find our own innovative solutions to the problems facing our planet. We also want a volunteer platform that incorporates technology and social networking, ensuring that our volunteer initiatives are talked about, celebrated and shared. 

2)  What drove you to start your new initiative, Pando Projects?

Arciszewski: Volunteering became a part of my identity [growing up].  As a relatively shy girl, it was a way for me to connect to the community that I never really felt a part of.

However by the time I was a junior at UVA, I was bored.  I no longer felt like I was making an impact.  I was tired of signing up with pre-existing programs.  I was tired of being told what to do.  I was tired of these small, pre-packaged volunteer commitments, designed to make me feel that I was “changing the world,” when in fact, all I was doing was stapling papers. 

The volunteer programs were static and dull, leaving little room for creativity or problem solving.  Whenever I had a good idea, I was told “we just don’t have the budget for that.”  I felt like I was drowning in my good intentions, and that no volunteer program was truly the platform for me to make an impact on this planet. 

Cynthia Gibson, in a Case Foundation report [titled Citizens at the Center: A New Approach to Civic Engagement] perfectly captures my frustration and impotence: “While there are millions of Americans, especially young people, who are trying to ‘make a difference,’ largely through volunteering, there remains an inchoate yet palpable sense among most people that what they do matters little when it comes to the civic life and health of their communities, states, or the country overall.”

3)  Given your frustration with the service sector as a young individual, what “change” happened that moved you to take action and helped you to affirm your desire to be part of the solution rather than the problem?

Arciszewski: I started my own grassroots volunteer project [as a junior in college], outside of any institutional structure.  I had heard a story about a university in Afghanistan, whose library had burned down and whose students needed textbooks.  Strangely inspired, I organized a book drive that collected and shipped several thousand used books to that school in Afghanistan.  It was one of the most amazing experiences of my entire life. 

In starting my own project, I found the volunteer experience that I had been looking for.  It was exciting, fast-paced, relevant, and new.  And the project transformed me from a shy, pajama-wearing introvert to a happy, confident leader.  The project also landed me a coveted internship.  I was beyond myself – not only had I helped people in Afghanistan, but I had also helped myself grow up in a beautiful way.

4)  What have been some of your most difficult challenges in developing this new model of service solutions?

Arciszewski: Grassroots organizing is hard.  I remember how much I struggled with the book drive.  I didn’t know how to raise money, organize events, manage volunteers, keep people updated… it was a logistical nightmare.  What this country needs is a platform to simplify this process, so that whenever someone has a good idea for tackling an issue in their community they can actually do it.  And that’s why I’m starting Pando Projects.  

For those people with new ideas, we provide the project mentorship and online workspace they need to make their ideas happen.  We don’t help people start organizations; we simply help them carry out projects within one year, for up to $5,000.  Like a book drive. Or an after-school art class. Or a community garden. There are thousands of people with amazing ideas… I simply want to unleash their potential to change the world.

5)  Final thoughts?

Arciszewski: In the same Case Foundation report [referenced previously], Cynthia Gibson wrote, “[We need to] create opportunities for ordinary citizens to come together, deliberate, and take action collectively to address public problems or issues that citizens themselves define as important and in ways that citizens themselves decide are appropriate and/or needed.” 

I hope that Pando will play a role in making this happen.  Millennials, check out www.pandoprojects.org. We are just getting started, but we will give you a service opportunity that will rock your world.