Strengthening the Link Between Human Resources

Report
Strengthening the Link between
Human Resources and
Employee Volunteerism
SID 3588
Thurs., June 20; 10:30 to 12pm
Ben Duda
Executive Director
AmeriCorps Alums, Points of Light
PULSE Volunteer Partnership
Ahsiya Mencin, PhD
PULSE Program Leader
GlaxoSmithKline
Change Communities
Using our professional skills to
create positive, sustainable change
for non-profit organisations and
the communities they serve.
Change Yourself
Challenging employees to think
differently about the world.
Facilitating leadership
development and personal
growth.
Change GSK
Bringing fresh ideas and new
energy back to GSK to activate
change in step with global health
needs.
The PULSE Volunteer Partnership contributes to the GSK mission to do more, feel
better and live longer by acting as a catalyst for change.
2009-2013:
Nearly 400 volunteers from 45 countries working with 85 Partners in 57 countries
33%
47%
Retention
rates
Increase in
role changes
100%
Development
PULSE Metrics
95%
Engagement &
inspiration
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 Volunteers
Gwayu Mahama
Community Affairs Program Manager
Cbeyond
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 Volunteers
Marian Juste
Program Director
Telefónica Foundation
About Telefónica
Spanish Telecom services company, founded
in 1924
Providing mobile, fixed and broadband
services in 24 countries
133,000 professionals
4 main brands > Movistar, Terra, O2 & Vivo
315.7 million customers
7th telecom company by market cap (2nd
Europe)
Global Results
Volunteering Program (2012)
Volunteers participating
in projects and campaigns:
24.508
Volunteering activities
implemented:
1.458
Hours invested in
volunteering:
Countries with volunteering
activities::
188.951
25
Strategic Objective
Mobilize employess in volunteering activities that meet social needs and
channels the values of Telefónica.
Development of Competencies
Social Good
Development of the Enterprise Value
Development of Society Value
Transparency
Managment
HR
FT
Comunication
CSR
Strategic Objective
Mobilize employess in volunteering activities that meet social needs and
channels the values of Telefónica.
Development of competencies
Social Good
Development of the enterprise value
Development of Society Value
Transparency
Managment
HR
FT
Comunication
CSR
Transparency
Communicate the objective to all actors involved
Development of competencies
KNOW
Development of Competencies Through
Corporate Volunteering
CAN
WANT
knowledge
attitudes
skills
Information
Acquisition of new data
Conferences,
forums, books,
etc
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
Training
Establishment of new
positive habits
Experience
Coaching
*Cardona, P. y García-Lombardía, IESE BUSINESS SCHOOL, P: How to develop leadership abilities, p. 35, EUNSA, 2005
Development of Competencies
COMPETENCE:
“Usual and observable behaviors that lead to the
development of the success in the execution of a role.”
Usual (habits)
Observables
Positives
Develop
Measure
Lead to the success
*Cardona, P. y García-Lombardía, P: How to develop leadership abilities, p. 35, EUNSA, 2005
“A Team, a Challenge!”
The “What”: The Challenge:
BEFORE
DURING
AFTER
The “Why”: The Objectives
01 – 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 Strategy
Integrated 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 define
the number of participants, the duration and the
availability of resources.
The “How”: The Strategy
Integrated 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
1
2
3
4
5
6
. – Management and implementation (“Play the “Game”)
04
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 evaluation
The 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 Competencies
3. Translate the Competencies into Observable Behaviors within the activity of the
4.
Challenge.
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 COMPETENCIES
LEADERSHIP
Very often
Often
Very often
Often
Not much
Never
I 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
I 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.
Not much Never
Team Management of the Challenge
FIELD VISIT AND
PLANNING
MANAGEMENT
EXECUTION
DELIVERY
EVALUATION
CLOSURE
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.
Team Management of the Challenge
FIELD VISIT AND
PLANNING
MANAGEMENT
EXECUTION
DELIVERY
EVALUATION
CLOSURE
03 - Execution : Participants make
the implementation according to the
timetable and the defined 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.
EDUCATION:
“TELEFÓNICA VOLUNTEER
SCHOOL”
Telefónica Volunteer School in a+
Proyect description
The Telefónica Volunteering School will be a space that will contain all the Corporate Volunteering courses on offer for all the
Telefónica employees
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.
Commercial
School
ICT
School
English Academy
Technical
School
The What: program philosophy
Total Engagement Model
The Head
IQ
The Heart
EQ
The Body
PQ
The Soul
SQ
Global Outreach Program
Regina McNally
Vice President, Corporate Citizenship
State 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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