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. 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