Volunteerism Leadership, Accountability and Ethics

Volunteerism

Leadership, accountability and ethics in volunteerism and volunteer management

Ethics and volunteerism in the workplace

As more and more companies attempt to give back to the community, workplace volunteers have become increasingly common in corporate America. The solution of using workplace volunteers seems obvious in the sense that many workers volunteer outside of their places of employment, and allowing them to volunteer enables them to direct some of their personal passions into complementary charities sponsored by their employers. The employer's reputation for compassion is bolstered and the employee feels better about him or herself. However, there are ethical concerns about making employees feel compelled to volunteer. Attracting volunteers can also be a challenge, given the fact that workers are laboring longer hours and may struggle balancing family and work demands, even without the additional obligations of volunteering.

It should be noted that volunteering was not always thought of as expected or appropriate for an organization. "Prior to the 1950's business leaders had been engaged in philanthropy, but corporations were legally prohibited from becoming involved in social affairs. A Supreme Court decision in the 1950's loosened those restrictions and by the 1960's progressive companies like Dayton Hudson, Levi Strauss, and Cummins Engine were giving away up to 5% of their pre-tax income" (Merrill 2010). Creating a tax incentive inspired many companies to 'jump on the volunteerism' bandwagon. "By the 1970's corporations were using their philanthropy strategically to form alliances in the community to position themselves as good corporate citizens…intentionally linking philanthropy and volunteerism to human resources strategies" (Merrill 2005)

Employee volunteer efforts are occasionally employee-drive but can also be sponsored by higher-level management. Top-down volunteerism is often more difficult to encourage. One popular way to solicit workplace volunteers is to create family-focused efforts. A study by the Points of Light Foundation found that 60% of large corporations used family service as a way of encouraging employees to engage in corporate volunteer activities (Merrill 2005). Family walk-a-thons, blood drives, food and used clothing donations and fund-raising events are low-commitment activities that can encourage workers to feel connected and a sense of belonging to the workplace. They are "often attractive options to corporate volunteer programs because they are short-term and require a minimum of training or preparation for the employees" (Merrill 1998).

For more arduous commitments, however, granting employees paid time during the workday for corporate-approved volunteer efforts may be necessary. "Release time for volunteer activities is a desirable concept but in reality most corporations find it difficult to set a company-wide policy on this issue" (Merrill 1998). A recent study in the United Kingdom found that almost half of all workers were more likely to remain with an employer that allowed volunteerism during paid working hours (Dutton 200). The same study found that two thirds of workers reported that being compensated for volunteerism would strengthen their sense of loyalty to the corporation (Dutton 2011)

Before making a commitment to a long-term project, employees should be well aware of the extent of the commitment through disseminated "literature, volunteer fairs, speakers, electronic postings, and an internal clearinghouse of volunteer opportunities" (Merrill 1998). They should also be made aware if additional training is required to fulfill their duties. For example, a corporation embarking upon a 'Habitat for Humanity' project would need to ensure that all workers were adequately trained in the necessary home-building and construction skills required to work for the organization.

One way to reduce the manpower drain of training for more extensive projects is to find a volunteer effort that is complementary with the corporation's primary focus. A construction company volunteering for Habitat for Humanity, for example, is ideal, given that so many workers possess the necessary skills to make a contribution to building homes for the needy. In contrast, an educational company like the Princeton Review can offer tutoring and test prep to students who might not otherwise be able to afford to participate in the costly program. Another approach to maximize the value of volunteering for the organization and the worker is to ensure that workers gain additional skills during their volunteering time. For example, volunteers working with children can learn conflict management skills and teaching skills that can have a great deal of cross-over value for their place of employment. Other practical concerns are commuting time, which can be addressed through research and organizational efforts: "Volunteer managers may wish to identify businesses within the immediate neighborhood where travel time is minimal so employees can maximize their on-site volunteer time. Offer volunteer assignments that can be combined with lunch hours, or with shift changes. Consider rotating volunteers from one company so that an individual employee serves once every 6-8 weeks" (Merrill 1998).

Social esteem is an important motivator for employees. Workers who volunteer should be acknowledged by the larger organization for their efforts. Naming these civic-minded workers in the employee newsletter and emails, and noting their participation in performance reviews are common ways to acknowledge employee contributions. However, this type of validation, it should be noted, should not imply that volunteering is a precondition of employment and/or advancement. After all, many workers are genuinely unable to volunteer if the demands on their time are extreme, such as if they are single parents or caring for a sick relative. The workplace must tread a delicate balance between honoring those who do volunteer without making it seem mandatory.

A more serious ethical problem is when workers may feel that the volunteerism conducted by the company is at odds with their values. To minimize such conflicts, many workplaces prefer to confine employee volunteer efforts to relatively benign activities such as blood drives and walk-a-thons to raise funds to prevent diseases. However, some employees may be offended by workplaces that support AIDS charities, organizations that disseminate birth control, or other ideological movements they find objectionable. Employers can react to this in two ways -- one, by reducing the more obvious institutional pressures to engage in volunteerism, and two, by clearly stating that employees who do not wish to participate can 'opt out.'

Deciding how to support causes can also generate debate. While fund-raising is relatively uncontroversial, some of the more radical aspects of certain movements may support activities, such as protests and boycotts. "The civil society sector is the natural home of social movements and functions as a critical social safety valve, permitting aggrieved groups to bring their concerns to broader public attention and to rally support to improve their circumstances" (Salamon, Sokolowski, List, 2003: 20). Large organizations may wish to shy away from more aggressive outreach efforts.

However, the positives of encouraging volunteerism often outweigh the negatives. As well as tax breaks, good publicity, and a greater sense of employee fellowship and comradeship, more talented individuals are likely to look favorably upon the company, improving its recruiting efforts. After all, the 'hottest' and most desirable company to work for at present, Google, proudly proclaims that its slogan is 'don't be evil' and encourages volunteerism. The new impetus to ensure that workplace efforts advance some social good is manifest in the desire for volunteerism that is tied to one's employment. Workers are more likely to be attracted to an organization that supports volunteerism and engages in active policies that support worthy causes of all kinds. By compensating workers for their time spent volunteering, workers feel assured that they will not be conflicted between the need to give back to the community and their need to make a living.