volunteer idea exchange (employee volunteering : the state of the art and beyond)

Employee Volunteering The State of the Art and Beyond

J a l a l Volunteer Architect @ Volunteer-ID

Understanding Volunteering  Butcher  (2010)  

“Volunteering  means  conduc9ng  work  with  no  pay.”  (Hodgkinson,  2003)  

although  non-­‐remunera9on  has  been  widely  discussed,  three  other  factors  of  volunteering  also  prevail:    •  that  of  choice  and  free  will,    •  to  go  beyond  one’s  normal  

responsibili9es  of  family  obliga9ons,  and    

•  to  contribute  to  society  at  large  –  even  though  individuals  may  benefit  internally  from  its  prac9ce.  

Context:  Managed  and    Unmanaged  Volunteering  

Butcher  (2010)  

“...  it  can  be  unmanaged,  as  in  sporadic  help  that  takes  place  between  neighbors  and  friends;  or  managed  

volunteering,  which  takes  place  through  organiza;ons  in  the  nonprofit,  private,  and  public  sectors.”  

Role  of  Volunteering    in  Society  and  in  Development  

Butcher  (2010)  

“...  not  only  to  add  to  the  crea*on  of  social  capital  (Putnam  2000)  or  to  promote  social  cohesion  and  the  strengthening  of  democracy  (Olvera  2001),  but  also  as  

a  mechanism  to  channel  differences  and  dissent  among  the  popula;on.”  

Cone  and  Echo  Global  (2011)  

Why  Employees  Volunteer?  Pajo  and  Lee  (2011)  

•  Altruism:  a  desire  to  help,  to  give  back,  to  assist  those  who  were  less  fortunate  or  by  the  ‘feel  good’  factor  that  comes  with  helping  others.  

•  Meaningfulness:  impact,  worth  or  significance  of  the  volunteer  ac9vity.  

•  OrganizaDonal  CiDzenship:  a  desire  to  reciprocate  posi9ve  treatment  from  the  employer,  to  support  the  company  or  to  present  a  favorable  image  of  the  enterprise.  

•  Role  Variety:  the  ac9vity  provided  the  opportunity  to  do  something  different  from  ‘normal’  work.  

Why  Employees  Volunteer?  Pajo  and  Lee  (2011)  

•  RelaDonal  &  Social  Task  CharacterisDcs:  a  posi9ve  affec9ve  judgment  about  the  ac9vity  and  men9oning  rela9onal  and/or  social  aspects.  

•  Networking:  the  opportunity  to  get  to  know  others  in  the  organiza9on  and/or  build  their  own  profile).  

•  Personal:  a  variety  of  idiosyncra9c,  individual  and  personalized  reasons  for  volunteering  

Phase,  Framing,  MobilizaDon  Van  der  Voort,  Glac,  Meijs  (2009)  

Phase   Issue  Framing   Views  of  MobilizaDon  

Thriving,  boVom-­‐up  enthusiasm  (1997–2000)  

CCI  as  private  affair  and  individual  choice  

BoVom-­‐up  mobiliza9on  

The  emergence  of  a  Social  Movement  Organiza9on  (2000–2001)  

CCI  as  private  affair  and  individual  choice  

Formaliza9on  of  (boVom-­‐up)  mobilizing  structures  

Framing  CCI  as  a  HR  Tool  (2002–2003)  

CCI  as  competency  development  

Mobiliza9on  by  collabora9on  and  a  pull  strategy  to  engage  business  units  

Toward  a  management  focus  in  mobiliza9on  (2004–2006)  

CCI  as  management  responsibility  

Addi9on  of  top-­‐down  approach  to  mobiliza9on  

Toward  CCI  as  standard  business  prac9ce  (from  2007)  

CCI  as  strategic  instrument  and  collec9ve  responsibility  

Balancing  boVom  up  and  top-­‐down  mobiliza9on  approaches  

Tensions  in  Managing  CSEV  Van  der  Voort,  Glac,  Meijs  (2009)  

1.  Individual  choice  versus  central  programming  

2.  Community  benefits  versus  business  benefits  

3.  Private/personal  mo9va9on  versus  Instrumental  mo9va9on  

Double-­‐Edged  Effects    of  CSEV  Management  Van  der  Voort,  Glac,  Meijs  (2009)  

1.  ProfessionalizaDon:  ‘‘It  is  not  about  emo9ons  anymore;  they  are  viewed  more  cri9cally.’’  

2.  Obliging  parDcipaDon:  ‘‘I  feel  obliged,  because  that  is  how  I  am,  but  also  because  of  my  func9on,  but  I  will  think  about  it  long  and  hard  before  I  consider  par9cipa9ng  the  next  9me.’’  

3.  Elite  co-­‐optaDon  and  support:  ‘‘They  need  a  patron,  but  if  this  patronage  is  commercially  mo9vated  rather  than  sincere  […]  It  will  become  a  vehicle  and  lose  its  credibility.’’  

QuesDons  

•  What  is  volunteering  in  Indonesian  context?  •  How  organiza9ons  in  Indonesia  manage  its  volunteering  projects?  •  How  Indonesian  stakeholders  value  the  role  of  volunteering  in  

society  and  development?  •  What  are  the  roles  of  business  in  society,  according  to  Indonesian  

stakeholders?  •  Why  employees  in  Indonesia  volunteer?  •  Which  phase  of  employee  volunteering  management  are  

companies  in  Indonesia  currently  in?  •  What  are  the  tensions  and  effects  of  employee  volunteering  

management  in  companies  prac9cing  it  in  Indonesia?    

THANK  YOU  SO  VERY  MUCH!  

JALAL  

VOLUNTEER-­‐ID  

jalal@volunteer-­‐id.org  

+62-­‐815-­‐13803616