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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

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strengthening the link between human resources and employee volunteerism

Strengthening the Link between Human Resources and Employee Volunteerism

SID 3588

Thurs., June 20; 10:30 to 12pm

slide2

Ben Duda

Executive Director

AmeriCorps Alums, Points of Light

slide4

Change Communities

Using our professional skills tocreate 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.

slide5

2009-2013:

Nearly 400 volunteers from 45countries working with 85Partners in 57countries

slide7

Engagement of Line Managers,HR Leadership Team, and broader HR networkhas 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 learningfrom PULSE experience

PULSE Reflections

company profile 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 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
Key Internal Partnerships
  • Human Resources
  • Training & Leadership Development
    • Cbeyond University
  • Internal Communications
  • Public Relations/Marketing
creating the win win
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
telef nica volunteers marian juste program director telef nica foundation

Telefónica VolunteersMarian JusteProgram DirectorTelefónicaFoundation

about telef nica
About Telefónica

Spanish Telecom services company, founded in 1924

Providing mobile, fixed and broadband services in 24 countries

133,000 professionals

4 mainbrands > Movistar, Terra, O2 & Vivo

315.7 million customers

7th telecom company by market cap (2nd Europe)

global results volunteering program 2012
Global ResultsVolunteeringProgram(2012)

Volunteersparticipating

in projects and campaigns: 24.508

Volunteeringactivities

implemented: 1.458

Hoursinvested in

volunteering: 188.951

Countries with volunteering

activities:: 25

slide16

StrategicObjective

Mobilize employess in volunteering activities that meet social needs and channels the values of Telefónica.

Development of Competencies

Development of theEnterprise Value

Social Good

DevelopmentofSocietyValue

Transparency

Managment

HR

FT

Comunication

CSR

slide17

StrategicObjective

Mobilize employess in volunteering activities that meet social needs and channels the values of Telefónica.

Development of competencies

Development of the enterprise value

Social Good

Development ofSocietyValue

Transparency

Managment

HR

FT

Comunication

CSR

slide18

Transparency

Communicatetheobjectivetoallactorsinvolved

Developmentof competencies

development of c ompetencies t hrough c orporate v olunteering
Development of CompetenciesThroughCorporateVolunteering

KNOW

WANT

CAN

*Cardona, P. y García-Lombardía, IESE BUSINESS SCHOOL, P: How to develop leadership abilities, p. 35, EUNSA, 2005

slide20

Development of Competencies

COMPETENCE:

“Usual and observable behaviors that lead to the development of the success in the execution of a role.”

Usual (habits) Develop

Observables Measure

PositivesLead tothesuccess

*Cardona, P. y García-Lombardía, P: How to develop leadership abilities, p. 35, EUNSA, 2005

the why t he objectives
The “Why”: TheObjectives
  • 01 – Promote a Spirit of Service in the Employees
  • 02 – Create Value to Telefónica
the who actors involved
The “Who”: ActorsInvolved
  • 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 m odel tvt hr
The “How”: The StrategyIntegrated 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 identifiesAreas (“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 m odel tvt hr1
The “How”: The StrategyIntegrated 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 m odel volunteering program hr
Integrated Management Model:Volunteering Program + HR

1

2

3

4

5

6

.

  • 04 – Management and implementation (“Play the “Game”)
  • 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 c ompetencies w atch in order to m easure
Development of Competencies:Watch in ordertoMeasure

¿What do we do?

  • IdentyCompetenciestodevelopbytheTeam(no more thantwo).
  • DesigntheCchallengethatenablestheachievement of theseCompetencies
  • TranslatetheCompetenciesinto Observable Behaviorswithintheactivity of theChallenge.
  • EvaluateifthetrainedBehaviorsremain in theWorkEnvironment (habits).

¿How do we do it?

a) A Teamobserverwill be appointed and willevaluatethedegree of achievement of theCompetenceduringthechallenge

b) MonitoringtheCompetenciesdeveloppedbytheTeam Leader duringthefollowingtwomonthsaftertheChallengein theWorkEnvironment.

team management of the challenge
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 c hallenge
Team Management of the Challenge

FIELD VISIT AND PLANNING

MANAGEMENT

EXECUTION

DELIVERY

EVALUATION

CLOSURE

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.

03 - Execution : Participants make the implementation according to the timetable and the defined goals.

slide33

Telefónica VolunteerSchool in a+

Proyectdescription

The Telefónica VolunteeringSchoolwill be a spacethatwillcontainalltheCorporateVolunteeringcoursesonofferforalltheTelefónica employees

Theschoolwill be placed onthe

e-leanringa+ platform, wheretherest of allTelefónica schoolsare.

Contents and learningactionsadaptedtotheneeds of ourvolunteer and thegroups and organizationswheretheactivitytakes place.

Creation and collectiveconstruction; build astrongcommunitythatfacilitatestheloyalty of ouremployees.

Final objective: to have a trained and motivated Telefónica volunteer: development and improvement of theircompetencies

Commercial

School

ICT

School

English Academy

Technical

School

the what program philosophy
The What: program philosophy

Total Engagement Model

The Soul

SQ

The Head

IQ

The Heart

EQ

The Body

PQ

slide35

Global Outreach ProgramRegina McNallyVice President, Corporate CitizenshipState Street Corporation

engagement
Engagement

71%

Our employee engagement survey indicated that 71% of employees involved in Corporate Citizenship activities show a stronger commitment to State Street.

inclusion
Inclusion

Our 32 Employee Networks – with 100 chapters globally – create volunteer, career development, and cultural opportunities for State Street employees.

development
Development

State Street employees are able to select service learning opportunities to meet required performance goals.

enter to win 400 gift card
Enter to Win $400 Gift Card

Your feedback is very important to us. Be one of the first 250 people to submit a workshop survey at the conclusion of each workshop block and enter to win your choice of a $400 Hewlett-Packard gift card or 2014 Conference registration.  One prompt respondent will be randomly selected for each of the five workshop blocks.  Visit a Digital Lounge now and log into the Conference registration website to submit your workshop survey.