CEMS Business Project - Transparency International_Corporate Volunteering

CEMS Business Project – Transparency International Döring, Hauer, Leutenegger, Rinaudo, Rondeau

Bocconi University, May 2014 Sara Morante, Advisor Bettina Gehrke, Academic Tutor

Moritz Döring (1766484) Alexandra Hauer (1766567) Nathalie Leutenegger (1659507) Sergio Rinaudo (1435429) Julie Rondeau (1766500)

Corporate Volunteering Maximising Opportunities for Transparency International

CEMS Business Project


Agenda

2

§  Methodology

§  Market analysis

§  How to build a fruitful partnership

§  Concluding remarks


A diverse set of methodologies secures the best possible insight

3

§  Numerous sources on corporate volunteering from the US, Canada and Western Europe

§  Detailed understanding

33 studies evaluated in detail

53 relevant studies identified

13 studies included in

analysis

20 excluded based on full text

20 excluded based on lacking focus

Market analysis

Market research Corporate volunteering strategies of: §  23 corporations §  14 non-profits

In-depth interviews §  4 corporations §  2 non-profits §  4 TI Chapters §  1 expert §  2 TI corporate volunteers

Survey §  129 respondents §  Broad distribution of

nationalities §  Balanced gender

representation

The results and key learnings from these four sources have been included in the following parts and recommendations

Theoretical background


Agenda

4

§  Methodology


§  Analysis of today‘s practices

§  Target group analysis




Agenda

5

§  Methodology



§  What is corporate volunteering? §  How corporations do it §  How non-profits do it §  How Transparency International does it





What is corporate volunteering?

§  Voluntary by corporation (and employee) §  Initiated/supported by the corporation §  Integrated into business (one time or regular) §  Service that could be sold on the market is provided

to the non-profit partner at no charge §  Employ employees‘ abilities, time, monetary,

and tangible resources

6

Definition

Classification

Employees Continuity Duration Skill Initiative

One ---

Group --- All

Single events

---

On-going

Short-term

(1d-4w) ---

Mid-term (1m-1y)

--- Long-term

(>1y)

Low ---

Employed ---

Transfer

Employee ---

Corporate

Benefits and challenges

Non-profit partner - benefits §  Know-how §  Labour §  Potential new volunteers

Non-profit partner - challenges §  Cost of adjustment, coordination,

novice support

Corporate partner - benefits §  Employee loyalty, commitment,

professional development §  Employer branding §  CSR (reputation, image, etc.)

Corporate partner - challenges §  Cost of coordination,

communication, off-time work, other resources

(Gentile, 2012; Heuberger, 2006)


Various forms of corporate volunteering allow for any kind of involvement

7

Type Description Skill People Duration Support of

Leisure Volunteering

Increased vacation entitlement, flexible working hours, monetary and infrastructural support etc. All Individual,

group All

Time-banks Corporation gives time budget during work time; employee free to use for any volunteering All Individual Long-

term Social /

Volunteering Days

Department or whole corporation supports a cause for one day Low Group, all Short-

term

Pro bono Service (in own field) provided for free Employed Individual, group All

Development projects

Skill development (on both sides); individual: social internship, skills employed; team: team training All Individual,

group

Short- and mid-

term

Mentoring

Accompany, consult on problem or in crisis (incl. function-specific mentoring; "partner in leadership": mentoring to same-level executives in non-profit;

"business of board": board function) All Individual Long-

term

Secondment Full pay, project-based work in non-profit: Executive or mid-career. Executive: loaned, exchange, transition

Employed, Transfer

Individual, group All

(Gen

tile,

201

2; H

eube

rger

, 200

6)


Agenda

8

§  Methodology








Corporations offer corporate volunteering opportunities according to five main models, with a more or less structured approach

9

Corporates involved in corporate volunteering: the five main models

Social Days 30%*

Support of Leisure Volunteering

Portfolio of Projects

Pro Bono

Development Projects

13%*

22%*

17%*

18%*

*Dat

a ca

lcul

ated

on

a da

taba

se o

f 23

com

pani

es (m

ainl

y C

EM

S C

orpo

rate

Par

tner

s)


Different models imply different skill intensity and result in various benefits and challenges

10

Different skill levels involved

0% 20% 40% 60% 80% 100%

Volunteering Development

Pro-bono projects

Portfolio of projects

Support of Leisure Volunteering

Social Days

Low Employed Transfer

§  ”Pro bono projects“ and ”volunteering development“ are much more complex: not accessible to all organisations

§  Different corporations apply different models, depending on various factors (e.g. corporate culture, opportunities available, etc)

Corporations’ benefits

§  Add social value §  Add increasingly important component to

HR offering in order to attract new recruits §  Better work-life balance §  If skills are employed, staff’s expertise and

market knowledge should increase

Corporations’ challenges

§  Time, money and efforts are considered as low value-added, if not even wasted by many executives: sometimes adverse corporate culture

§  Practical difficulties in setting up projects


Two examples of corporate volunteering

Corporate Service Corps, IBM’s flagship global leadership development programme, consists of: §  Sending teams of employees to a

developing country to work on development projects

§  Leverage IBM’s commercial work in providing volunteering.

Benefits: §  High social purpose to attract employees, §  Community involvement as an “out-of-the-

box fresh activity that develops employee skills and corporation competencies”.

Lilly has created the Six Sigma Community Outreach Initiative in order to: §  Apply the Six Sigma process to NGOs,

hospitals, and local and state government agencies,

§  Help them to improve their organisational and programme management processes.

Benefits: §  Leverage the skills of its in-house “Sigma

black belts” to increase efficiency and bring improved services to more people,

§  Improve and develop corporate knowledge.

11

IBM Lilly

Source: corporations’ websites


Look out for country trends: 80% of corporate volunteering is social days in Austria

12

What

Social Days

Practical insight

§  Overtime often not paid extra („All-inclusive contract“) §  Corporation resources and clear activity for „corporate volunteering“ by definition §  In Austria connection primarily established via free-of-charge service from non-profit §  Platforms (Fundraising-Verband, Freiwilligen-Messe, RespAct) available §  Overall, low-skilled corporate volunteering dominant

§  Currently hype for social days in Austria (team building, PR, awareness) §  80% of corporate volunteering (estimate)

Other forms

§  Pro bono: mainly lawyers, consultants, media agencies; Mentoring (IBM), support of leisure volunteering (Henkel), time banks (EVN)

§  Basically no secondments publicly known

Best Practice

§  Pfizer: One Corporate Volunteering day / month; employees free to join §  Long-term partnerships (with different non-profits); evaluation included

§  IBM: Pro bono logistics system for food redistribution for non-profit §  Computer classes for women in homeless shelter, computers for nursery schools

Practical insight

Forms of volunteering

§  One FTE for marketing corporate volunteering §  Consider external consultant (fee paid by corporation): might be unattractive §  Provide opt-out jobs for employees that do not want to participate in corporate volunteering §  Be aware of country trends (e.g. Austria: primarily social days)


How Raiffeisen Leasing does it: cooperations can also be established via works councils

13

Homeless project

§  Support in soup kitchen for the homeless: low skilled, skill employed and monetary §  Planning, organisation and implementation by corporate staff §  Directed via staff representatives / works council, marketed via internal media and

client communication §  Established via personal contact, knowledge about possibility publicly wide-spread,

in the media, etc.


§  Prepare a low-barrier entry to task: easy to join, well-prepared information §  Engage your volunteers regularly: decreases transaction and training costs §  Encourage them to publicise their experiences for your marketing purposes §  cooperation not necessarily via HR, but potentially also via works council or trade union

Benefits Weaknesses

§  New perspectives, social learning, team building

§  Less non-profit-staff needed §  Regular basis – volunteers already well-

informed §  PR and awareness within corporation

§  Potentially unstable supply of labour §  Potentially helpful to have skills transferred


How the Austrian Federal Economic Chamber does it: extending your network can be a major benefit of corporate volunteering

14

Management exchange

§  Management exchange: 5 working days in non-profit, 5 in corporation §  Corporation initiative for teambuilding, employees are free to apply §  Organised and directed via an external, paid organisation


Benefits Weaknesses

§  Corporation: reputational benefit, social competence, team building

§  Non-profit: Networking effect, perspectives & ideas

§  Mgt. exch. more social competence learning for corporate and effort for non-profit

§  Volunteering not open to all employees §  Employee volunteering not directly

supported by corporate, employee initiative

Employee volunteering

§  Team of employees gathered to support different causes in their leisure time §  Numerous projects with varying duration §  Team effort, employee initiative

Mentoring for Migrants

§  Long-term, individual support of migrants to integrate themselves in new country and labour market

§  Participants from companies, but also Austrian Federal Economic Chamber §  Often future customers of the organisation

§  Consider including an external organisation for establishing cooperation §  Be aware of your needs and what you are able / willing to offer to your potential partner §  Profit from networks that are established via cooperations and look after your network


No knowledge of corporate volunteering at a large German industrial

15

Corporate volunteering

unknown

§  Central recruiting never heard of corporate volunteering §  Curious about the concept §  Doubts about its applicability -> whether “it would work in old-school German

Mittelstand”, since the prevalent corporate culture is quite conservative

Current situation

Benefits Weaknesses

§  Potential to find shared value and benefit (but non-profit would need to match the firm’s values)

§  Difficult to align a big organisation §  “Too much effort to organise” §  The initiative would need to come from an

employee (bottom-up approach) §  No employee has ever asked about it §  Change in corporate culture necessary?

§  Do not waste efforts on companies with a corporate culture that does not fit TI’s needs §  Leverage employees’ interest §  Corporate volunteering is not as evolved in continental Europe as it is in the Anglo-

Saxon world §  Corporate volunteering seems to be dependent on local culture and may only be

applicable to certain types of companies


Well-established secondment activities at a large management consulting firm

16

Secondment: An externship is a short period of work in an organisation other than the consulting firm. Most consultants who take part in the programme choose to work for a non-profit Process (approx. 2 months):

1.  A separate department exists for non-profit cooperation 2.  Possibilities communicated to employees via emails, on an internal webpage or during trainings. 3.  Employee reaches out to local HR, they then talk about the goals of the externship 4.  Employee defines geography, cause, type of work he/she would like to do during the externship 5.  Department then comes up with recommendations regarding time, non-profit, etc. 6.  Employee contacts another employee who performed a similar externship before for more info 7.  Short application to the non-profit that then takes over with a specific process 8.  Simultaneously, coordination with local office/fit to professional development and case demand


Benefits Weaknesses

§  Centrally driven process integrated into professional development plans

§  High commitment §  Access to high-level of human capital for the

non-profit involved §  High sense of fulfillment for employees

(sense of “giving something back”)

§  Only limited choice of non-profits §  Highly dependent on local office culture

§  Contact this kind of corporation for projects on specific issues

§  Very professional corporate volunteering processes


Agenda

17

§  Methodology








The majority of non-profits offers the possibility to corporate volunteer, according to two models

18

Practical insight

§  100% offer the possibility to donate money §  64% offer the possibility to corporate

volunteer §  36% do not offer the possibility to corporate

volunteer

Options for corporations

Skill intensity of volunteering tasks

Two main models

§  44% - Corporate Partnerships: Regular financial donation + pro bono assistance

§  56% - Corporate Volunteering: Low skilled or skilled consulting-like tasks

Duration

Low Short term

Employed Short or long term

Transfer Long term

0% 20% 40% 60% 80% 100%

Corporate

partnerships C

orporate volunteering

Low Employed Transfer


Requirements and benefits are commonly advertised for corporate volunteering opportunities

19

§  Shared values: the corporation must comply to the non-profit‘s values

§  Independence: the non-profit must stay objective and independent from the corporation

§  Public image: both parts must act responsibly to maintain a good public image

§  Commitment: The corporation should be actively committed to CSR

Most common requirements

Level of information about volunteering opportunities

Type of corporates

§  Almost always multinationals such as Wal-Mart, Credit Suisse, ABB

§  The industries vary greatly, financial services companies slightly more represented

Benefits for non-profits

§  Financial support §  Assistance in daily operations §  Increased expertise of the

staff §  Exchange knowledge and

skills §  Gain insight into the

corporation‘s industry §  Broader contact network 0

1

2

3

4

Average

High

Low

Corporate partnerships Corporate volunteering


Two examples of corporate volunteering with employed and transferred skills

In 2013, 14 employees volunteered full-time §  Strategic direction for the partnership §  Improving the distribution chain for vaccines §  Establishing a framework to measure the

impacts of the partnership

Benefits: §  Financial contribution to the organisation‘s

activities §  Creation of sustainable solutions for

important health issues §  Provision of knowledge the organisation did

not have the opportunity to develop

Since 2012, ABB has been engaged in ICRC‘s water projects, providing pro bono assistance on the field

§  Training sessions of ICRC engineers §  Financial sponsorship of training sessions

Benefits: §  Contribution to the organisation‘s daily

operations through knowledge transfer §  Financial donations

20

Save the Children and GlaxoSmithKline ICRC and ABB


No shared values and high costs are the reasons for not offering corporate volunteering

21

§  36% of the non-profits analysed do not offer the possibility to corporate volunteer §  Well-known organisations such as Amnesty, WWF, Hand in Hand International and Fair trade §  Does not imply that they don’t have contact with the corporate world

Why not? §  Failure to comply to the shared values, leading to credibility and image damage §  Time and resource consuming, although often interest in the idea

Non-profits that do not offer the possibility to corporate volunteer

§  Importance of choosing the right corporations to partner up with

§  Be aware of the costs of corporate volunteering for the non-profit

“It is challenging to accept more qualified volunteers if they stay for a limited time period as they would need to undergo a long learning process before they can deliver more qualified work. This is very time and resource consuming so we would prefer to do this ourselves and delegate the administrative work to volunteers, alternatively recruit a new employee to focus entirely on the qualified work with a long-term perspective“

Agnes Svensson, programme Manager at Hand in Hand International


The Swedish Red Cross seeks to expand its activities towards corporate volunteering

22

Expansion into

corporate volunteering

§  Current expertise in volunteering work and specialised services (Aid, Medical) §  Want to expand to corporate volunteering to increase the range of their offering,

professionalise §  Trying to understand corporate volunteering market (but unorganised and

intransparent) §  Corporate volunteering a big trend and growing fast, but in an early stage

Current situation

Benefits Weaknesses

§  Funding §  Mutual learning §  Expansion of skillset and covered areas

§  International roll-out complicated §  Cultural differences among national chapters

and customs §  Difficult to send people abroad

§  Similar situation as TI, but bigger organisation §  Mostly looking to expand expertise; TI should rather look to professionalise §  Corporate Volunteering may be the next “big thing”; however, TI needs to be very aware

of how to use corporate volunteers


Agenda

23

§  Methodology








Well-functioning corporate volunteering practices at TI UK

24

Student internships

§  3 to 6 month internships for students, large number of applications §  Generally background in law or business and a genuine interest in TI’s issues

Corporate volunteering

§  Case by case, fill the gap with particular expertise for a specific project §  Greatest needs in research and publications, events and admin §  Currently one volunteer from the Financial Conduct Authority §  One TI staff member responsible for introduction and monitoring §  Until now only cooperation with governmental organisations, informal contact


§  Structure the corporate volunteering activities following the model of the internship programmes: less informality

§  Communication: use website to make the partnership visible to externals, to inform and attract potential new partners

Benefits Weaknesses

§  Access to qualified staff to fill the resource gap

§  Extend the possibility of what TI does §  Good integration with the governmental

organisation as the topics are interrelated

§  Informality of corporate volunteering versus formality of internships (recruitment, advertisement, structure of activity etc.)

§  Risk with corporate partnerships: ”engagement versus exclusion”-philosophy


Strong connections with the private sector at TI Canada

25

§  Several different committees: legal, marketing, education etc. §  Pro bono work virtually on different projects, meeting every 2-3 months §  Financial contribution of 100 dollars in the form of membership

§  Regular support mostly from law firms, since greatest need §  Ex: lawyers volunteering for the anti-corruption report every 3 years §  Ex: yearly audit done by volunteers from one of the big four


§  TI should focus on portraying itself as a true coalition, to not be perceived as working against corporations but with them

Benefits Weaknesses

Active Committee

s

Projects

Pro bono long term

Interns §  Students virtually support with research work and project assistance §  Education committee researching how to cooperate with universities

Pro bono short term

§  Volunteering as speakers for specific events §  Ex: one-day workshops with an industry, conferences

§  No office, almost all work and communication is done online which can lead to inefficiencies

§  No paid staff, only volunteers

§  Well-represented board and close cooperation with private sector: strong network and used to corporate volunteers

§  Benefits from volunteers go beyond money: recognition of the cause of corruption


Only limited use of corporate volunteering at TI Italy

26

School projects

§  Corporation representative talk at schools about CSR from practice perspective §  During work time (half-day workshop), corporation sends employee §  Individual basis

Discussion tables

§  Sector-wide working tables with corporation representatives to establish guidelines §  TI approaches companies (first existing partners, if not available also others) §  TI gives input and knowledge in exchange for corporations‘ knowledge §  4 meetings in 2 years, individual basis


Benefits Weaknesses

§  Primary contacts via existing partners – decreases likeliness of extending network

§  Volunteers not yet involved in administrative support – unexploited potential

§  Potential of team building not exploited

§  Chance to motivate corporate volunteers to integrate TI philosophy into corporation and spread the values and awareness

§  Seize volunteers‘ know-how §  Networking potential for corporate partners

§  Assess your needs and consider new options for involvement §  Corporate volunteers as potential ambassadors of non-profits’ values after experience §  Understand benefits for your partners


Short term corporate volunteering, but strong connection to corporations at TI Hungary

27

Student internships

Pro bono §  Sometimes work with legal firms, but it very difficult to get a pro bono


§  Develop services linked to corporations’ needs, but be aware of the risks §  Be entrepreneurial in expanding the fight against corruption §  Corporate culture as the most significant limit to corporate volunteering: without a change

from the top, no real corporate volunteering plan can be put in place

Benefits Weaknesses

§  Not fully dependent on monetary donations, since it is a non-profit with revenues

§  Strong relationship with universities §  Increased awareness about corruption by

collaborating with corporations

§  Risk if corporations’ motivation for partnerships is based on publicity

§  Limited number of corporations to work with since it is an in-depth and long commitment

§  Risk of losing the non-profit characteristics

§  25-30 interns/year, 6-8 weeks, diverse backgrounds: media, politics, mainly law §  Contact through lectures in class or web search §  Tasks consist of data handling, general research and event management

Discussion Tables and Workshops

§  9-19 corporate supporters: monetary donations, participating to Corporate Forums, TI events, roundtables, etc.

§  On TI-related issues and accountability


Key learnings from TI Chapters: perceived potentials and development needs

28

Major perceived potentials

Italy

Legal Audit Consulting& Project Mgmt IT Admin General

Research

Skilled / Expert Knowledge Lower skilled

CA, Hungary Current use

CA, UK CA, IT, UK, Hungary

Italy (IT) Perceived needs

Research & Publications

UK Canada (CA) CA CA

Hungary Hungary

§  Spread TI philosophy

§  Networking potential for corporate partners

§  Seize external know-how and qualified staff

§  Extend TI’s resources and capabilities

Major development needs

§  Low level of formality when it comes to contacts with corporations §  No corporate volunteering contact points or information currently

published (e.g. on website) §  Discover and market benefits for corporate partners §  Involve more than current supporters and partners (network extension) §  Chapters face challenges seeing and leveraging their great potential §  Need to assess their needs to discover corporate volunteering potentials


TI already employs a diverse set of corporate volunteering models

29


Volunteer day Internships Pro bono

projects Volunteer on

the side Secondment

TI already employs a diverse set of corporate volunteering models – this is just not common knowledge across the organisation


TI’s needs and the benefits inherent in corporate volunteering match

30

Major perceived potentials – and needs

Legal Audit Project Management IT Admin General

Research


Research & Publications

TI’s needs and the benefits inherent in corporate volunteering match – but only few are aware of these benefits


TI’s needs and the benefits inherent in corporate volunteering match

31

Key learnings from interviews with TI chapters

§  Go central? Not necessarily

§  Go big? Multinational corporate partners are the most likely targets

A careful assessment across chapters – taking into account national characteristics – could show that some needs indeed exist for the entire organisation and can be best addressed by one international responsible rather than many local ones

Structure §  Of corporate volunteering

programmes §  Across chapters

Communi-cation

§  To corporates §  Across chapters Needs §  Corporates

§  TI

Coherence Coherence Cooperation


Agenda

32

§  Methodology




§  Survey results §  Volunteers’ voices




High awareness and interest for corporate volunteering among survey respondents

33

55%

45% Yes

No

82%

18%

Yes

No

Have heard of corporate volunteering

Find corporate volunteering interesting

§  One reason for the extraordinarily high share of respondents aware of corporate volunteering may be a high share of our peers in the group

§  Very high general interest in corporate volunteering

§  Potentially due to innovative concept, not directly related to actually planning to volunteer


About one quarter of survey respondents currently volunteers – social norms seem to drive part of the interest

34

Currently volunteer

§  Extremely high share of respondents who say they would participate in corporate volunteering

§  “If your (future) employer would offer corporate volunteering, would you participate?”

§  Potentially driven by social norms; not a high priority in employer search

22%

78%

Yes

No

90%

10%

Yes

No

Looking for corporate volunteering when employing

19%

81%

Yes

No

Would participate in corporate volunteering


Respondents can imagine a variety of forms and durations

35

Interesting forms of corporate volunteering

Relevant duration of corporate volunteering

§  Variety of forms interesting to respondents §  Project-based work most appreciated,

part-time volunteering less attractive

§  Variety of durations interesting to respondents

45%

59% 49%

36%

9%

0%

20%

40%

60%

80%

Secon

dmen

t

Projec

t

Volunte

er Day

Next to

job

None

36% 42% 43%

38% 32%

12%

0%

20%

40%

60%

One day One week

2-3 weeks

One month

Longer than one

month

Other


Low interest and awareness for corruption

36

Interesting topics for volunteering §  Bias towards educational topics potentially due to share of students among respondents

§  Human rights “sexier”? §  Stronger media sensitivity to

Environment?

Reasons to name Corruption §  “Tackle the problem at the root.” §  “Provide non-profits with skills they lack” §  Personal interest

79%

54% 37% 34% 39%

50%

24% 10% 4%

0%

20%

40%

60%

80%

100%

Educa

tion

Human

rights

Corrup

tion Aid

Empowerm

ent

Enviro

nmen

t

Animal

welfare

Other

None

Reasons not to name Corruption §  “Other topics are more emotionally rewarding” §  “Very complex issue”, “Too difficult to fight” §  “Low identification with the issue” §  “I am much more passionate about Human Rights than about Corruption” §  “It seems complicated to cooperate from a corporate side as the firms may be the corrupt ones.” §  “Not solvable by corporate employees.” §  “I do not feel qualified.”


Agenda

37

§  Methodology




§  Survey results §  Volunteers’ voices




Matthew Race, Associate at the Financial Conduct Authority, currently corporate volunteer at TI UK

38

§  Leading TI UK’s research on finance related corruption and money laundering

§  A TI line manager is responsible for Matt. Twice weekly meetings to discuss progress and regular check ups with line manager at FCA

Tasks

§  TI’s expertise and reputation §  Learn new technical (bribery and

corruption) and behavioural skills (research and advocacy strategies, conflict situations)

§  Network and build a relationships between the organisations

§  Do something different §  Meet passionate people

Personal motivation

§  Potential conflicts of interest between the organisations: has not materialised yet

§  Volunteering: most grads go to banks or consultancy

Risks

§  Secondment part of the FCA’s graduate programme: well-managed monitoring and assessment by HR-department, internal advertisement, workshops about benefits, supporting the employees

§  Clear monitoring where all three parts are encouraged to participate in setting goals

§  Regular communication between TI and FCA about progress, achievements and development points

Strengths

“I hope to network and build relationships so when I return to FCA the two will be closer.”

“I’d like to see them accept more secondees in future, as I think it’s a very valuable role.”


Milos Barutciski, Partner at Bennett Jones LLP, corporate volunteer at TI Canada since its foundation

39

§  Board member for 3 years §  Founding member in 1996

Position

§  To become a judge and exclude companies from becoming a member of TI

Risk

§  TI is the best known organisation in the subject area §  Belief in subject matter

Personal motivation

”The perceptions of corruption and how it operates … that I get from the membership of TI is, to be honest, the most valuable thing, because I live in a world of corporate executives, lawyers and accountants and government officials – that’s a very narrow world. That’s mostly middle-aged men like me … with a very narrow perspective, whereas being part of TI exposes me to other perspectives that are also equally as important to understanding these issues.”

§  Writing the OECD report every 4 years

§  Media liaison §  Nominee for government

meetings §  On the board: contracting with

suppliers, organising of events and speaking at events

Tasks

§  Reputation: Volunteering for TI makes you more credible to your clients, especially over the years.

§  Network building §  Knowledge

Professional motivation


Agenda

40

§  Methodology



§  Preliminary considerations

§  First contact

§  Implementation and evaluation



Agenda

41

§  Methodology



§  Before you engage

§  First contact




How to build a fruitful partnership – the framework

42

WE WHAT WHO

Assess your organisation

Analyse: Your needs Your offers

Find a partner


Five steps to efficiently assess your organisation

43

(adapted from: Weinstein, 2009, p. 12)

History

“Where we come from“

SWOT

Strengths & Weaknesses Opportunities

& Threats

Mission

Purpose of the organisation?

What does it do? Who does it

serve?

Goals

Long- and short-term

goals

Plan

How to reach these goals?

Strategy Measurable

targets Action steps

WE WHAT WHO Assess your organisation


Find a partner


Know your organisation: TI must be aware of its strengths and weaknesses

What are your organisation-specific strengths? §  Unique expertise §  Strong international presence §  A broad network §  Reputation & credibility §  Strong brand recognition §  Cause promoted is considered as urgent §  Some chapters have long-time cooperation

with the private sector

What weaknesses does your organisation have? §  Inter-connected resource issues: staffing and

fundraising §  Lack in knowledge management §  Potential volunteers might be part of

corruptive process §  Perceived as being against corporations §  Very locally independent, no central

coordination of practices (e.g. incoherent public appearance, double efforts etc.)

§  Some chapters are inexperienced with corporate volunteering

§  Reliance on informal practices

44

Strengths Weaknesses

Advertise them! Be aware of them to better handle them!



Find a partner


Know your organisation: TI’s environment presents both opportunities and threats

What opportunities does your environment hold for you? §  Corporate volunteering is slowly becoming

more widespread §  Strategic centralisation structurally possible §  New media – for cost-efficient and more

involving (personal) marketing §  Development of legal requirements for

transparency in business §  Increasing awareness around corruption

What threats does your environment pose to you? §  Financial crisis: no additional resources for

CSR/corporate volunteering from corporations‘ side

§  Corporate volunteering not a well-established concept yet

§  Issue of corruption less popular than other causes (education, environment, etc.)

45

Opportunities Threats

Take advantage of them! Be aware of them to better prepare for them!



Find a partner


TI needs to identify its needs and what it can offer to potential partners

What do we need to reach our goals? 1.  Funding 2.  Additional volunteers for:

§  Expert support in cause-related tasks (research and publications, legal, consulting and project management)

§  Expert support in other operations (audit, IT)

§  General support (general research, administration)

What do we have to offer a potential partner? §  Organisational learning §  Social learning §  Employee engagement §  New perspectives §  Reputation & credibility §  Expertise in transparency & related issues

46

Needs Offers

Legal Audit Consulting& Project Mgmt IT Admin Gerenal

research


Research & publications



Find a partner


Agenda

47

§  Methodology




§  First contact

§  Identify potential fit §  Risks §  Making chapters more attractive




The next step is to identify corporations that could be a good fit for TI

48

1.  Who can fulfil your needs? Who will benefit from your offers? 2.  Discover the right platforms in your locality. E.g. Austria: RespAct, Social Business Day, etc. 3.  What risks does this cooperation bear?

Ideal Corporate

Partner

§  Shared values (mutually supportive and respect) §  Active commitment to corporate social responsibility (CSR) §  Complementary goals and interests or similar target audience §  Preferably project work environment §  Matching resources for TI’s specific project (skills, time, personnel etc.) §  Experienced with (strategic) cooperations §  Preferably multinational to support TI in more than one country

“Engagement versus Exclusion”-philosophy



Find a partner

Engagement

§  Corporations from certain industries or backgrounds are excluded from potential partners

§  Every organisation can become TI’s partner, regardless of its industry or background. The importance is to show willingness for transparency

Exclusion


Corporations that could potentially be a good fit for TI, classified according to the organisation’s needs

49

Function Skill Level Industry Examples

Legal Skilled Legal Baker & McKenzie;

Skadden, Arps, Slate, Meagher & Flom; Norton Rose Fulbright; Linklaters

Audit Skilled Auditing Deloitte; PwC; Ernst & Young; KPMG

Consulting; Project Management Skilled Consulting McKinsey; BCG; Bain

IT Skilled IT IBM; Accenture; Microsoft; Intel

Research and Publication Skilled various Government agencies

General Research Somewhat skilled n/a Students

Admin Somewhat skilled n/a Students

§  This is a non-exclusive list of the major areas for which TI can use the help of corporate volunteers

§  Only large international corporations mentioned here, but consider also smaller corporations


Partnerships can be initiated through contact with corporations or employees directly

50

“[How TI can attract volunteers] That’s what I ask myself before, during and after every board meeting … If I had a good answer to that question we would be doing it already!” Milos Barutciski, corporate volunteering and board member at TI

Canada

Contacts today are tied very informally, no systematic approach to start corporate volunteering

Cor

pora

tions

Network of staff and corporate volunteers

NW partner corporations

HR department or dept. of interest

Fairs, events workshops

§  Leverage volunteers’ contacts with executives

§  Leverage TI board members’ contacts with senior managements

§  Target corporations’ HR or volunteering-specific programmes

§  Contacting directly the legal department

§  More exclusive contacts and often common values

§  Cause-related events good opportunity to meet potential partners

Low formality High formality

Empl

oyee

s

Network of staff and corporate volunteers

NW partner corporations

Corporations’ works councils

Trade unions

§  Volunteers’ and staff’s network of colleagues

§  Target their staff and employees

§  Reach many with same values

§  Reach out to mass specialised employees


Agenda

51

§  Methodology




§  First contact





Risk assessment before starting corporate volunteering: six key risks for TI to take into account

52

Six key risks

1.  Value incongruence 2.  Unmotivated employees 3.  Expectation mismatch 4.  Higher costs than benefits 5.  Whitewashing of image 6.  Partner damages TI’s reputation

§  The framework analyses potential risks under two dimensions: the chance of risk materialisation and the impact on TI’s operations

§  TI should avoid corporations that imply risks that fall in the red area and focus on other opportunities

§  «Value incongruence» is a risk that TI should be willing to take, since TI should not shy away from partners that do not have anti-corruption as one of their core value

§  It has to be kept in mind that risk assessment is not an exact science, but in this case it gives a good indication about the suitability of a potential partner

§  Some risks are interrelated

Like

lihoo

d

Impact on TI


Assessment of an ideal cooperation partner

53

The corporation is a multinational law firm headquartered in London with vast experience with pro bono work 1) Value Incongruence: low likelihood/low impact Shared values: §  Excellence, teamwork and imagination §  Determination – whatever the challenge is §  Commercial judgment and Integrity 2) Unmotivated Employees: low/medium Experienced with pro bono work 3) Expectation Mismatch: medium/medium 4) Higher Costs than Benefits: low/medium 5) Whitewashing of image: low/medium Highly reputable law firm – no need to whitewash 6) Partner damages TI’s reputation: low/high Any law firm risks complete reputation loss by not abiding the law, thus it is rather unlikely they will be involved in a bribery scandal

Like

lihoo

d

Impact on TI

Higher costs than benefits Partners

damages TI’s reputation

Value Incongruence

Unmotivated employees

Expectation mismatch

Whitewashing of image

This corporation is clearly a low risk partner and thus an ideal match for a cooperation with TI


Assessment of a rather risky cooperation partner

54

Active in power generation and transmission. Two subsidiaries blacklisted by the World Bank for bribery 1) Value Incongruence: medium likelihood/low impact Values: Trust, Team, Action, Openness and Transparency. Do they really mean it? 2) Unmotivated Employees: low/low 3) Expectation Mismatch: medium/medium 4) Higher Costs than Benefits: medium/medium 5) Whitewashing of image: high /high Do they just want to improve their image by partnering up with TI? 6) Partner damages TI’s reputation: high/high Two subsidiaries blacklisted by the World Bank for bribery

§  Potentially riskier than the previous example

§  TI should not exclude any potential partnership

§  Be aware of the risk and see whether this corporation’s actions speak as loud as their words

“TI should be a big tent – it is important that they approach with an open mind companies that are not fully committed to TI’s mission” (Milos Barutciski, corporate volunteer at TI Canada)

Like

lihoo

d

Impact on TI

Higher costs than benefits

Value Incongruence

Unmotivated employees

Expectation mismatch

Whitewashing of image

Partners damages TI’s

reputation


Agenda

55

§  Methodology




§  First contact





Chapters must tackle what corporates perceive as constraints to corporate volunteering

56

What constraints do corporations face? How TI can tackle these constraints

Corporate volunteering seen as a low value-added activity: new concept for many corporations, uncertainty about its benefits

Corporate volunteering does not fit with conservative corporate cultures: not perceived as an appropriate activity for the corporation

Profile-cause misfit: seems complicated to enter a partnership as the corporations may be corrupt

Complicated and costly: perceived as high transaction costs (partner and information research, finding an agreement, coordination, resource investment etc.)

Advertise the benefits of corporate volunteering and a partnership for the corporation

Leverage employees’ interest, not only the corporations’ (through works councils, trade unions)

Advertise the ”engagement vs. exclusion” philosophy and work against the image of being against corporations

Lower the barriers for the corporate volunteering process: communication, monitoring and evaluation


Chapters have to advertise the benefits of a partnership to the corporations...

57

“The growth and variety of relationships between businesses and non-profit organisations are compelling evidence that companies‘ benefits go beyond the satisfaction of traditional philanthropy.” International Committee of the Red Cross, Corporate Support Group Brochure

Corporation

Exclusive relationship with a global non-profit • Access to TI’s global network • Participate to meetings,

information sharing

Skill exchange • Gain new expertise in the field

of corruption and others • Learn how non-profits work • Develop social and emotional

competencies

Image and PR • Clear commitment to CSR and

community issues • Gain of legitimacy • Shows commitment to

corruption issue

Enhanced employee motivation •  Improve employee loyalty and

commitment • Greater employee satisfaction

(work-life-balance)

§  Gain new expertise in the field of corruption and others

§  Learn how non-profits work §  Develop social and emotional

competencies

§  Clear commitment to CSR and community issues

§  Gain of legitimacy §  Shows commitment to

corruption issue

§  Improve employee loyalty and commitment

§  Greater employee satisfaction (work-life-balance)

§  Access to TI’s global network §  Participate to meetings,

information sharing


...but also to the employees, the potential future corporate volunteers

58

High awareness and interest for corporate volunteering among survey respondents §  Learn new skills §  Learn more about an

industry and task §  Network and build a

relationships between the organisations

§  Do something different §  Social norms

§  TI’s expertise and reputation

§  Learn more about the corruption issue

§  Meet passionate people §  Provide lacking skills to a

non-profit

Why become a corporate volunteer? Why TI?

Low interest and awareness for corruption: corruption not as “sexy” as other topics §  Importance and urgency

of the cause §  Personal interest

Why corruption?

“I think I was motivated by the good work TI does. In the financial crime space they are very influential, and I thought it was a good opportunity.” Matthew Race, corporate volunteer at TI UK

It it not the cause per se that is attractive, but the

expertise and reputation of the organisation that is appealing to potential corporate volunteers


Advertise the ”Engagement vs. Exclusion”-philosophy and fight the image of being against corporations

59

“The chapters should portray themselves as a true coalition. Transparency International

should not be perceived as an NGO against corporations.“ Bronwyn Best, Senior Advisor at TI

Canada

“There is always a risk when cooperating with an organisation from a highly corrupt industry.

However, in the battle between “engagement versus exclusion“, TI has chosen to focus on

engagement.“ Yannick Vuylsteke, Project Officer at the Business Integrity Programme at TI UK

§  Communicate that your are open to all corporations §  Publish your partnerships on your webpage §  State clearly what you are looking for in a partner: knowledge exchange is crucial

Engagement

§  Corporations from certain industries or backgrounds are excluded from potential partners

§  Every organisation can become TI’s partner, regardless of its industry or background. The importance is to show some willingness to change

Exclusion


TI must take advantage of its international webpage to attract potential partners

60

Short definition of what corporate volunteering means according to TI: our research has shown that the use of the word is still confusing for most actors

ENGAGING EMPLOYEES THROUGH CORPORATE VOLUNTEERING WHAT IS CORPORATE VOLUNTEERING?

WHAT WE CAN ACHIEVE TOGETHER

WHY PARTNERING UP WITH TI

WHICH BENEFITS FOR YOU

•  Valuable solutions for a world less corrupt

•  Innovations on strategic issues of mutual interest

•  Unique expertise

•  Strong international presence

•  A broad network

•  Knowledge and expertise exchange

•  Clear demonstration of commitment to CSR

•  Enhanced employee motivation

•  Positive media coverage

•  Access to broad networks

FOR MORE INFORMATION, CHOOSE A CHAPTER CLOSE TO YOU

General information about corporate volunteering with TI

Highlight of the benefits for the corporations

Highlight of what TI has to offer

Forward the visitor to a specific chapter’s webpage for more specific information

Under ”Get Involved”, the visitor finds ”Engaging employees”

EXAMPLE OF PREVIOUS VOLUNTEERING

More information about previous partnerships to give an idea of how volunteering can be done at TI


Due to different needs, volunteering opportunities should be advertised on the chapters’ webpages

§  Besides the general information (for visitors going directly to the country pages), the chapter-specific webpages should provide more detailed information about the volunteering opportunities

§  In the same way as TI UK advertises their internship positions, volunteering opportunities should be extensively communicated and promoted on each chapter’s website

The positions needed have a different page each where more information can be found

Clear and concise information about the volunteering tasks

More information about previous partnerships to give an idea of how volunteering can be done with TI

Contact details targeting both corporations and employees


Agenda

62

§  Methodology




§  First contact


§  Progress monitoring §  Impact assessment



For successful monitoring, transparency, communication and clear objectives are key

63

Practical insight

Why? §  By defining the objectives of the cooperation,

you ensure that both parts expect the same outcome. Start by agreeing on the general terms of the partnerships. Having a transparent framework is key to avoid misunderstandings.

Define the objectives

Structure the work

How? §  Define the long-term objectives of the project §  Set clear and measurable short-term goals

and milestones to follow up §  Define the resources dedicated by each party,

in terms of personnel and money

Why? §  By structuring the work you can ensure that

the objectives set are met and that no resource is going to waste. It is also important that the corporate volunteer knows what his task is and who to report to.

How? §  Dedicate one or more (if more than 3

volunteers) staff members to act as mentors to the corporate volunteer

§  Weekly follow ups with the volunteer §  Regular follow ups with the corporation: have

the goals been achieved?

Get to know your corporate volunteer

Why? Take the time to get to know your volunteer, he/she could have expertise beneficial for TI §  What is his/her domain of expertise? Interests? Strengths? §  What previous experience does the person have?


Agenda

64

§  Methodology




§  First contact


§  Progress monitoring §  Impact assessment



When evaluating the success of the corporate volunteering, all three parties should be included

65

General Approach

§  Assessment tool developed for evaluating effectiveness of corporate volunteering §  Both partners and employees included §  Evaluation and weighting of criteria allows for agenda setting and analysis of

expectation fulfilment §  Questions per criterion (values and vision, organisation, goal achievement,

positive effects) may be formulated according to specific needs

Assessment Process

Inter-views

Non-profits and corporation (project) leaders and employees receive questionnaires to weight and evaluate criteria

Dis-cussion

§  Both sides discuss the results: §  Were expectations met? §  What can be improved in

process? §  Should cooperation continue?

Main criteria Sub-criteria I Values and

Vision mutually supportive,

mutual respect

Organisation goals clear, well-

organised, sustainable, ease of communication

Goal achievement

Civic impact, maximised benefit Sub-criteria II

Positive effects individual benefit broaden horizon,

social impact, fun

non-profit benefit save cost, support non-profit-cause,

additional services

corporate benefit reputation, employee

development and integration

societal benefit civic impact, improved quality of life, stress-relief on government (Samuel et al., 2012)

Make the cooperation public, by publishing it on your webpage: a good way to attract new corporate volunteers!


Agenda

66

§  Methodology






CEMS Business Project – Transparency International Döring, Hauer, Leutenegger, Rinaudo, Rondeau 67

§  Corporate volunteering remains a vague term: the majority of our interview partners was performing one kind of corporate volunteering without actually being aware of it. Very few corporations and chapters know what corporate volunteering really is. It is fundamental to spread the concept of corporate volunteering

Spread the concept of corporate volunteering

TI and corporate volunteering

§  Chapters would profit most from employed skills: needs are especially high in the legal, auditing, research & publications and IT functions. Also in project management, where the skills would be transferred

§  Corruption is perceived as a less attractive issue compared to other topic: this does not imply that TI lacks strong corporate volunteering potential

§  We recommend focusing on attracting the right partners and market TI to employees, the future corporate volunteers §  Strategic analysis of the organisation: its strengths, weaknesses, needs and offers §  Follow a strategic approach during the partnership: monitoring and evaluation to ensure

that the goals are the same for the parties involved. §  Assessing risks is crucial §  Work with corporations, not against them: TI should focus on portraying itself as a true

coalition, to not be perceived as working against corporations but with them. It should advertise the “engagement vs exclusion”-philosophy

Concluding remarks


Questions & Answers

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?


References

§  Gentile, Gian-Claudio (2012). „Corporate Volunteering und seine Facetten“ in: Corporate Volunteering. T. Wehner & G. Gentile (Ed.). Gabler Verlag. Wiesbaden. P. 55 – 64

§  Heuberger, Andreas (2006). Corporate Volunteering: Einsatzbereiche und Potentiale im HRM. Vienna University of Business and Economics. Vienna.

§  Samuel, Olga & Gian-Claudio Gentile & Christian Lorenz & Jan Christopher Pries (2012). „Formative Evaluationsstudie zum Einsatz von Corporate Volunteering “ in: Corporate Volunteering. T. Wehner & G. Gentile (Ed.). Gabler Verlag. Wiesbaden. P. 127-141

§  Weinstein, S. (2009). “Your Organization and the Nonprofit World” in: The Complete Guide to Fundraising Management (3rd ed.), John Wiley

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