Research from Pepperdine University suggests that when managers become actively involved as volunteers in communities facing challenges, they have the potential to foster an environment of respect, advocacy, and collaboration. This approach not only benefits businesses but also brings about positive outcomes for the local population.
By integrating themselves within such communities, organizations can cultivate loyalty among managers and employees, while simultaneously contributing to the smooth functioning of operations in remote and underserved areas.
“Corporations can play a greater role in community development than ever before while making a positive impact on the managers who volunteer,” the researchers explain.
Integrating into the community
Based on an extensive study encompassing 1,176 hours of observations, 63 interviews, and accounts from diverse participants representing corporations, at-risk remote indigenous communities, and a nonprofit organization, significant findings emerged. Volunteers, who were managers embedded in these struggling communities, reported notable long-term improvements in their attitudes towards their employers and their work performance.
A staggering 92% of managers acknowledged experiencing personal growth through their participation in the program. Furthermore, 72% reported substantial increases in their knowledge, understanding, and awareness of indigenous culture and communities, underscoring the program’s efficacy in fostering cultural sensitivity. In addition, 67% of managers reported notable enhancements in their adaptability and flexibility, indicative of the program’s ability to promote versatile skill sets.
One leader aptly captured the impact of the program, stating, “It provided me with valuable insights into the cultural requirements and attitudes that needed attention, while also equipping me with individual coping mechanisms for various situations that arose.” Such testimonials highlight the program’s role in facilitating personal growth and enabling leaders to navigate cultural nuances effectively.
Building resilience
Importantly, corporate leaders who partook in this volunteer initiative also emerged with a heightened sense of resiliency. Their experiences in remote locations fostered a greater acceptance of working conditions characterized by ambiguity and uncertainty. This newfound adaptability equips them to navigate similar challenges in their professional lives, thus fortifying their resilience as leaders.
These outcomes underscore the transformative potential of embedding managers as volunteers within struggling communities. The program not only yields personal and professional growth for managers but also fosters cultural understanding and resilience among corporate leaders, ensuring a symbiotic relationship between businesses and underserved communities.
The positive impact of embedding managers as volunteers in struggling communities extended beyond the individuals involved, benefitting the companies themselves.
Varied benefits
According to the study, a significant 72% of corporations reported a noticeable increase in employee loyalty, while the same percentage witnessed enhanced employee performance. Additionally, 59% of the companies noted a rise in customer engagement, underscoring the program’s ability to foster stronger connections with the target audience. Moreover, all the participating companies highlighted reputational gains, with many also reporting improvements in productivity.
The benefits were not limited to the managers alone; their enhanced engagement had a ripple effect within the corporate environment. A supervisor of one manager noted a positive transformation, stating that the individual “returned with an increased generosity and a willingness to help, even people he does not work with regularly.” This attests to the broader positive influence experienced within the companies as a result of the program.
Beyond the corporate sphere, the communities hosting these initiatives also reaped substantial advantages. These communities witnessed improvements in their quality of life. For example, the high school graduation rate experienced a notable increase, signaling the program’s positive impact on educational outcomes. Additionally, the crime rate witnessed a decline, reflecting the broader positive societal implications brought about by the program.
Win-win situations
The multi-faceted benefits stemming from the integration of managers as volunteers within struggling communities highlight the program’s efficacy in creating a win-win situation. Companies enjoy improved employee loyalty, performance, customer engagement, and reputational gains, while communities experience tangible improvements in vital social indicators. Such outcomes underscore the value of these initiatives in fostering mutually beneficial relationships between businesses and the communities they serve.
“The programs obtained extraordinary mutual benefits. For example, aged care and youth facilities were built; family income management, educational trusts, and literacy programs were developed; and nutritional and substance abuse campaigns were launched,” the authors explain.
The approach is a significant contrast from normal corporate volunteering programs, which usually revolve around short-term engagements or a solitary event. These fail to establish a long-term relationship that is the key to lasting community improvement.
“With corporate volunteering, we often see great intent that falls short of what it could be,” the authors continue. “Companies seldom have continuing involvement in the communities, and little effort is made to assess what their activities accomplish beyond the initial influx of funds, such as whether the employees’ volunteerism resulted in the transfer of knowledge or skills.”
