Millennials who frequently participate in workplace volunteer activities are far more likely to be proud, loyal and satisfied employees compared to those who rarely or never volunteer, according to a survey by Deloitte.
The Volunteer Impact Survey includes responses from 1,500 millennials (ages 21-35) from across the United States.
Millennials who frequently participate in their company’s employee volunteer activities, compared to those who rarely or never volunteer are:
•twice as likely to rate their corporate culture as very positive (56 per cent versus 28 per cent)
•more likely to be very proud to work for their company (55 per cent versus 36 per cent)
•more likely to feel very loyal toward their company (52 per cent versus 33 per cent)
•nearly twice as likely to be very satisfied with the progression of their career (37 per cent versus 21 per cent)
•more likely to be very satisfied with their employer (51 per cent versus 32 per cent)
•more likely to recommend their company to a friend (57 per cent versus 46 per cent).
“Our own experience has demonstrated the positive outcomes of a strategic corporate volunteer program,” said Evan Hochberg, national leader of Deloitte’s community involvement initiative. “It’s very exciting to have research that more broadly quantifies the connection between workplace volunteerism and several drivers of positive organizational culture among millennials.”
Further, more than one-third (37 per cent) of those who frequently volunteer are more likely to be very satisfied with the progression of their career. This suggests a link between volunteerism and the quality of employee engagement as well as favourable employee perceptions of organizational culture, said Deloitte.
“The data shows that, on many levels, employees who regularly volunteer are much more connected than those who do not volunteer,” said Joseph Echevarria, CEO of Deloitte. “This is a strong argument for making volunteerism a business priority, because employee engagement and organizational culture are inextricably linked to organizational performance. What’s more, engagement and a sense of ownership are essential to leadership.”
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