成功的七个秘密工作给予项目——第1部分
最佳实践的员工给予、匹配和志愿服务项目
2011年11月16日早上9点等
工作场所给项目的最佳实践是什么?这个问题我们经常听到从各种规模的公司想要获得最大的社会和商业影响,从他们的员工提供程序。
尽管社会影响当然是一个关键的结果,更大的员工敬业度的目标是背后的主要驱动力增加兴趣工作场所给程序和如何改进它们。经验数据越来越连接成功的职场给项目水平较高的员工参与。和公司员工敬业度高的分数始终超越金融措施。1。行政支持,激励员工从管理者的管理者真正的承诺,积极参与向追求正确的期望的结果是职场成功的关键项目。这似乎是显而易见的,但你会惊讶于这个元素的频率可以改善。每个人都知道背后的管理团队得到一项使它成功。同样重要的是有一个公司专注于工作场所给项目的成功是什么样子。是的,它是对社会影响和利他主义,但是最终的程序不是商业理由触及慈善的竞选,但吸引你的人。是这样的:为员工提供机会给时间/金钱使他们关心(并使它容易,有趣和有益的)创建与员工有意义的联系,积极地影响他们对公司的看法,这有助于吸引、保留和激励人。 Inspiration is a very powerful tool and beats the motivational or coercive power of any ‘carrot or stick’. If the focus of an employee’s connection with a company is on cash compensation or other benefits, that person will likely leave for a higher wage or better benefits. If instead the company inspires this employee or gives her or him a broader sense of meaning by creating opportunities that matter to that individual so that person can give back as part of my work experience under the company brand, that is a truly sustainable relationship. So if you’re heading up or administering employee giving programs at your company, try to connect with your senior leadership team and have an earnest conversation about the underlying drivers, goals and value of your workplace giving programs. Don’t limit their involvement to sending letters and emails to people exhorting them to give to a cause so the company can hit a target; get them to meaningfully interact with people in a way that shows that they care about what the employees care about. When the C-Suite truly understands the potential impact (both social and business), your company will give higher priority and resources to building a culture of giving, and your programs will be better positioned for success. Remember, your company brand isn’t what the company says about it; it’s what their employees and customers say… 2. Empower Employee Choice Enabling and encouraging employees to easily and conveniently donate to the causes they care about (not just the causes you choose for them) is a clear best practice for workplace giving programs. And it increases participation, which is key to the corporate goal of impacting employee engagement. The simple equation goes like this: Increased Choice = Increased Participation = Increased Total Contributions = Increased Social and Business Impacts which equals value creation! Giving is personal. People give to causes that resonate with them personally and reward companies that help them do it. When you provide opportunities, as part of your company’s workplace giving program, for people to support the causes that they care about (and even better, if you encourage them through matching funds – more on that to follow) more people will participate in your programs. This means a greater number of employees will feel good about giving back to causes they care about, generating goodwill that employees associate with the company. It’s commonsensical, really. And don’t just pay lip service to providing choice. Don’t make your people look up names and EIN’s of charities in order to give to them or provide a cumbersome process. Make it easy, so you reduce the friction and increase participation. 3. Engage Employees in Featured Causes, Campaigns and Crisis Giving在你的品牌而赋予的选择是至关重要的,同样重要的是公司拥有身份和形象WPG项目和社区投资计划。188bet网址怎么打不开方便员工给通过突出特色原因或运动或引起相关的事件也会增加员工的参与和帮助使项目与公司的战略和品牌的形象。当我们谈论“特色原因”我们的意思是创造事业重点领域组成的慈善机构和团体沟通他们突出的员工,所以他们可以很容易地支持这些原因。理想情况下,有配套资金激励参与。这些特色原因可以与所有或任何组合:企业目标和支柱(例如:公司已经确定了健康和环境作为其对齐的企业社会责任战略的关键支柱因此创建公司Z生活健康的活动或公司Z绿色基金;金博宝手机版网页或一个公司有一个公益营销项目叫做EarthEdge福利环境导致它创建EarthEdge使员工在工作中出现原因来支持环保事业和结合面向客户的计划)。
一般原因(即区域。:给个人和人们想要的选择,但同时大多数人给几个类别的原因,如健康、教育、环境、孩子等;所以创建特色原因或活动,反映出这些类别使人们更容易找到并给他们关心原因(进而增加参与和流从它的所有美好的事物)。
危机给(即。:越来越多的人有更大的欲望给危机,也期望更高的公司帮助的时候需要的是急性;因此,企业需要能够快速创建特色原因危机,这场危机是否国际(对抗非洲饥荒,帮助海地)或当地(支持洪水、森林火灾斗争等)来帮助他们的员工选择回馈这些原因。
