A new study sheds light on how corporate charitable initiatives can positively impact employee engagement.
The study was commissioned by Aqua Libra Flavour Tap and surveyed 1,000 employees in companies with more than 250 workers. It revealed notable differences between companies that have charity programmes and those without.
75 percent of employees who work for companies that have charity programs feel engaged, as opposed to only 51 percent at organisations without such programmes. Nearly two-thirds of employees in organisations that have charity initiatives rate their employer’s ability to foster engagement as “good”, compared with only 37 percent for companies without these initiatives.
Charity programmes, commitment, and retention
The study found that there is a direct correlation between employee loyalty and charity initiatives. Seventy three percent of employees who work for companies that have charity programmes are more likely to stay with their employer. This is compared with lower retention rates in organizations without such initiatives.
The commitment levels were also significantly higher. 65 percent of employees in organisations that have charity initiatives said they were willing to go the extra mile for their employer. Comparatively, 41 percent of employees at companies without charitable programmes said the same.
In addition, employees of companies that have charity programmes are more likely to recommend their workplace than employees of companies without these programs.
Alastair Gil, employee engagement specialist and founder of Alchemy Labs commented on the findings. “How companies create market value is evolving.” To keep up, we need to change the way we work.
Focusing on people directly and indirectly has never been so important. This research shows that charity initiatives have become more than just a tick box, but a key component in the way we design our workplaces to prepare for the future. “Anything that improves the way people feel is beneficial for business.”
Workplace Satisfaction
Charity partnerships can also affect how employees view their organisation. 38 percent of respondents said that these initiatives had improved their view of their employer. Nearly a third reported a better understanding of the local community. In addition, 31 percent of respondents said that they felt closer to the broader purpose of their organization through charity programmes.
33 percent of employees surveyed actively search for employers that have meaningful charity programs. The figure increases to 39 percent for those who are familiar with such initiatives. Employees’ top priorities include volunteering days, charity fundraisers, and seasonal charitable events.
Alastair Gil added: “Time spent on charitable work pays dividends in employee engagement. We know that engagement is an important lever for business success.” The UK has some of the lowest levels of employee engagement in the world, and growth and innovation are stagnant. It is therefore more important than ever to pay attention to the human aspect of work — the connection between wellbeing and business success.
The fact that research shows that people increasingly use wellbeing and CSR to select where they work, further proves the importance of this link.
