For all companies, whatever their size, employee engagement has become a key issue, a necessity. Whether through their Corporate Foundations or their CSR policies, many of them have put in place programs of all kinds: financial support for NPOs presented by employees, micro-donation on salary, and especially sponsorship of skills (or volunteering in some cases).
The Admical-CSA (French association dedicated to sponsorship / opinion studies organism) barometer published in May 2016 indicates that, in France, skills sponsorship reached 420 million euros in 2015, which represents 12% of the overall budget for corporate sponsorship, an increase of 8 percentage points compared to 2013. This demonstrates that the commitment of employees is constantly increasing. Discovering new horizons, meeting new people, feeling useful, and sharing their know-how: there are a lot of reasons that encourage employees to join the solidarity programs put in place by their company.
Gen Y: a generation that expects more from the company
Companies are well aware of this: Gen Y entering the workforce does not have the same preoccupation than the previous one. Young people now expect that the company will allow them to reconcile professional life, personal life and solidarity. Few companies have already integrated the sponsorship of skills dimension into their “business model” by systematically allocating time to their employees so that they can help NPOs.
Setting up a skills sponsorship program is not easy. If CEOs and HRDs are often convinced of its interest, it is also necessary to convince the “mid-managers”, to give time to their employees, themselves often not very available because already overloaded!
But above all, this implementation is often very complex and time-consuming. We must find the NPOs, find the right missions and especially the volunteers! For an international company it is sometimes a puzzle because it involves dozens of missions and tens or even hundreds of candidates! Then we have to accompany employees, organize their travel, insure them, etc., and above all make the program live through an intense internal communication!
This is why, in many cases, international companies are reluctant to implement this type of program or limit it to France, which in the long term may prove to be a mistake in view of the challenges these programs already represent in the recruitment of future talents.