Corporate Volunteerism Brings Out Best in Companies, Workers

Before employees at Tucson Electric Power Co. began volunteering outside the office, corporate bonding meant an annual dinner at a local hotel with speeches by top managers.

These days, many of the company’s 1,400 employees meet several times a year to paint buildings, tutor children and build recreational facilities in inner-city neighborhoods. The program is part of a company-wide strategy to become more visible in the community.

But in addition to boosting the company’s reputation, the program has increased productivity and created a deeper sense of respect and trust among employees, spokesman Jay Gonzalez said.

“Employees became more productive because they see they have company support for something that matters to them personally,” Gonzalez said.

Like Tucson Electric, more firms are replacing annual dinners and corporate retreats with community service projects. By encouraging employees to volunteer outside the workplace, companies are finding that the experience can benefit their bottom line.

“It’s what I call enlightened self-interest--corporations recognizing the value of volunteering for both the community and the business itself,” said Gerry Hartis of the Braddock Group, a management consulting firm in Virginia that develops volunteer programs.

The trend is reflected in a poll by the Washington-based Point of Light Foundation and the Conference Group of Manhattan, which found that the number of firms that include organized volunteer programs increased to 100 in 1994 from 40 in 1985. The study also found that 77% of companies surveyed agree the programs benefit corporate strategic goals, 80% agree that they improve employee retention and about 90% agree that they build teamwork skills and morale.