Why HR leaders are central to getting more value from corporate volunteering

In National Volunteer Week, many organisations will be planning their next round of volunteering activities. For HR leaders, these programs often sit within culture, engagement or ESG strategies, and there is a growing opportunity to get more from them, writes Kellie Wishart.

Participation is rising, and employees increasingly value purpose in their work. Well-designed volunteering programs can support retention, strengthen culture, and give people a stronger sense of connection to their organisation and the communities around them.

What is becoming clearer is that the programs delivering the most value tend to be the ones shaped with intention. This is something we see consistently across programs working with both corporates and community organisations.

HR leaders are well placed to guide that. Treating volunteering like any other people initiative starts with being clear on the objective. Whether the focus is building capability, strengthening engagement, or contributing to broader ESG priorities, that clarity helps ensure the experience is designed to achieve something meaningful.

The strongest programs also invest in how the experience is structured. Organisations working with partners such as The Social Education Group, which design and facilitate corporate volunteering programs, are increasingly building context into the experience, helping employees understand the social issue and the role of community organisations before they begin.

This becomes especially important when balancing the needs of both corporates and community organisations, shifting the experience from simply completing a task to understanding why the work matters.

Aligning activities with what community partners actually need is another area where HR can have real influence. Taking the time to shape programs around those needs leads to more meaningful outcomes and stronger relationships over time. Thinking about where employee skills can be applied is also valuable. In many cases, organisations have capabilities that are highly useful to community partners, but they are not always matched in a deliberate way.

From our work on the ground, we often see community organisations feeling they need to accommodate corporate requests, even when the activity is not the best use of their time. Many are operating with limited resources and can undervalue what they offer, or feel hesitant to push back. That can lead to well-intentioned programs that are not as helpful as they could be.

Working with experienced partners can help navigate this. The right partners ensure community organisations are properly considered in the design of the program, that their time and expertise are respected, and that activities are genuinely contributing rather than creating additional work.

There is also value in thinking about what happens beyond the day itself. Creating space for reflection or discussion can extend the impact, allowing employees to connect the experience back to their role and the broader culture of the organisation.

For HR teams looking to strengthen their approach, a few simple shifts can make a difference:

• Be clear on what the program is trying to achieve, beyond participation.
• Build in context so employees understand the issue, not just the task.
• Work with community partners to shape activities around real needs.
• Consider how employee skills can be matched to where they are most useful.
• Allow time for reflection so the experience carries beyond the day.
• Think in terms of ongoing partnerships rather than one-off events.

Many organisations are already moving in this direction, with more structured, community-informed approaches becoming more common. This presents a clear opportunity for HR leaders. With a more deliberate approach, corporate volunteering can play a meaningful role in shaping culture, supporting engagement and delivering genuine impact. A considered approach, supported by the right partner, can help ensure that impact is realised for both employees and community organisations.

Kellie Wishart is the co-founder of The Social Education Group.

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