It is pretty much a given these days that for employee giving and volunteering to be both scaleable and resilient, CSR managers must develop a strong network of volunteer leaders who can drive participation, foster a culture of giving, and help scale your initiatives. But building a volunteer leader network from scratch can be a daunting task, especially when aiming to support a large employee base. However, recent research on the 25% tipping point for social change offers valuable insights that can inform the strategy for creating a resilient and scalable volunteer leader (VL) network.
The 25% Tipping Point: Insights from Social Change Research
In a 2018 study published in the journal Science, researchers at the University of Pennsylvania found that when just 25% of a population adopts a new social norm, it can trigger a rapid shift in behavior among the rest of the group (Centola, Becker, Brackbill, & Baronchelli, 2018). The researchers used online experiments to test how minority groups could influence the majority to adopt new social conventions. They discovered that there is a critical tipping point at which the minority group’s influence becomes irresistible, and the majority begins to rapidly adopt the new norm.
This finding has profound implications for driving social change, whether in society at large or within an organization. It suggests that if a committed minority can reach a critical mass of 25% of the population, they can catalyze widespread change in behavior and culture.
The study also revealed several key factors that can accelerate the adoption of new norms:
- The minority group must be consistent and unwavering in their commitment to the new norm.
- The minority group must be strategically placed within the social network to maximize their influence.
- The new norm must be framed in a way that resonates with the values and identity of the majority.
By understanding and applying these principles, CSR managers can more effectively leverage the power of VL networks to drive transformative change within their organizations.
Setting Ambitious yet Achievable Growth Targets
For CSR managers to harness the insights from the tipping point research, they must positively engage a critical mass of employees in meaningful experiences with regular frequency to catalyze widespread participation and culture change. Obviously this is an impossible task for the one or two people on company CSR teams charged with managing the employee giving and volunteering programs. Hitting the tipping point requires a network of people across the organization, at all levels and in all departments, who are as committed to achieving the objectives of the program as those for whom it is a full time job. And so, VL networks of employee volunteers serve as the vital conduits that transform high-level CSR strategies into concrete, ground-level impact. Far from mere intermediaries, these VLs are the unsung heroes that breathe life into CSR initiatives, effectively turning them from boardroom discussions into transformative organizational actions.
Begin by setting ambitious yet realistic growth targets for your VL network. While the exact number of VLs needed will depend on factors such as company size, event frequency, and each VL’s capacity, a general rule of thumb is to aim for a ratio of one VL per 60 employees. Including a buffer of 10% to account for turnover and absences is also wise.
For a company with 100,000 employees, this would translate to approximately 1,667 VLs, or 1,833 with a 10% buffer. While these numbers may seem daunting (roughly 1.7% of any size employee base), building a VL network is a gradual process. CSR managers can start by setting incremental targets, such as recruiting 50 VLs in the first quarter, 100 in the second, and so on. Celebrating milestones along the way can help maintain momentum and keep the team motivated. Setting clear, incremental targets helps make the growth process more manageable and allows for celebrating progress along the way. It’s also crucial to build in a buffer of at least 10% to account for turnover and ensure the network remains above the critical tipping point threshold.
Strategic VL Recruitment: Identifying Transformative Potential
Achieving these ambitious growth targets requires a strategic approach to recruiting VLs. Rather than simply looking for enthusiastic volunteers, CSR managers should seek out employees who are at the right stage in their volunteering journey to take on a leadership role. The Realized Worth framework for assessing this potential is the Three Stages of the Volunteer Journey: Tourist, Traveler, and Guide.
- Tourists are casual participants who are motivated by a desire to help but may not yet have a deep commitment to the cause. They are often new or infrequent volunteers, conscious of competing priorities, and interested in straightforward, immediately rewarding tasks. If they have a great experience, they may participate again.
- Travelers, on the other hand, are ready to take ownership of their experience and explore a volunteering path that aligns with their personal growth. They are ready to take on leadership responsibility and increased commitment, may express tension, boredom, or eagerness, and are capable of guiding others at events.
- Guides are the most committed VLs, driven by intrinsic motivation and a desire to share their passion with others. They are trusted to run activities when needed, naturally able to help others find their way, and understand that while they help, they also benefit from volunteering. Their volunteering is aligned with their self-identity.
To assess an employee’s stage, CSR managers should conduct interviews or discussions that explore the individual’s motivations, volunteering history, cause familiarity, enthusiasm for involving others, and personal growth objectives. Key indicators that an employee may be in the Traveler or Guide stage include:
- Intrinsic motivation: A genuine passion for making a difference and finding purpose in their work.
- Substantial volunteering experience: Stage Two Travelers typically volunteer an average of 50 hours per year, while Stage Three Guides may contribute 200 or more hours annually.
- Familiarity with specific causes or organizations: A set of causes or organizations they are knowledgeable about and engage with regularly.
- Enthusiasm for sharing the volunteering experience: Often inviting colleagues or family to volunteer with them, viewing it as an exciting opportunity to share rather than a recruitment task.
- Pursuit of growth and alignment: Travelers are characterized by a pursuit of meaningful discovery due to neuroplasticity, while Guides seek intentional alignment between their volunteering and self-identity.
Investing in VL Development: Training for Transformation
Once potential VLs are identified, investing in comprehensive onboarding and training is crucial. This should include an orientation to the company’s CSR strategy, clear expectations for the champion’s role and responsibilities, and the skills needed to lead successful initiatives.
Key indicators for assessing the capacity of your VL network include:
- Network Diversity: Ensuring a representative mix of VLs across various departments, roles, and geographical locations.
- Network Size and Scale: Tracking metrics such as the ratio of VLs to overall employees, events led per VL, and participation rates.
- Skill Set and Training: Providing VLs with the skills needed to effectively lead and engage, including training in transformative learning theory and facilitation techniques.
- Engagement Levels: Monitoring VL engagement through participation rates, surveys, and feedback mechanisms.
- Support Systems: Establishing mechanisms for VLs to share knowledge, seek help, and access resources.
Ongoing support, such as regular check-ins, mentoring, and professional development opportunities, can help VLs feel valued and equipped for success. Creating a centralized online hub where VLs can access templates, guides, and best practices can also reduce cognitive load and make them more effective leaders.
As the VL network grows, ensuring its resilience and scalability requires continuous assessment and improvement. In addition to tracking traditional metrics like volunteer hours and participation rates, CSR managers should also consider indicators of an effective transformative approach.
Transformative learning is associated with fundamental and far-reaching changes in the way people view their experiences, and that these changes are facilitated by neuroplasticity – the process of experience reshaping and rewiring the brain at the neuronal level. Transformative learning experiences can trigger the growth of new synaptic pathways that sustain changed habits of mind.
To assess the transformative impact of volunteering initiatives, CSR managers can look for evidence of three types of changes in participants:
- Psychological change: Shifts in understanding and perception of self, others, and the world.
- Convictional change: Alterations in beliefs, values, and assumptions.
- Behavioral change: Adoption of new behaviors and actions aligned with transformed perspectives.
Methods for evaluating these changes can include simple 3 question pre- and post-experience surveys, focus groups, interviews, and longitudinal studies that track engagement over time.
By consistently applying these practices, CSR managers can create a flywheel effect where more and more employees are exposed to transformative volunteering experiences that reshape their perspectives, build connections, and inspire prosocial behavior. As the VL network grows and becomes self-sustaining, it can fundamentally shift the organization’s culture towards one of purpose, empathy, and social impact.
Sustaining Engagement: The Power of Recognition and Purpose
Keeping VLs engaged and motivated over the long term requires a strategic approach to recognition and reinforcement of purpose. While traditional incentives such as awards and prizes can be effective in the short term, research shows that they can actually undermine intrinsic motivation over time (Deci, Koestner, & Ryan, 1999).
Instead, CSR managers should focus on creating a culture of meaningful recognition that celebrates the impact VLs are having on their communities and the personal growth they are experiencing. This can include:
- Sharing stories and testimonials from beneficiaries and nonprofit partners
- Highlighting VL achievements and milestones in company communications
- Providing opportunities for VLs to reflect on and share their own growth and learning
- Connecting VL efforts to the larger purpose and values of the organization
Regularly measuring and communicating the impact of VL-led initiatives can also help sustain motivation by demonstrating the tangible difference they are making. Using a combination of quantitative metrics (e.g., volunteer hours, funds raised) and qualitative feedback (e.g., participant surveys, community partner testimonials) can paint a holistic picture of the value VLs are creating.
Fostering a Culture of Transformative Volunteering
Ultimately, the goal of a resilient and scalable VL network is to foster a culture of transformative volunteering that permeates the entire organization. This requires integrating the principles and practices of transformative learning into all aspects of the employee experience.
Key strategies for achieving this include:
- Leadership buy-in and role modeling: Ensuring that senior leaders are actively involved in and supportive of the VL network, and that they model the behaviors and values of transformative volunteering.
- Cross-functional collaboration: Partnering with HR, learning and development, and other key functions to embed transformative volunteering into employee onboarding, training, and development programs.
- Storytelling and communication: Consistently highlighting examples and stories of transformative volunteering across internal and external communication channels to reinforce its value and impact.
- Measurement and evaluation: Regularly assessing the impact of transformative volunteering on key outcomes such as employee engagement, skills development, and community impact, and using this data to continuously improve and evolve the program.
By taking a holistic and strategic approach to cultivating transformative volunteering, CSR managers can create a self-sustaining culture of purpose and impact that transcends any individual VL or initiative.
The Ripple Effect of Transformative VL Networks
Building a resilient and scalable VL network is not a quick fix or a one-time initiative. It requires a long-term commitment to investing in people, relationships, and culture. But the potential payoff – for employees, companies, and communities – is immense.
When VL networks reach the optimal 1.7% of the total employee population, the CSR strategy is well within reach of achieving the 25% tipping point at which point they have the power to catalyze widespread behavior change and cultural transformation. They create a ripple effect of positive impact that extends far beyond any single volunteering event or initiative.
For employees, participating in a transformative volunteering experience can be a life-changing opportunity for personal growth, skill development, and a deeper sense of purpose and connection to others. For companies, a thriving VL network can drive increases in employee engagement, retention, and brand loyalty, while also enhancing reputation and social license to operate. And for communities, the sustained commitment and partnership of employee volunteers can help accelerate progress on critical social and environmental challenges.
By embracing the principles and strategies outlined in this article, CSR managers can unleash the power of VL networks to drive transformative change at scale. It’s not just about hitting numbers or checking boxes – it’s about tapping into the limitless potential of human connection, compassion, and creativity to build a better world for all.
