Individuals fail to capitalize on the benefits of volunteering

Citation

(2006), "Individuals fail to capitalize on the benefits of volunteering", Industrial and Commercial Training, Vol. 38 No. 3. https://doi.org/10.1108/ict.2006.03738cab.009

Individuals fail to capitalize on the benefits of volunteering

Ben Soppitt took a sabbatical from his job at consultancy firm Accenture in 2001 and spent 12 months working with Voluntary Service Overseas (VSO) as a small-business adviser in Kazakhstan. On returning to Britain he remained with Accenture for 18 months before moving on to work for GSM Association. Ben now manages a million-dollar development fund that invests in projects in emerging markets, which use mobile technology and provide social or economic development. He directly attributes his career development to his time as a volunteer.

Ben is not, however, typical of his kind. According to research by the Chartered Management Institute and VSO, employers are quick to recognize the value of volunteering, but individuals do not always market themselves sufficiently when they return home.

The research, which questioned 516 managers, revealed that most (78 per cent) are involved in voluntary activity. Altruism and the desire to help others were the top reasons for volunteering, both in Britain (79 per cent) and internationally (65 per cent). But few considered the impact volunteer work could have on their career. Only 23 per cent saw it as a chance to build networks, 16 per cent cited the prospect of learning new skills and 12 percent said professional development was a motivating factor.

Yet the research, which also involved more detailed interviews with 100 former VSO volunteers, demonstrated how international experience has a significant effect on skill development. Some 80 per cent of volunteers believed they returned with expertise that they would not have gained in the UK. Almost all (92 per cent) said they were now more capable of handling different cultures and three-quarters (74 per cent) suggested that they became better communicators. Around half also claimed that voluntary work had developed problem-solving abilities (57 per cent) and influencing skills (46 per cent).

These newly acquired skills have the potential to make managers significantly more employable, as they directly address areas where organizations admit to the persistence of skill gaps. Diversity management (26 per cent) and communication (27 per cent) were identified, in the research, as key areas of shortage. One-third also reported difficulties in recruiting those skilled in conflict management (34 per cent) and managing change (38 per cent).

The report also indicates broad support from employers for those who have undertaken overseas volunteer activity, with 94 per cent agreeing or strongly agreeing that it increases skills and 48 per cent believing it increases employability. Many also accept that domestic (60 per cent) and long-term international (39 per cent) work can be an effective method of skills development.

Key findings were:

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  88 per cent of managers said they would not be averse to employing someone who had recently returned from volunteering overseas;

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  of those who had employed a volunteer, 67 per cent agreed that they brought different skills and experience to the organization in comparison to other employees;

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  58 per cent of former volunteers said they had received a positive response from potential employers; and

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  only 5 per cent had difficulty in finding work.

However, many respondents (41 per cent) also suggested that organizations would be more inclined to employ long-term volunteers if they could demonstrate formal recognition of how they made an impact. A similar number (40 per cent) felt references from overseas employers would make a difference. Former volunteers supported this by saying that, in retrospect, they felt it was important to present their volunteering as part of their career development.

Mary Chapman, chief executive of the Chartered Management Institute, said: “The findings offer powerful support for the benefits of voluntary activity and it is clear from this research that having a broad skill-set, and the ability to communicate well and to tackle difficult issues, are critical for career success. Individuals should nurture these skills and consider how they record and recognize voluntary achievements in a way that attracts potential employers.”

Mark Goldring, VSO chief executive, commented: “Managers must recognize that international volunteering can have reciprocal benefits and that, by sharing their skills as a VSO volunteer, not only can they play a significant role in the fight against poverty, but they can also influence their future career and contribute to their company’s success. Former volunteers have suggested that their overseas experience gave them a confidence that opened doors to opportunities that some felt were previously beyond them.

“We urge individuals and employers to reconsider how volunteering can have a lasting impact on the lives of some of the most disadvantaged people in the world at the same time as influencing career progression.”

A report, Valuing Volunteering, outlines the research in detail. It is available through the internet, at www.managers.org.uk/researchreports