Prudential Financial's Global Volunteer Day project is
remarkable not only for its dramatic increase in the number of
volunteers year over year, but for the trust it builds within local
communities and the relationships created with hundreds of partner
nonprofits. The event takes place every year on a Saturday in
October and is spearheaded by four staffers in the Community
Resources department (part of HR) and five employees in the PR
department. Global Volunteer Day is notable among corporate
"volunteer days" for the sheer scope of interest and involvement it
generates among employees - especially since it takes place on a
Saturday.
Prudential Financial's Global Volunteer Day began in 1995 with
about 5,000 employees participating around the world. By 2001, a
powerful PR program had grown the program to include a whopping
37,000 employee and client volunteers, donating 300,000 hours to
837 projects in 18 countries. It was up to the PR team, which views
the Community Resources team as a client group, to find new ways to
invigorate employees a month after the Sept. 11 terrorist
attacks.
Garnering Employee Enthusiasm
Over the years, the company has found that allowing employees to
direct the nature of their project is a key factor in encouraging
interest and participation. Projects include building homes,
tutoring students, running marathons and feeding the homeless.
Employees serve as project leaders, registering their volunteer
projects with the Community Resources and PR departments. These
project leaders recruit other employees and clients for
participation and often act as spokespeople to the local media.
"One of our major components is driving executive commitment,"
says Sheila Bridgeforth, director of global communications for
Prudential. "The team volunteerism and spirit carries back over
inside the office." So, for projects with enough executives
participating, Prudential offers a $1,000 grant to the philanthropy
or nonprofit involved.
To further generate awareness of the program in 2001, beginning
in June the PR and Community Resources teams implemented a variety
of tactics designed to ensure that employees and executives were
constantly in the loop:
- Registered Global Volunteer Day project leaders were contacted
to pinpoint volunteer activities and sites. That information was
provided to the PR department via the Community Resources
department. - A Global Volunteer Day area for employees was created on the
company intranet. This area included a listing of projects in need
of more volunteers, FAQs, press releases and media clips. Employees
also were able to register for Global Volunteer Day online. This
intranet site is available year-round. - Employees received "save the date" fliers four months out from
the event. - Project leader Action Kits were mailed to all project leaders
including items such as a lists of project suggestions, what
organizations to contact for assistance, Helpful Hints for planning
a project, project checklist and timeline, details about the
Challenge Grant Program and regional contacts. - Global Volunteer Day T-shirts and hats were distributed to all
event participants to wear on Volunteer Day. - The company employee magazine, The Prudential Leader, provided
coverage pre- and post-event.
The team ran into a potential challenge when the Sept. 11
terrorist attacks took place. Global Volunteer Day was a few short
weeks away, and although philanthropic spirit was high, many
employees were nervous and anxious about being outside of their
homes. Instead of canceling the global event, however, Prudential
forged ahead and committed to donating $20 per hour worked by
employees on Global Volunteer Day to disaster relief efforts (with
a maximum of $1,000 per project).
Results
The program had employees hankering to get involved. The number
of cities with projects went up 36 percent over 2000; the total
number of projects went up 31 percent; and the Challenge Grant
program donated $199,000 to qualifying projects. Most importantly,
the number of individual volunteers was up 6.5 percent to more than
37,000, including thousands of Prudential's 50,000 employees, along
with family, friends and clients.
(Contact: Sheila Bridgeforth, [email protected])
Campaign Stats
Budget: The PR budget (excluding grant programs and other
donations) was $58,000.
Timeframe: June-October 2001.
2002 Challenges
In a year when trust fell off steeply among employees,
Prudential saw its Global Volunteer Day as all the more important,
especially in light of a national poll conducted by the company's
Global Market Research division. The poll showed that American
workers believe the number of companies offering volunteer
opportunities is decreasing. More than 600 U.S. residents over 18
were surveyed on their companies' volunteer involvement. Fewer than
half of the employees surveyed said their employers sponsor
volunteer programs.
The research showed a gap in employee understanding, says Sheila
Bridgeforth, director of global communications, since the number of
companies offering volunteer programs was actually on the rise in
2002. Clearly, Bridgeforth says, the survey demonstrates that
reaching out to employees with more communications about volunteer
opportunities is critical.
Leading Projects
Projects included hundreds of charities and philanthropic
groups, but tops on the list in recent years have been:
- Boys and Girls Clubs
- YMCAs
- The Salvation Army
- Public and private schools
- The Red Cross
- Boy and Girl Scouts
- The American Cancer Society
- Juvenile Diabetes