HRO Today June 2018 - 61

Employee Engagement
An ongoing commitment
to volunteerism forces
companies-via the
experiences of its
employees-out into the
world to put their goals,
objectives, and business
plans into a broader
perspective. Being where
employees and customers
live is incredibly helpful
for breaking free from
a unilateral, internally
focused view of the
business. It allows the
organization to create a
dialog among its teams
about what's happening
inside the company and
what's happening outside the
company, creating a common
purpose that's internal and external.
In 2017, Comcast Cares Day resulted in more than 105,000 volunteers working on more than
1,000 projects throughout 570 communities in 22 countries.
The experiences that teams share while volunteering are
organic and authentic. The activities they participate in
leave them with the same feelings of accomplishment
that accompany achieving a business goal with the added
unadulterated good feeling that comes with being helpful
members of their communities.
Comcast's day of volunteering and the work that precedes
it is largely an organic, bottom-up effort led by employees.
When looking for projects and organizations to help,
Comcast works directly with employees in the fi eld, as well
as nonprofi t and other leaders who live and work in the
company's service area, to identify volunteer opportunities
that were most appropriate based on their community's
needs. Employees lead the projects, connect with their
co-workers to bring them on board, and act as the points
of contact with the community groups and organizations
they are helping.
Comcast Cares Day has had an impact Comcast's culture.
The company encourages but does not require employees
and their families to participate. In 2017, the initiative
resulted in more than 105,000 volunteers working on more
than 1,000 projects throughout 570 communities in 22
countries alongside local nonprofi t community partners.
The data backs this up further. Comcast annually conducts
a robust engagement survey with typical participation
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HRO TODAY MAGAZINE
|
JUNE 2018
at about 90 percent across a population of almost
100,000. Across all employees, engagement scores are
about 73 percent. For people who participate in Comcast
Cares Day, that number goes up fi ve points to about 78
percent. Among those teammates who further volunteer
to organize the individual work sites-the leader
volunteers-the score goes up an additional four points
to about 83 percent. Not only does volunteerism build
culture, it also builds engagement on the team. Giving
people an opportunity to lead within that experience
builds it even more. Those who may ask about causation
versus correlation should consider that one side of the
coin is building culture, and the other is attraction of
a population that seeks engagement. Both are desired
outcomes for any business.
What can HR do? Whether an organization has fi ve
or 5,000 employees, HR should prioritize fi nding
opportunities for volunteerism. HR professionals should
listen to what employees may already be doing in their
communities and fi gure out ways the business can help
amplify those efforts with organizational power and inkind
contributions. Taking care of all the logistical work
so that employees need only think about where to go and
when to be there frees them to simply serve with each
other, creating authentic shared experiences which will
only strengthen the company's culture.
Bill Strahan is the executive vice president of HR at Comcast Cable.

HRO Today June 2018

Table of Contents for the Digital Edition of HRO Today June 2018

HRO Today June 2018 - 1
HRO Today June 2018 - 2
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