The research suggests that strong execution is not a one-off event, nor necessarily the remit of solely the full-time CSR or HR team sitting in head office. Rather, it is about doing a number of things consistently and well: a continuous company-wide process, embedded into one’s culture and internal branding.
As detailed in the Methodology section, based on detailed case studies and a review of the available business & academic literature on corporate volunteerism strategy & practice, I made a judgement on what ‘good’ practice looks like in the form of ten benchmarks.
The benchmarks were refined and re-drafted after further interviews with thought-leaders in the space, and are broken down into three areas representing the continuous cycle of corporate volunteerism. That is:
The Benchmarks
