Rohit Bhagwat is the Office Managing Principal and Global ESG Working Group Member at ZS.
In an era of increasing social and environmental challenges, businesses encounter a critical dilemma: how to create a meaningful impact while maintaining a competitive edge. Traditional corporate sustainability approaches often fall short, relying on isolated Corporate Social Responsibility (CSR) departments or financial contributions that fail to engage the wider organisation. This disconnect is costly; employee disengagement drains billions annually, with 62 per cent of workers reporting feelings of isolation and disconnection from their workplace purpose.[1]
Addressing the dual challenge of creating authentic change while fostering employee engagement requires innovative solutions that go beyond conventional CSR models. Employee-led volunteering has emerged as a powerful answer, transforming organisations from the inside out by activating their most valuable sustainability resource: their people.
In India, the evolution of CSR has moved from a philanthropic tradition to a mandated investment through the Companies Act of 2013. Forward-thinking organisations recognise that financial contributions alone are insufficient. The real potential lies in mobilising the skills of their workforce to address pressing social challenges, a strategy that research from Oxford University suggests could be among the most impactful tools in an organisation’s arsenal.
Employee Volunteering: A Strategic Solution
Global participation in employee volunteering surged by 57 per cent in 2023 alone, with volunteer hours increasing by 41 per cent across various industries.[2] This dramatic rise indicates a fundamental shift in how businesses simultaneously tackle social impact and employee engagement. By empowering employees to take the lead in volunteering efforts, companies unlock a reservoir of passion and commitment that formal sustainability departments alone cannot match.
In India, the evolution of CSR has moved from a philanthropic tradition to a mandated investment through the Companies Act of 2013. Forward-thinking organisations recognise that financial contributions alone are insufficient. The real potential lies in mobilising the skills of their workforce to address pressing social challenges, a strategy that research from Oxford University suggests could be among the most impactful tools in an organisation’s arsenal.[3]
Research indicates that 70 per cent of employees define their sense of purpose through their work. This sentiment is even more pronounced among Generation Z, with over 70 per cent prioritising purpose over a paycheck. This trend is evident in India’s rapidly growing knowledge economy, where young professionals seek employers whose values align with their aspirations for social progress. Companies that fail to provide meaningful opportunities for impact risk losing the talent battle before it even begins.
Purpose-Driven Engagement
This solution arrives at a pivotal moment, as purpose has become central to workplace satisfaction. Research indicates that 70 per cent of employees define their sense of purpose through their work. This sentiment is even more pronounced among Generation Z, with over 70 per cent prioritising purpose over a paycheck.[4] This trend is evident in India’s rapidly growing knowledge economy, where young professionals seek employers whose values align with their aspirations for social progress. Companies that fail to provide meaningful opportunities for impact risk losing the talent battle before it even begins.
Empowering Employee-Led Volunteering Models
Successful organisations have shifted from top-down volunteering programmes to models that empower employees as leaders of community engagement. Leading companies have established decentralised networks of volunteer champions who act as catalysts within their departments, organising local initiatives and connecting corporate CSR teams with frontline employees. These ambassador networks ensure that volunteering initiatives resonate with both employee interests and business objectives.
Additionally, skills-based volunteering platforms have transformed the volunteering landscape by matching employee expertise with community needs. These hubs enable employees to browse opportunities that align with their skills or to post their availability for specific projects, allowing them to take control of their volunteering journey.
Many organisations have also formed employee volunteer councils — cross-functional committees that set volunteering priorities, allocate resources, and evaluate impact. These councils provide employees with direct ownership over corporate social impact efforts, ensuring that programs reflect workforce values while remaining aligned with business goals.
When employees apply their professional expertise to social challenges, it creates a triple-win situation, benefiting the company, the employees, and the communities simultaneously. The business case for this approach is strong: employees who participate in corporate purpose programmes through volunteering are 52 per cent less likely to leave their company, which is a significant advantage in today’s competitive talent market.
For employees with limited availability, micro-volunteering platforms offer digital tools that break down volunteering into manageable tasks that can be completed remotely. This approach democratises participation by accommodating diverse schedules, enabling even the busiest professionals to contribute meaningfully to causes they care about.
Across India, these models are transforming communities, ranging from medical professionals vaccinating adolescent girls to tech employees mentoring STEM students and teams restoring rural water bodies. Consulting firms like ZS exemplify this approach through initiatives such as ZS Cares Day and Digital Gurukul, channelling employee expertise into pro bono consulting that amplifies grassroots change.[5]
Benefits and Evolution
When employees apply their professional expertise to social challenges, it creates a triple-win situation, benefiting the company, the employees, and the communities simultaneously. The business case for this approach is strong: employees who participate in corporate purpose programmes through volunteering are 52 per cent less likely to leave their company, which is a significant advantage in today’s competitive talent market.[6]
One of the most profound impacts of these initiatives is on organisational culture. According to a 2020 study, volunteers report higher levels of satisfaction than non-volunteers.[7] This increased happiness fosters greater empathy, allowing employees to form more meaningful connections with colleagues and communities. With workplace loneliness costing employers over $154 billion annually in lost productivity, corporate volunteering presents a valuable solution that enhances both individual well-being and collective purpose.[8]
For companies aiming to leverage the power of employee-led volunteering, the journey starts with authentic commitment. Employees can quickly tell when sustainability initiatives are merely superficial rather than true organisational priorities. Effective programmes require proper support structures, including providing resources, recognition, and clear pathways for employees to scale their initiatives.
A critical evolution in this journey has been the shift from charity to genuine partnership. The most successful programmes engage community stakeholders from the beginning, ensuring that initiatives address actual community needs rather than assumed ones. They emphasise co-creation over imposition, with employees acting as facilitators rather than saviours. This approach resonates particularly well in India, where grassroots innovation has long flourished, allowing employee volunteering to complement and enhance local knowledge.
From Advocacy to Action
For companies aiming to leverage the power of employee-led volunteering, the journey starts with authentic commitment. Employees can quickly tell when sustainability initiatives are merely superficial rather than true organisational priorities. Effective programmes 
require proper support structures, including providing resources, recognition, and clear pathways for employees to scale their initiatives.
The rise of virtual volunteering, which now accounts for 51 per cent of total hours logged, demonstrates how companies are adapting to offer flexible opportunities that meet employees where they are.[9] As ESG (Environmental, Social, and Governance) considerations become increasingly central to business strategy, this approach serves as a powerful mechanism to advance social impact goals while also strengthening organisational culture. The question is no longer whether businesses can afford to invest in employee-led volunteering programmes, but whether they can afford not to.
References:
[1]https://www.forbes.com/sites/julianhayesii/2024/11/29/corporate-volunteering-an-untapped-competitive-advantage-for-ceos/
[2]https://hub.benevity.com/state-of-volunteering-2024
[3]https://www.forbes.com/sites/julianhayesii/2024/11/29/corporate-volunteering-an-untapped-competitive-advantage-for-ceos/
[4]https://www.bbc.com/worklife/article/20220902-the-search-for-meaning-at-work
[5]2024-India-Social-Responsibility-Report
[6]https://hub.benevity.com/state-of-volunteering-2024
[7]https://www.forbes.com/sites/julianhayesii/2024/11/29/corporate-volunteering-an-untapped-competitive-advantage-for-ceos/
[8]https://www.forbes.com/sites/julianhayesii/2024/11/29/corporate-volunteering-an-untapped-competitive-advantage-for-ceos/
[9]https://elathar.com/en/the-state-of-corporate-volunteering-report-2024-key-findings/https://elathar.com/en/the-state-of-corporate-volunteering-report-2024-key-findings/