Are you keen to join a community board but looking for ways to engender support from your workplace? I’ve got just the thing!
Skills-based volunteering is a very smart choice for leading businesses. It’s meaningful, connected, and clearly beneficial for the person, business, and community. Corporate community involvement is a strategic imperative. Especially in a world where people are increasingly selective in the businesses they buy from, who they work for, and who they invest in.
Indeed, supporting employees to seek and contribute to a community organisation through sitting on a board is an excellent win-win-win situation. Both for the community organisation, employee, and business. Corporate community involvement has evolved significantly from a nice add-on for a business to a strategic opportunity for providing serious value to businesses and their people too.
This White Paper will explore four strategic reasons why employers should encourage their staff, especially their emerging leaders, to serve on the boards of community organisations.
1. It contributes to your corporate social responsibility
2. It is an incredible learning and development opportunity
3. It can energise employees and enhance engagement
4. It builds trust, relationships, and reputation
“If building a more committed, engaged, creative and energetic workplace is high on your company’s agenda, then corporate volunteering might be the foundation of your staff retention and development program.”
Deborah Mobberley, The Centre for Volunteering, NSW Volunteering
Register your details in the box below to receive the White Paper. It’s a perfect way to showcase the case study to get support from your workplace to support your involvement in a program like Board Ignition.
Board Ignition is an exceptional program to support professionals to explore the opportunity of serving on a community board and understanding the role, expectations and time/knowledge required.
“I am pleased an experienced professional like Alicia Curtis is reaching out to potential directors of NFPs in a way that will help individuals decide whether a move into this type of role is right for them. Not everyone enjoys stepping back and looking at the big picture while at the same time providing quality governance oversight for often inadequately resourced NFP organisations. It can be very satisfying but if it is not the right fit on both sides it can be an unhappy experience. A great initiative.”
— Erica Smyth AC
Professional Company Director