Millennial Cause Engagement in the Workplace Requires an Established Program

The millennial generation (those born from 1980-2000) is known for “doing good” – that much we know for sure. But if you think cause engagement in the workplace by millennial employees just “happens,” you’re likely to be disappointed.

In partnership with the Case Foundation, we have been conducting research on millennials’ attitudes and behaviors toward cause work since 2010 through the Millennial Impact Project (www.themillennialimpact.com). The 2015 Millennial Impact Report focused on cause work in the workplace in order to help companies and organizations:

• Understand the relationships that drive participation in the workplace
• Build corporate cultures that leverage cause work
• Recruit and retain talented, passionate employees through cause involvement

The six-month update to the 2015 report looked at millennial employee cause engagement through a slightly different lens – to determine how the size, culture and availability (or lack) of cause work programs affect the participation of millennial employees and managers in company-sponsored cause work initiatives, and to establish whether such programs alone will retain employees of this generation.

To do so, we examined five companies of various sizes and with various levels of cause work programs (including volunteering opportunities, giving campaigns or both). So what did we find? Overall, companies with cause work programs have higher rates of participation – but these rates seem to decrease as the employee or manager’s tenure increases.

When looking at the views of millennial employees and managers on volunteering in company-sponsored initiatives, three key trends emerged:

Millennial employees are more likely to volunteer in company-sponsored cause work initiatives if the company has a formal cause work-related program.

Four of the five companies we examined had established or formal cause work programs. At these four companies, only about one-fourth of millennial employees and managers did not volunteer in 2014 – compared to more than half of millennial employees and a third of millennial managers at the company without an established cause work program.

Millennial employees at companies with established volunteer programs volunteer most during the first one to two years of employment.

The majority of millennial employees (ranging from 68% to 94%) at the four companies with volunteer programs participated in company-sponsored initiatives after being employed one to two years with the company.

Millennial employees and managers at companies with cause work programs are more likely to be influenced to volunteer by incentives and competitions – and again, most likely in the first few years of employment.

Nearly two-thirds of millennial employees and managers at companies with cause work programs are likely to be influenced to volunteer in company-sponsored programs by incentives (ex. a gift, name recognition, extra days off, etc.), compared to closer to half of employees at companies without established or robust programs. Similarly, approximately half of millennial employees and managers at companies with cause work programs are likely to volunteer if a competition is involved, compared to a third or fewer of employees or managers at companies without programs. For both groups, likelihood to participate decreases as tenure increases.

So, why does this information matter?

In most instances, millennial employees and managers at companies with established volunteer programs are more likely to participate in company-sponsored events and initiatives designed to give back than employees and managers at companies that may or may not offer such programs.

Reach Millennials by Establishing a Program Now

Overall, millennials want the opportunity to “do good.” Companies should embrace this passion for philanthropy by establishing well-thought-out volunteer programs and initiatives as a way to not only further their own commitments to being socially responsible, but to also create a culture that entices and helps retain millennial employees and managers. After establishing such a program, leadership should then determine the best way to create awareness within the company about the existence of the program and volunteer opportunities.

As we discovered in the three-month research update of the 2015 report, millennial employees and managers want to participate in cause work they feel personally passionate about. They also want to be involved in the planning process. When creating cause work programs and volunteer initiatives, consult team members at all levels to learn what causes they are most interested in and what initiatives would most entice them to participate.

In all instances, employers should gather feedback from both millennial employees and managers to discover how they like to be communicated with and involved in cause work programs. What types of initiatives would entice team members to participate – and to keep participating? How can the company’s volunteerism program be incorporated into the orientation process? How can managers help involve newer employees? Find the answers to these questions, and you’re on your way to establishing a successful cause work program.