In today’s business landscape, community engagement and volunteering have become integral components of corporate social responsibility and social value initiatives. As organisations strive to make a positive impact beyond their bottom line, these activities offer a unique opportunity to connect with local communities, support marginalised groups, and foster a culture of caring within the workplace.

The importance of social value

Social value has seen a significant surge in importance over the past decade, with businesses re-evaluating their values to meet customer expectations, gain a competitive edge, and comply with government legislation.

Since the COVID-19 pandemic, the focus on social value has skyrocketed. According to the Social Value Portal, the prominence of social value has increased by 650% since 2020, becoming central to procurement and impact reporting. This shift has led businesses to invest more in the ‘S’ of ESG (Environmental, Social, and Governance), digging deeper into social issues that affect the workforce, communities, and environment.

Driving authentic community engagement

Community engagement is at the heart of effective social value strategies. It goes beyond philanthropy, requiring businesses to work collaboratively with local groups to address issues affecting their well-being. Authentic community engagement should align with the company values, be purpose-led and offer tangible value to the groups impacted.

For example, at a recent Social Value roundtable event hosted by OCS, a number of organisations outlined the successful social value initiatives they have implemented that focus on supporting local communities and encouraging volunteering amongst employees.

·       Sunbelt Rentals: Its “Forests with Impact” program sets up commercial tree nurseries inside prisons, upskilling and training prisoners while reinvesting revenue into local community organisations.

·       Everton Football Club: Through “Everton in the Community,” Everton FC has reached around 150,000 people across the Liverpool City region, tackling health inequalities, unemployment, digital poverty, and social isolation.

·       Delta Airlines: Its community engagement strategy focuses on the four ‘E’s: Education, Equity, Environment, and Entire Wellness, providing employees with opportunities to volunteer and take on passion projects.

In summary, to create meaningful community engagement, businesses should: listen and take advice from the groups they support, collaborate with strategic partners to achieve common goals, communicate effectively at every stage of an initiative and ensure the desired impact is delivered.

Creating a culture of volunteering

Volunteering is a crucial aspect of community engagement, offering numerous benefits for both employees and the wider company. It creates a sense of pride and fulfillment among staff, reinforcing the positive sentiment of making the world a better place for everyone. Moreover, businesses that centre their ethos around caring often find they have a stronger company culture, encouraging employees to adopt a similar attitude. This type of halo effect can be created through a strong and proactive approach to social value where everyone feels that they are able to positively contribute.

Creating a positive work environment where staff feel that they are giving back is beneficial to more than just the local communities. Research by Glassdoor revealed that company culture is more important than salary for 57% of UK workers. This demonstrates there is an intrinsic value created by a sense of giving back together that cannot be achieved by pay and benefits alone.

Creating opportunities for marginalised groups

A key component of social value strategies is creating employment opportunities for marginalised groups. This includes people of different ethnicities, women and girls, people with disabilities, neurodivergent individuals, LGBTQI groups, ex-offenders, veterans, and those living in poverty.

Organisations can implement various initiatives to support marginalised groups including the following:

·       Partner with charities and community organisations to provide opportunities that would otherwise be difficult to access

·       Offer flexible and inclusive policies that go beyond just meeting specified quotas where people are judged on their abilities rather than simply qualifications

·       Create pathways to employment for ex-offenders and apprentices ensuring that all relevant jobs are accessible to as broad a base as possible

·       Encourage employee volunteering, removing barriers to giving time and making it a recognised benefit of working for the company

·       Build relationships with educational institutions to encourage engagement with young people and open up potential career pathways, particularly for those young people who may struggle with the rigidity of the education system

Whatever initiatives are used to provide more opportunities for marginalised groups within your organisation, it’s important that you measure the impact of the work that you do and use data to continually improve the programmes that you offer. Whilst there is no standard measurement framework for social value in the UK the standard measurement is the Social Value TOM (Themes, Outcomes, Measures) system. This is currently the only measurement framework underpinned by government data, endorsed by the Local Government Authority and co-created with stakeholders in the both the public and private sector. It is compatible with UNSDGs and the Social Value Model.

Challenges and future directions

While progress has been made in supporting both marginalised groups and wider community groups, there is still work to be done. One challenge that companies appear to struggle with the most is the treatment and attitudes towards ex-offenders, despite labour shortages and overcrowded prisons. Initiatives that are designed specifically to support this hard-to-reach group should be considered by organisations who are seeking a holistic approach to recruitment. Any initiative must start with the right policies being embedded within the organisation and these should be championed by the board to ensure that they are followed but also periodically re-evaluated to ensure they are fit for purpose and aligned with the changing needs of society.

Creating meaningful community engagement and volunteering opportunities is not just about ticking boxes or improving public image. It’s about making a genuine difference in people’s lives and fostering a culture of caring within organisations. By investing in these initiatives, businesses can contribute to social value, enhance their reputation, improve employee engagement and retention, and create new business opportunities. As we move forward, it’s clear that community engagement and volunteering will continue to play a vital role in shaping responsible business practices. By embracing these principles, organisations can truly embody social value – making the world a better place for everyone.