Inspiring Leadership through Corporate Skilled Volunteering

Link UP London in Conversation with Eve Maywood, Social Impact Manager, Smart DCC

Oct 2024

In this interview, Smart DCC’s Social Impact Manager Eve Maywood describes her experience in crafting a comprehensive social impact strategy for her firm that incorporates corporate skills-based volunteering at its core.

In the time you’ve been at Smart DCC, you have been involved in launching the company’s social impact strategy. Skills-based volunteering has been at the core to this strategy from its inception. How does it factor into the strategy? Why were you keen to ensure it played a role from the outset?

I was keen to incorporate skills-based volunteering and volunteering as a whole right from the outset because it empowers employees to engage in work that is personally meaningful and creates a sense of pride when we contribute to our local communities. It also enhances our Responsible Business Framework and enriches our company culture. The dual benefit of professional development for employees and the social impact it creates makes perfect sense and gives me the opportunity to deliver something sustainable that has an impact at the real grass roots of our community.

In your mind, how does Corporate Skilled Volunteering complement other elements of a social impact strategy? What specifically does it bring to Smart DCC’s strategy and its people?

In my view, Corporate Skilled Volunteering (CSV) enhances a social impact strategy by creating a more hands-on and direct link between the company and the communities it serves. Unlike other forms of charitable activities, CSV enables employees to actively apply their expertise to real-world challenges, which adds a deeper level of commitment and involvement.

For the employees at Smart DCC, it’s a way to break from the day-to-day, apply their skills in new, impactful ways, and gain a sense of fulfillment knowing their efforts contribute beyond business goals. It’s both a development opportunity and a way to reinforce purpose within the organisation.

You have long been a particular advocate for building and combining skills-based volunteering alongside Smart DCC’s leadership development programme. Why is this and how can they work together?

This year our hands on volunteering programme that supports employees to use their dedicated volunteering hours has been a key part of our strategy, predominantly as it is a great vehicle to get people interested and increases engagement across the business.

My aim moving forward will be to increase and further develop our offerings across the business, aligning them with our leadership development activities. I believe by doing this you are creating a unique way to develop people both professionally and personally. Volunteering lets employees apply leadership skills in real-world scenarios outside their usual environment, making it a practical extension of what they learn in the development programme. It fosters adaptability, problem-solving, and empathy, important traits for a good leader.

As part of a recent Link UP London landscape review, we’ve noted important research from the field showing that skilled volunteering is the only form of volunteering to have grown in the UK since 2018, while overall volunteering rates have declined. Does this surprise you? From your perspective, why do you think that might be?

It does not surprise me, although I do find it sad. I personally believe this is happening because many non-profits and community organisations are increasingly seeking specialised skills to tackle business challenges or access support in areas where they cannot fund the cost of accessing training and development from external providers / consultants.

I feel that organisations should be supporting their staff to access both skills-based volunteering opportunities as well as the traditional hands-on volunteering, like gardening, painting or supporting a food bank for the day for example. There is a need for both in our communities and both options give employees worthwhile experiences. I would love to see companies in the future pairing with small charities and community groups so they can offer an all-round package of support from strategic training and development, to fundraising and hands on volunteering. It would support the charities’ needs and give companies a way of providing support in areas that benefits both parties.

You’ve participated in several Corporate Skilled Volunteering initiatives with Link UP London’s Social Impact Solutions programme, with more planned for next year. How have these been received within your company? What would you say they’ve offered to you?

The events we have completed with you have been very positively received within Smart DCC. Employees appreciate the opportunity to apply their skills in a meaningful way, and there’s been a real sense of enthusiasm and engagement around supporting the Flash Consulting events.

Those who have been involved have highlighted how incredibly rewarding it was to see how their skills and knowledge, can have a direct impact on local organisations and communities. They acknowledged they often overlook their training in these areas and take them for granted.

We are now at a point that we ask those who have been involved in the Flash Consulting session to recommend a colleague or team member to attend the next one. Not only does this help with recruitment but it also helps build team interest and involvement.

What advice would you give to other companies considering integrating a skills-based volunteering component to their social impact strategies?

If I put my professional hat on, I can list so many reasons why a business should support skills-based volunteering. The positive impact it can have on your employees’ wellbeing, professional development and culture is huge. The social impact metrics you can share both internally and externally and the social value you are creating as a company is such a great, positive story to share. The Link Up London team are a dream to work with too and make the process and delivery of their activities accessible and readily manageable.

However, if I speak from the heart, it really comes down to this: why wouldn’t you do it? Most of us naturally want to help others. When an opportunity comes up for skilled people to share their expertise in a simple, impactful way, whether the impact is big or small, it just makes sense. It’s a win-win, benefiting both the community and the person volunteering.

What’s next for you and the team? How will Smart DCC continue to develop its skills-based volunteering presence going forward?

Going forward my aim is to focus on several key areas to support our growth in skills-based volunteering.

1.  Integrate a number of opportunities with our professional development programmes and leadership team.
2. Continue to promote and encourage employee involvement as this a vital way of celebrating our volunteers, showcase their contributions and help to drive a culture of giving back.
3. Build on our relationships with key charitable organisations within Manchester, Ruddington and London to ensure successful partnerships.

If I can keep doing this then I know I am heading in the right direction and creating a sense of purpose which enhances my motivation and commitment to our long-term social impact strategy