There was an interesting article in The Economist a few weeks back– October 30th, to be exact – about an innovative project from IBM. The company sends groups of its workers over to towns and cities in developing countries for short intervals to work on implementing various schemes, such as water supply, food safety, and transport initiatives. It is a strategy known as ‘corporate volunteering’ and is proving to be a very successful programme for all concerned.
The project fulfils many aims. It works as a training facility for IBM as the volunteers develop leadership, planning and team skills, while achieving a really positive contribution to the cities and towns they work in. At the same time, it acts as a marketing tool for the company by improving their image and introducing them to potential new business in these countries.
Members of staff who volunteer for the project also report that they find the experience extremely satisfying. They come back invigorated and more committed to staying with the company.
On the whole it would seem like the whole programme is the result of some very holistic management. It allows the staff to take a break, renew their batteries, develop skills and enjoy new experiences which they might otherwise never have had the opportunity to do. All the time feeding into the company in returning more effective, more motivated and more committed staff.
One could ask what the situation is like inside IBM that management feel the need to reinvigorate their employees by sending them overseas… but that’s probably just being cynical.
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