Ask a CSR Friend: Gaining Middle Management Buy-in for Employee Volunteering

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Dear CSR Friend,

When I review our year-end volunteer reports, there are always several departments that have minimal representation year-over-year. The problem isn’t at the top; my company’s senior leaders have sponsored initiatives, shown up at projects of their own accord and always share photos of themselves in action on the Slack channel dedicated to our volunteer program. We offer a range of opportunities throughout the year to ensure there’s at least one way every employee can get involved, but I think some department heads are blocking access or just aren’t interested. How do I get these supervisors on board in the new year?

— Seeking Support in Sandy Springs

Dear Seeking,

As CSR practitioners, we firmly believe in the value of employee volunteering—for communities, for volunteers, for living out a company’s values, achieving its purpose and frankly, bolstering its bottom-line. Yet, one critical group often determines the success of our volunteer programs: middle managers. Without their buy-in, our efforts to promote volunteering can stall. Middle managers are uniquely positioned between frontline staff and senior leadership, meaning they play a vital role in granting permission, removing barriers and encouraging—or inadvertently discouraging—employee participation.

So, how can we convince these leaders that volunteering benefits them, too? We must redefine volunteering as a vital component of both corporate culture and business success, which also equates to their success as a team leader!

I’m going to assume you’re already ensuring they’re aware that volunteer opportunities exist—whether it’s company-wide programs or tools for business units to plan their own projects. I bet you’ve also implemented communication campaigns and info sessions designed for leaders, catching them as they’re hired or promoted.

The most significant next step is taking time to understand their unique pressures and challenges. Middle managers face daily demands to deliver on performance targets, manage team dynamics, and meet senior leaders’ expectations. They often worry that volunteering will strain their team’s time and productivity. By putting yourself in their shoes, asking them about pain points and demonstrating genuine care, CSR leaders can start the conversation on common ground and position volunteering as a solution.

Here’s how I might craft an argument to convince middle managers who mention the specific challenges listed below. However, before you engage in these discussions, I encourage you to mine your company’s data or find external sources that provide validation that employee volunteer programs strengthen the employee experience. A great starting place to uncover evidence is the Points of Light learning brief, Proof Points to Support Investment in Employee Volunteering.

• Retention: Managers are under immense pressure to retain talent, especially in a competitive market and an increasingly purpose-driven workforce. Supporting volunteer programs is one way for them to reduce turnover. Employees who are given opportunities to volunteer report greater job satisfaction, a stronger sense of purpose, and a deeper connection to their organization. These factors directly influence retention, as employees are more likely to stay with a company that supports their values and gives them opportunities to make a positive impact. If available, share internal data that reflects similar outcomes, such as lower attrition among employees who regularly participate in volunteer activities.
• Engagement and Productivity: Middle managers often prioritize initiatives that directly benefit their team’s output and morale. When employees engage in volunteer efforts, they feel recharged, a renewed sense of belonging and a broadened perspective that helps them approach problem-solving more creatively and efficiently. Moreover, team-based volunteer projects promote collaboration and strengthen relationships across departments, which can lead to better cross-functional teamwork and smoother workflows. Volunteering programs can also improve employee morale, leading to a more motivated and engaged workforce, which naturally boosts productivity and overall organizational performance. Ask leaders who are already engaging their teams in volunteering for testimonials, which might lessen the concern for lost productivity.
• Leadership Development and Upskilling: For managers seeking ways to develop their teams without extra budget for formal training, volunteering presents a unique “on-the-job” learning opportunity. This is especially helpful when upskilling employees in areas such as communication, critical thinking, and adaptability. Highlight volunteering as an innovative way to support career development through hands-on experiences that build hard and soft skills. Offer a list of company-approved volunteer programs that align with the company’s competency frameworks or development goals with details on the skills they’ll help employees develop and practice.

Depending on the outcomes of your conversations with middle managers, consider this additional guidance:

• Showcase Options and Flexibility: One concern middle managers may have about volunteering is its impact on team schedules. Offering various formats—like on-site projects, micro-volunteering (short, time-limited activities), and virtual opportunities—gives managers options to support their team without straining resources. Share a guide that outlines all available volunteering options by time commitment, location, and relevant skills. Let managers know they can opt-in to projects that fit seamlessly with the team’s workload. For more ideas, check out the “Equipping Managers” section of the Points of Light learning brief on Volunteer Time Off.
• Make Support Visible and Celebrated: Middle managers need to feel that encouraging volunteering will be seen as a valued leadership action. By giving visibility to managers who champion volunteerism, you can help normalize support for volunteering as a best practice across the organization. Managers want to be recognized for doing what’s best for their teams. When volunteer participation is celebrated and included in performance reviews, they see a clear incentive to encourage it. Recognition can include features in company newsletters, shout-outs at company meetings, or even performance-based incentives tied to supporting team engagement in volunteer activities.
• Designate a Volunteer Champion: To support middle managers in being aware of and contributing to volunteer plans on the horizon, as well as being an advocate for their department’s needs and interests, have them select an employee who can rally their teammates and be an extension of your team. Ensure they are adequately informed and inspired to plan projects, share feedback, and motivate colleagues within those departments.

Middle managers play an essential role in scaling social impact within any organization. When we gain their buy-in, we’re creating ambassadors who not only empower their teams but contribute to a culture where social responsibility is woven into the fabric of a company’s values and long-term success.

By addressing their concerns and positioning volunteering as a help and not a hindrance, employee volunteer program leaders can turn middle management into a powerful ally. While it might not happen overnight, through empathy, transparency, and data-driven insights, we can build a more collaborative approach to volunteerism that benefits the whole company.

Get them to try it once, and you just might have them hooked for life.

Signed,

Your CSR Friend

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