Leveraging human capital through an employee volunteer program: The case of Ford Motor Company of Canada

Abstract

Purpose

The purpose of this paper is to explore how an employee volunteer program (EVP) as one aspect of responsible corporate citizenship (typically expressed in a mission statement) can influence the relationships among a firm, its employees and its community.

Design/methodology/approach

A pedagogical approach used in the educational sector known as “community service‐learning” or “service‐learning” was used as the basis for analyzing the experiences of 12 first‐time volunteering employees who described in a personal interview the motivations and outcomes associated with their participation in their EVP.

Findings

It was found that all three elements of service‐learning – that is, reciprocity, reflection, and development of responsible citizenship skills – were useful in understanding how an EVP can leverage human capital to benefit the firm, its employees and the community and make a firm's mission of responsible citizenship a reality.

Research limitations/implications

Despite the small sample size of 12 respondents, there were significant data in the comments from these respondents about the possible impact of an EVP experience in terms of various elements involved in service‐learning.

Practical implications

There are several corporate implications from the research which are related to various elements of service‐learning. For example, companies are encouraged to include in the creation and rollout of their EVP a reflection process which could also be connected to employee recognition programs, training programs and employee career development.

Originality/value

The paper presents a novel approach to assessing the motivations and possible outcomes associated with an EVP. It should be of interest to both academics and practitioners.

Citation

Bart, C., Baetz, M.C. and Pancer, S.M. (2009), "Leveraging human capital through an employee volunteer program: The case of Ford Motor Company of Canada", Journal of Intellectual Capital, Vol. 10 No. 1, pp. 121-134. https://doi.org/10.1108/14691930910922941