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Empowering Employees: Everyone Wins

Empowering employees: everyone wins Can an employee-run volunteer program meet corporate, community and employee needs, and contribute to the bottom line too? At Adolph Coors Brewing Co., the answer is an emphatic yes. "A corporate volunteer program is an investment in the social and economic environment affecting the success of every business," said Rosa M. Bunn, APR, manager, community and economic affairs for the Golden, CO-based company. "More importantly, it's an investment in a company's most powerful resource: employees." The Coors employee volunteer program was organized in 1985. Two other programs -- one for retired employees and their spouses, and one for people from the community who want to volunteer -- were also created. Since then, more than 3,700 volunteers have contributed more than 75,000 hours of community service through these three organizations. These projects, all proposed by employees, have included recycling, aiding senior citizens, staffing telephone banks in drives and refurbishing schools. In addition, employees have participated in a separate project designed to increase recognition and sales of company products. What happened is a tale of what Coors calls "employee empowerment"-- training employees to run the program, and giving them the authority to make it work. Justifying volunteerism What the public thinks about a company is important, especially if it sells a consumer product. If a company doesn't have a positive public image, people often won't buy its products. In addition, the public expects a company to be socially responsible and have a corporate conscience. Most for-profit organizations, however, won't do something only because it's a "good" thing to do. Management wants some return on corporate investment. In setting up its employee volunteer program, Coors hoped that the return on its investment would be an enhanced image in the community. Employees have needs as well, and good corporate managers try to satisfy them. Employees in routine jobs who have no prospects of advancement or increased responsibilities often won't leave if they're earning a reasonable salary and benefits. But some will start turning sour inside or complaining to their peers or outsiders. An employee volunteer program gives such workers an outlet to create and manage an activity. It encourages team spirit among people in different departments. Many employees are willing to donate their time, talents and labor to their communities. Volunteerism reached an all-time high in the 1980s, when the economy forced major corporations to cut back on contributions to non-profit organizations. A new philosophy of corporate contributions developed. Businesses found they could maximize contributions with employee volunteer manpower. This will continue to be important in the recessionary '90s as more organizations and causes compete for scarcer charitable dollars. Rooted in economic issues The evolution of employee awareness and volunteerism at Coors can be traced to a program on economic issues created in 1980. Called "Living Today," it presents economic issues and topics facing both the company and the country in a group discussion format. The program was the brain-child of Bill Coors, chairman and CEO. He thought that it would give employees a solid grounding in economics which they could use to make sound business decisions. Employees meet in small groups to discuss information and share their ideas. These meetings are held every 30 days. According to a Coors video promoting the company's employee programs, two things happened. First, participants became concerned and aware. Then, they wanted to know how they could become involved. "VICE Squad" builds connections The employee V.I.C.E. Squad -- standing for Volunteers in Community Action -- was formally organized in 1985. …