From intent to action: Five communication principles that turn corporate volunteering into employee participation.
Many organizations encourage corporate social responsibility and volunteer work, but in practice they find that employee participation lags behind. A recent study by Caro Hamacher, conducted at the Rotterdam School of Management, Erasmus University, shows that this is rarely due to a lack of motivation. This study, conducted among employees who participated in volunteer activities through their employer, examined the role of internal communication: what sticks, what influences choices, and what actually motivates action?
The findings show that employees often do want to contribute, but drop out when communication fails to help them integrate volunteering into their daily work reality, or when it does not align well with what they experience on the job. The study focused specifically on how internal communication, through the process of “sensemaking,” can contribute to actual participation—and thus goes beyond merely creating a positive attitude.
This article translates these scientific insights into five practical communication principles that help organizations move employees from good intentions to action.
1. Prioritise credibility over promotion
Employees are highly sensitive to communication that feels overly polished or promotional. When messages appear primarily focused on branding or reputation, they tend to triggerscepticism rather than engagement.
What works better are authentic, peer-led stories: colleaguessharing their own experiences, motivations and even doubts. These narratives help othersform a realistic picture of what participation actually entails.
In practice:
- Use employee voicesinstead of corporate messaging
- Choose informal internal channels where possible
- Allow space for nuance rather than only successstories
Authenticity builds trust — and trust enables participation.
What managers actively engage with is perceived as meaningful.
2. Position managers as sense givers
Managers play a critical role in how employeesinterpret internal communication. Employees look to their direct manager to understand what istruly valued,supported and legitimate within the organisation.
When volunteering opportunities are merely forwarded, they remain abstract. When managers engage in dialogue, they help employees connect volunteering to their role, workload and priorities.
In practice:
- Support managersin having open conversations.
- Encourage reflection rather than directive messaging
- Make it explicit that participation issupported
3. Leverage peer influence to normalise participation
Participation decisions are strongly influenced by colleagues. Volunteering becomes more accessible when employeessee otherslike them taking part.
Rather than positioning volunteering as an exceptional activity, organisations benefit from embedding it into everyday organisational life.
In practice:
- Encourage volunteersto act asinformal ambassadors
- Make participation visible at team level
- Promote collective rather than purely individual initiatives
When others participate, participation becomes normal
Meaning drives motivation.
4. Embed volunteering in the organisation’s purpose narrative
Corporate volunteering is most effective when it is not communicated as a stand-alone CSR or HR initiative, but as a meaningful expression of the organisation’s broadersocial purpose.
Employees are more likely to engage when they understand why volunteering mattersto the organisation and how it contributesto realsocietal impact.
In practice:
- Link volunteering to organisational values and purpose
- Communicate tangible social outcomes
- Ensure consistency acrossinternal messaging
5. Balance structure with autonomy
Employees need both clarity and freedom. Clear frame works reduce uncertainty, while autonomy supports intrinsic motivation and long-term engagement.
Organisations that strike this balance make it easier for employees to participate without undermining personal choice.
In practice:
- Provide clear information on time, processes and expectations
- Offer flexibility in type and form of volunteering
- Respect individual preferences and circumstances
Lower the barriers — but let employees choose
Together, these principles show that employee participation in corporate volunteering is not driven by intent alone, but by how organisations organise meaning,support and choice.
Developed from hands-on research and interviews with employees across multiple organisations.