SBV is an important part of the CSR strategy in many institutions. However, it does not replace traditional, broader volunteering approaches; they complement each other and that must be consciously balanced. This was well demonstrated by the panelists’ examples and they also illustrated that putting an SBV strategy in action is a long-term process.

SBV programs are more complex to setup and manage and their success will be based on few projects and few employees. They typically require more upfront planning, sometimes elaborate selection of suitable employees, activities last significantly longer (weeks to months, vs. hours to days) and they are often cross-border (vs. local). This must be carefully aligned not only internally but also with the NGO partner(s).

As several of these aspects were discussed, one key factor for successful SBV activities emerged: establishing strategic, long-term partnerships between a company and one or a few NGO’s. Such partnerships provide the necessary basis to develop effective, value-adding programs, to bring the best of both sides to play and to avoid misunderstandings from planning to execution.

Skill-selection is obviously another crucial element of success. Therefore, SBV programs include a rather rigorous selection process, which is somewhat contrary to the volunteering idea (hence the need to keep SBV and traditional volunteering side-to-side). While SBV programs are often linked with “high-potential” development programs, there was agreement in the room that this is not the most effective selection, i.e. the rights skills should come from high performers, but any career level (even retirees as illustrated by one panelist).

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