McKinsey & Company
FROM THE JUDGES:
Great to see McKinsey using its expertise to tackle complex issues of real value to the community. Four days is a great level of volunteering contribution. Great to see the social sector receive the support it needs to obtain insights to build operational capacity.”
RESULTS + IMPACT
- Social sector leadership capability building:
- Built suite of free day-long leadership programs for social sector managers, Executives and Directors
- At scale, reaching >1000 leaders annually
- Rated 6.3/7 for value of time spent by participants
- Organisational health diagnostic for ~40 social sector organisations
- 4,500 respondents, representing ~20,000 staff
- Workshopped results with ~40 Executive teams
- Augmented with ~50 sector CEO & funder roundtables & interviews
- Report on sector-level results to be published in late November
- ‘Volunteering Time Off’ program
- All staff, four paid days off to volunteer per annum
- Opportunities and supporting materials shared through internal ‘Marketplace’
- 25% of staff participated on McKinsey time – does not include additional volunteering in spare time
- Built suite of free day-long leadership programs for social sector managers, Executives and Directors
OVERVIEW + HIGHLIGHTS
McKinsey & Company is a global strategy consulting firm, with ~600 employees across Australia and New Zealand.
Through the ‘Big Shared Cause’ program, McKinsey selects one to two complex challenges to focus its pro bono effort around for a three-to-five-year period, leveraging the Firm’s core competencies in strategy, analytics, leadership development and cross-sector mobilisation.
Since 2019, it has focused on social sector leadership capability building given this is a critical enabler to leaders having impact in the community, but is often chronically under-resourced. Over 18 months, the team developed a series of free day-long leadership programs for Managers, Executives and Directors. Facilitated by its 50-member strong McKinsey Volunteer Faculty, the program is now running at scale, training more than 1000 social sector leaders annually.
In partnership with the Australian Scholarships Foundation, McKinsey has also run an organisational health diagnostic for ~40 not-for-profit organisations, surveying over 4,500 people (representing ~20,000 staff). A report on the findings is due to be released in late November.
This work has been supported and complemented by McKinsey’s ‘Volunteering Time Off’ program, that offers staff four paid days annually to use on a volunteering activity of their choice, with a focus on skilled volunteering to support strategic planning and Board/Executive team facilitation.