From intention to impact:
How HR can lead the way
in delivering meaningful
social value

Since founding Ahead Partnership over 20 years ago, I’ve witnessed a significant evolution in how “social value” is perceived. Employers now realise that, far from ticking boxes, social value can be a strategic asset that creates tangible, lasting impact for businesses, employees and communities.

To unlock its full potential however, social value must be strategically aligned with internal goals. In doing so, it can become a powerful tool for employee engagement, retention, recruitment, and business growth. For example, 100% of volunteers in a recent programme we designed with Landsec said the activity contributed to improved perception of their employer and helped them develop key skills that they will use in their own working lives.

For many HR leaders, the challenge lies not in recognising the potential value of social impact, but in moving from intention to implementation.

Designing social value activity that genuinely delivers for both employees and communities requires more than enthusiasm. It demands strategy, inclusivity, and a clear understanding of what success looks like.

The starting point is always the same: ask why. What is your business trying to achieve? Whether it’s addressing skills shortages, building culture, improving employee engagement or underlining your commitment to a community, your objectives should shape the activity, not the other way around.

A common pitfall that we see is organisations latching onto ideas without considering feasibility or alignment with wider business goals. This is especially true when the activity requires engagement with schools, where delivery can seem simple on the face of it, but is actually quite complex.

By diving in without considering how best to approach or communicate with these groups, or for example, failing to understand the safeguarding and staffing protocols that need to be adhered to, the programme can be undermined before it even begins.

Before launching any new initiatives, HR leaders should also take stock of any existing initiatives underway and consider relevant policies and processes. Without clear promotion, simple booking systems and volunteering policies, even the best-designed programme risks low participation.

If your company offers apprenticeship or graduate schemes or has employee interest groups, volunteering activity, including mentoring programmes, can be embedded here to provide additional learning and development value without overcomplicating delivery. By integrating volunteering within existing training structures, you’re creating space for initiatives to be scaled over time and tailored to meet evolving business and community needs.

We have also seen great examples of employees being involved in the co-design of social value programmes. This can be a very effective way to build a network of social value champions across all levels of the business, including your senior leaders. Securing company-wide advocacy ensures momentum and helps overcome internal blockers. Using existing networks such as employee engagement groups and EDI working groups can save a lot of time and help launch programmes quickly.

When designed and delivered properly, social value partnerships can be truly transformative for employees and beneficiaries alike. Ahead Partnership helps its partners to bridge the gap between internal goals and external realities. This involves designing and delivering programmes that create a win-win-win solution for businesses, employees, and communities through programmes that are well-briefed, measurable, and reputationally sound.

Social value isn’t just good for communities, it’s good for employees and therefore good for business. With the right approach, HR leaders can help drive up the value for all involved.

This article first appeared in HR Magazine on Friday 26 September 2025