Partnerships · Shared value
Do Good. Build Stronger Teams: The Value of a re:WORK Partnership
A company can support career opportunity while giving employees a meaningful place to practice coaching, communication, and leadership. Hiring is one possible connection—not a requirement.
Corporate partnership with re:WORK TRAINING can combine funding, employee involvement, and access to a professional community. The starting point is a clear contribution: help candidates practice a skill, build a relationship, or access learning they can use in a job search.
Sales leaders, people teams, and social-impact teams may see different reasons to participate. A useful partnership makes those reasons explicit and connects them to an activity the company and re:WORK can deliver.
Watch: Luke Johnson on becoming a better leader
Read the video transcript
So I'm Luke Johnson. I'm a sales development manager with Databricks.
How did I hear about re:WORK TRAINING? Four years ago, I was working at DocuSign. I became a new leader there, a new sales development manager. I had heard about re:WORK through a couple of colleagues and I asked more questions. What is it? What do they do? What do you do with them? I learned more about the organization and they said, Hey, why don't you join one of the upcoming sessions? It may have been like interviews or something like that. So I raised my hand. I was a new manager. It's like, sure, I don't have much experience, but I will be doing this a lot. So I raised my hand. I joined the session.
The first experience I had was so illuminating. When I finished that session, I was so energized. It lit me up. I become a better leader through the re:WORK TRAINING and volunteering where a lot of it is sometimes skill development or training.
And I've learned like as a leader, you often need to tailor your training to each individual and you need to figure out how to make it stick. My training has gotten so much better. My ability to level people up has gotten so much better. At the end of the day, it doesn't matter how much I know, it's how much I can get folks on my team to do.
I didn't know much about the organization. I heard about it. I heard it was a mock interview and I just raised my hand because I thought it was from what I heard, a cool organization. And I think I would become a better leader as a result.
For sales leaders: see and develop practical skills
A resume gives a summary of experience. A practice conversation can show preparation, listening, response to feedback, and follow-through. Professionals who volunteer in a mock interview or workshop help candidates make those skills more visible.
Employees also get a chance to explain their own process. Why is one discovery question useful? What makes an outreach message relevant? How do you help someone improve after a difficult first attempt? These conversations turn expertise into coaching practice.
For people teams: create room for leadership practice
Luke’s story describes a new manager raising his hand for a session and finding that the experience improved his own training. He learned to adjust his approach to the individual and focus on what someone could do with the guidance.
That is a practical reason to explore skills-based volunteering. A team can choose an activity, set an appropriate preparation plan, and reflect afterward on what employees learned. It is not evidence that every volunteer will receive a promotion or that participation produces a particular retention result.
For social-impact teams: connect contribution to evidence
Funding helps keep the Academy free for learners. Employee involvement gives candidates opportunities to practice with people who understand the work. Together, those contributions can support both skill development and professional relationships.
MissionXP, built by re:WORK, supports the activity and relationship records used in our reporting. A reporting conversation should distinguish what a team contributed, what candidates did, and what outcomes have been documented. An activity count alone does not prove that one company caused a hire.
Explore our current evidence and reporting context for the definitions behind public results.
Start with a clear scope, even without hiring plans
You can participate without a hiring commitment. A company might contribute employee time, sponsor learning, or combine the two. If hiring becomes relevant, it can be discussed separately.
Before beginning, identify the audience, the activity, a point of contact, preparation needs, and what the team wants to learn from the experience. Agree on reporting and any recognition as part of that scope. Current participation options and sponsorship levels are on the partnerships page.
The strongest starting point is a contribution that is useful to candidates and realistic for the people delivering it.