Since the early 1960s, thousands of young Americans have made their way overseas to help developing nations through the auspices of the Peace Corps, one of the great embodiments of U.S. values and idealism.

Though some onlookers might have questioned the motives of these eager individuals, their good works spoke for themselves. Eventually they were recognized and appreciated for who they were — selfless volunteers trying to make the world a better place and ambassadors of U.S. good will.

The spirit of volunteerism thrives within our country’s borders as well. According to a recent nationwide survey, more than 60 percent of adult Americans feel volunteerism is the best way they can personally improve their community.

Within the business community, it might be appropriate to look at how corporations, large and small, can benefit from encouraging volunteerism. Of course, it’s the right way to demonstrate good corporate citizenship. But it also makes good business sense. First, corporate-sponsored volunteerism creates a team of company ambassadors who represent their employers in the community. Second, by encouraging volunteerism, companies can help meet a key desire voiced by today’s employees: balancing their work and personal lives.

This is especially the case for younger workers, the so-called Generation Y born between 1978 and 1989. These students and young professionals typically name volunteerism as the most important thing they can do with their time. Companies that want to attract the best and brightest of this new generation would do well to create a culture that meets their needs.

Unfortunately, the demands of today’s business environment and the responsibilities to one’s family can make finding the time for volunteer work difficult.

Some companies understand the desire of many of their employees to volunteer their time to local organizations. Organizations with a structured system in place and leadership commitment will be able to develop creative and progressive programs to help their employees find opportunities to volunteer. For example, KPMG instituted a formal volunteer program, Involve, after the success of its World of Spirit Day in 1997, when its people spent a workday performing community service. Involve coordinators volunteer as liaisons to national and local service events. KPMG’s latest perk is Volunteer Time Release, a program under which employees are paid to volunteer a day and half per year during normal business hours. Multiply that amount by our 80 employees in Des Moines, and it amounts to 960 hours of volunteer time.

To foster volunteerism, companies need to examine their programs to see if they offer enough flexibility to employees to accomplish these good deeds. Companies should consider a program that allows employees to team up on local projects, fostering camaraderie among staffers and providing the means to tackle larger community projects that otherwise might go wanting. In addition, a solid volunteer program encourages employees to pursue activities of their own interest. Such flexibility is key, because it demonstrates to the employee the organization’s commitment to volunteerism and cultivates in the employee the desire to be a true “ambassador” for the company.

Employers also should be certain to recognize and salute volunteers regularly and formally. Certainly, people volunteer from the heart, but praiseworthy achievements call for a handshake, a note or even public recognition. Each of KPMG’s 92 offices recognizes four employees a year. At an annual ceremony, the chairman presents 26 of them with a special reward.

Ultimately, it’s about instilling a culture of volunteerism and service. Companies of every size should adopt an employee volunteer program or make the effort to re-examine one in place, with an eye toward making it more flexible and robust. Employees want to give. They just need time to do it.

Tom Garton is the managing partner for KPMG LLP’s Des Moines office.