PYXERA Global's 8th Global Pro Bono State of the Practice

GLOBAL PRO BONO STATE OF THE PRACTICE | 1

PYXERA Global ’s 8 th

G L O B A L P RO B O N OState of the Practice


Introduction Since 2010, the biennial Global Pro Bono State of the Practice

report has highlighted trends and best practices in Global

Pro Bono. This year’s report draws on survey data from 26

companies, 63 percent of which belong to Fortune’s Global

500. With survey data dating back to 2008, the longevity of

this initiative by organizer PYXERA Global provides a robust

understanding of the practice as it grows and evolves. The report

presents a snapshot of the current state of Global Pro Bono and

a look at top trends to guide companies seeking to initiate or

expand their programming.

Society is increasingly concerned about corporate behavior, with 86 percent of millennials, who represent the biggest global generation, believing financial performance should not be the sole measure of business success. Greater adoption of environmental, social, and governance (ESG) indicators to inform long-term business strategy and form the basis for annual repor ting fur ther reflects the private sector’s response to growing demands to demonstrate positive social impact.

As BlackRock CEO Larr y Fink cautions, if companies do not find ways to demonstrate positive social impact, profits will suffer. The approach, he writes, “must begin with a clear embodiment of your company’s purpose in your business model and corporate strategy.” Global Pro Bono programs offer one such embodiment of corporate purpose. Programs empower employees to embody their company’s purpose while affording much-needed skills to social impact organizations addressing local communities’ most pressing problems.

The repor t’s findings reveal a growing emphasis on social impact priorities as companies align their Global Pro Bono programs with broader corporate strategies to more fully integrate activities into the business and meet investor expectations. For the first time, the motivation to generate sustainable social impact has surpassed leadership development and increased employee engagement as the top reason to invest in Global Pro Bono. The trend corresponds to changes in how business is conducted, as employees, investors, customers, and communities hold companies to higher social standards.

Global Pro Bono programs are corporate-sponsored initiatives aligned to a company’s broader strategy. Participating employees leverage their professional

skills to assist social mission-driven host clients such as nonprofits, social enterprises, and government entities.

Projects are time-bound and deliverable-based.

What is Global Pro Bono?

“Purpose is not a mere tagline or

marketing campaign; it is a company’s

fundamental reason for being— what it

does every day to create value for its

stakeholders. Purpose is not the sole

pursuit of profits but the animating

force for achieving them.”

– LARRY FINK B lackRock CEO

https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/introduction.html

https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/introduction.html


Five Trends to Watch

More corporate employees are participating in Global Pro Bono and the practice is expanding to more countries.

Sustainable social impact is the top reason companies are investing in Global Pro Bono, surpassing leadership development and employee engagement.

Companies are actively aligning Global Pro Bono programs with their corporate strategy.

Corporate managers engage an average of four internal stakeholders, the most common being Human Resources, Talent Development, Business Units, and employees.

Business and social impact measurement are increasing, equipping managers to make the case for Global Pro Bono.

G LO B A L P RO B O N O


The State of the Practice Survey

Global Pro Bono programs are corporate-sponsored initiatives

that are increasingly aligned to a company’s broader strategy.

Participating employees leverage their professional skills to

assist social mission-driven host clients such as nonprofits, social

enterprises, and government entities. Projects are time-bound

and deliverable-based. Among other benefits, they provide:

• Host organizations with access to talent and resources they might otherwise not have.

• Par ticipating employees with an unmatched experiential leader-ship and talent development oppor tunity.

• Sponsoring companies with an authentic way to engage their employees in their larger social impact strategy.

PYXERA Global launched the Global Pro Bono State of the

Practice Survey, formerly called the International Corporate

Volunteerism Benchmarking Survey, in 2010 to deliver an

overview of program formats, implementation methodolo-

gies, evaluation techniques, and best practices. Companies

can use this resource to advance their practice, understand

collective impact, and appreciate the potential of Global Pro

Bono to address the world’s most pressing challenges.

This report highlights trends and approaches based on

responses from 26 companies, including one multi-company

model, that completed the 8th survey covering programs

implemented in 2018.

The survey results detailed in this repor t cover programs from 2018. Responses come from the following 26 companies, and include one multi-company Global Pro Bono initiative.

Survey respondents include: 3M, Adobe, Anglo American, Charles Schwab, Cisco, Credit Suisse, FedEx, GSK, Google, Information Services, IBM, John Deere, Johnson & Johnson, JPMorgan Chase, “La Caixa” Banking Foundation, Medtronic, Merck & Co. Inc., Nielsen, Pfizer Inc., PIMCO, PricewaterhouseCoopers LLP, Randstad, Salesforce.org, SAP, Sidley Austin LLP, and The Dow Chemical Company.

Combined aggregate responses from all companies form the basis of this analysis to maintain the confidentiality of sur vey respondents. Eleven companies responded to each of the 2013, 2014, 2016, and 2018 Global Pro Bono State of the Practice Surveys. As such, trends presented in this repor t stem from those 11 companies.

Methodology PA RT I C I PAT I N G C O M PA N I E S

3M

Adobe

Anglo American

Charles Schwab

Cisco

Credit Suisse

FedEx

GSK

Google

Information Services

IBM

John Deere

Johnson & Johnson

JPMorgan Chase

“La Caixa” Banking Foundation

Medtronic

Merck & Co. Inc.

Nielsen

Pfizer Inc.

PIMCO

PricewaterhouseCoopers LLP

Randstad

Salesforce.org

SAP

Sidley Austin LLP

The Dow Chemical Company

26 companies and one multi-company model

100 to 400,000 employees

• North America• Asia• Australia• Middle East

• Manufacturing• Healthcare • Banking/Finance • IT

STAFF SIZE

TOP SECTORS

COMPANIES

REGIONS OF OPERATION

Corporate Survey Respondent Profile


Global Pro Bono at a Glance

Global Pro Bono programs are

corporate-sponsored initiatives

aligned to a company’s broader

strategy. Participating employees

leverage their professional skills

to assist social mission-driven

host clients such as nonprofits,

social enterprises, and government

entities. Projects are time-bound

and deliverable-based.

What is Global Pro Bono?

M O ST C O M M O N F U N D I N G S O U RC E

Corporate Social Responsibility (53%)

M O ST C O M M O N PA RT I C I PA N T

S E L E C T I O N M E T H O D S

Questionnaires (52%), essays (48%), and nomination (48%)

TO P C R I T E R I A F O R PA RT I C I PA N T

S E L E C T I O N

Passion/Attitude, Leadership Potential,

Considered a “High-Potential” Employee

TO P TO O L TO M E A S U R E B U S I N E S S I M PAC T

Survey of participants (90%)

AV E R AG E P R E - A S S I G N M E N T O R I E N TAT I O N

Three days (virtual and in-person)

3

TO P TO O L TO M E A S U R E S O C I A L I M PAC T

Standardized survey administered to host organization

immediately after project (74%)

M O ST C O M M O N P RO J E C T F O R M AT

Team-based (64%)

AV E R AG E A S S I G N M E N T L E N G T H

Three or more weeks

3

STA F F T I M E D E D I C AT E D TO M A N AG I N G G LO B A L P RO

B O N O P RO G R A M S

Equivalent of one full-time employee (54%)


More corporate employees are participating in Global Pro Bono and the practice is expanding to more countries.


More corporate employees are participating in

Global Pro Bono and the practice is expanding

to more countries.

THE GROWTH TREND OF GLOBAL PRO BONO, in terms of the quantity of participants companies are sending on assignment and the breadth of countries in which programs are active, indicates broad and increasing appeal. While each implementing company is guided by unique objectives, their Global Pro Bono programs are multiplying the collective and positive impact of social investments on the business, employees, mission-driven host clients, and by extension, underserved communities.

The map below shows the regions by color of intensity that have hosted the most

teams across the globe over the past four years.

AFRIC A

LATIN AMERIC A

ASIA

EUROPE

NORTH AMERIC A

MIDDLE EAST

Regions Hosting the Most

Global Pro Bono Teams

90%200%

14%

increase in total employees participating in Global Pro Bono

increase of local programs in Europe and North America

increase in number of countries hosting Global Pro Bono teams


Sustainable social impact is the top reason companies are investing in Global Pro Bono, surpassing leadership development and employee engagement.


Sustainable social impact is the top reason companies

are investing in Global Pro Bono, surpassing leadership

development and employee engagement.

“We are most proud of the sustained

impact that the program has had on our

NGO partners’ capacity to deliver on

their missions. In addition, we are proud

of the impact that the program has had

on employee engagement, connection to

the company mission, and pride in the

organization. Participants, for the most

part, make meaningful strides in their

growth and development and frequently

cite the program as ‘the best thing I’ve

ever done in my career at the company.’”

– CORPORATE SURVEY RESPONDENT

BECAUSE GLOBAL PRO BONO PROGRAMS ENGAGE EMPLOYEES and their professional skills and expertise in creating social impact, they provide an authentic way for companies to demonstrate commitment to important causes and the communities in which they operate.

Companies are being strategic about investing in Global Pro Bono to meet CSR targets—for example, by selecting host clients focused on specific Sustainable Development Goals. The most common SDGs to which companies align their programs are education (SDG 4), healthcare (SDG 3), entrepreneurship (SDG 8), and community development (SDG 11).

As ESG and other social impact criteria gain prominence, industry trends reflect the impor tance of companies fulfilling a social purpose. According to Deloitte’s Human Capital Trends 2018 Repor t, companies are pursuing inclusive growth strategies that generate oppor tunity through financial and human capital investments. Global Pro Bono represents one such strategy.

Investing in sustainable social impact at the community level and actively engaging employees in a meaningful assignment aligned with the business has a r ipple effect that leads to greater employee retention and motivation to work at a company.

The CPI project also revealed that of 1, 014 pro bono participants from seven companies:

The 2017 CPIs revealed that of 330 local clients:

Global Pro Bono has allowed companies to improve the capacity and, by extension, deepen the impact of the host organizations. PYXERA Global’s Common Performance Indicator (CPI) project, an ancillar y measurement initiative, is the only one of its kind that benchmarks companies’ Global Pro Bono program performance against their peers via 13 agreed-upon reference points.

82%

57%

57%

I00%

0%

Generate sustainable social impact at local levels in line with their CSR strategy

Improve employees’ leadership skills

Increase employee satisfaction and loyalty to the company

92%

85%

90%

92%

Repor ted Global Pro Bono suppor t as a change agent.

Repor ted enhanced motivation to perform.

Repor ted satisfaction with Global Pro Bono impact on operational areas. Examples include stakeholder management, leadership, marketing, training, and knowledge transfer.

Repor ted improved understanding of the company as a corporate citizen.

Companies invest in a Global Pro Bono program to:

Perc

ent

of

Co

mpa

nies

Top Reasons to Invest

https://www.pyxeraglobal.org/common-performance-indicator-summary-infographic/


Companies are actively aligning Global Pro Bono programs with their corporate strategy.


NINETY PERCENT of companies responded that they have designed their Global Pro Bono program to advance both business and social goals. As one survey respondent noted, Global Pro Bono is a strategic investment that meets HR & CSR goals, “offering colleagues a leadership and development oppor tunity while also leveraging their core competencies to effect social change.” Approximately 85 percent of companies align their program with their established social impact strategy, including corporate social responsibility objectives, while 70 percent repor ted alignment with the company’s business strategy.

Companies are actively aligning Global Pro Bono

programs with their corporate strategy.

“In this last year, we aligned our projects with our

Foundation's grant investments, which resulted in

more impactful and potentially sustainable projects.”

Geographic Focus

Advancing Economic Growth in Detroit

Company Culture

Inspiring Employees through Volunteerism

Issue Area Alignment

Bridging the Digital Divide

85%90%

70%

of companies align their Global Pro Bono program with their SOCIAL IMPACT strategy

of companies have designed their Global Pro Bono program to advance their CORPORATE STRATEGY

of companies align their Global Pro Bono program with their BUSINESS strategy

Each of the following examples highlights a different way programs can create value for their stakeholders while also addressing issues per tinent to the business .

A strategically designed Global Pro Bono program is a key component in actualizing a company’s inclusive growth ambitions by generating value for communities, employees, and the business.

Company Spotlights How are companies actively aligning Global Pro Bono programs with their corporate strategy?

What are companies saying about Global Pro Bono and corporate strategy?


Advancing Economic Growth in Detroit

Geographic FocusSpotl ight: J P M O RG A N C H A S E & C O .

JPMorgan Chase’s Field Service Corps program invites employees to offer pro

bono assistance to social sector organizations in cities where the company has

made long-term commitments. Detroit was the first location to receive the Field

Service Corps, complementing the firm’s $100 million commitment in grants and

loans to improve the local economy.

“The team helped us redefine our strategic

vision and the value we are providing

to the community. They developed new

metrics, a powerful story, and infographics

that we will be able to share with existing

and new funders to strengthen and build

relationships. In addition, they uncovered

key themes regarding the experience of our

volunteers that we will use to transform

how we train and manage our volunteer

network. This will result in increased

volunteer numbers and retention, enabling

our agency to meet our strategic vision.”

– KATHLEEN ARO Account ing Aid Society Pres ident

JPMorgan Chase employees suppor t mission-driven organizations identified as key to advancing the city’s economic recovery. For example, par ticipants worked with Accounting Aid Society (AAS) to improve the efficiency of its tax assistance service to low and middle-income families. Since the assignment, AAS implemented the Field Service Corps’ recommendations by updating organizational metrics and streamlining activities for improved service deliver y. AAS President, Kathleen Aro, credits the pro bono team as “pivotal in receiving an award” for the Neighborhood Builders Grant from Bank of America, which enabled leadership development training for AAS staff as well as $200,000 in flexible funding to invest in the JPMorgan Chase team’s recommended growth model.

The Field Service Corps program is par t of the company’s corporate responsibility model for impact, which maintains that strengthened systems are key to generating sustainable change and driving inclusive growth. By focusing resources on nonprofits and other mission-driven organizations, the Field Service Corps is bolstering a sector considered essential to serving cities and developing effective solutions to their most pressing problems. The program is now celebrating its fifth year in Detroit, with the tenth Service Corps team scheduled to deploy to the city in May 2019.

To date, near ly 240 employees from offices in 19 cities around the world have contributed more than 30,000 hours across 66 projects at near ly 60 organizations in Chicago, Detroit, Hong Kong, Paris, Johannesburg, London, Mumbai, New Orleans, and Uberlandia, complementing social investments in the same geographies.

A JPMorgan Chase Detroit Ser v ice Corps team working with the Accounting Aid Society (AAS).



https://accountingaidsociety.org/

https://www.jpmorganchase.com/corporate/Corporate-Responsibility/cr-2016-3-impact-model.htm

https://www.jpmorganchase.com/corporate/Corporate-Responsibility/cr-2016-3-impact-model.htm


Inspiring Employees through Volunteerism

Company Culture Spotl ight: G S K

“PULSE volunteers have created positive,

sustainable change in communities all around

the world. They are role modeling our

expectations for courage, accountability,

development, and teamwork, and building

trust within and outside of the company.”

– EMMA WALMSLEY Chief Execut ive Off icer, GSK

GSK utilizes par ticipant and direct line manager surveys and testimonials to measure the impact of the program on par ticipants and the company. After returning from PULSE assignments, both PULSE par ticipants and their line managers repor ted development and growth of par ticipant skills, including resilience, learning agility, cultural competence, and teamwork. Eighty-seven percent of PULSE par ticipants’ line managers say that the employee brought back innovative ideas and fresh ways of working to GSK.

The PULSE assignment sparked new ideas for Alex, a GSK Panama employee and PULSE par ticipant with the Clinton Health Access Initiative (CHAI) Uganda. After returning from her assignment she remarked, “I want to influence how our industr y can transform and do more to improve [healthcare] access, impact more patients, and reduce the pover ty divide . I feel l ike the oppor tunity to make a difference is in reach.”

The PULSE program suppor ts a positive cultural change at GSK and higher engagement at the company, with four out of five PULSE par ticipants repor ting being more motivated to perform their work at GSK after returning from their assignment.

GSK’s other flagship volunteer ing initiative , Orange Days, encourages employees to dedicate one paid day off each year to volunteer ing with a local nonprofit . Orange Days are quite popular. Last year, employees contr ibuted a total of 120,000 volunteer ing hours to causes all around the wor ld.

In perhaps the longest Global Pro Bono assignment offered to any corporate

employee, GSK’s PULSE program invites participants to collaborate with non-

profit organizations, full-time, for three or six-month assignments. The program

enables GSK’s employees to embody the company’s purpose: to help people do

more, feel better, and live longer.

Manj i t Kaur Marbaha, a 2018 PULSE vo lunteer wor k ing with Save the Chi ldren Phi l ippines . As a Market ing & Fundra is ing Coord inator, Manj i t suppor ted the des ign and development of the Chr is tmas campaign “LahatDapat” to tack le ch i ld malnutr i t ion and stunt ing.



Click to Watch the Video Here >>AHSIYA POSNER MENCIN, Ph.D., Director, Global Employee Experience at GSK, speaking on a panel about the power of pro bono during PYXERA Global’s Global Engagement Forum: Live in October 2018.

https://www.youtube.com/watch?v=gTooo0-KxE8&feature=youtu.be


Bridging the Digital Divide

Issue Area AlignmentSpotl ight: SA P

“Technology is changing the way people live

and work. In the face of these changes, SAP

finds it important to meet people where

they are on their education and employment

journey. SAP programs like the Social

Sabbatical portfolio accelerate nonprofit and

social enterprises’ ability to provide the skills

needed to be successful in the world today—

especially as the world continues shifting into

more non-traditional work environments. We

offer these third party organizations the same

benefits we offer to our customers; we help

them become best-run businesses.”

– HEMANG DESAI Global Program Director, SAP Socia l Sabbat ica l Por t fo l io, Global Corporate Socia l Respons ib i l i ty

Global technology leader SAP considers the growing skills gap a critical issue for the

future workforce and for its business. With increasing digitization across industries,

low levels of digital literacy are already resulting in unemployment and an absence of

skills-demanded by technology companies. SAP’s Social Sabbatical program strives to

solve concrete business challenges for nonprofit organizations and social enterprises

that focus on bridging the digital divide in underserved markets across the globe.

One example of the Social Sabbatical engagement in action takes place in Cape Town, South Africa, where access to Information and Communications Technology (ICT) like internet, computers, and other digital ser vices is simply not available in many township communities. Without ICT access, even top-performing students are not developing the twenty-first century skills they need to gain employment in a digital economy.

Recognizing this untapped potential, SAP par tnered with Silulo Ulutho Technologies, a social enterprise opening internet cafes throughout the townships, that provides internet access and digital skills training. SAP’s three-person pro bono team set out to simplify Silulo’s operational processes and ultimately developed a concept for market expansion through a franchise model, conducting a feasibility study to help understand how Silulo could realistically grow to 100 stores across South Africa by 2020.

“The amount of work and contributions that the SAP team managed to accomplish in four weeks would have taken us five months to sor t out. To gain this international perspective and see how our work can be simplified and better implemented is just amazing.” said Hannes Botha, General Manager for Silulo.

SAP’s latest Global Pro Bono endeavor—the Corporate Champions for Education—takes this thematic focus to the next level by spearheading a multi-company pro bono model. Co-created with PYXERA Global, par ticipants not only collaborate with a mission-driven organization in an immersive foreign environment, but also with corporate peers from diverse company cultures and industries.

Twelve years ago, Luvuyo Rani launched Si lu lo Technologies from the back of his car. Today, 36 Si lu lo shops ser ve rural and township communit ies throughout South Afr ica.



Click to Watch the Video Here >>

https://www.pyxeraglobal.org/corpchampion/

https://www.pyxeraglobal.org/corpchampion/

https://youtu.be/X3Auv9l08SY


Corporate managers engage an average of four internal stakeholders, the most common being Human Resources, Talent Development, Business Units, and employees.


Corporate managers engage an average of four internal

stakeholders, the most common being Human Resources,

Talent Development, Business Units, and employees.

GLOBAL PRO BONO SERVES AS A MECHANISM FOR INTERNAL COLLABORATION, breaking down silos within the company. It represents an opportunity to align business objec-tives with CSR strategy.

Sixty-seven percent of sur vey respondents repor ted that the most significant effect their Global Pro Bono program has on the company is the collaboration generated among internal stakeholders.

Below are the three most common ways companies report engaging other departments and employees.

Companies reported engaging the following internal stakeholders for their Global Pro Bono programs:

Internal Stakeholders for Global Pro Bono Programs

Communicate and engage in decision-making

Align on objectives Engage in decision-making about Global Pro Bono program design

1 2 3

In par ticular, companies with programs managed out of their CSR depar tment repor ted that stakeholders critical to engage are Human Resources, Talent Development, Marketing, Business Units, and the employees themselves. CSR depar tments engage these stakeholders in several ways, from aligning on program objectives during the program design phase to communicating about the program during implementation.

Companies that reported their Global Pro Bono program aligns with business strategy had higher collaboration with Research and Development, Talent Development, and Human Resources than the aggregate.

The benefits of engaging each stakeholder varies for each Global Pro Bono program depending on the program’s objectives and alignment with the corporate strategy. One survey respondent highlighted how their CSR unit’s collaboration with Human Resources enabled them to reach high-potential employees, stating, “We recently began a collaboration with the Leadership and Development section of our HR depar tment, offering them a new way to reach high performers.” Another survey respondent commented that while their program was available to employees globally, it experienced low par ticipation from some regions due to poor stakeholder sponsorship. After finding a business leader to advocate for the value of the program, they developed a plan to engage local employees to enable them to par ticipate in their home country/region.

67%

57%18%

of survey respondents reported that the most significant effect their Global Pro Bono program has on the company is the COLLABORATION AMONG INTERNAL STAKEHOLDERS

of Global Pro Bono programs are managed by the company’s Corporate Social Responsibility (CSR) department

of Global Pro Bono programs are managed by the company’s Human Resources (HR) department

85% I00%

0%

Employees Human Resources

Talent Development

Business Units

Marketing/Communications

Other Research and Development

Perc

ent

of

Co

mpa

nies

Type of Stakeholder

81% 73%

62% 54%

19% 12%

I N T E R N A L C O R P O R AT E STA K E H O L D E R C O L L A B O R AT I O N


Business and social impact measurement are increasing, equipping managers to make the case for Global Pro Bono.


Business and social impact measurement

are increasing, equipping managers to make

the case for Global Pro Bono.

COMPANIES INTEGRATE IMPACT MEASUREMENT— most commonly through surveys of local host organizations and participating employees — to understand the impacts of their interventions. Over the last four years, impact measurement has grown in importance for Global Pro Bono programs.

Since 2013, the number of companies conducting social impact measurement has increased by 33 percent, while business impact measurement increased by 14 percent. More companies want to examine outcomes to inform adaptive program management and to amplify impact through communications to external and internal audiences with supporting quantitative and qualitative data.

Companies that align Global Pro Bono programs with their corporate strategy are more likely to measure impact. Of companies repor ting alignment of their Global Pro Bono program to the social strategy, 86 percent measure social impact, compared to the aggregate of 82 percent. Of companies that align their Global Pro Bono program to the business strategy, 89 percent measure business impact, higher than the aggregate of just 71 percent.

The length of time to intended impact, resource availability, and low response rates are the most common challenges reported in measuring a Global Pro Bono programs’ social impact. Integrating impact measurement into the program design process, establishing clear program goals, and having a communications plan in place for impact measurement can alleviate these challenges. Strategies to improve the accuracy of data received include informing host clients and participants of the purpose of impact measurement from the outset of the assignment and sharing best practices on how to complete surveys. To further understand impact over time, companies can conduct a follow-up survey nine months after the assignment ends as some recommendations take time to implement.

What are the challenges in measuring social impact?

The most common metrics companies use to convey their Global Pro Bono program’s social impact are:

Companies Measuring Social and Business Impact

The most common tools companies reported using to measure social impact are:

S O C I A L I M PAC T M E A S U R E M E N T

Host client satisfaction with the Global Pro Bono program

Host client repor ting Global Pro Bono as a change agent

Lives impacted directly by training or knowledge transfer

Immediate post-engagement survey of host organization

Par ticipant testimonials

Pre-engagement baseline data collection

Post-engagement survey of host organization when some project benefits are taking shape

Post-engagement survey of host organization when some project benefits can be compared to pre-project baseline data

1 2 3

74%

70%

48%

26%

4%

0% 100%

60%

I00%

0%2013

Perc

ent

of

Co

mpa

nies

Percent of Companies

Year

S O C I A L

B U S I N E S S

2018

80% 70%

80%


Companies reported challenges tracking employee engagement, insights that participants gain from a Global Pro Bono program, as well as demonstrating direct

impacts on the business. Putting in place an integrated reporting process helps ensure that the data captured is comparable to data already being measured by the company

through other business units, such as Human Resources. Creating an integrated reporting process requires aligning the indicators and surveys that internal stakeholders use. For instance, if a program seeks to capture employee engagement data, collaborating with

Human Resources to determine which existing indicators and surveys can be used to compare employee engagement data of Global Pro Bono participants versus non-participants.

What are the challenges in measuring business impact?

B U S I N E S S I M PAC T M E A S U R E M E N T

According to sur vey respondents, the most common communication objectives are:

The most common tactic used to communicate internally is through in-person presentations and written publications. Effective communication of data can help garner buy-in both at the executive level, for program resources, and at the employee level, for recruitment purposes.

Companies primarily measure business impact of their Global Pro Bono programs through the impact program participation has on their employees.

The most common tools companies reported using to measure business impact are:

Survey of par ticipants

Employee satisfaction & retention data

Retention/Promotion of par ticipating employees

Survey par ticipants’ managers

New business oppor tunities repor ted

Increased workplace par ticipation in pro bono activities

New product/service ideas repor ted by par ticipants

Earned media/thought leadership

Survey of host clients for brand awareness

Awards received

Brand satisfaction

90%

55%

45%

30%

25%

25%

15%

15%

0% 100%

10%

5%

10%

Par ticipant motivation to perform

1

Par ticipant understanding of their role as a corporate citizen

2

Par ticipant retention rates

3

C O M M U N I C AT I O N

1) To ensure that other parts of the company are aware of Global Pro Bono activities.

2) To allow participants to connect with each other before, during, and after their assignments.

Business and social impact measurement

are increasing, equipping managers to make

the case for Global Pro Bono.



Global Pro Bono Practitioner’s Guide

Kick-Start Your ProgramFor companies keen to initiate a Global Pro Bono program,

there is no need to reinvent the wheel. Over the past 10 years,

implementing companies have scrutinized every aspect of program

design and implementation to run programs that accomplish

their diverse objectives. As one survey respondent explained, a

top success factor in meeting the objectives of their projects is

“designing the program and ensuring team diversity of skills and

demographics.” Kick-start your program using this Practitioner’s

Guide to become familiar with best practices in Global Pro Bono

program design and lay the foundation for success.


PA RT I C I PA N T S E L E C T I O N

Selecting the right employees is a key contributor to the success of a Global Pro Bono program.

To find the best candidates, design a selection methodology and keep the following best practices in mind:

• Determine selection criteria by understanding the qualities you value most in your employees and those you want to see come to life in your program.

• Focus your selection on flexibility of employees and their skills to work in different cultures instead of in-company performance or job level—you might find some hidden talent.

• Establish clear procedures for your program’s par ticipant selection process. Questionnaires are becoming the most commonly used method of par ticipant selection, while essay submissions are also increasing in popularity.

PASSION / ATTITUDE


1

2

3

4

5

Nationalities of Global Pro Bono Program Participants

Corporate Survey Respondents

NOTE: The corporate sur vey respondents have been anonymized and are represented by the letter s A–Y.

Num

ber

of

Part

icip

ant

Nat

iona

litie

s

Most Common Career Level of Participants Sent on Assignment

Jun iorInd iv idua l Contr ibutor

Management Execut ive

Program participants come from two or more career levels—programs targeting management-level employees are most common.

While on assignment and upon their return, par ticipants serve as company ambassadors who directly influence the impact a Global Pro Bono program will have.

A diverse participant pool materializes through strategic participant selection and leads to an enhanced immersion experience for Global Pro Bono teams on assignment.

11

60

0A B C D E F G H I J K L M N O P Q R S T U V W X Y

10

1 2

13

2017

6

34

2 1 2 1 2 1 1 1

20

8

24

6

148

12

53

Methods for Participant Selection

Questionnaire

Nomination

Essay

Telephone interview

In-person interview

Other

52%

48%

48%

0% 100%

26%

15%

44%


LEADERSHIP POTENTIAL

CONSIDERED A “HIGH-POTENTIAL” EMPLOYEE

ON-THE-JOB PERFORMANCE

MANAGEMENT LEVEL

Top Criteria for Participant Selection



P R E - A S S I G N M E N T O R I E N TAT I O N

Preparing par ticipants for their assignment through pre-assignment preparation is standard among Global Pro Bono implementing companies, setting the foundation for the par ticipants and, by exten-sion, the host client to get the most out of the experience. Pre-work is one approach to par ticipant preparation that introduces a series of modules covering what to expect and challenging them to reflect on the professional and personal growth to come. Pre-work modules include specific learning objectives around topics relevant to their experience.

U N PA R A L L E L E D E X P E R I E N T I A L L E A R N I N G O P P O RT U N I T Y

Eighty percent of respondents to Deloitte’s 2019 Global Human Capital Trends repor t believe there are new and unique requirements for 21st-centur y leadership that are impor tant or ver y impor tant to their organization’s success, among the most impor tant are the abil ity to lead through more complexity and ambiguity (81%) and to lead through influence (65%) — two competencies better suited to active learning than the classroom environment.

Global Pro Bono provides an unparalleled experiential learn-ing oppor tunity that allows companies to develop their tal-ent while delivering social impact. Global Pro Bono goes be-yond typical adult learning programs to offer par ticipants an immersive experience where par ticipants apply their profession-al skills while working with social impact organizations in differ-ent cultural contexts with colleagues they might not regular ly engage with.

Global Pro Bono is not only effective in the diversity of learn-ings that employees gain but in cost as compared to tradition-al leadership development programs. The cost of an execu-tive leadership development course at a top universty ranges from $11,000–$44,000, meanwhile Global Pro Bono programs on average range from $16,000–$19,000 per par ticipant for a three-to-four-week immersive experience. Considering the triple benefit that Global Pro Bono provides to companies, employees and the commu-nity, it’s a low cost investment with high returns for the company.

Type of Orientation for Participants

Vir tua l

In-per son

Do not requ i re or ientat ion

Other

39%

36%

11%

14%

80% TEAMWORK & COLLABORATION

80% CULTURAL AWARENESS / AGIL ITY

74% COMMUNIC ATION

71% PROBLEM SOLVING

Global Pro Bono program participants immerse themselves in a new cultural context for a powerful learning experience that a classroom is unable to provide. The 2017 CPI report highlighted the global leadership competencies developed through Global Pro Bono participation:

Common Performance IndicatorsCommon Performance Indicators

“In addition to an in-person, one-week

onboarding session, participants attend

several virtual trainings including project

management, social media, legal and

compliance, and practical acclimation.”

“Virtual training is about 1.5

hours a week for six weeks,

so one day overall when

totaled, and one day of

orientation in country.”

Averaging three days in length, companies host pre-work or other forms of orientation sessions virtually and in-person.

Global Pro Bono is a low cost investment with high

returns for the company

Several companies also repor ted using both in-person and vir tual sessions to prepare par ticipants.



H AV I N G M U LT I P L E P RO G R A M S F U L F I L L S A VA R I E T Y O F N E E D S

Many companies have more than one Global Pro Bono program to meet different objectives.

Approximately 55 percent of sur vey respondents repor ted having two or more Global Pro Bono programs.

Twenty-six companies and one multi-company initiative responded to the survey, representing 47 programs. The diversity of Global Pro Bono programs is apparent with the following distribution by program model:

Number of Global Pro Bono programs per respondent:

Program models vary to accommodate distinct corporate goals and to address internal and external challenges. Pro bono suppor t can include both vir tual and in-person models, with varying durations and including domestic and international locations.

LO C A L

LO C A L

The most common program types reflected in the 2018 survey include:

G LO B A L

G LO B A L

V I RT U A L

V I RT U A L

H Y B R I D

H Y B R I D

Participants provide in-person assistance in the same community

where they live and work.

Participants are deployed outside their country of

residence to provide in-person Global Pro Bono assistance.

Participants engage with host clients virtually,

from their home office.

Participants engage through both structured virtual and in-person support.

24 9 8 6

1 progr am

2 progr ams

3 progr ams

45%

33%

22%

77%

31%

of respondents reported having more than one program to reach different categories of employees

of respondents reported having more than one program to address different aspects of their corporate strategy


About PYXERA Global

PYXERA Global envisions a world in which individuals,

organizations, and institutions from across the public,

private, and social sectors converge to address complex

challenges through sustainable and mutually beneficial

efforts. Mobilizing the resources of the private sector—

namely the ingenuity of corporate employees—through

Global Pro Bono initiatives since 2008, PYXERA Global

has played an instrumental role in the development and

evolution of the practice among pioneering practitioners.

With a vested interest in the expansion of Global Pro Bono, PYXERA Global has proactively sought to build a body of evidence in suppor t of the practice through a number of research and benchmarking studies, including the State of the Practice and the Common Performance Indicator project, the only benchmarking project of its kind that measures and benchmarks program impact on host cl ients, communities, par ticipants, and the companies themselves. PYXERA Global also regular ly convenes Global Pro Bono LEAD, a working group of companies with Global Pro Bono programs to share learnings and best practices.

As a par tnership backbone organization, PYXERA Global has facilitated more than 400 skills-based consulting teams with over 30 corporate clients, enabling oppor tunities for more than 4,700 par ticipants to suppor t over 1,200 host client organizations in 58 countr ies. In 2018, PYXERA Global facilitated the deployment of over 700 corporate employees to 58 countr ies.

[email protected]

+1.202.872.0933

pyxeraglobal.org

99 M Street SE, Suite 400 Washington, DC 20003

C O N TAC T U S

Learn, Exchange, Adapt, Deliver

Become a member of Global Pro Bono LEAD, an exclusive

community advancing the field of Global Pro Bono that will

consistently empower you with knowledge and tools to advance

Global Pro Bono within your company and communicate its

impact both internally and externally.

https://www.pyxeraglobal.org/gpb-lead/

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Documents

PYXERA Global's 8th Global Pro Bono State of the Practice