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Building Value for Business and Communities through Corporate
Volunteer Programs
Pro Bono for Social GoodBudapest, February 2015
Imagine a world…..
Where civil society has the same expertise as business…
Where the millennial need for purpose and leadership was met…..
And business in Hungary thrived…
That world has arrived
Corporate Volunteering = Valuefor NGOsfor Employeesfor the Business Bottom Line
Service in the “sweet spot”
Taproot Foundation, 2008.
Nonprofit
Needs
Types of
Support
Examples
of
Common
Activities
Serving the needs of non-profits
Taproot Foundation, 2008.
Pro Bono Service = Triple Bottom Line
An effective pro bono program maximizes both business value and social impact
Employee ImpactPro bono programs are great drivers of professional development, increasing employee satisfaction, enhancing recruitment, and creating a more interconnected workplace
Business Impact: Brand and InnovationThese programs help you expand your network, improve brand and public relations and/or strengthen your sustained license to operate
Community ImpactEnable your community partners to expand their own impact by building their capacity to deliver their critical services to the community
#billionplus
20%
8.7%
Compared to the 20% spent by companies to build a strong infrastructure
The average nonprofit reports spending only 8.7% of its total budget on overhead
“Redefining the Solution: Doing More with Less”, Capital One and Common Impact, 2010.
Pro Bono = Increased Community Impact
8%
The value of skilled volunteer support for general operations, technology and professional services can begreater than the value of other forms of volunteering2
Skilled volunteers can fill those gaps and help strengthen organizations in the short- and long-term
500%
Pro Bono = Increased Community Impact
Human Resources Pro bono programs and Your Employees
“The message is clear: when looking at their career goals, today’s Millennials are just as interested in how a business develops its people and how it contributes to society as they are in its products and profits. These findings should be viewed as a wake-up call to the business community, particularly in developed markets, that they need to change the way they engage Millennial talent or risk being left behind.”
Barry Salzberg, CEO of Deloitte GlobalFourth Annual Millennial Survey
January 2015
Source: Global Volunteer Survey, pre (FY12) and post (FY13) responses to “I would recommend HP as great place to work” per a 1-5 agreement scale where responses of 1-3 were considered low morale. Difference is statistically significant at 95% confidence level. 1,443 respondents.
FY13 involvement with HP community involvement:
FY12 employees with
low morale:
Participated in 8 or more hours of skills-based volunteering:
37% increase in morale score
Participated in extra-hands volunteering:
28% increase in morale score
Do not participate:
19% increase in morale score
#billionplus
HP: The business impact of service
Service = Learning = Managerial skills
15. 15
92%
89%
87%
86%
85%
RelationshipManagement
Status Reporting Encourage diversepoints of view
Ask questions tobuild understanding
of others' intent
Prioritization oftasks
100%
88%
70%
ManagerialSkills
Average Positive
Impact
Service = Learning = Leadership skills
Confidence, communication and problem solving
are greatly impacted by PB & SBV
16. 16
98%
96%
93%
89%
87% 87% 86%
85%
100%
90%
80%
70%
Leadership Skills
Average Positive
Impact
Service Fits in the Whole HR Life Cycle
17
17
Tips for success
.
Provide opportunities to your
employees to explore new skills
Include it in existing relevant learning and development
curriculums
Put your best people together for
maximizing learning (selection process)
Publicize the program and
recognize volunteers and their
impact
Involve senior leaders within your
organization to mentor volunteers
Without the pressure of revenue
generation, innovation thrives
Apply broad skills and cover wide
areas within short time
Skills Based
Volunteerism
Skills
Development
(Leadership
skills)
Job
Satisfaction
Retention
Attracting
Talent/Recruitm
ent
Use it as a mechanism for
career transition opportunities
18
Other benefits observed by survey respondents
18
.
19
Business Impact: Brand and Innovation
12
© 2014 CEB. All rights reserved. CLC9814614SYN
Volunteer Opportunities Through
Employers Drive Engagement
Capital…
0.00
0.55
1.101.00
1.08
No Volunteer Opportunities
Offered
Volunteer Opportunities
Offered
∆ = 8%
Source: CEB 2010 Engagement Management Survey.
Note: Average fully loaded cost of employees turnover, including vacancy and onboarding costs for the average
employee is $43,000. Every percentage point improvement in employee engagement translates to a
corresponding improvement in employee performance creating the financial improvement.
…Which Drives Results for the Bottom Line
Example Companies
A B
Number of Employees 1,000 1,000
Volunteer Program
Offered? No Yes
Employee Participation Rate0% 75%
Engagement Level 1.00 1.08
Average Turnover Rate 16% 15%
Cost Savings of
Decreasing Turnover $374,000
Average Revenue per
Employee $150,000 $152,760
Total Company Revenue $2.07 M
For every employee who participates in a volunteer program,
more than $2,400 of value is generated by improving
employee engagement. This is created by decreasing
turnover costs and improving employee performance.
Service = Real Bottom Line Results
Volunteer programs = R&D
22
Companies are
turning their
customers in to
change makers
Companies seem hungry for Company
www.pointsoflight.org/for-companies
www.abillionpluschange.org
Additional Support Resources
Jenny Lawson, Vice President, Corporate: [email protected]