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

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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: jlawson@pointsoflight.org