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Maximizing the Effectiveness of Corporate Volunteer ProgramsWebinar23 July 2014Brian Kropp, Executive Director

CEB Corporate Leadership Council™

A FRAMEWORK FOR MEMBER CONVERSATIONS

The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.

CONFIDENTIALITY AND INTELLECTUAL PROPERTY

These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

LEGAL CAVEAT

CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.

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© 2014 CEB. All rights reserved. CLC9814614SYN

89% of the Fortune 500

85% of the FTSE 100

76% of the Dow Jones Asian Titans

CEB Corporate Leadership CouncilTM

Membership Program Overview

Recreated LOGO

Tools & Solutions Integrated Talent Management ServicesBest Practices & Decision Support

Analytics & PlanningMarket Insights Best Practice Implementation Learning & Development Workforce Surveys

& AnalyticsSHL Talent

MeasurementTM OfferingsLeadership Councils

89% of the Fortune 500

85% of the FTSE 100

76% of the Dow Jones Asian Titans

CEB Corporate Leadership CouncilTM

Membership Program Overview

Recreated LOGO

www.cebglobal.com

Who We AreCEB is the world’s leading member-based advisory company. We have a unique view into what matters—and what works—when capitalizing on drivers of business performance. With 30 years of experience working with top companies to share, analyze, and apply proven practices, we begin with great outcomes and reverse engineer to help you unlock your full potential.

As a result, our members achieve outsized returns by more effectively optimizing talent investments, creating new sources of efficiency, reducing risk, and enabling and accelerating growth.

30+ Years of Experience

110+ Countries Represented

6,000+ Participating Organizations

300,000+ Business Professionals

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Human Resources

Finance Information Technology

Innovation & Strategy

Marketing & Communications Sales & Service Financial

ServicesProcurement & Operations

Legal, Risk & Compliance

CEB SUPPORT FOR SENIOR EXECUTIVES ACROSS THE ENTERPRISE

Best Practices & Decision SupportMembership-based approach to research, tools, advisory support, and services that help executives and their teams set direction more confidently and move forward more effectively across a wide range of management challenges.

Talent Management Services

Talent Planning & Analytics

Real time data, analytics, and decision support on talent skills, cost, and availability improves your workforce planning, talent development, and sourcing processes.

Workforce Surveys & Analytics

Survey offerings generate workforce insights to align employees with corporate strategy and drive performance.

Leadership Academies

Dynamic learning experience develops leadership, business, and managerial skills that can be immediately applied to strategically aligned business initiatives.

SHL Talent MeasurementTM Offerings

Predictive selection and employee development assessments measure competencies and improve performance.

CEB's Performance Management Solutions

Performance management strategy audit, redesign, and change management improves efficiency, line satisfaction, and talent outcomes.

Leadership Councils ■ CEB Corporate Leadership CouncilTM

■ CEB Learning & Development Leadership Council

■ CEB Recruiting Leadership Council

■ CEB Total Rewards Leadership Council

■ CEB Asia HR Leadership Council

www.cebglobal.com

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Definition

The Business Executive Sentiment Index (BESI) measures senior executives’ sentiment on revenue growth and cost pressure for the next 12 months in light of macroeconomic events.

BUSINESS EXECUTIVE SENTIMENT HIGHEST IN THREE YEARS

Business Executive Sentiment Index

Positive Outlook

Negative Outlook

Neutral Outlook 50.2

42.7

Q1 2014 n = 2,205 executives.Source: CEB 2009–2014 Business Barometer Survey.

Q4 2009

Q1 2010

Q2 2010

Q3 2010

Q4 2010

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Q2 2013

Q3 2013

Q4 2013

Q1 2014

40

50

60

6


0%

50%

100%

0%

50%

100%

18%

41%

41%

22%

31%

47%

TURNOVER EXPECTED TO INCREASE

HR Executive Sentiment on Workforce Activity: Q1 2014Percentage of Heads of HR Indicating Expected Change in the Next 12 Months

Additional Insight

HR executives who participate in the BESI receive a quarterly report with over 50 metrics capturing business executives’ expectations. To participate, please contact Oleg Polishchuk at [email protected].

Increase

No Change

Decrease

Unwanted Turnover Total Hiring Volume

Q1 2014 n = 621 HR executives.Source: CEB 2014 Business Barometer Survey.

Note: Percentages may not equal 100% due to rounding.

Almost half of HR executives expect turnover and hiring to increase.

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30.1%

18.2%

26.6%

21.0%

17.7%

23.6%

14.9%

18.4%

10.4%12.7%

Q4 2009

Q2 2010

Q3 2010

Q4 2010

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Q2 2013

Q3 2013

Q4 2013

Q1 2014

0.0%

20.0%

40.0%

DISCRETIONARY EFFORT LEVELS UNCHANGED REGIONALLY

Percentage of Employees Reporting High Levels of Discretionary Effort by Region

Latin America

North America

Australia and New Zealand

Europe

Asia

Q1 2014 n = 1,201 Latin America; 3,303 North America; 1,510 Australia and New Zealand; 6,466 Europe; 4,479 Asia.Source: CEB 2009–2014 Global Labor Market Survey.

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CEB’S EVP FRAMEWORK

EVP Framework and Benefits of a Differentiated EVP

Attraction Benefits

■ Reduces the compensation premium needed to hire by 50%

■ Enables organizations to reach deeper into the labor market to attract passive candidates

Retention Benefits

■ Decreases annual employee turnover by 69%

■ Increases new hire commitment by 29%

EVPThe set of attributes that the labor market and employees perceive

as the value they gain through employment in the organization

REWARDS ■ Compensation ■ Health Benefits ■ Retirement Benefits ■ Vacation

$

WORK ■ Business Travel ■ Innovative Work ■ Job–Interests Alignment ■ Level of Impact ■ Location ■ Recognition ■ Work–Life Balance

PEOPLE ■ Camaraderie ■ Collegial Work Environment ■ Coworker Quality ■ Manager Quality ■ People Management ■ Senior Leadership Reputation

ORGANIZATION ■ Customer Prestige ■ Empowerment ■ Environmental Responsibility ■ Ethics–Integrity ■ Formality of Work Environment

■ “Great Employer” Recognition ■ Inclusion/Diversity ■ Industry Desirability ■ Market Position ■ Organization Size ■ Product/Service Quality ■ Respect ■ Risk Taking ■ Social Responsibility ■ Technology Level ■ Well-Known Product Brand

OPPORTUNITY ■ Development Opportunity ■ Future Career Opportunity ■ Growth Rate ■ Meritocracy ■ Stability

Additional Insight

Define the vision for your differentiated EVP with our insights and implementation tools in our EVP Topic Center (ceburl.com/1frx).

Source: CEB analysis.

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ORGANIZATIONS TURNING TO CSR TO DIFFERENTIATE IN LABOR MARKET

“We believe being engaged with our community is the right thing to do in general. But we also realize that there are some real benefits to us in terms of connecting with customers and suppliers. But perhaps most importantly, it gives us a way to better engage with our employees and potential employees.”

CHRONorth American Financial Services Company

“There is clear desire from our workforce to develop better ways to be parts of the communities that we work in. Our employees ask us about consistently. The problem that we run into is that we are not sure the best way to do it. Should we be focusing on donations, volunteer programs, work with charities or something else. There is no lack of opportunity to engage, but there is a clear lack of what to prioritize in how we engage.”

VP Corporate Responsibility and CommunityAustralian Consumer Goods Company

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EMPLOYEES ARE PROUD TO WORK FOR ORGANIZATIONS WITH CSR PROGRAMS…

“I Am Proud to Work for an Organization That Offers Opportunities to Volunteer.”

n = 996.Source: CEB analysis.

3.4% Disagree

25.1% Neutral

71.5% Agree

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A Majority of Employees Are Offered Access to Volunteer Programs

Variety of Programs Offered to Employees

VARIETY OF PROGRAMS OFFERED

Activity Percent

Corporate Giving Programs 32%

Employee Donation Matching 23%

Non-Skills Based Volunteer Opportunities 20%

Provide Employees PTO to Volunteer 18%

Skills-Based Volunteer Opportunities 15%

1. Are volunteer programs worth the investment 2. What drives participation in volunteer programs?

n = 2,283.Source: CEB 2014 Employee Volunteer Behaviors Survey.

58% of Employees Offered Some

Type of Volunteer Program

12


Volunteer Opportunities Through Employers Drive Engagement Capital…

…Which Drives Results for the Bottom Line

CSR PROGRAMS REAP BENEFITS

0.00

0.55

1.10 1.001.08

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.

Example Companies

A B

Number of Employees 1,000 1,000

Volunteer Program Offered?

No Yes

Employee Participation Rate

0% 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.

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CSR HEADS ADDRESS A VARIETY OF EMPLOYEE MOTIVATIONS

n = 48.Source: CEB 2014 Corporate Social Responsibility Survey.

CSR Heads: Why Drives Employees to Volunteer at Work?Percentage

of Respondents

1 Company-organized volunteer service opportunities 58%

2 Paid time off to volunteer 52%

3 Hands-on volunteer opportunities (school painting, park clean-up) 52%

4 Senior executive participation 45%

5 Peer participation 45%

6 Opportunities for employees to volunteer with friends and family 45%

7 Information about the impact on beneficiaries 45%

8 Internal corporate communications about volunteering 43%

9 Strong alignment between business strategy and the volunteer program 39%

10 Organization match of employees’ charitable donations 39%

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FOUR SURPRISING FINDINGS: WHAT DOES NOT DRIVE PARTICIPATION

Source: CEB 2014 Corporate Social Responsibility Survey.

1. Manager participation and senior executive communication do not drive participation, but involvement is needed to align against other objectives.

3. Long-term relationships do not drive participation but make administration easier.

2. Sharing participation measures does not drive participation, but is important to track ROI.

4. Company grants to charities do not drive participation but help to build new relationships.

Senior Executives

Managers

January February March

April May June

July August September

DecemberNovemberOctober

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EMPLOYEES FALL INTO THREE CATEGORIES

Distribution of Employee Volunteers

Social-Oriented

■ Motivated by opportunities they believe will be fun

■ Seek out specific volunteering activities that they enjoy

■ Care about the mission of the non-profit and seeing a direct impact

Career-Oriented

■ Motivated by opportunities to build new skills

■ Seek out opportunities they believe will advance their career

■ Use volunteer opportunities to meet colleagues

Do Not Care

■ Generally uninterested in volunteering

■ May not believe that volunteering creates an impact

n = 389.Source: CEB 2014 Employee Volunteer Behaviors Survey.

26.0% Career-Oriented

24.2% Competing or Other Motivations

49.9% Social-Oriented

Employees in this group are unlikely to see a strong justification for participating in volunteer programs.

16


DIFFERENT PRIORITIES FOR DIFFERENT EMPLOYEES

What Employees Look for in Employee Volunteer Programs

n = 194 social-oriented employees; 101 career-oriented employees.Source: CEB 2014 Employee Volunteer Behaviors Survey.

Social-Oriented

■ Company-organized volunteer service opportunities

■ Peer participation

■ Opportunities to volunteer with family and friends

■ Hands-on volunteer opportunities (school painting, park clean-up)

Career-Oriented

■ Formal employee volunteer recognition (such as annual CEO award)

■ Donations to institutions where employees spend time volunteering

■ Onsite volunteer opportunities (in the office during or after work)

■ Strong alignment with business strategy

– Organization match of employees’ charitable donations

– Paid time off to volunteer

– Strong relationships with non-profits (i.e., partnerships)

Social- and Career-Oriented

CSR heads missed one of only three attributes most important to both career- and social-oriented volunteers.

In total, CSR heads missed four of the top seven attributes important to career-oriented volunteers.

17


DRIVERS OF PARTICIPATION—CAREER-ORIENTED EMPLOYEES

Formal Employee Volunteer Recognition

(Such as Annual CEO Award)

Integrating the Volunteering Program into the

Employee Life-Cycle

Long-Term Volunteer Placements on Company Time (i.e., Loaned

Execution and Fellows Programs)

Paid Time Off to VolunteerShort-Term Skills-Based/Pro

Bono Volunteer Service Opportunities

Impact on Non-Profit Capacity to Serve Beneficiaries

Onsite Volunteer Opportunities (i.e., in the Office

During or After Work Hours)

External/Public Communications About Volunteer Efforts

Formal Volunteer Policies, Guidelines, and Procedures

Organization Match of Employees’

Charitable Donations

Peer Participation in the Volunteer Activity

Grants to Organizations for Which Employees Serve on the Board

Strong Alignment Between Business Strategy and the

Volunteer Program

Very Short Duration Online Volunteering Opportunities

Corporate Giving Programs (e.g., United Way)

Strong Relationships with Non-Profits (i.e., Partnerships)

Senior-Level Communications Encouraging and Supporting

the Volunteer Activity

Long-Term Volunteer Placements (Company Organized,

but on Employee Time)

Donations to Institutions Where Employees Spend

Time Volunteering

Opportunities for Employees to Volunteer with

Friends and Family

Info About the Percentage of Employees Who Volunteer

Hands-On Volunteering Opportunities (e.g., School

Painting, Park Clean-Up)

External Recognition (e.g., Presidential

Service Award)

Company-Vetted Individual Service Opportunities

Clear Set of Goals and Objectives

Impact on Employee Skills and Professional Development

Informal Employee Volunteer Recognition

In-Kind Donations of Products and Services

to Non-Profits

Senior Executive Participation in the Volunteer Activity

Retiree Engagement with Corporate Volunteer Programs

Non-Profit Board Training and Placement

Direct Manager Participate in the Volunteer Activity

Info About the Amount of Total Employee Hours Volunteered

Internal Corporate Communications and

Reporting About Volunteering

Volunteer Activities with Non-Profits That Receive

Corporate Philanthropic GrantsEmployee-Led Service Councils

Info About the Impact on Beneficiaries

Company-Organized Volunteer Service Opportunities

Info About the Number of Non-Profits Supported

Att

rib

ute


0.0% 20.0% 40.0%

38.6%

36.6%

35.6%

31.7%

30.7%

29.7%

29.7%

29.7%

28.7%

28.7%

28.7%

28.7%

28.7%

0.0% 15.0% 30.0%

27.7%

27.7%

26.7%

25.7%

25.7%

24.8%

24.8%

24.8%

24.8%

23.8%

23.8%

23.8%

23.8%

0.0% 15.0% 30.0%

23.8%

23.8%

22.8%

22.8%

21.8%

21.8%

21.8%

19.8%

19.8%

18.8%

18.8%

15.8%

14.9%

18


DRIVERS OF PARTICIPATION—SOCIAL-ORIENTED EMPLOYEES

Opportunities for Employees to Volunteer with

Friends and Family

Long-Term Volunteer Placements on Company Time (i.e., Loaned

Execution and Fellows Programs)

Paid Time Off to Volunteer

Short-Term Skills-Based/Pro Bono Volunteer

Service Opportunities

Impact on Non-Profit Capacity to Serve Beneficiaries

Peer Participation in the Volunteer Activity

External/Public Communications About Volunteer Efforts

Non-Profit Board Training and Placement

Organization Match of Employees’

Charitable Donations

Formal Volunteer Policies, Guidelines, and Procedures

Grants to Organizations for Which Employees

Serve on the Board

Company-Organized Volunteer Service Opportunities

Very Short Duration Online Volunteering Opportunities

Strong Alignment Between Business Strategy and the

Volunteer Program

Strong Relationships with Non-Profits (i.e., Partnerships)

Senior-Level Communications Encouraging and Supporting

the Volunteer Activity

Long-Term Volunteer Placements (Company Organized, but on

Employee Time)

Donations to Institutions Where Employees Spend

Time Volunteering

Info About the Amount of Total Employee Hours Volunteered

Info About the Percentage of Employees Who Volunteer

Hands-On Volunteering Opportunities (e.g., School

Painting, Park Clean-Up)

Formal Employee Volunteer Recognition

(Such as Annual CEO Award)

Company-Vetted Individual Service Opportunities

Clear Set of Goals and Objectives

Impact on Employee Skills and Professional Development

External Recognition (e.g., Presidential Service Award)

In-Kind Donations of Products and Services

to Non-Profits

Senior Executive Participation in the Volunteer Activity

Retiree Engagement with Corporate Volunteer Programs

Onsite Volunteer Opportunities (i.e., in the Office

During or After Work Hours)

Direct Manager Participate in the Volunteer Activity

Volunteer Activities with Non-Profits That Receive

Corporate Philanthropic Grants

Corporate Giving Programs (e.g., United Way)

Integrating the Volunteering Program into the

Employee Life-Cycle

Employee-Led Service Councils

Info About the Impact on Beneficiaries

Informal Employee Volunteer Recognition

Internal Corporate Communications and

Reporting About Volunteering

Info About the Number of Non-Profits Supported

Att

rib

ute


0.0% 30.0% 60.0%

52.1%

49.5%

49.0%

42.3%

41.2%

39.7%

38.1%

37.1%

35.6%

32.5%

30.9%

29.9%

28.9%

0.0% 10.0% 20.0%

18.6%

18.0%

17.5%

17.5%

16.0%

14.9%

14.9%

14.4%

13.9%

13.4%

12.9%

12.4%

12.4%

0.0% 15.0% 30.0%

27.3%

25.8%

24.7%

24.7%

24.7%

22.7%

22.7%

22.2%

21.1%

21.1%

20.6%

19.6%

19.1%

19


DEMOGRAPHICS DIFFER BY VOLUNTEER TYPE

Social-Oriented Volunteers Career-Oriented Volunteers

Average Organizational Tenure: 12 yearsAverage Age: 45Percentage Female: 49%

Average Organizational Tenure: 8 yearsAverage Age: 36Percentage Female: 40%

Percentage Who Volunteer at Least Once per Month

Outside Work

Percentage Who Volunteer at Least Once Per Month at

Work

0% 20% 40%

37%

22%

n = 194 social-oriented employees.Source: CEB 2014 Employee Volunteer Behaviors Survey.

Percentage Who Volunteer at Least Once per Month

Outside Work

Percentage Who Volunteer at Least Once Per Month at

Work

0% 30% 60%

56%

56%

n = 101 Career-oriented employees.Source: CEB 2014 Employee Volunteer Behaviors Survey.

20


IN GENERAL, THERE IS STRONG OVERLAP IN PREFERENCES

Top 7 for Non-Millennials Top 7 for Both Top 7 for Millennials

Clear set of goals and objectivesPeer participation in the volunteer activity

Strong relationships with non-profits

Company-organized volunteer service opportunities

Organization match of the employee’s charitable donations

Opportunities for employees to volunteer with friends and family

Onsite volunteer opportunities (in the office during or after work hours)

Paid time off to volunteer

Hands-on volunteering opportunities (school painting, park clean-up)

21


HOWEVER, MILLENNIALS CARE MORE ABOUT OPPORTUNITY AND COMMUNICATIONS

More Important to Non-Millennials More Important to Millennials

Clear set of goals and objectivesStrong alignment between business strategy and the volunteer program

Formal volunteer policies, guidelines, and procedures Long-term volunteer placements (company organized, but on employee time)

Senior executive participation in the volunteer activity Long-term volunteer placements on company time (loaned executive and fellows programs)

Organization match of the employee’s charitable donations Formal employee volunteer recognition

Paid time off to volunteer Internal corporate communications and reporting about volunteering

Company-organized volunteer service opportunities Impact on non-profit capacity to serve beneficiaries

Hands-on volunteering opportunities (school painting, park clean-up) Info about the percentage of employees who volunteer

22


MEASURING METRICS WITHOUT A BUSINESS IMPACT

Percentage of CSR Functions That Track Metrics Related to Employee Skill and Professional Development as a Result of Corporate Volunteer Programs

Percentage of CSR Functions That Track Total Employee Participation



23% of CSR Functions Track

Impact on Employee Professional Development

58% of CSR Functions Track Employee Participation

Percentage of CSR Functions That Track Total Employee Volunteer Hours


71% of CSR Functions Track Total Number of Hours

Volunteered

23


USE PRACTICAL METHODS FOR LEARNING MEASUREMENT

Success Case Method is a means of identifying and evaluating the factors that help or hinder learning application in the workplace. It can inform L&D professionals about the nature and degree of the impact of employee learning on organizational outcomes.

Level 3 Application Assessment focuses on understanding the extent to which learners have been able to apply what they have learned back to their day-to-day work.

Direct Impact Measurement is a tightly focused method of using key metrics to effectively measure, monitor, and communicate L&D’s direct impact on predetermined business-relevant outcomes, such as revenue, sales, and market share.

Source: Brinkerhoff, Robert O., and Dennis E. Dressler, Using the Success Case Impact Evaluation Method to Enhance Training Value & Impact, American Society for Training and Development, 2003, http://blanchardtraining.com/img/pub/newsletter_brinkerhoff.pdf.

24


Appendix– Employee Demographic Information– EVP Attributes Most Important to Employees– Full List of CSR Attributes Tested– Organizational Goals of CSR Programs

25


WHO PARTICIPATED IN THE EMPLOYEE SURVEY?

Country Respondent %

Australia 11.0%

Hong Kong 11.0%

Singapore 11.0%

United Kingdom 11.0%

United States 56.2%

Education Level Respondent %

Completed high school/secondary level education and/or some college

27.2%

Completed technical/associate degree, certificate, or diploma

10.9%

Completed bachelors/university degree

34.8%

Completed MBA 7.5%

Completed Masters degree (non-MBA), PhD, medical degree, law degree, or other professional degree

19.6%

Age Respondent %

18 to 29 11.9%

30 to 39 21.4%

40 to 49 25.1%

50 to 70 41.5%

Employer Size Respondent %

501-1,000 employees 13.6%

1,001-5,000 employees 27.1%

5,001-20,000 employees 26.7%

20,000+ employees 32.6%

Level Respondent %

Junior level 42.4%

Mid level 50.3%

Senior level 7.3%

26



(Continued)

Industry Respondent %

Aerospace 1.8%

Construction 2.0%

Consumer Goods 2.4%

Education 12.0%

Financial Services and Insurance 9.2%

Government 12.0%

Health Care 10.4%

Leisure and Hospitality 1.5%

Manufacturing 7.9%

Media 1.8%

Industry Respondent %

Nonprofit 1.2%

Oil, Gas, and Mining 1.4%

Pharmaceuticals 1.8%

Professional Services 5.2%

Real Estate 0.7%

Restaurant 0.7%

Retail 10.4%

Technology 9.9%

Travel and Transportation 5.9%

Utilities 2.2%

27



(Continued)

Function Respondent %

Communications 1.4%

Corporate 2.2%

Customer Contact 6.5%

Educator 3.1%

Finance and Accounting 7.7%

Human Resources 4.2%

IT 13.7%

Manufacturing 3.2%

Marketing and Market Research 2.0%

Operations 10.4%

Function Respondent %

Procurement 1.5%

Quality 2.4%

R&D and Engineering 8.0%

Retail 6.5%

Sales 9.7%

Supply Chain and Logistics 17.5%

28


FULL LIST OF CSR ATTRIBUTES

Plan and Structure

■ Having a clear set of goals and objectives for the volunteer program

■ Having formal volunteer policies, guidelines, and procedures ■ Having employee-led service councils ■ Having strong relationships with non-profits (i.e., partnerships) ■ Having strong alignment between business strategy and the volunteer program

■ Integrating the volunteering program into the employee life-cycle (e.g., reviews, development etc.)

Impact Measures

■ Providing information about the amount of total employee hours volunteered

■ Providing information about the percentage of employees who volunteer

■ Providing information about the number of non-profits supported ■ Providing information about the impact on beneficiaries (the people served by the non-profit partners)

■ Providing the impact on non-profit capacity to serve beneficiaries (the people served by the non-profit partners)

■ Providing the impact on employee skills and professional development

Executive or Manager Participation

■ Having senior executive participation in the volunteer activity ■ Having your direct manager participate in the volunteer activity ■ Having peer participation in the volunteer activity ■ Receiving senior-level communications encouraging and supporting the volunteer activity

Charitable Giving

■ Having your organization match your charitable donations ■ Having your organization participate in corporate giving programs (e.g., United Way)

■ Having your organization provide donations to institutions where you spend time volunteering

■ Having your organization organize volunteer activities with non-profits that receive corporate philanthropic grants

■ Having your organization provide in-kind donations of products and services to non-profits

■ Having your organization provide a grant to organizations for which you serve on the board

29


FULL LIST OF CSR ATTRIBUTES (CONTINUED)

Volunteer Opportunities

■ Offering onsite volunteer opportunities (i.e., in the office during or after work hours)

■ Offering paid time off to volunteer ■ Offering company-organized volunteer service opportunities ■ Offering company-vetted individual service opportunities ■ Offering long-term volunteer placements (company organized, but on employee time)

■ Offering long- term volunteer placements on company time (i.e., loaned executive and fellows programs)

■ Offering short-term skills-based/pro bono volunteer service opportunities

■ Offering hands-on volunteering opportunities (e.g., school painting, park clean up)

■ Offering very short duration online volunteering opportunities ■ Providing non-profit board training and placement ■ Providing opportunities for my friends and family to volunteer with me

■ Providing retiree engagement with corporate volunteer programs

Recognition and Communications

■ Providing informal employee volunteer recognition (e.g., from your manager at a team meeting)

■ Providing formal employee volunteer recognition (e.g., annual award from CEO)

■ Providing internal corporate communications and reporting about volunteering (e.g., social responsibility or volunteering dashboards or newsletters)

■ Providing external/public communications about volunteer efforts (e.g., traditional media outlets and social media)

■ Providing external recognition (e.g., Presidential Volunteer Service Award)

30


ORGANIZATIONAL GOALS CSR HEADS BELIEVE THEY CAN IMPACTB

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0.0%

50.0%

100.0%

90.5% 88.1% 85.7% 85.7%81.0%

71.4%66.7%

59.5% 57.1% 54.8% 54.8%

47.6%

28.6%

14.3%

2.4% 0.0%

maximizing the effectiveness of corporate …...average turnover rate 16% 15% cost savings of...

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