ServiceUnites
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
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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
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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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© 2014 CEB. All rights reserved. CLC9814614SYN
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
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Survey offerings generate workforce insights to align employees with corporate strategy and drive performance.
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Dynamic learning experience develops leadership, business, and managerial skills that can be immediately applied to strategically aligned business initiatives.
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Leadership Councils ■ CEB Corporate Leadership CouncilTM
■ CEB Learning & Development Leadership Council
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■ CEB Asia HR Leadership Council
www.cebglobal.com
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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
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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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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© 2014 CEB. All rights reserved. CLC9814614SYN
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.
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© 2014 CEB. All rights reserved. CLC9814614SYN
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.
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
Source: CEB analysis.
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%
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
Source: CEB analysis.
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%
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© 2014 CEB. All rights reserved. CLC9814614SYN
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.
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© 2014 CEB. All rights reserved. CLC9814614SYN
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)
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
n = 48.Source: CEB 2014 Corporate Social Responsibility Survey.
n = 48.Source: CEB 2014 Corporate Social Responsibility Survey.
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
n = 48.Source: CEB 2014 Corporate Social Responsibility Survey.
71% of CSR Functions Track Total Number of Hours
Volunteered
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© 2014 CEB. All rights reserved. CLC9814614SYN
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.
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© 2014 CEB. All rights reserved. CLC9814614SYN
Appendix– Employee Demographic Information– EVP Attributes Most Important to Employees– Full List of CSR Attributes Tested– Organizational Goals of CSR Programs
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© 2014 CEB. All rights reserved. CLC9814614SYN
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%
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© 2014 CEB. All rights reserved. CLC9814614SYN
WHO PARTICIPATED IN THE EMPLOYEE SURVEY?
(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%
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© 2014 CEB. All rights reserved. CLC9814614SYN
WHO PARTICIPATED IN THE EMPLOYEE SURVEY?
(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%
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
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© 2014 CEB. All rights reserved. CLC9814614SYN
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
© 2014 CEB. All rights reserved. CLC9814614SYN
ORGANIZATIONAL GOALS CSR HEADS BELIEVE THEY CAN IMPACTB
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n = 48.Source: CEB 2014 Corporate Social Responsibility Survey.
0.0%
50.0%
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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%