Detailed Survey Findings to be Discussed During Press Teleconference
Today at 1 p.m. EST
Washington, D.C. (December 5, 2013) – Civic engagement is on the rise in corporate America, according to the results of the 2013 Civic 50 survey published today by Bloomberg. More businesses are giving employees the opportunity to work with community organizations and finding that it simultaneously increases their bottom line and employee satisfaction.
The Civic 50 survey, now in its second year, was developed by the nation’s leading experts on civic engagement, the National Conference on Citizenship (NCoC), Points of Light and Bloomberg. The survey was administered by True Impact and evaluated by a cross-sector team of independent qualitative evaluators.
The Civic 50 was created to measure corporate civic engagement and recognize top S&P companies that make socially responsible practices and community leadership part of their corporate culture. Corporations recognized as The Civic 50 set the standard for how a company’s time, talent and resources can best be used to improve quality of life in the communities where they do business.
“We are encouraged by the results of The Civic 50 survey, which show that increasingly community engagement is recognized as being core to business success,” said Neil Bush, chair of the Points of Light Board of Directors, and Michael Weiser, board chair, National Conference on Citizenship, in a joint statement. “We hope the best practices of The Civic 50will serve as a valuable resource for other companies that want to transform their business, make a greater commitment to their communities and change lives.”
"Bloomberg is honored to serve as a lead sponsor of The Civic 50 along with valued partners, Points of Light and the National Conference on Citizenship," said Elana Weinstein, Bloomberg's Global Head of Diversity, Inclusion and Community Engagement. "We are encouraged by the results of this year's survey and look forward to continuing a partnership which recognizes the tremendous value that corporate institutions bring to the communities in which we live and work."
Today, at 1 p.m. EST, NCoC and Points of Light will host a press teleconference to discuss The Civic 50 survey and its 2013 findings. Media who wish to participate may join using the following conference bridge: (855) 756-7520 Ext. 23302#. The discussion will review case studies that support major survey trends, including:
- Commitment to community is being institutionalized as a top priority throughout companies. Ninety-two percent of The Civic 50 can describe board, executive or senior leadership resolutions or directives that institutionalize corporate policies and practices related to community engagement – up from 76 percent in 2012.
- The majority of The Civic 50 companies, 96 percent, evaluate the business impact of civic engagement on at least one aspect of their bottom line, such as increased sales, brand loyalty or employee recruitment. In 2012, this number was 86 percent.
- Employees are given more opportunities to volunteer and 88 percent of companies are including community involvement as a component of employee performance reviews, up slightly from 84 percent in 2012.
The 2013 Civic 50, in alphabetical order, are:
- Adobe Systems
- Altria Group
- Ameriprise Financial
- Apollo Education Group
- Bank of America
- Baxter International
- Campbell Soup
- Capital One Financial
- Devon Energy
- Discover Financial Services
- Dr Pepper Snapple Group
- Freeport-McMoRan Copper & Gold
- General Electric
- Life Technologies
- McGraw Hill Financial
- Morgan Stanley
- NRG Energy
- Pacific Gas & Electric Company
- Southwest Airlines
- State Street
- Total System Services
- UnitedHealth Group
- United Parcel Service
- Valero Energy
- Wal-Mart Stores
- Western Union
The Civic 50 applicants were evaluated and accrued points based on several criteria, including the amount of financial and human resources applied to civic improvement; whether internal and external resources are used to maximize community impact; how a company’s community engagement activities align with its business interests; how broadly community engagement is supported and institutionalized within a company’s policies, systems and incentives; and how a company measures the social and business value of its community engagement programs.
These criteria are organized into five dimensions. The top five highest scoring Civic 50companies are ranked in each dimension:
1. Morgan Stanley
2. Capital One Financial
3. Bank of America
4. Apollo Education Group
1. Apollo Education Group
2. General Electric
3. Bank of America
4. Western Union
4. Capital One Financial
5. Campbell Soup
Fostering Civic Culture
3. Morgan Stanley
4. Western Union
5. Campbell Soup
2. Morgan Stanley
3. Capital One Financial
This year’s Civic 50 were also ranked by industry and market capitalization.
Rankings by industry:
1. Morgan Stanley
2. Capital One Financial
3. Bank of America
4. Western Union
3. Freeport-McMoRan Copper & Gold
3. Apollo Education Group
4. Southwest Airlines
1. UnitedHealth Group
4. Life Technologies
5. McGraw Hill Financial
1. Campbell Soup
3. Altria Group
4. Dr Pepper Snapple Group
5. Wal-Mart Stores
1. General Electric
4. United Parcel Service
Energy and Utilities
1. Pacific Gas & Electric
2. Devon Energy
3. NRG Energy
4. Valero Energy
Rankings by market capitalization:
1. Morgan Stanley
2. Capital One Financial
4. Bank of America
1. Campbell Soup
2. Western Union
4. Apollo Education Group
For more information about The Civic 50 organizers, please visit the National Conference on Citizenship at www.NCoC.net, Points of Light at www.pointsoflight.org and Bloomberg at www.bloomberg.com. A detailed look at The Civic 50 rankings is available on the Bloomberg Best (and Worst) site. More information, as well as an infographic that highlights The Civic 50 and this year’s survey trends, is available at www.Civic50.org.
Where were you on September 11, 2001? How has your life and community changed since then? The upcoming 9/11 Day of Service and Remembrance can be a time of profound reflection, and also an opportunity to think of service as a way to repair and improve our world.
Our role in this sector gives us a unique perspective as we evaluate CSR and volunteer programs on a daily basis. We are fortunate to work with clients and partners who, in inspiring commitments to community investment, are finding new and better ways to improve the world through service every day. We’d like to share with you five things to consider when thinking about the impact of your own service programs.
Whether as a group, or as an individual, your participation during the 9/11 National Day of Service and Remembrance can make a significant impact in our world. To find opportunities to get involved, please click here.
- Focus on outcomes. The number of hours served, dollars contributed, and employees engaged in service are important to understand a company’s level of commitment to a cause. To understand the value of those investments however, it’s essential to examine the outcomes of service -- how a project changed the lives of community stakeholders, volunteers and beneficiaries. Whatever types of community investment you’re making -- whether packing care packages for deployed military or providing hands on help in a local community, thinking about what constitutes a successful outcome of your work, and creating accountability measures (e.g., a brief survey or report back from a nonprofit partner) is a simple way to ensure your good intentions are translated to social value.
- Start small to measure big. Measurement can be daunting if you try to measure all components of your program. By prioritizing impact (results) over process (how you achieve those results), you can quickly narrow your focus to those indicators that really matter. Try starting with a simple survey of your nonprofit partner to understand the impact of your team’s service: for example, how many more people they could serve with the same or fewer resources, or how the service improved success rates? Then, perhaps the next year, try rolling out a measurement program that incorporates measuring the impact of the service on things like skill development or engagement.
- Learn from others. Corporations, nonprofits, and individuals are doing some great work across the social sector. One way to learn from others is to research non-profits through Great Nonprofits by reading the reviews of nonprofits in your area. Or, review the case studies of companies like Timberland, UPS, and Pfizer who have used measurement to improve the impact of their CSR programs.
- Listen to your stakeholders. Through conversation, small focus groups, or the collection of qualitative survey data, you can learn what’s important to your stakeholders. By taking the time to understand their motivations, goals, and needs, the volunteer programs you develop can be crafted to best serve those interests, and generate the greatest value value for all participants.
- Measure, refine and tweak, measure again. It’s our mantra here. The programs with the most impact on their communities, their participants, and their businesses don’t look at measurement as a one time endeavor. It’s an integral part of their programs. Find out what works so you can do more of it; find out what doesn’t work, so you can intervene and improve.
Because we know how much metrics matter, we love using data to help inform decision making and improve employee volunteer programs. By understanding what drives value, performance metrics enable our clients to make a bigger impact on their communities, their employees, and on their business.
Recently, we’ve been thinking a lot about what motivates employees to become, and stay, engaged with corporate volunteer programs. For example, do employees report higher satisfaction if they care deeply about a social cause, even if the volunteer activity is inconvenient or unpleasant?
In our Volunteerism ROI Tracker, we ask employee volunteers to indicate the key benefits of their recent volunteerism. Across a sample of 28,000 volunteers, 93% of employees who cared deeply about the cause they volunteered for were highly satisfied, compared to 77% who did not report the cause as a primary motivator for volunteering. Further, our results suggest that cause commitment drives satisfaction more than the convenience of the event, how well it was managed, or opportunities for networking and socializing. Commitment to cause is as influential as a volunteer’s enjoyment of the activity as a driver of event satisfaction.
Bottom line: when employees like what they are doing, and the cause for which they are doing it, they are more satisfied with the event. Rocket science? Not really. But there are important implications of this data for corporate volunteer managers.
High Satisfaction rate with reported benefit
High Satisfaction rate without reported benefit
The activity - I particularly enjoy performing this service or activity
The cause - I care deeply about it / am particularly proud to be associated with it
The management - I found the project particularly well organized and run
New skills/experiences - I came away with meaningful personal or professional development gains
The people - networking or socializing with others was a key benefit
The convenience - the timing or structure made volunteering easy for me
N = 28,084
If one of your company’s goals is to support employees’ passions, then understanding the causes your employees care about, and seeking non-profit partners whose work supports those causes, should be on your To Do list. Partnering with these organizations to create a continuum of events, from hands-on to skills-based, will give your employees options to use their time and talents for causes they care about. And, when they care about the causes, they are more likely to stay engaged with the organization and therefore make a bigger impact.
But if you are a company that has very specific, strategic goals around the causes your company supports, you should have a different To Do list. In order to build commitment and participation rates, you need buy-in from your employees. You have to clearly, and passionately, communicate to your employees why your company has committed to specific causes, so they can become passionate about the cause as well.
In Adam Grant’s book Give and Take, he provides an example of college fundraisers who -- after personally meeting the students that had benefitted from the scholarships they were raisng money for -- were significantly more successful at fundraising than those who did not meet the beneficiaries. When people are connected to the cause they are more motivated to participate in a variety of volunteering activities to support that cause.
- 92% of volunteers who report the cause as a key benefit of their volunteer experience report high event satisfaction, compared to 77% of those that do not report cause as a key benefit.
- 94% of volunteers who found the project well organized and run report high satisfaction, compared to 85% of volunteers who did not report management as a key benefit.
- There was no substantial difference between satisfaction rates of volunteers who did and did not report that convenience was a key benefit of the event.
During the National Conference on Volunteerism and Service, I was lucky enough to co-lead a roundtable on encouraging skills‐based volunteerism with Danielle Holly, the Executive Director of Common Impact, and Lindsay Firestone, the Director of Advisory Services at the Taproot Foundation. During the roundtable, we shared a set of resources to help participants build, grow, and measure the impact of skills-based and pro bono service. Danielle and Lindsay shared their work on the Readiness Roadmap, the product of a collaborative partnership between Taproot, Common Impact, Points of Light, and Capitol One.
Those of you who missed the conference have access to the full resources below. Designed for companies across many stages of their development, they will help you:
- Make the business case to build the internal support for a skills-based volunteer program
- Design a program that aligns with your company’s culture, its business & community goals
- Find nonprofit organizations that are ready to engage in skills-based projects
- Manage the program to ensure a great experience for your employees and partners
- Measure the program’s success across the metrics that matter to your company
Thanks to Lindsay and Danielle for sharing their knowledge and expertise!
Making the Business Case
Designing a Skills-Based Volunteer Program
Finding the Right Nonprofit Partners
Managing Skills-Based Volunteer Programs
Measuring the Impact
This morning, my seven-year-old son asked me what my job was. When I launched into my elevator pitch of “We provide technology tools and services to help measure and evaluate the impact of CSR programs,” I could see his eyes glaze over.
So I took a breath and started again. “Remember how we volunteered to build the playground? And how you made blankets to help the babies at the East Trenton Center? A lot of companies do volunteering. And we help them understand if their volunteering made things better.”
He nodded and I could see the wheels turning in his seven-year-old brain. Then he asked “how can you tell if it did make things better?”
“Well, we ask their volunteers questions and then give them a scorecard. It’s like a report card.”
Now this he understood. “But what if they get a bad grade?”
“We help them, we’re like tutors. We help them get better.”
He smiled. “Cool. That’s a good job.”
It is a good job.
Here are 6 reasons I love my job:
- Our technology is easy to implement. It doesn’t take 6 weeks, or 6 months to launch. It takes about an hour. Really.
- The True Impact Scorecard gives practical results. We can see which activities made a big impact, and which activities fell flat. Through clear analytics and reporting, it’s easy to see and understand your programs’ impact.
- It’s affordable. Your departments are like small non-profits operating within large corporations. We want you to you spend your budgets doing good in this world.
- We work with any system. No matter if you use a vendor to manage your volunteer program, or duct tape and paper clips – our tools work and our commitment to industry collaboration ensure easy partnerships and integration points.
- It’s not just about the numbers. Yes, we can measure the impact of your programs (volunteering to green teams to giving), but now what? It’s “the now what” that really makes a difference. We work with you to set goals and develop practical, real-world strategies to meet those goals. Then, through on-going support, we help keep you on track to meeting those goals.
- It’s incredibly rewarding. Empowering our clients to make decisions based on metrics and impact so that their programs can make more positive change in the world is incrediably rewarding. Because, when all is said and done, that’s a pretty big deal. Even in the eyes of a seven year old.
Have you seen our tools lately? We’d love to show you a demo. Give us a call
Pfizer Global Health Fellows (GHF) is a sector-leading international employee volunteer program that places Pfizer employees with international development organizations in key emerging markets. Over the last decade, more than 300 Pfizer employees have improved supply chains, business operations, and health prevention in partnership with 40 development organizations.
Pfizer's long-term impact
Through the True Impact pro bono management platform, Pfizer collects post-project and 12 months post-project data from NGO partners and fellows to determine the long-term impacts of the GHF experience, finding:
- Immediate and long-term NGO capacity gains
- High employee and partner satisfaction
- Long term employee skill and leadership development
- Strategic business and corporate brand benefits
Pfizer partner long-term capacity gains:
Click here for a case study on the social, employee, and business impacts of Pfizer GHF.
Pfizer commits to a two-year cycle of Fellowship placements with each organization. Through continuity and building on past Fellowship work, the program is able to develop longer-term community impacts. Focusing on fewer partners and specific health challenges in the 2-year cycle also enables Pfizer to be simultaneously relevant to community needs and the expertise of Pfizer employees.
An example of the GHF program’s partnership model is the six-year GHF project with Mothers to Mothers, an organization committed to reducing mother-to-child transmission of HIV through education and empowerment. The first Pfizer Fellows joined M2M when it was just a 4-person team, working to develop its revenue stream and infrastructure. Today, Mothers to Mothers employs 1,000 mentor mothers with HIV in seven sub-Saharan African countries.
After 10 years, the GHF alumni have become a part of the extended program team, supporting Fellows in the field, reviewing initial applications, and rating top prospects. In order to connect back to the business with a formal platform, GHF alumni formed the Alumni Business Network. The Network organizes a leadership speaking series, network events, and quarterly newsletter to promote high‐value skilled‐based volunteerism and leverage their Fellowship experience back to the business.
Click here to download the full Pfizer Global Health Fellows case study.
For the full Volunteer ROI Tracker report, click here.
For more information on how the Volunteerism ROI Tracker collects social and business impact data, or to participate, click here.
The social value of volunteerism can be measured in terms of two distinct impacts on nonprofit beneficiaries: avoided cost and increased capacity.
Avoided cost. Volunteers help nonprofits save money by providing services for free that the nonprofits would otherwise have to pay for. You can monetize the total value of these services by multiplying the total number of reported service hours for each volunteer activity by an hourly rate for each activity type: we use the Bureau of Labor Statistics as our source for this information (e.g., Food preparation and sorting is $11.28/hour, Computer networking support is $27.90/hr., etc.).
The following benchmarking data (from our most recent dataset of 29 Volunteerism ROI Tracker companies) includes the overall average value per hour of each organization’s volunteerism portfolio. So, companies with a higher percentage of their volunteer activities dedicated to high-value activities do better in the ranking than those companies with smaller percentages of high-value activities.
The graphic below illustrates the distribution of volunteer activities performed across all of the participating companies. The majority of these activities (by hours served) included traditional, or “hands on” volunteerism, with relatively low value per hour. Skilled-based volunteerism, which on average had three times the value per hour of traditional volunteerism, made up only 15.7% of all volunteer activities analyzed.
* Excludes activities classified as “other”
This table illustrates heavy weighting of participants’ portfolios towards traditional volunteerism, as compared to higher-value skilled-based volunteerism:
> Column 1: the range of activities recorded by volunteers
> Column 2: the total hours performed of each activity
> Column 3: the value per hour of each activity
Increased capacity. Volunteers can help improve nonprofit capacity in three ways:
Increasing efficiency (i.e., enabling the nonprofit to use fewer resources -- in terms of time or money -- in performing its operations or delivering services)
Increasing effectiveness (i.e., improving the success rate of the nonprofit’s services)
Increasing reach (i.e., enabling the nonprofit to serve a greater number of beneficiaries)
You can measure these impacts in terms of resulting resource savings or increase in successful outcomes, and also monitor how frequently these effects occur among your volunteer projects. The following graphic illustrates how frequently volunteers reported capacity gains across our benchmarking group:
Together with the economic value of the volunteer services provided, the following table summarizes the range of these benchmark results:
N = 44,053 respondents, 29 companies
Select Findings/Best Practices. Together, these results strongly support the current trend in the sector towards encouraging more skills-based volunteerism (i.e., where volunteers apply professional-level skills) as a way to increase social impact. Additional findings:
National Volunteer Week is almost here! Your t-shirts are ordered, your events are planned, and your employees are ready to make a difference in their communities. Using your existing projects and assessment systems, we'll provide easy tips that will help you to:
- Ensure employee engagement and skill development
- Generate the greatest social value, while also driving business interests such as brand development, recruiting, sales, and stakeholder engagement
- Measure social, employee, and business impacts - with the tools you already have
By the end of this brief workshop (20 minute presentation + Q&A), you’ll have a set of concrete tactics for maximizing and measuring the value of your volunteer events. Join us!
The recent news from Yahoo’s Chief Executive to end remote working arrangements for several hundred employees brings a spotlight to the benefits of bringing people together to build employee engagement and productivity.
As employees increasingly telecommute, work across national and international sites, or even in large departments, a persistent challenge is the lack of ‘passive face time’ that can foster relationships and spark innovation. And therein lies a key benefit of many community involvement programs, particularly traditional (or “hands on”) volunteering: bringing employees together to build relationships and camaraderie around worthwhile, fulfilling, and energizing tasks.
Engagement is a measure of employees’ commitment and affinity to the company, and is a proven driver of people to putting in their best work. It’s about having employees excited to be part of the company, and is driven by many factors, including workplace opportunity and fulfillment, strong management, compensation, and values.
Volunteer programs are an opportunity for companies to speak to employees’ personal values and enable employees to live those values at work. Further, volunteerism also strengthens the social capital – i.e., the personal networks and relationships – that generate engagement. Indeed, of the 12 questions in the Gallup Poll’s popular Q12 Employee Engagement Index, two questions are specifically about personal relationships at work:
- My supervisor, or someone at work, seems to care about me as a person.
- I have a best friend at work.
Whether your company uses the Q12 or some other methodology to track employee engagement, consider borrowing some of its component metrics to track how your individual community engagement programs contribute to these engagement effects. For example, our Volunteerism ROI Tracker surveys collect data from volunteers on the effects of specific volunteer activities on job satisfaction and team development. Such measures can provide crucial insights that help prove the value of your programs – and illuminate opportunities to improve their value.
Where Traditional Volunteer Activities Win
For all of the recent (and well-deserved) attention being paid to skills-based volunteerism and pro bono service, our research has found that skills-based volunteerism had greater social and business impacts than traditional volunteerism in every category except one: team development. In our latest study of volunteerism’s social and business impacts, including more than 44,000 volunteers from 29 companies over the past two years, 57% of volunteers performing hands-on, traditional activities reported new or stronger team relationships compared to 48% of skills-based volunteers.
Top 5 volunteer activities reporting new or stronger colleague relationships
Painting, construction, handy work
Landscaping and grounds keeping
Market research support
Janitorial and cleaning
Social service support activities
Volunteers report significant team benefits from traditional volunteerism:
- “By working side by side doing manual labor, I got to see my co-workers in a much different environment than I usually do”
- “Working together for a common purpose reminds us how much we rely on each other in our daily work”
- “I met HQ staff whose names I recognized only on email. It was terrific to stand shoulder to shoulder with them in an effort to complete the project. I had the opportunity to relate to them in an different way than as we do at work”
Employee volunteer programs become even more essential as colleague relationships cross regional and cultural boundaries. Volunteer programs that nurture human interactions are key to engaged employees, locally, remotely, and globally.
For more information on the social, employee, and business impacts of volunteers, read our white paper on the 2013 volunteer activity findings.