Upcoming Best Practice Network Webinar: Show Me the Value – Committing to Impact Measurement

Do your volunteer programs generate social and business value? Apollo Group and True Impact share how measuring employee volunteerism helps to prove – and improve – your impact on society, employees, and the company’s bottom line. Learn tips for how to leverage impact data to communicate with leadership and guide continuous program improvement.

Show Me the Value: Committing to Impact Measurement

Register for this FREE event
Monday, December 3rd, 2012
10-11 a.m. PT (1-2 p.m. ET)
Follow the conversation on Twitter @VM_Solutions, #VMbpn

About Our Guest Speakers

Farron Levy, True Impact

Farron Levy, president and founder of True Impact, specializes in triple-bottom-line assessments, having helped a broad range of companies and their nonprofit partners evaluate the impacts of their social and environmental investments. Farron is a member of the Reimagining Service Council. He earned an MPP in Business and Government Policy from Harvard University, and a BS with university honors from Carnegie Mellon University.

Lauren Keeler, Apollo Group

Lauren Keeler is the Director of Community Engagement for Apollo Group working to help support the organization’s nonprofit partners through engaging staff, students, faculty and alumni in high impact opportunities to give back. In her role she engages internal stakeholders in the CSR and engagement conversation to promote community engagement and volunteerism as an essential part of the workplace.

Boston College’s Center for Corporate Citizenship to Moderate Panel on Impact Measurement at 2011 VolunteerMatch Client Summit

The 2011 VolunteerMatch Client Summit, May 12-13th at The Art Institute of Chicago, is coming up and we are excited to share with you the speakers and events of the day.  Here are a few details about our main panel discussion, which takes place in the morning, before the networking luncheon.

This year’s panel discussion will focus on “Measuring The Business Impact of Community Involvement Programs”, with moderator Vesela Veleva, Sc.D., Research Manager, from the Carroll School of Management at the Center for Corporate Citizenship at Boston College. Dr. Veleva will present corresponding research from BCCCC and lead a discussion with two VolunteerMatch client companies.

The Human Side of ROI: How to Qualitatively Measure Your Corporate Volunteer Program’s Impact

Guest post by Chris Martin

Corporate VolunteerThe era of employees clocking in at 9 a.m., completing their daily tasks, and then heading to physically clock out – and cognitively check out –  at 5 p.m. is over.

Work is intertwined with home life, and home life is carried into work each day. Technology has contributed to blurring the lines, but that seems to be the way we want it. Why? Maybe because more individuals are investing in their employer and taking pride in their organization’s brand – people actually want to be at work.

A huge contributor to this trend is employee volunteerism, which has risen steadily over the last decade. It’s a known fact that if you want the best talent you have to offer the best work environment, and lately, that means building an Employee Volunteer Program (EVP). People want to believe in what they do and more often than not this means giving your employees a chance to give back to their communities.

Now that EVPs are becoming a norm, the big question is: How do you measure ROI? Well, that depends largely on who you ask.

Using the 2 q's to measure ROI on your EVPIf you ask a handful of senior accountants to measure your EVP, they’re going to calculate every piece of data and crunch every number they can get their brilliant, mathematical hands on. This is important to a certain degree, but it only tells a portion of the story – the story of business logic. But to truly measure ROI from an EVP, you must also measure human emotion.

Why is human emotion so important when discussing employee volunteerism? Because the majority of volunteers have chosen where they wish to get involved (and where they work!) based on emotional and personal attachment, which far supersedes any type of measurement a quantitative assessment can show.

When you build an EVP, you (should) always include a piece about “movement”: Where you start and where you end up. The goal, in other words. This lets you easily “see” the difference your program has made.

And the difference is the key ingredient to a wholesome EVP that not only rewards your community and your organization, but also employees as well.

So, if numbers alone aren’t enough to show the true ROI of your EVP, then what else is there?

Partnering with a nonprofit and building an EVP brings huge branding wins for your organization, such as being seen as a responsible corporate citizen, increasing community exposure, and your employees who are also viewed as caring individuals. But that is old news.

How about the other major way of surveying things: qualitative measurements?

In case you’re of the old mindset that thinks businesses shouldn’t care about emotional and intrinsic motivations, consider that the qualitative ROI is heavily concerned with your employee retention. It’s the part that makes your employees more engaged; the part that builds on their productivity-related skills sets; and the part that lets management know who the real leaders are.

The best part is that it isn’t difficult; all you have to do is answer 3 simple questions.

  1. What difference has it made in your employee’s attitudes?

Ask your supervisors, and if you don’t have a direct supervisor who could easily speak to the uptake in positive office atmosphere, then make a point of contacting the employees directly and finding out – people respond well to honest questions. If you’re concerned that their responses might be skewed because of “Speaking to Management” syndrome, offer an anonymous survey. If you’re still worried people might think it isn’t anonymous, then you have to revisit the drawing board and build trust with your employees. If they won’t open up and provide you with qualitative data, you’re missing half the ROI picture.

  1. Who is volunteering the most?

Time to find your leaders, both current and future. 90% of Human Resources professionals say that pro-bono volunteering is an effective way to develop leadership skills. You want your employees to constantly be improving and learning. People seeking to continue building their skills are natural go-getters. Identifying the individuals who are excelling in your EVP is a great start to assessing who is going to be a long term, ready to promote employee.

  1. Do your employees feel that volunteering is making a difference?

The in-house goal of staff members gaining the multitude of benefits that volunteering brings results in:

  • Fewer sick days
  • Increased productivity
  • Enjoying time at work as they would time away from work, which loops back to less time off and more productivity

Yes, your PR and marketing efforts will also benefit (and that’s great news!), but the ultimate tell of whether or not your EVP is bringing in a positive ROI is in whether or not your employees are on board.

If they are, they will stop their constant job search and start investing in your organization.

There is no need to fret if your EVP hasn’t been measuring qualitative ROI yet. Remember that you’re still one of the wonderful organizations that is working to build stronger communities and happier employees. Then send this article to your HR department so they too can realize the benefit that qualitative assessments can bring.

About the author: Chris Martin is a former social worker and currently the Senior Marketing Coordinator for Charity Republic, a company specializing in promoting volunteerism and community engagement via accessible and efficient technology solutions.

Getting Closer to the Triple Bottom Line with VTO

By Denise Howell, VolunteerMatch CFO

VolunteerMatch Employees Volunteering at Friends of the Urban Forest, 2014

VolunteerMatch employees volunteering with Friends of the Urban Forest, 2014

For businesses, nonprofits and government, measuring and reporting on their success is no longer just about profitability, shareholder value and return on investment in the traditional accounting sense. We are moving to the “triple bottom line” of profit, people and planet. Here at VolunteerMatch, we place just as high an emphasis on our social value impact as our financial performance.

Although measuring social contributions and sustainability is still very much evolving, every measure we take is vital. One factor which is easy for your organization to incorporate is a paid time off for volunteering policy (VTO) as an employee benefit.

On the face of it, it doesn’t make great financial sense. If your employees are out of the office, they aren’t at work meeting deadlines, or otherwise contributing to the company’s profitability and success, right?

The evidence is very much to the contrary.

VTO, as part of a comprehensive strategy toward an organization’s overall commitment to sustainability and community offers a substantiated plethora of benefits to companies – this explains why 60 percent, according to a 2014 CECP report of 261 of the world’s largest companies, offer VTO as a benefit to their employees. Studies by the Society for Human Resource Management put this number decidedly lower, likely because they have a broader base of employers including smaller organizations, but their annual research still indicates the percentage is on the rise and climbing each year.

Let’s explore some of the benefits, both short and long-term, of VTO policies. No one out there would disagree that attracting the most talented employees is more competitive than ever. We see this in California every day. This year marks the first year in which the Millennial Generation becomes the majority of the US workforce, according to the Pew Research Center.

Millennials have an unjustified reputation for being self-absorbed, probably, in part, because of the “selfie” craze. The Millennial generation is perceived by many as leading the charge, which would imply a degree of narcissism. Actually, nothing could be further from the truth. Deloitte’s 2015 Millennial Survey provides a clear message to employers that a majority of Millennials do not believe business is invested enough in their commitment to the immediate communities in which they operate, and to society overall. Yet, this is an explicit priority and a decisive factor for Millennials in deciding whether to accept a job offer and remain loyal to a company.

All companies need to attract the best talent, so with the rise of Millennials in the workforce, it will be imperative for companies to make policies such as VTO a priority. Some companies, such as Patagonia and Dow, go the extra mile. They acknowledge their commitment to global sustainability and their values around the world by offering employees an opportunity to volunteer internationally at nonprofits which support their values.

Employees are every organization’s biggest investment. If you can’t attract the best talent, your company will suffer by losing the sharpest, most innovative and productive employees, and this will cost in both the short term and long term. CFOs know that less turnover certainly leads directly to cost efficiency. Less time and money on recruiting and training allows for greater focus on your mission. And, when employees are out providing valuable service to our communities, they are our partners in engaging the triple bottom line.

While I can’t provide financial metrics related specifically to VTO policies, I can share some powerful research on the performance implications of a company culture of sustainability and the social values/objectives of employees, community and customers.

Robert Eccles, Professor of Management Practice at Harvard Business School, published a report in 2012 on an 18-year study of 90 organizations with a high level of emphasis on employees, customers, community and the environment, against an equal number of organizations in a control group that do not. According the research, these highly engaged organizations significantly outperformed the others, both in stock market and accounting performance. They had sustained greater governance and loyalty. This is a compelling report and clarifies, among other research out there, that doing good not only does not sacrifice shareholder value, but actually enhances it.

While we have evidence that doing good enhances profitability, what about the other measures of success? The Boston College Center for Corporate Citizenship’s report “How Virtue Creates Value for Business and Society” concludes that CFOs, investors and market analysts are early in the process of adopting metrics and communicating them to their stakeholders and the market.

Some view these policies as compliance and risk management. They’re finding, currently, that tracking the financial impact of programs not inherently financial, but still very significant in measuring impact, can be difficult. One example is the increase in revenue through loyalty and goodwill. We are all hungry to continue to work on metrics which support what we experience as being true and critically important to our organizations – investing in the values of our employees and our communities leads to better, more productive and engaged employees and customer loyalty to an organization’s brand.

To answer the question “Should your company include VTO as an employee benefit?”, the answer is absolutely!  In my role as a CFO, I strongly encourage you and everyone out there to adopt VTO policies as part of your efforts to attract and retain the best employees, improve your brand loyalty, and as a result of both – promote growth and increased revenue as well as the other measurements of your success.

Learn How Major Companies are Using Employee Volunteer Software at #VMSolChat

Want to know why companies love VolunteerMatch Solutions for managing, growing, and showing off the impact of their employee volunteer programs?

Join the #VMSolChat Twitter Chat!

Who should join:
Corporate social responsibility professionals, employee engagement proponents, corporate volunteering enthusiasts.

When it’s happening:
Thursday July 23rd, 11 a.m. PT (2 p.m. ET)

How to Join

Prepare for the chat by reading the questions below. Or wait, and be surprised! These questions will be asked of current VolunteerMatch clients, specifically Time Warner Cable and Apollo Group, throughout the hour. Feel free to bring your own questions, too.

Then, log onto Twitter on July 23rd at 11 am (2 pm ET). Follow the hashtag #VMSolChat. Stay engaged with your favorite Twitter client (we recommend tchat.io).


  • How does your Employee Volunteerism Tool support your Employee Volunteer Program?
  • How do you utilize the many features offered through the VolunteerMatch platform  to support employee volunteerism?
  • How do you use reporting/measurement tools to illustrate social change?
  • Have you increased employee volunteerism in your organization year over year? Why do you think employees are more inclined to volunteer now than they were a year ago?
  • What advice do you have for employee volunteer management tool prospects?

You’ll meet new people (virtually), learn a lot, and most importantly, have FUN!

Changing Corporate Perspectives on Workplace Volunteer Programs: Q & A, Part 2

Angela Parker and Chris Jarvis, contributors to Volunteer Engagement 2.0, VolunteerMatch's new book

Angela Parker & Chris Jarvis

In last month’s Best Practice Webinar, we heard from Angela Parker and Chris Jarvis, co-founders of Realized Worth about Workplace Volunteer Programs.

A few questions from our audience were left unanswered as our allotted time came to a close. Angela and Chris were kind enough to answer these questions offline. In part two of this two-part series, I’m pleased to share these additional insights from Angela and Chris.

Q: How aligned does volunteerism need to be with a company’s funding focus areas? We have employees who want to volunteer for causes the company does not fund. Does this matter?

A: Most people in your company are not involved in the community. In fact, only 25% of Americans formally volunteer. If you limit volunteer opportunities strictly to your company’s desires, you make the tent smaller than it already is.

Generally, providing three tiers of volunteer opportunities can help satisfy the company, your employees, and the community. Here’s one way to structure that:

  • Tier 1: Signature Programs – Big events that match a specific cause with the company’s strategic focus. For example, a bank’s signature program could be financial literacy.
  • Tier 2: Community Programs – Smaller, community-focused events that match a specific cause with a social or environmental issue in a community. Many large companies have offices all over the world. Community programs need not be related to the company’s giving focus, but should have direct local proximity to the cause.
  • Tier 3: Employee Choice – Causes that matter to employees.

When you allow employees to follow their passion/pet causes, they will more likely want to get involved in events featuring the company’s focus. Generating this “quid pro quo” could end up boosting support for your signature programs.

Q: Do measurements such as Social Return on Investment (SROI) look at the impact of volunteering?

A: There are a number of measurement experts in the field. Two that come to mind are VeraWorks and True Impact. Strong SROI measurement tools do include the impact volunteering has on the beneficiaries and the community. We encourage you to explore some of these models and adapt them to what you need.

One recent advancement in the measurement space is determining the benefit volunteering has on the company. A group of companies in Canada recently launched a project to tie volunteering to retention rates and employee satisfaction scores; the hope being that knowing the financial impact of volunteering can help boost internal budgets and support for more community activity.

Q: How can you maximize the passion of really engaged employees?

A: A key attribute of transformative volunteer programs is the role of the “third-stage volunteer” (aka “Champion”, “Ambassador”, “Guide”). In any given company, approximately 6% of employees fit this model – and you can tell them a mile away! They are always passionate about volunteering, always supporting local causes, and always asking you to sponsor the next run, walk or bikeathon.

The best way to maximize the passion of these individuals is to elevate them to a leadership position. Their highest level of contribution may, in fact, be bringing others along for the ride. And they want nothing more than to share the transformative experiences they have had already. They’ll love you for it – and they’ll return the favor by digging deeper into their “passion” reserves!

Thanks, Angela and Chris!

Missed the webinar? You can still watch a recording of the webinar, and browse the slide deck.

Angela and Chris also contributed a chapter on this topic to VolunteerMatch’s new book. Learn more.

Changing Corporate Perspectives on Workplace Volunteer Programs: Q & A, Part 1

In last month’s Best Practice Webinar, we heard from Angela Parker and Chris Jarvis, co-founders of Realized Worth about Workplace Volunteer Programs.

We discussed the trends and challenges they’re seeing in their work, recommendations on how to inspire employees to volunteer, and the corporation’s role in a higher calling. The webinar was full of great content and discussion, but a few questions from our audience were left unanswered as our allotted time came to a close.

Angela and Chris were kind enough to answer these questions offline. In part of this two-part series, I’m pleased to share these additional insights from Angela and Chris.

Chris and Angela of Realized Worth

Chris Jarvis & Angela Parker

Q: What do you do if your company’s CSR Manager wants to implement a volunteer program, and the CEO says, “Our employees don’t want that.”?

Imagine he’s not open to seeing CECP studies, ROI studies, etc. Is it time time for a coup??

A: This is a great question – and one we hope never comes up! The answer is actually quite simple: there is no substitute for experience. Your employees can only be convinced of the true impact of volunteering when they experience it themselves.

This begs the next question: How do you give the CEO a meaningful experience? One way is to use good old-fashioned peer pressure, by leveraging the social capital of the people around him. This includes trusted advisors, peers and even family/ friends. If the event is run well – with clear linkages to the beneficiary of the cause – transformation can occur. And when that happens, the CEO can realize the influence the company plays in helping everyone achieve that.

This may take awhile, but it’s an essential step in ensuring you have buy-in from executives.

Q: Any advice on how to shift focus from quantity of volunteer events to quality of events? And can you communicate this to get buy-in?

I believe if the markets in my company– we have about 60– directed their focus to fewer, higher quality events per year, we would see more participation from employees. Right now, we’re experiencing volunteer fatigue because there is just too much going on– some markets have 2-3 events per month!

A: There are many answers to this great question. Without knowing your specific circumstance, here are a few tips to prevent volunteer fatigue:

  • Ensure you have diverse opportunities available covering many different causes. If the events are only driven by the company (helping to achieve a “signature” cause), you may be alienating some people. Find out what people care about and encourage people to follow their passion.
  • Meet people at their highest level of contribution – find the volunteers that may be “fatigued” and ask them to play a leadership role for the people in their department. Give them the tools to plan 2-3 meaningful events that match the interests of their colleagues.
  • Focus your measurement on engagement instead of participation. This includes measuring leadership development, skills development, and manager support. You may find that higher engagement happens with less (but more meaningful) events.
  • Involve non-traditional players. Find out what HR, marketing, finance and others would want to see from a volunteering program.

Q: How can we take desk-based or lunchroom-based volunteering efforts (because of our business need, folks can’t leave the office) and make them transformational?

A: This is an excellent question, and a common issue for many practitioners. Ryan Scott outlined some interesting ways to involve on-site employees in volunteering. His article Help, I Can’t Get Up!’ Volunteering From Your Desk covers this exact topic.

Thanks, Angela and Chris! Check back next week for part 2 of this Q&A series. In the meantime, you can watch a recording of the webinar, and browse the slide deck.

Note: Angela and Chris also contributed a chapter on this topic to VolunteerMatch’s new book. Learn more.