The Generosity-Profit Logic. What Professionals Expect From Employers

Transcription

1 The Generosity-Profit Logic What Professionals Expect From Employers 2015

2 BeyondMe Bootcamp.

3 Contents Foreword Executive Summary Attitudes and Behaviour towards Giving Attitudes and Behaviour towards Volunteering Knowledge about the Social Sector Attitudes towards Work Conclusion BeyondMe background

4 Photograph : BeyondMe / BeyondMe s March 2015 cohort The Generosity-Profit Logic BeyondMe believes that a spirit of generosity makes for better leaders. Rather than being diametric opposites, generosity and profit are compatible and even self-sustaining. 1.

5 Foreword from Adam Pike Co-Founder & Founding CEO of BeyondMe. A Charities Aid Foundation study reported that Millennials (those born between ) are half as likely to give to charity as their parents. At BeyondMe we believe this is not due to lack of desire and willingness to give, but due to existing giving platforms failing to align with the ambition, needs and resources of today s professionals. What inspired Michael Harris and me to create BeyondMe were the limited opportunities to give meaningfully. Like many of our peers we donated to friends charity challenges but did not find this experience engaging nor did we build any understanding or connection to the issue. Our primary motivation was to support our friends-not the cause, the charity or its beneficiaries. Against this background we launched BeyondMe to change attitudes and behaviour among professionals and businesses by enabling them to pool their resources and develop a close relationship with a charity. We aim to increase understanding of the impact of one s donation and skills, as well as the charity s impact on its beneficiaries. We envisage charities building lasting relationships with BeyondMe members, every one of whom is a current or future leader. This report summarises findings from the first survey of our membership on their attitudes and behaviour towards giving. We are delighted to have worked with the impressive Dr. Angela Eikenberry, who has conducted extensive research on giving and philanthropy, to find out where our members stand on charitable giving and how their attitudes are evolving. Over time, we aim to measure any changes in the culture of giving among our members. We re proud of the positive shift in attitudes among our members as concluded by the findings of this report. Over 70% said they increased the amount of time and money they give to charities each year due to BeyondMe. Three out of four developed a long-term commitment to giving and volunteering through BeyondMe. However, we are still a long way from realising a significant cultural shift. With more and more professionals joining a BeyondMe team, more businesses offering it to their talent and more charities joining our portfolio, it is only a matter of time. Rest assured, we ll work tirelessly to lead this change. 2.

6 Foreword from Dr. Angela M. Eikenberry BeyondMe represents an innovative trend emerging in the UK in which groups of individuals collaborate to support charitable and voluntary organisations or social enterprises of mutual interest. The survey research summarised in this report is important not only for understanding the impact of BeyondMe but also for understanding more broadly how those concerned with promoting philanthropy might leverage, improve, and increase giving and volunteering and its impact. Dr. Angela M. Eikenberry Dr. Eikenberry is Associate Professor in the School of Public Administration at the University of Nebraska at Omaha. Her research has been featured on National Public Radio s All Things Considered and in the Stanford Social Innovation Review. Her book, Giving Circles: Philanthropy, Voluntary Association, Democracy (Indiana University Press) won the CASE 2010 John Grenzebach Research Award for Outstanding Research in Philanthropy. She was recently named the David C. Scott Diamond Alumni Professor of Public Affairs and awarded a Fulbright Scholar Award to conduct research on giving circles in the UK. 3.

7 Executive summary BeyondMe partnered with Dr. Angela Eikenberry, a Fulbright Scholar who has led research on giving groups in the U.S., to conduct its first survey on charitable giving among BeyondMe members. This inaugural survey sought to examine the impact of BeyondMe on current and past members, addressing the following questions: Has participation influenced members behaviour related to giving,volunteering and work engagement? Has participation influenced members knowledge or beliefs about philanthropy, charities, and their work environment? 45% (Nearly half) of respondents had just joined BeyondMe. 171 BeyondMe members and past members participated in the online survey. 45% had participated for 6 months or longer. 9% had participated for 1 to 6 months 4.

8 Executive summary The overall findings from this survey suggest that participation in BeyondMe has positively influenced members behaviours related to giving, volunteering and work engagement, and positively influenced members knowledge about philanthropy and charities. Among current/past members who participated in BeyondMe for one month or longer: 84% said they increased the amount of money they give each year due to BeyondMe. 73% said they increased the amount of time they volunteer each year due to BeyondMe. 78% said they were engaged with their employer s corporate social responsibility (CSR) initiatives. 66% said they developed professional or leadership skills due to BeyondMe. 73% said they developed or solidified a long-term commitment to giving and volunteering through BeyondMe. 5.

9 Giving The area that current and past members said had increased the most due to BeyondMe is the amount of money they give each year. This suggests that young professionals are willing to donate but are looking for vehicles that also enable them to connect with the charity and provide meaningful experiences to make an impact. The aspects of BeyondMe that had the largest impact on increasing giving were: Making a pledge or commitment to give as part of the group (61%) Hearing charities make a pitch through the group (55%) Hearing about the impact of support on a beneficiary supported by the group (54%) Matching funds provided by a senior member of the group (54%). All respondents said they gave money to an average of 8 organisations during the past 12 months. giving an average of per month per year This is higher than a typical UK donor who in gave on average up to 353 per year, according to a Charities Aid Foundation report. Additionally, 67% said they ve increased the number of organisations they give to each year due to BeyondMe. This indicates that BeyondMe has exposed professionals to the broader social sector and they not only donate more, but also give to more organisations. The data also shows with significance that the longer members participate in BeyondMe, the more they give through their team and give overall. This is a compelling indication of BeyondMe changing behaviours to giving among professionals active in its movement. 6.

10 GIVING The top two areas respondents gave money to were: 42% poverty, homelessness, or provision of basic necessities 47% international or overseas relief or development BeyondMe members give in these areas to a much greater degree than the average UK donor who give more to medical research (38%) and hospitals and hospices (30%). Only 17% of UK donors gave in the area of overseas and 11% to homeless, according to Charities Aid Foundation data. The most important motivations respondents gave for giving money were: Passion about a particular cause/charity (61%); and I can afford to and feel I should (52%). Members who participated in BeyondMe for six months or more were significantly less likely than those who just joined a BeyondMe team to list their top reasons for giving as when a friend or family member asks and because a relative, friend or I benefited in the past or may benefit in the future. This suggests participation in BeyondMe has changed members reasons for giving, from being reactive to requests and social ties, to being more focused on giving due to passion, insight or personal obligation. 7.

11 Volunteering All survey respondents volunteered on average for two organisations during the past 12 months and for an average of 4.49 hours per month, which equates to hours per year. As length of participation in BeyondMe increased, the time spent volunteering overall and through the group also increased. Among those who volunteered during the past 12 months, the top two areas were: Educational purposes; and Poverty, homelessness, or the provision of basic necessities. This is different to national volunteering data; according to the 2008/09 DCLG Citizenship Survey, the two most popular sectors nationally for volunteers were: Sport/exercise (53%); and Hobbies, recreation/arts/ social clubs (42%). All respondents indicated the most important reasons for volunteering were: According to respondents who participated in BeyondMe for one month or more, about 20% recommended the charity they support through their BeyondMe team to a friend or colleague, about 7% contributed additional money or volunteered beyond their support through BeyondMe, and a little more than 5% raised funds for the charity beyond their support through the group. This reflects the development of a meaningful, engaged and long-term relationship between charity and donor, and indicates significant potential future contribution by BeyondMe members to the social sector. Passion about a particular cause/charity (57%); and It makes me feel good (40%). 8.

12 Social sector Effective charities and social enterprises are at the heart of the BeyondMe movement. BeyondMe educates professionals about the breadth and depth of the social sector and provides them with the tools they need to become more strategic donors for the causes that are important to them. Among respondents who had participated in BeyondMe for one month or more: 85% agreed they learned more about the charitable sector and how charitable organisations operate. 75% agreed they learned more about evaluation and assessment of charitable programs or organisations. The survey findings reflect a behavioural change among professionals in their giving: 60% indicated they increased the degree to which they consider the effectiveness (e.g. number of lives saved per 1 spent) of organisations they support due to BeyondMe. 59% indicated they increased the degree to which they conduct research to inform their giving and volunteering due to BeyondMe. It has been suggested that one area the social sector struggles in is building relationships with young professionals. BeyondMe is particularly good at engaging this audience and they make up the core of its membership. In four years, BeyondMe has had a substantial impact on its members learning and development related to the charitable sector, giving, and volunteering. 73% of BeyondMe members said they developed a long-term commitment to giving and volunteering through BeyondMe. The BeyondMe model is changing attitudes and behaviours to giving and this is positive for the future health and development of the social sector. 9.

13 Work Attracting and retaining talent is a challenge for businesses. BeyondMe aims to motivate professionals while at work by engaging them in worthwhile activities, an idea that s particularly attractive to Millennials. Members of BeyondMe were positive about their employer, its commitment to social responsibility, and their own skills and motivation at work. Among all respondents, 75% or more agreed: Companies have a duty to commit to corporate social responsibility (93%). My employer supports efforts to give to or volunteer with charitable organisations during work hours (89%). I have opportunities through my employer to put my professional and leadership skills to good use (87%). I am proud to work for my employer (81%). I am engaged with my employer s corporate social responsibility initiatives (78%). Many surveys show intrinsic motivators, such as purpose and autonomy, are more important to professionals than material rewards. 78% of BeyondMe respondents said it is important to them to have a job where they can make an impact on causes they care about. 10.

14 WORK However, there was some doubt over their work s positive impact on society: 48% Agreed or strongly agreed. I make a positive impact on society through my work.? 35% Neither agreed nor disagreed. 17% Disagreed or strongly disagreed. In being a movement of future leaders, BeyondMe also focuses on developing the leadership skills and professional networks of its members. Current/past members who have participated in BeyondMe for one month or longer confirmed: 66% said they agreed they developed professional or leadership skills due to BeyondMe. 69% said they ve increased their social or professional network due to BeyondMe. 11.

15 Conclusion The BeyondMe movement was created by, and for, the leaders of tomorrow. It helps professionals use their time, skills and money to make a big impact on causes they care passionately about. The top reasons respondents said they participate in BeyondMe are to: Be more effective in my giving (56%) Be around like-minded people (50%) Engage more deeply with an issue or organisation (47%) Connect with new charities or causes (47%). An overwhelming majority of survey respondents agreed that giving money and volunteering can have a positive impact on the health of a community (97%) and that they had a long-term commitment to giving and volunteering (86%). BeyondMe is producing an immediate positive impact on the social sector with members giving more money and time to charities and social enterprises. With more engaged relationships and long-term commitments developing between charities and members through BeyondMe, we are contributing to the future health and sustainability of the social sector. 73% of BeyondMe members agreed they developed or solidified a long-term commitment to giving and volunteering through BeyondMe, illustrating the change in attitudes and behaviours towards giving and volunteering that BeyondMe is supporting. Professionals want to make a positive impact through their work and the BeyondMe model is enabling them to engage in employer CSR initiatives and develop their leadership skills while making a positive impact on the wider community. 12.

16 BeyondMe background Adam Pike and Michael Harris founded BeyondMe in 2011 to empower future leaders to be generous and take a leading role in tackling the causes they care about. BeyondMe brings together professionals, businesses and charities to make a bigger, more meaningful impact than they could alone. It establishes teams of seven young professionals who together donate their time, skills and money to a charity project for one year, with matched funding and support from a senior leader in their business and their employer. A team donates on average 4,000 and 150 volunteer hours a year to their chosen charity. In four years BeyondMe has created over 100 teams across 20 businesses donating over 500,000 and 12,000 hours of business skills. BeyondMe teams have started at major organisations including Accenture, Allen & Overy, BP, CBRE, the Civil Service, Deloitte, EY, Goldman Sachs, Informa, JP Morgan, Linklaters, Lloyds, L Oreal, KMPG, PwC and Santander. These teams have selected and supported projects they are passionate about. For example, the first Civil Service team funded the training of three clinical therapists to treat 500 veterans suffering from Post-Traumatic Stress Disorder. Another team at Deloitte donated 380 hours of bespoke mentoring time, supporting eight NEET young people to successfully get into work, training or higher education. BeyondMe believes that by being generous, leaders can substantially improve themselves, their businesses and society. What I loved about being on a BeyondMe team was the close relationship we developed with our chosen charity and seeing the impact we were having. Working directly with the charity s CEO made this experience of giving different from anything I ve done before. A Lawyer on a BeyondMe team. Starting a team has been challenging, but very rewarding. I ve had the opportunity to lead a team, widen my knowledge of the social sector, and use my professional skills to produce work that is highly valued by the charity. A Strategy Consultant on a BeyondMe team. 13.

17 Photograph : Enabling Enterprise Photograph : City Gateway Photograph : Girls Network Photograph : City Year

18 BeyondMe is a movement of current and future leaders dedicated to promoting generosity in leadership. It brings professionals, businesses and charities together to make a meaningful impact on the world beyond them. Join the movement Hello@BeyondMe.org website: BeyondMe is a UK registered charity ( ). BeyondMe, All rights reserved. BeyondMe is supported by