Facts & Statistics on Workplace Giving, Matching Gifts, and Volunteer Programs

 

CSR, Workplace Giving, Disaster Relief, & Employee Engagement:

  • $5 billion = approximately how much money is raised through workplace giving annually 鈥 much of which is unrestricted, sustainable support that enables charities to deliver vital services throughout the nation. Workplace giving is one of the most cost-effective ways to support charities.
  • Young professionals are emerging as enthusiastic workplace donors and increasing their donations year-over-year more than those in other age groups. ()
  • When a charitable choice is given, employee participation increases. (Source: 精东影业鈥檚 Charities听Snapshot Employer Research)
  • Providing employees with an opportunity to make financial donations directly from their paycheck (known as workplace giving) is the most common component of employee engagement.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 71% of surveyed employees say it is imperative or very important to work where culture is supportive of giving and volunteering.听(Source: 精东影业’s Charities Snapshot Employee Donor Research)
  • More than 49% of nonprofit respondents identified workplace giving as a growth strategy for their organization. They see workplace giving and employee engagement programs as opportunities to promote their mission, programs, and services, as well as听identify and recruit new volunteers. (Source: 精东影业鈥檚 Charities Snapshot Nonprofit Research)
  • As consumers increasingly choose brands based on CSR values, 69% of respondents report that their organizations have generated increased sales as a result of CSR initiatives.听
  • 86% of corporate leaders believe that employees expect them to provide opportunities to engage in the community; 87% of corporate leaders believe their employees expect them to support causes and issues that matter to those employees.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 精东影业’s Charities generates five to 10 times more pledge volume for our nonprofit听members that participate in workplace giving campaigns that we manage, versus workplace giving campaigns we do not manage. (Source: 精东影业’s Charities’ 2018 donation data)
  • 30% of employee donors听say the reason why they do not give through the workplace is that the causes they care about are not available as choices through their employer’s giving program.听(Source: 精东影业’s Charities Snapshot Employee Donor Research)
  • According to a report from the听Conference Board Environmental, Social & Governance Center, the top priority of 73 percent of responding companies was immediate relief and short-term recovery, while only 22 percent prioritized disaster preparedness and just 3 percent prioritized long-term recovery and reconstruction. The report鈥檚 authors note that funding preparedness would reduce the need for relief and help build trust with communities, while funding long-term recovery and reconstruction would reduce the time it takes for communities to return to normal.听(Source:听)听
  • In 2021, economic uncertainty impacted the lives of many donors. Despite this, giving is expected to remain strong with 90% of donors planning to give the same or more as they did in 2021. (Source: )

Employee Wellness, Retention, and Recruitment:

  • 88% of company leaders听believe effective employee engagement programs help attract and retain employees.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 77% of employers believe that offering employee engagement opportunities is an important recruitment strategy to attract millennials.听 (Source: 精东影业’s Charities Snapshot Employer Research)
  • 70% of employee donors say it is imperative or very important to work for an employer where mission and value align.听(Source: 精东影业’s Charities Snapshot Employee Donor Research)
  • 53% of respondents in the said having their passions and talents recognized and addressed听is their top reason for remaining at their current company.
  • Employees most committed to their organizations put in 57% more effort on the job鈥攁nd are 87% less likely to resign鈥攖han employees who consider themselves disengaged. ()
  • According to a听Project ROI study, a well-designed corporate social responsibility program can increase employee engagement by up to 7.5%, increase employee productivity by 13%, reduce employee turnover by 50%, and increase revenue by as much as 20%.
  • 听would choose to work for a socially responsible company, even if it meant a lower salary. ()
  • The impact of financial听stress on workers costs听employers 13-18% of听annual salary costs.听()
  • 64% of adults say听that money is听a significant source听of stress in their life.听()
  • Just 39% of 精东影业ns say they have enough savings to cover a $1,000 emergency room visit or car repair.听()
  • 39% of 精东影业ns can’t听cover a $400 unexpected听emergency expense or would need to borrow or sell听something to do so.听()

Matching Gifts:

  • What motivates donors to give? When employers match individual donations. Matching gifts is the second of the five听biggest motivations for workplace donors.听(Source: 精东影业’s Charities Snapshot Employee Donor Research)
  • 65% of large companies match while only 28% of small to mid-size companies match.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 84% of donors听say they’re more likely to give if a match is offered, and one听in three听say they would give a larger gift听if matching is applied to their donation.听()
  • An estimated听$4-$7听billion听in matching gift funds goes unclaimed per year. ()
  • With 65% of Fortune 500 companies and many smaller companies offering these programs, they represent an important source of funding for nonprofits. ()
  • Nearly two-thirds of employers surveyed in 精东影业’s Charities Snapshot Employer Research听indicated they match employee payroll contributions, a 58% increase since 2006.听Corporate matches are becoming a central driving force that incentivizes employees to donate to charities through workplace initiatives. (Source: 精东影业鈥檚 Charities Snapshot Employer Research)
  • The majority of companies (66%) have an 鈥榦pen鈥 matching gift program, which means that employees can donate to most nonprofit organizations and the company will match that contribution. (Source: 精东影业’s Charities Corporate Benchmarking Analysis)
  • Average employee participation in employer matching gift programs is 10%, demonstrating a marked opportunity for growth.听(Source: 精东影业’s Charities Corporate Benchmarking Analysis)

Volunteering & Pro Bono:

  • Top factors that make for a positive employee volunteer experience:听听(Source: 精东影业’s Charities Snapshot Employee Research)
    • 69% project is clearly organized with a defined scope and expected results
    • 67% paid time off
    • 65% ample information about the nonprofit or cause
    • 64% no pressure from employer or colleagues
    • 62% ability to volunteer during business hours
  • Company-sponsored volunteer projects and projects that encourage employees to team with their peers are the most common components of a company鈥檚 volunteerism strategy. (71.43%).听 (Source: 精东影业’s Charities Snapshot Employer Research)
  • Nearly 60% of companies offer paid time off (PTO) for employees to volunteer, and an additional 21% plan to offer release time in the next two years. (Source: 精东影业’s Charities Snapshot Employer Research)
  • 82% of businesses听say their employees want the opportunity to volunteer with peers in a corporate-supported event.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 75% of U.S. adults feel physically healthier by volunteering. The mental and emotional benefits of volunteering are even greater, with 93%听 reporting an improved mood, 79% reporting lower stress levels, and 88% reporting increased self-esteem by giving back.听()
  • 92% of surveyed corporate human resources executives agree that contributing business skills and expertise to a nonprofit can be an effective way to improve employees鈥 leadership and broader professional skill sets. ()
  • In an analysis of over 30,000 individual volunteer activities, skills-based volunteerism outperformed traditional volunteerism by 125% in all but one tracked benefit categories. ()

Aligning Cause With Business:

  • 70% of employers firmly believe that their employees expect them to be a socially responsible company.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • 70% of employees say it is imperative or very important to work for an employer where mission and value align.听(Source: 精东影业’s Charities Snapshot Employee Donor Research)
  • 92% of companies听believe that听their customers expect them to be good corporate citizens.听(Source: 精东影业’s Charities Snapshot Employer Research)
  • As social purpose鈥檚 role in purchasing decisions has increased, purchase frequency has also intensified: 47% of global consumers buy brands that support a good cause at least monthly, a 47% increase from 2010.
    • Not only are consumers making purchase decisions with purpose top of mind, but they are also buying and advocating for purposeful brands.
    • 72% of consumers would recommend a brand that supports a good cause over one that doesn鈥檛; a 39% increase since 2008.
    • 71% of consumers would help a brand promote their products or services if there is听a good cause behind them; a growth of 34% since 2008.
    • 73% of consumers would switch brands if a different brand of similar quality supported a good cause; a 9% increase since 2009. ()
  • 90% of businesses indicated that partnering with reputable nonprofits enhances听their brands.听89% believe partnering leverages their ability to improve the community.听(Source: 精东影业’s Charities Snapshot Employer Research)

Scholarship and Cost of Education:

  • The cost of higher education is an enormous barrier for individuals hoping to advance their educations and careers, particularly for working adults and non-traditional students. As , 鈥渋n 1980, the price to attend a four-year college full-time was $10,231 annually鈥攊ncluding tuition, fees, room and board, and adjusted for inflation鈥攁ccording to the National Center for Education Statistics. By 2019-20, the total price increased to $28,775. That鈥檚 a 180% increase.鈥

  • As a recent highlights, 鈥溾淭oday, two out of three jobs require postsecondary education and training, while three out of four jobs in the 1970s required a high school diploma or less. Yet while young people today need more education than ever to compete in the labor market, a college education is more expensive than in the past.鈥

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