Personalize, Mobilize, Sustain: A Nonprofit Playbook for Trust, Crisis Readiness and Capacity Building
Today, building a sustainable volunteer engagement strategy requires moving from a transactional model to a relational one. By focusing on values, dignity and infrastructure, nonprofits can transform collective fatigue into fuel for lasting community change. Using the strategies implemented by Points of Light Global Network Affiliates
, we can build both crisis readiness and long-term capacity.
Personalize: The “Dignity-First” Experience
The bridge between a one-time volunteer and a lifelong advocate is a “dignity-first” experience that respects the volunteer’s agency and time. HandsOn Greater Phoenix, for example, lowers the barrier to entry through micro-volunteering (short, accessible tasks like cleaning a chilled drinking water station for 15 minutes.) These flexible options make service sustainable for busy lives and fire up an interest that often leads to deeper commitments.
L.A. Works personalizes even the most transactional tasks, such as kit-packing, by adding human touches – like having corporate volunteers write favorite family recipes on cards for recipients. They also center what they call “hospitality,” where they ensure volunteers feel welcomed and educated on the social issues they are helping to solve. This approach turns a simple project into a powerful narrative that actually sticks with volunteers – such as the transformation of an aging school into what is now a vibrant community hub.
Mobilize: Building Surge Capacity and Civic Infrastructure
Nonprofits know that true crisis readiness is built through robust civic infrastructure rather than reacting in the moment, and in communities with this established foundation, we see the power of this energy. HandsOn Greater Phoenix is written directly into the state’s emergency management plan to manage “spontaneous unaffiliated volunteers” during disasters. This established system allowed them to process 40,000 volunteers in just three months during the COVID-19 vaccine rollout.
Similarly, L.A. Works acts as a vital connector during wildfires as part of the Emergency Network for Los Angeles (ENLA). By updating needs hourly on their website and coordinating with grassroots efforts and corporate partners, they ensure community energy is converted into disciplined, effective support.
Sustain: Leadership Pipelines and Strategic Partnerships
Sustainability is maintained by moving beyond one-off service days to build leadership and long-term governance. The AZ Leaders on Board tool matches graduates of civic leadership programs with nonprofit boards, strengthening governance for over 400 organizations. Internal sustainability is also fostered by celebrating staff – L.A. Works uses meeting time to share the personal “journey” of team members during anniversaries, which significantly boosts morale.
On the corporate side, strategic partnerships demonstrate the power of depth over breadth. A decade-long collaboration between Fidelity and a local high school in Phoenix evolved to include financial literacy workshops, teacher appreciation gifts from refugee artisans and equipment grants. This series addressed multiple community needs, far beyond a single “Transformation Day” that often yielded more transactional interactions.
While the future remains uncertain, the mission of volunteer engagement is more critical than ever. Nonprofits do the work of bridging divides and combating isolation. By prioritizing personalization, building reliable infrastructure and investing in long-term partnerships, we might just be able to move from a state of crisis to one of sustainable capacity.
From Burnout to Re-Engagement: Nonprofit Staff Capacity, Volunteer Retention and Aligning Values
This two part series examines the nonprofit staff burnout and…
Between the ripples of global crises and the evolving expectations of today’s workforce, nonprofit leaders are facing a dual challenge: internal fatigue and external disconnection. Nonprofits are operating on the front lines of community-wide stressors that often test the limits of organizational capacity.
To help our network navigate this, we’re exploring insights from Points of Light Global Network affiliates
. By examining the palpable fatigue affecting volunteer managers and the barriers to community engagement, we can better understand how to move from burnout to re-engagement.
The Silent Threat: Staff Burnout and Capacity
In the nonprofit sector, passion is our greatest asset, but it can also be a liability when “doing more with less” becomes a permanent operating model. Staff burnout is a critical threat to volunteer programs; when teams are depleted, they may shift into “checking off boxes” and merely going through the motions rather than fostering deep impact. At HandsOn Greater Phoenix, a small team of nine must wear many hats – acting, as they put it, as “Swiss Army knives” who handle everything from executive strategy to physically loading tool bank trailers.
This internal strain is compounded by external pressures. For instance, at L.A. Works, staff and partners have faced significant emotional fatigue due to political tensions that directly impact the communities they serve. When staff are stretched thin and living with future uncertainty, maintaining the high-energy culture required for effective volunteer management becomes a primary challenge.
The Hurdle of Volunteer Retention and Disconnection
It’s not only the staff who are feeling the weight. Volunteers are also navigating a world of increased isolation and divided communities. Retention has become a significant hurdle as volunteers, particularly seniors, have been slower to return to in-person service following the COVID-19 pandemic. Meanwhile, other volunteers still view service as a transactional “one-off” event, making it difficult for nonprofits to build the long-term relationships necessary for sustained impact.
In large, transient cities like Los Angeles, the lack of deep community roots can lead to a sense of disconnection. Without a strong narrative or a sense of connection, volunteer projects can feel sterile or uninspired, failing to ignite the emotional spark that turns a first-time volunteer into a dedicated advocate.
Recognizing these challenges is the first step in moving toward a more resilient model of service. Whether it’s the physical exhaustion of a small team or the emotional fatigue of a community in crisis, we must acknowledge that this work is a marathon, not a sprint. By identifying where disconnection and burnout take root, we can begin to implement the strategies needed to foster re-engagement and build lasting trust.
When Does a Nonprofit Merger Make Sense? The Leadership Questions That Matter Most
By Anita Whitehead, President & Chair, KPMG U.S. Foundation, and Jennifer Sirangelo, President & CEO, Points of Light
As leaders in the nonprofit sector, we often hear a critical question being raised by funders and board members, sometimes long before a CEO feels ready to engage: when does a nonprofit merger make sense? We believe the tension between this external urgency and internal readiness deserves a deeper look.
Beyond the crucial technical analysis (financial due diligence, legal structure, and program overlap), a successful merger depends on the leadership dynamics of judgment, governance, trust, and human realities. This leadership-first approach begins with a fundamental re-evaluation of what a merger truly is.
A Tool, Not a Strategy
A merger should never be the core strategy itself; it’s a tool to achieve a greater goal. Therefore, the first question to ask is, “What problem are we trying to solve?” For a merger to be strategically sound, leaders must first look inward.
The core questions every CEO should ask are:
Doesthis strengthen or dilute the mission? If leaders can’t clearly articulate how the organization’s impact will improve, not just its efficiency, that’s a major warning sign.
Are we being proactive or reactive? Mergers rooted in foresight around sustainability and scale are far healthier than those driven by a crisis that corners leaders into a decision.
Are our cultures and operating models compatible enough to integrate? Even strong strategic logic can fail if values, decision-making norms, and ways of working clash.
Challenging the Misconceptions
Answering these questions honestly requires overcoming common misconceptions about what a merger signifies. For instance, a frequent misconception is that a merger signals failure. In reality, the opposite is often true; it is an act of stewardship and courage. It’s an opportunity for a leader to create a legacy by putting the organization’s future first and ensuring the mission thrives for years to come.
A simple but powerful reframe can change the dynamic of the conversation. Moving beyond the idea of consolidation to instead ask, ‘How can we scale our impact?’ shifts the process to one of amplification, creating greater resilience, stronger infrastructure, and expanded reach.
The Human Side of Integration
Financials and systems are critical, but the human side can be the most underestimated component. As a leader, you will likely navigate complex issues of identity, legacy, and your responsibility to the mission.
To maintain alignment, boards need clear guardrails while staff require steady communication to prevent uncertainty from filling the gaps. Trust between all parties (executives, staff, and the board) is paramount, as a breakdown in this alignment is often why the process gets stuck.
The Digital Backbone: Technology’s Role in a Merger
While navigating these human dynamics, another component requires strategic attention: technology. It shows up in two crucial ways during a merger discussion. First, it’s often a significant driver for change. Nonprofits are under increasing pressure to modernize their operations, from data measurement and impact reporting to donor engagement and service delivery. Scaling models often make these advancements possible.
However, technology is equally critical during diligence and integration. It’s not merely a technical detail to be addressed post-merger. System compatibility, robust data governance, and potential risks must be strategic considerations from the very beginning. When used well, technology can enable greater transparency and better decision-making throughout the entire merger process, ensuring it serves as a strategic enabler rather than a complex hurdle.
What Truly Sets Successful Mergers Apart
But even with the right human and technological strategies in place, the ultimate success of a merger often comes down to the quality of its leadership during the process.
Successful mergers aren’t defined by having every answer on day one. They are defined by steady, transparent leadership, especially when the path forward is uncertain. Honesty about tradeoffs, even when the news is hard, is what builds credibility.
It cannot be overstated. Culture and trust aren’t soft issues; they directly shape outcomes.
Engaging the board early and being honest upfront is critical, even if it leads to a different outcome. It’s not uncommon for a merger conversation to evolve into a powerful strategic partnership instead. Being open allows for the best possible result, whatever form it takes.
Ultimately, the success of a nonprofit merger depends on leadership judgment, robust governance, and unwavering trust. By focusing on the “why” and leading with transparency, leaders can navigate these complex decisions to truly scale their impact.
How Employee Volunteering Supports HR Goals
HR teams are being asked to improve engagement, retention and development while doing more with limited time and budget. A strong employee volunteering strategy can help. It gives people a practical way to connect with purpose, build skills and contribute to the communities where they live and work.
At Points of Light, we believe volunteering changes
everything
— including how employees experience their workplace.
Why HR Leaders Should Care
It helps attract purpose-driven candidates. Clear social impact commitments can make your company more compelling to job seekers who want their work to align with their values.
It strengthens engagement and belonging. Volunteering gives employees a shared way to connect with each other, their communities and your company’s purpose.
It supports leadership development. Skills-based and team volunteering can help employees build communication, problem-solving and leadership skills in real-world settings.
It can support retention. Employees are more likely to stay when they feel connected to the work, the culture and the impact their company is making.
It creates value across teams. HR, CSR and business leaders can use volunteering to support culture, learning, community engagement and employer brand goals.
, 71% of respondents ages 18 to 29 said they would leave their current employer for one that was more socially responsible. Deloitte has also found that many Gen Z and millennial workers have turned down jobs or assignments that did not align with their personal ethics.
Volunteering can give employees a stronger sense of connection and shared purpose. In a Deloitte survey, 70% of employees said volunteering boosts enthusiasm more than company happy hours.
, 73% of managers of pro bono participants said employees developed leadership skills through the experience. That makes volunteering a useful complement to formal learning and development programs.
Retention
Employees are more likely to stay engaged when they believe their company acts responsibly and gives them meaningful ways to contribute. Gallup has reported higher engagement among employees who see their organization as socially responsible.
“This supports talent goals.” Employee volunteering can help strengthen recruiting, engagement and retention.
“This creates practical development opportunities.” Skills-based volunteering gives employees a chance to practice leadership, collaboration and problem-solving.
“This supports culture and belonging.” Shared service experiences can help employees build connection across teams and locations.
“This is a cross-functional investment.” A strong volunteering strategy can support HR, CSR and employer brand priorities at the same time.
“We can learn from leading companies.” Programs recognized through The Civic 50 show how social impact and people strategy can work together.
A Simple 90-Day Plan for CSR and HR Collaboration
Days 1–30: Pilot
Choose one HR priority, such as low engagement in a department or a leadership development goal, and launch a targeted volunteer pilot.
Days 31–60: Measure
Track participation, collect employee feedback and note early signs of skill development, morale or team connection.
Days 61–90: Expand
Share results with leadership and build a plan to grow the program based on what worked.
FAQs
Does employee volunteering improve engagement?
Yes. Research continues to show that employees report stronger engagement and job satisfaction when their companies offer meaningful community engagement opportunities.
How can CSR and HR partner on retention through volunteering?
By creating accessible opportunities to serve, HR and CSR teams can strengthen belonging, purpose and connection across the employee experience.
What role does VTO play in participation?
Volunteer Time Off signals that a company values service. A clear VTO policy can remove barriers to participation and help more employees take part.
Need a partner to strengthen your employee volunteering or corporate social impact strategy? Points of Light helps companies design, strengthen and scale programs that support employees, communities and business goals.
Assigning a dollar value to volunteer hours provides CSR leaders an evidence-based data point to demonstrate credible impact to enterprise decision-makers. Quantify your employee volunteer hours to strengthen internal reporting, storytelling and deepen volunteering access and impact.
Current Value of a Volunteer Hour
Independent Sector, in partnership with the Do Good Institute, released the latest national
increases this figure by 15.7% to account for fringe benefits.
Enterprise Impact Calculator: 2026 Benchmarks
Use these examples to interpret the economic contribution of your workforce at scale:
Total Employee Volunteer Hours
Estimated Economic Value (National)
1,000 Hours
$34,790
5,000 Hours
$173,950
10,000 Hours
$347,900
Beyond the National Average: State-by-State Data
Labor markets vary significantly by geography. For large employers with multi-site operations, we recommend using state-specific figures for localized reporting. You can find the
While a dollar sign is a relatable communication tool, it is only a partial picture of value. Keep in mind:
Economic value is a measure of “input,” not “impact.” Always pair this data with nonprofit partner feedback and qualitative stories of community change.
The $34.79 figure applies to general volunteer activities. For specialized, skills-based volunteering (e.g., legal, IT or marketing), consider using professional-specific rates, which more accurately reflect the market value of expert services. The Taproot Foundation’s pro bono valuation is a great resource. According to Taproot, the average hourly value of pro bono service in 2024 was $220 per hour across various professions, an 18% increase from 2019.
Measurement should never happen in a vacuum. Use these figures as part of a broader CSR strategy to align community investment with business goals.
FAQs
How do I calculate the value of my company’s volunteer hours?
Multiply your total recorded volunteer hours by the national rate ($34.79) or by the specific state rates where your employees are located.
Where can I find the value of volunteer time by state?
State-specific data is available through Independent Sector. Using these localized figures is recommended for enterprises with significant regional footprints.
Is the value of volunteer time a good proxy for impact?
It is a useful proxy for the “wage replacement” value provided to a nonprofit, but it does not measure social outcomes. It is best used as just one metric within a more comprehensive impact report.
Points of Light helps companies create corporate volunteer programs that align with their corporate values, deliver on community-identified needs and maximize employee engagement and connection.
, impact is built on a 15-year promise to “show up, give back and repeat.” This mindset is exactly what has defined their signature Service Day initiative for the last 15 years.
What started in 2011 as an employee-driven effort to translate a corporate mission into hands-on impact has blossomed into one of the nation’s most recognized corporate volunteer programs. Today, Blue Cross doesn’t just participate in community service; they set the standard for what a high-impact employee volunteering program looks like.
Engagement By the Numbers
82% Volunteer Rate: While the national corporate average hovers around 20%, Blue Cross consistently sees more than four times that engagement.
$12 Million Invested: Since its inception, the program has driven massive community investment through direct labor and financial contributions.
45,000 Acts of Service: From packing kits to virtual consulting, the scale of impact is immense and the cause areas diverse.
This is a culture that prioritizes frontline employee engagement and has seen results in action. Through the BlueCrew Leadership Council, more than100 colleagues participate in year-round civic leadership development, ensuring that when Service Day arrives, the projects are led by passionate, trained internal stakeholders.
Trust-Based Philanthropy in Action
At the heart of Blue Cross’s strategy is a commitment to trust-based philanthropy. This means moving away from traditional charity and toward long-term, mutually beneficial partnerships where nonprofit voices lead the way. For example, their 15-year partnership with
has resulted in over 135,000 essential kits for children.
“Through critical funding and volunteer support, Blue Cross fuels our mission to ensure that children in our community have the basic essentials they need to thrive at home and in school—including warm winter coats and backpacks.”
— Alicia Kabir, executive director of Cradles to Crayons Massachusetts
, Blue Cross ensures its efforts contribute to truly sustainable communities. Rather than imposing a pre-set agenda, this approach allows nonprofits to define their own metrics for success, ensuring that volunteer hours and resources are directed toward the most urgent local needs, like food insecurity or youth mentorship.
Innovation and Inclusivity
As the landscape of volunteering has changed, Blue Cross has changed with it. To ensure every employee can “show up,” they’ve pioneered a hybrid volunteering model. Whether it’s community-based work, in-office building projects or virtual, skills-based volunteering, the program is designed to be inclusive of geography, mobility and schedule.
As Blue Cross celebrates its 15th anniversary of Service Day, the theme remains: Show Up. Give Back. Repeat. The future holds even deeper integration of digital service and an expanded geographic reach, maintaining their status as a national leader in the healthcare sector and a perennial honoree on
Success stories like Blue Cross Blue Shield of Massachusetts don’t happen in a vacuum. They’re fueled by a network of peers and resources that help CSR leaders navigate the complexities of modern social impact.
If your company is looking to build a program with this kind of longevity and impact, consider the
l, which provides the tools, research and peer-to-peer connections necessary to turn something like a single day of service into a year-round engine for change.
Ask a CSR Friend: Building a Culture of Service by Keeping Volunteering Going Year-Round
Looking for CSR advice?
Hear from our experts right here in our Ask a CSR Friend monthly column.
Whether you’re a novice or a seasoned pro, we know collaboration is key to creating vibrant workplaces where employees are equipped to contribute to the communities and causes they care about. So, when you need a trusted advisor to lean on, rely on Points of Light to be Your CSR Friend. Each month, our experts share their wisdom and wit to address a specific but often universal challenge related to your work as a corporate social impact practitioner.
Have questions about employee community engagement? Submit your question and it may be featured in a future blog post.
Dear CSR Friend,
Every year, interest and engagement for employee volunteering spikes around Giving Tuesday and runs through the holidays. Then, it drops off fast in January. We go from full calendars, an inbox full of team volunteer photos, and a ton of enthusiasm to…crickets!
I know our nonprofit partners need consistent, reliable support all year long (and frankly, so do the communities they serve). But it’s hard to maintain momentum when employees feel busy, stretched, and “tapped out” after year-end.
How can I keep volunteering from constantly being seen as a seasonal campaign, and instead build a culture of service that employees talk about, celebrate and sustain throughout the year?
Signed,
Seasonal in St. Louis
Dear Seasonal in St. Louis,
The end of the year is full of “service moments” and the start of the year is full of “service gaps.” And yet, the Giving Tuesday surge is proof that people want to show up when the invitation is clear and the energy is contagious. In 2025, Benevity
also showed growth in participation — including millions of people who volunteered.
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The opportunity for CSR leaders is to treat Giving Tuesday as a spark, not the whole fire. Culture is what keeps it burning: visibility, recognition, storytelling, and an easy on-ramp for employees to keep showing up in ways that fit their lives.
The Bottom Line: Four Ways to Keep Volunteer Engagement Going Year-Round
1. Make Service Visible
If service only shows up in December recaps, employees will subconsciously categorize it as a “holiday thing.” Photos (and short captions) help service feel social, real and repeatable, and they reinforce that volunteering is part of your company’s identity year-round.
Create a monthly “Moments of Service” collage for internal channels (not just the holiday newsletter).
Add a simple prompt: “What did you do, who did it help, and what stuck with you?”
Invite team leaders to repost and tag their teams to normalize participation.
2. Reward and Recognize Behaviors You Want Repeated
Recognition isn’t fluff, it’s a retention strategy. When employees see that service is noticed and valued, they’re more likely to make time for it again.
Add a recurring “Volunteer Shout-Out” in all-hands meetings or internal newsletters.
Recognize different types of contribution: first-timers, team captains, skills-based volunteers, and behind-the-scenes organizers.
Celebrate informal helping too (mentoring, meal trains, neighborhood support) so people see service as bigger than one event.
3. Move from Hours to Meaning
If you want year-round participation, you need year-round meaning. Stories help employees connect effort to impact and they help peers picture themselves doing the same.
Use a simple three-question story capture: What did you do? Who benefited? What changed (for them or for you)?
Rotate formats so it stays fresh: short quotes, quick videos, a “story of the month,” or an internal “impact wall.”
Give teams permission to be honest: it’s okay to get something out of volunteering (connection, pride, perspective).
4. Make January a Launchpad, Not a Drop-Off
One of the best ways to avoid the January slump is to plan your year like a playlist, not a single hit song. Build a steady rhythm with multiple entry points and set expectations so people can participate without burning out.
Create a 12-month “menu” of opportunities: recurring shifts, pop-up projects, and skills-based options.
Offer a “choose your cadence” approach (1 hour/month, 1 project/quarter, or 1 team day/year).
Provide a variety of experiences by varying causes and formats to keep energy high and prevent burnout.
Schedule a January re-entry moment: a New Year of Service kickoff with easy sign-ups and clear next steps.
If Giving Tuesday shows what’s possible when the world “lights up,” year-round culture is what keeps the lights on. Make service visible, celebrate it often, tell the impact stories, and plan a steady cadence that fits your employee’s lives year-round. That’s how volunteering becomes a habit and not just a season.
Until next time,
Your
Ask a CSR Friend: Capturing Employee Volunteer Hours for CRA (Community Reinvestment Act) Compliance
Looking for CSR advice?
Hear from our experts right here in our Ask a CSR Friend monthly column.
Whether you’re a novice or a seasoned pro, we know collaboration is key to creating vibrant workplaces where employees are equipped to contribute to the communities and causes they care about. So, when you need a trusted advisor to lean on, rely on Points of Light to be Your CSR Friend. Each month, our experts share their wisdom and wit to address a specific but often universal challenge related to your work as a corporate social impact practitioner.
Have questions about employee community engagement? Submit your question and it may be featured in a future blog post.
Dear CSR Friend,
I recently started a new job leading the employee volunteer program at a regional bank and am starting to learn all about the Community Reinvestment Act (CRA). The organization has a proud history of service and engagement in the local community; however, we don’t have a consistent system for tracking employee volunteer efforts. Our compliance team has been requesting more data in preparation for our CRA exam and while I want to make sure we’re capturing and reporting all the right information, I’m not sure where to start. What do I need to know to ensure our volunteer efforts qualify and are tracked appropriately to meet the CRA “service” test?
Curious in Cleveland
Dear Curious,
First, some good news is that CRA compliance and community engagement aren’t at odds. The same volunteer hours that uplift local communities can also help your institution demonstrate measurable impact to regulators.
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Also, you’re not alone in figuring this out. In fact, Benevity’s
32% of large enterprises are focused on volunteering that counts toward regulatory requirements
. Many financial institutions recognize that employee volunteer programs can directly support CRA objectives, but they often struggle to connect the dots between community impact work and compliance. So, let’s break down what you need to know, step-by-step.
What exactly is the Community Reinvestment Act?
The Community Reinvestment Act (CRA), enacted in the US in 1977, encourages financial institutions to meet the credit and service needs of the communities they serve, particularly low- and moderate-income (LMI) neighborhoods. The regulations were updated in 2023 to reflect changes in how financial institutions engage communities, including recognition of digital delivery channels and more detailed guidance on community development services. These updates reinforce the importance of documenting how volunteer activities support community development, especially when tied to financial capability or economic inclusion.
As the
Since regulators review several factors related to the community development services a financial institution provides, it’s important to focus on tracking volunteer activities to:
Document your institution’s commitment to community development
Identify how service aligns with your CRA assessment areas
Strengthen your CRA narrative with quantifiable, verified activity data
Connect your CRA performance with your broader CSR or ESG goals
Even beyond compliance, strong tracking practices let you celebrate your employees’ impact, measure engagement, and share stories that resonate with stakeholders.
Here’s one of the biggest lessons I’ve learned:
capture everything first, evaluate later
. Institutions can miss CRA credit opportunities simply because they don’t collect complete data. While not every volunteer activity qualifies, collecting all volunteer hours ensures you can later analyze and categorize them correctly.
Encourage employees to log all service, including:
Board or committee service for community organizations
Virtual or hybrid volunteering opportunities
When logging time, ask employees to record:
Organization name and mission
Type of activity and skills used
Location or community served
Hours volunteered
How do I analyze volunteer activities?
Use a CRA lens when evaluating activities:
Does it primarily benefit LMI individuals or communities?
Is it tied to financial capability, community development, or economic empowerment?
Can we document the location, beneficiaries, and skills used?
Your CRA or CSR team can then review submissions to determine which qualify under CRA standards. Over time, this approach builds a rich dataset that supports both compliance and storytelling.
You don’t have to reinvent the wheel! If you’re partnering with a CSR platform provider, connect with them to learn more about their tracking capabilities, as they’ve likely had experience working with other financial industry clients that are focused on CRA compliance.
And don’t forget to partner early with your compliance team. When they understand your volunteer programs and you understand their reporting needs, CRA documentation becomes a shared win, not a last-minute scramble.
What’s the bottom line?
Tracking volunteer hours for CRA compliance isn’t just a regulatory exercise; it’s your chance to show how your employees’ time and talent drive community progress. By clearly defining what qualifies, capturing all service, and keeping consistent data, you’ll strengthen both your CRA performance and your culture of service.
Until next time,
Your
Ask a CSR Friend: Responding to Food Insecurity and Volunteer Shortages — How Employees Can Make an Impact
Looking for CSR advice?
Hear from our experts right here in our Ask a CSR Friend monthly column.
Whether you’re a novice or a seasoned pro, we know collaboration is key to creating vibrant workplaces where employees are equipped to contribute to the communities and causes they care about. So, when you need a trusted advisor to lean on, rely on Points of Light to be Your CSR Friend. Each month, our experts share their wisdom and wit to address a specific but often universal challenge related to your work as a corporate social impact practitioner.
Have questions about employee community engagement? Submit your question and it may be featured in a future blog post.
Dear CSR Friend,
Lately, I’ve noticed a lot of headlines about rising food insecurity, especially as the recent government shutdown has impacted federal workers and families across the country. At the same time, I’m seeing more stories about food pantries struggling to find volunteers. It seems like the need is increasing, but the number of people available to help is shrinking.
As someone who helps lead employee engagement efforts at my company, I’m wondering: How can we best support our employees who care deeply about hunger issues, while also helping our communities facing these challenges? What’s the most meaningful way to take action when so many people are stretched thin?
— Concerned About Community in College Park
Dear Concerned About Community,
You’re not imagining it, food insecurity is rising, and volunteer shortages are compounding the challenge. Across the country, local news stories and nonprofit leaders are sounding the alarm: demand at food banks is up, donations are stretched thin, and volunteer rosters are shrinking.
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Many long-time food pantry volunteers are aging out, while younger people — juggling rising living costs and demanding schedules — are gravitating toward one-time, event-based opportunities. According to a
, about 20% of all volunteers contribute through a mix of online and in-person service, reflecting both a shift in how people serve and the strain organizations are feeling.
As
, “We’re an overwhelmed and overworked society. The rising costs of everything, and in particular the cost of housing, means that people have to work more.” That reality has reshaped how people show up to serve — and how companies can support them.
This moment offers a powerful opportunity for CSR and employee engagement leaders to step up. The holidays often spark an interest in volunteering, but the growing need and changing volunteer dynamics make now a critical time to connect purpose to action.
The Bottom Line: Four Ways Employees Can Take Action
As food insecurity rises across the country, this is an important moment to help employees take meaningful action. Here are four tangible ways they can make a difference.
1. Volunteer — Every Hour Makes a Difference
Food pantries and meal programs are seeing shortages in volunteers just as demand increases. Encourage your employees to get involved — even if only for a few hours. Flexible, event-based volunteering fits today’s busy lives, and employers can help by:
Offer volunteer time off (VTO) so employees can volunteer to support food insecurity on their own schedules.
Host on-site service projects like food packing or sorting events.
Partner with local food banks for group volunteer days.
Every hour matters. Even short-term engagements can make a big difference in keeping shelves stocked and meals delivered.
2. Donate Food — Thoughtfully and Respectfully
In addition to time and money, food donations remain a vital source of support for community pantries. When encouraging employees to participate in food drives or drop-off events, remind them to donate food they themselves would want to eat — not just items collecting dust in the back of the pantry.
Respectful giving means choosing nutritious, high-demand staples (like canned proteins, pasta, rice, peanut butter, and shelf-stable fruits and vegetables) and avoiding expired or overly niche foods. You might even consider sharing a “most-needed items” list from your local food bank to make donating easier and more intentional.
3. Give — and Make Every Dollar Go Further
When time is limited, financial support can be just as impactful. Encourage employees to donate and leverage matching gifts or payroll deductions to multiply their contributions. Many employees don’t realize their company already offers these programs — a well-timed reminder or spotlight can dramatically increase participation.
Consider highlighting trusted partners like
, which connects donors directly to local food banks.
4. Share Resources — Because Hunger May Be Closer Than You Think
Food insecurity doesn’t only affect the broader community, it can impact our coworkers, neighbors, and friends. Normalizing conversations about food access is a powerful form of support.
Encourage employees to share and use resources like:
FoodFinder.us: An online map connecting people to free food programs in their area
Promoting these tools internally can help ensure that anyone in need, even within your own organization, knows where to turn.
Meeting the Moment
As CSR and employee engagement professionals, we’re uniquely positioned to help employees act on what they care about most. The challenges of today, from economic stress to volunteer shortages, require flexibility, creativity and compassion.
By encouraging volunteerism, promoting thoughtful food donations, amplifying giving programs, and sharing essential resources, your company can help employees make a meaningful impact right now, for themselves, their colleagues, and their communities.
Until next time,
Your
Ask a CSR Friend: Leveraging the Employee Engagement Survey to Support Your Employee Volunteer Program
Looking for CSR advice?
Hear from our experts right here in our Ask a CSR Friend monthly column.
Whether you’re a novice or a seasoned pro, we know collaboration is key to creating vibrant workplaces where employees are equipped to contribute to the communities and causes they care about. So, when you need a trusted advisor to lean on, rely on Points of Light to be Your CSR Friend. Each month, our experts share their wisdom and wit to address a specific but often universal challenge related to your work as a corporate social impact practitioner.
Have questions about employee community engagement? Submit your question and it may be featured in a future blog post.
Dear CSR Friend,
Help! After years of asking for space in the annual employee engagement survey, I’ve finally been given a chance to include a question or two on volunteering. However, now I find myself unsure about what to ask and how to ask it to gather the most valuable insights. How can I make the most of this long-awaited opportunity?
Survey-ready in San Antonio
Dear Survey-ready in San Antonio,
First, take a moment to celebrate your achievement — securing a spot in the employee engagement survey is no small victory! You’ve opened a new channel for elevating the role of volunteering at your company. Now the challenge is making those precious survey questions work hard for you.
The key is to start with your strategy – begin by clarifying what insights will be most beneficial for your CSR initiatives and your organization. Are you aiming to understand the impact of volunteering on employee engagement, wellbeing, company culture, or professional development? Pinpointing your goals will help you tailor your questions for actionable results. Here are some sample questions for key areas to consider:
Fostering Belonging
To what extent does volunteering with [INSERT COMPANY NAME HERE] help you build new or deeper relationships with your colleagues?
Supporting Wellbeing
If at all, how much does volunteering help reduce your stress / improve your mood / strengthen your sense of purpose working at [INSERT COMPANY NAME HERE]?
Tip: Choose one option or separate into multiple questions to better isolate the responses.
Strengthening Company Culture
Do you believe [INSERT COMPANY NAME HERE]’s volunteer experiences play a meaningful role in shaping and strengthening our company culture?
Promoting Personal or Professional Growth
To what extent did participating in this volunteer project help you develop or improve any personal/professional skills?
Tip: Choose one option or separate into multiple questions to better isolate the responses.
Increasing Workplace Satisfaction
If at all, how does volunteering affect your sense of pride in working at [INSERT COMPANY NAME HERE]?
Next, it’s important to frame the questions in the best possible way to get usable data. Phrases like “If at all…” or “To what extent…” may seem small, but they can help shape the quality of data returned by encouraging honest, nuanced feedback and avoiding forcing participants into binary positive/negative responses. Watch out for double-barreled questions – avoid combining multiple topics in a single question; instead, split them to clarify what respondents are addressing.
Don’t forget that while inclusion in the annual survey is a significant opportunity, it shouldn’t be the only method for gathering feedback. Consider these additional strategies:
Post-Event Volunteer Surveys: Implement or update surveys following volunteer events to capture immediate feedback.
Pulse Surveys: Use company-wide chat platforms like Slack or Teams for quick, focused polls.
Giving & Volunteering Platforms: Leverage tools such as Benevity or YourCause to integrate feedback mechanisms directly into your volunteer programs.
Your survey space is precious real estate. By thoughtfully designing survey questions anchored in business priorities, framing them clearly, and diversifying your feedback methods, you’ll gain richer insights into the value and impact of volunteering at your company. This data can help you advocate for continued investment in CSR initiatives, demonstrate the benefits of your programs to leadership, and ultimately cultivate a more engaged, fulfilled workforce.
Good luck with your survey, and congratulations again on taking this important step toward amplifying the voice of volunteers at your workplace!
Until next time,
Your
