Where does self-interest end and charity begin? The answer in the workplace is that there are no hard and fast borders and that corporations and charities are working together for mutual benefit and engaging staff in shared endeavour.
Australia as a nation has a reputation for being one of the most charitable in the world. It’s estimated that 14.9 million Australian adults or just over 80 per cent of the population gave $12.5 billion to charities and not-for-profits organisations in 2015-16, according to Philanthropy Australia. The average donation was $764.08 and the median donation was $200.
In 2015-16, businesses gave $17.5 billion, which comprised $7.7 billion in community partnerships, $6.2 billion in donations and $3.6 billion in non-commercial sponsorships. The willingness of Australians to engage with charities is something that more organisations are facilitating. And the more imaginative charities are coming up with more and different ways to collaborate with corporations and inspire their staff.
Case study 1: The Big Day Off
As we’ve seen with successful global campaigns that engage people through a simple, shareable activity – such as Movember – authentic communication is key to a charity event that people can easily get behind.
One local example is The Big Day Off, which encourages organisations to engage with employees by offering them a (paid) day off work.
Organisations, including Uber, Pandora, Tourism Australia and ASX are participating in this year’s The Big Day Off event run by SpinalCure Australia and Spinal Cord Injuries Australia (SCIA), to raise money for Australians with spinal cord injuries and find a cure.
The event shows how charities can work practically with corporates to engage and motivate their staff to get involved, says Duncan Wallace, CEO of SpinalCure Australia. As organisations increasingly need to be able to demonstrate a broader contribution to their communities and the ‘greater good’, charities are increasingly being proactive in providing creative and engaging initiatives that make it easy for employees to engage.
“There’s a very low bar for entry” he says, as organisations simply register online and offer an extra day (or days) paid leave for their staff. Staff then buy online raffle tickets for $5 each in the draw to win the extra time off.
“We are taking part in the Big Day off because it is a unique initiative that resonates with our staff engagement model of promoting workplace flexibility and encouraging work life balance,” says Lisa Green, Group Executive HR Manager at ASX.
Another plus? Employees are encouraged to share what they did on their day off across their company.
“The Big Day Off is so easy for businesses to get involved.” says says Chris Mackinnon at Lloyd. “Once you’ve signed up it really promotes itself. It’s also a great opportunity to link staff engagement directly to a Corporate Social Responsibility activity.”
The Big Day Off initiative runs until midnight on 30 June 2016, with winners from each registered business being drawn electronically on 3 July 2016. To register a business or nominate your workplace, visit bigdayoff.org.au. Plus, follow the Big Day Off on Facebook and Instagram to stay up-to-date.
Case study 2: The Fruit Box Group
Often stories about charity partnerships focus on large corporations – and obscure the opportunities available to small and medium sized businesses.
Along with charity events, sustainable corporate social responsibility (CSR) initiatives can also be taken up by SMEs looking to engage their staff and connect their business to meaningful community projects.
Though many assume that an excess of money and resources are required to develop a good program, in fact all it takes is dedication and a commitment on the part of leadership, says CEO of The Fruitbox Group Martin Halphen.
His national organisation delivers 30,000 orders of fresh fruit per week, along with milk, bread and perishable consumables to workplaces around the country, as well as 3 tonnes of fruit a week to food rescue programs. And, starting this May, they will be trialling a new initiative whereby thousands of disadvantaged families will receive a weekly box of fresh food basics, including fresh fruit, vegetables, milk and bread. His organisation doesn’t just provide a sustainable service to companies – they’re engaging their own staff in a self-driven charity program that connects to the very core of their business purpose.
“Good business is more than just a healthy bottom line,” says Halphen. And today, companies are expected to make social good a part of their mission statement.
The key, he says, is to start small and do what is achievable for your size and resources. Then grow your programs as your business and capacity expands.
Commitment to sustainable CSR also has to be “real – and valued by all levels of the organisation.” People are savvy and if you’re merely paying lip service they will soon cotton on.
“Directly involve staff and get them on board from the beginning. You need to create the resources within your organisation to make this possible. After that, like all successful ventures, it comes down to good planning, robust processes, strong relationships, regular evaluation – and agile changes or tweaks when needed.”
How to make your charity partnership work
A 2015 study by ‘cause marketing’ agency For Momentum asked people what they want most in a non-profit partner. Use these insights as a guide to selecting and nurturing your organisation’s philanthropic partnerships:
Alignment is key
A company’s brand is core to its success and identity, which is why 92 per cent of companies said brand alignment is the most important factor when selecting a partner. Ensuring the goals of your charity aligns with your company means employees can see that it’s a partnership that feels authentic.
Engaging employees is essential
More than 75 per cent of companies surveyed considered how to engage employees when selecting a non-profit partner. It provides satisfaction and greater community engagement to employees, provides a great story for the company to tell – to future employees and the public at large. And of course, it helps the nonprofit.
Circulate data to show it’s working
76 per cent of companies also said that most important what clearly showing the positive impact involvement had on the nonprofit’s mission – in the form of data and personal stories that reflect the impact the partnership had. Not only does it help close the link between initial employee enthusiasm and continued engagement, it’s also a powerful weapon to take to stakeholders and decision-makers to continue – and strengthen – the partnership.