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Volunteering Research Roundup: Social Bonds, Who Volunteers & Corporate Impact

Welcome to the latest issue of our quarterly research series from Points of Light. Curated by our vice president of research & insights,

Ferzana Havewala

, this roundup highlights new and emerging research and trends shaping the nonprofit sector. We hope these insights help you champion volunteering in your community.

Building Social Bonds Through Volunteering

USA: Actively Participating in Live Events as an Avenue for Social Connection

A new study indicates that attending live, in-person events—especially recurring ones with friends—can enhance social connections and reduce loneliness. Active involvement (conversation, hands-on activities) was key to feeling more connected. While effects diminish after a day, consistent in-person gatherings like volunteer activities may sustain benefits. Useful implications for volunteer managers weighing in-person vs. virtual engagement. The team also created a toolkit,

Events 4 Connection

, to help communities foster meaningful connection.

Who Volunteers, and Why?

Global: Understanding who volunteers globally

Using Global Flourishing Study data (200,000+ people, 22 countries), researchers found education and religious service attendance consistently predict formal volunteering, while age, marital and immigration status matter less. Gender and employment type also shape participation. Findings point to reducing barriers and expanding access.

England: Engagement in volunteering and caring in the ‘sandwich’ generation

Among 8,000+ adults near retirement, about one in five volunteered and a similar share provided informal care. Retirees, part-time workers, women and those with good health/financial security were more likely to volunteer; full-time work reduced participation.

New Zealand: How coworker demands influence ambulance volunteers’ experience

Study of “super volunteers” identified three types—ideal workers, supporting actors and thrill seekers—each navigating freedom differently. Autonomy can both enable and undermine meaningful work, suggesting managers tailor roles and supervision.

India: Intrinsic vs. extrinsic motivation and volunteer well-being

Volunteers driven by intrinsic motivations showed significantly higher psychological well-being than those motivated by external rewards, reinforcing the value of purpose-aligned roles.

Benefits of Corporate Volunteering

Bulgaria: Corporate volunteering: strategy, contributions, and community impact

Corporate volunteering strengthens communities and boosts employee skills, satisfaction and cohesion, aiding talent attraction and brand reputation. Authors call for standardized metrics to better assess social impact.

Informal and Formal Volunteering Research

Central Europe: Do formal and informal volunteering compete?

They complement each other: people engaged in one often engage in the other. Income predicts both forms more than time availability; formal volunteering is more sensitive to resource fluctuations.

Finland: Reciprocity, values and disaster volunteering

Trust in authorities and expectations of reciprocity increase disaster volunteering. Other-focused values predict more frequent helping, offering cues for effective engagement strategies.

Trends in Volunteering

Drivers of Volunteering

Volunteering and Well-Being

Youth Volunteering

Corporate Volunteering

Impact of Volunteering & Links to Other Activities

Interested in tailored insights?

If anything here resonates, we’d be happy to discuss or provide customized research. Contact

Ferzana Havewala

.

Ask a CSR Friend: Engaging Remote and Hybrid Employees in Meaningful Service

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,

While I personally love the flexibility of my hybrid work situation and that our company continues to support remote and hybrid opportunities for our team members, I’ve seen a noticeable decrease in volunteer participation. With varying schedules across time zones and roles no longer having a central meeting place in a large, corporate office, it’s been a struggle to engage our workforce in meaningful volunteer opportunities. The Zoom fatigue is real and I’m running out of ideas that aren’t solo activities. What would you suggest to help engage a dispersed team?

Struggling in Seattle

Dear Struggling in Seattle, At the risk of sounding cliché…the struggle is real! For many of us the rise of remote and hybrid work models became increasingly prevalent following the COVID-19 pandemic, however, they’ve been in existence for many years prior. NASA engineer Jack Nilles known as the “father of telecommuting” first initiated this concept in the 1970s with early corporate experiments following in the 80s and 90s becoming more formalized as the internet enabled hybrid opportunities beyond just large corporations. Today, while many large companies have enacted return-to-office mandates, U.S. work locations have

51% hybrid jobs and 28% remote

and

job seekers are looking for hybrid (48%) and fully remote (26%) roles

. Offering opportunities that meaningfully engage remote and hybrid employees can be

challenging

. However, when done effectively, these sessions can help employees feel more connected to the organization’s culture, increase team collaboration, foster working relationships, and promote cross-functional communication and collaboration. So, where can you start?

1. Understand Operational Realities

Design volunteer initiatives that recognize the diverse schedules and responsibilities across your workforce. For teams spanning multiple time zones, consider extending volunteer opportunities over several days or even an entire week. This flexibility maximizes participation and ensures that everyone, regardless of location, can engage meaningfully.

2. Adopt Inclusive Policies

Make sure that supportive policies such as

Volunteer Time Off (VTO)

, flex time, and company-wide service days are available to all employees, whether remote, hybrid, or on-site. By extending these benefits universally, you foster a culture of inclusion and demonstrate that every team member’s contribution is valued.

3. Empower Local Champions

Cultivate a network of volunteer ambassadors who can share information, motivate participation, and coordinate grassroots efforts tailored to their local communities. This is also a great opportunity to engage your ERGs to help reach employees across roles.

4. Offer a Variety of Options

  • Diversify your volunteer opportunities to accommodate different interests and working styles:
  • Virtual, skills-based volunteering such as translating materials, designing websites, or handling data entry.
  • Asynchronous projects like writing letters or recording audio versions of children’s books, allowing employees to participate on their own schedule.
  • Hybrid events that blend live, in-person activities with virtual components, ensuring everyone can join in regardless of location.
    • Pro tip: Hold a joint kick-off all together and then separate the virtual group into their own “breakout room.” Assign a dedicated facilitator for each “room” – virtual and in-person.
  • At-home, hands-on activities that can be completed individually or with family members.
  • On-site activities held during company gatherings or in-person meetings.
  • When in doubt, ask your employees what activities and cause areas they might be interested in to help generate buy-in.

5. Solicit and Act on Feedback

Establish regular feedback channels that encourage employees to share their experiences, suggestions, and concerns. Use this input to continuously refine your programs, demonstrating your commitment to building trust and meeting the evolving needs of all employee groups. Ultimately there’s no magic fix for virtual fatigue. Instead of chasing a one-size-fits-all solution, try approaching it like a good CSR strategy: from multiple angles. Tackling the problem from a few directions gives you the best shot at real participation—and a more energized, connected crew. Until next time, Your

CSR Friend

Learn more about how we can help you level up your employer’s social impact efforts and why your company should join top corporate social impact leaders and become a member of the Points of Light Corporate Service Council. Still have questions? Don’t forget you can always ask a CSR friend!

Ask a CSR Friend: Building an Effective Employee Volunteer Program Framework

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’ve previously worked at companies with well-established employee volunteer programs but just started an exciting new role at a company looking to create an employee volunteer program and have no idea where to begin! How can I develop something people want to be a part of and aren’t just checking the box because their leader “voluntold” them for something? How can I build a program that supports both the company and the community? What are the nice to haves versus the need to haves?

Wondering Where to Start in West Allis

Dear Wondering Where to Start, First, let’s take a deep breath and remember all those well-established employee volunteer programs out there had to start somewhere! They weren’t all successful right away and it most likely took them years to get to where they are now –

years

of learning, adapting and growing. Next, let’s start with a few key building blocks to get you on your path towards a successful Employee Volunteer Program (EVP) framework – Listen. Learn. Lead.

BUILDING BLOCK #1: LISTEN

To develop a truly successful EVP, you’ll need to listen and gather feedback from your key stakeholders to build a program that supports business purpose and priorities, is aligned with organizational values and core competencies, addresses employee motivations, and delivers on community needs (as communicated by the community!).

  • Conduct a listening tour across the company and have conversations with both supporters and detractors to get a full picture of what YOUR specific company needs and build ownership and buy-in as you develop solutions. This could look like focus groups, employee surveys, one-on-one conversations, as well as reviewing existing internal policies and related programs.
  • Consider a landscape assessment where you can listen for learnings from your peers & competitors and evaluate what they are doing that might work for your program and what you can leave behind that doesn’t suit your needs.
  • Engage nonprofit partners to understand their needs and co-create an employee engagement program that aligns company resources with community-driven goals.

BUILDING BLOCK #2: LEARN

Once you’ve gathered and analyzed all those inputs, start building your program with an eye towards continuous improvement. Don’t be afraid to try things out – pilot new ideas, learn what works and doesn’t, adjust accordingly and try again!

  • Outline clear goals and objectives for your EVP framework so you can measure where you’re successful and learn where there’s opportunity to grow along the way.
  • Define your program offerings – you don’t have to launch with everything but clearly define what you will launch with and then add on as needed/as you grow.
    • Do you want to incorporate VTO?
    • Will you start with a day/week/month of service or with year-round programming?
    • Do you have unique skills amongst your employees that you want to share through skills-based or Pro Bono volunteering?
    • Does your budget allow for the implementation of a Dollars for Doers or volunteer grant offering?
    • How might an Ambassador or Champion network help you reach more employees?
    • And don’t forget – a plan to recognize and appreciate your volunteers is vital.
  • Create clear and concise guidelines alongside eligibility criteria, with a focus on removing barriers for employees to volunteer. Creating an accessible program that understands cultural context, local priorities and varying role responsibilities will be needed to scale your program and meet employees where they are.
  • Determine process & system needs to reduce friction and enhance engagement for your employees.
    • How will your employees find & sign up for volunteer opportunities?
    • What will you need to track & measure impact of your volunteer program?
    • What kind of training and orientation will you provide?
  • Establish a communication strategy that will support your EVP as a visible and celebrated element of your company culture. Develop resources to educate and equip middle management.
  • Pilot, test, adjust and repeat. Leverage insights from successes and challenges to drive continuous improvement. Allow ongoing space for adaptability as business needs change, new generations join the workforce, community priorities evolve, etc.
    • Establish mechanisms to monitor and assess program performance. Collect quantitative data (e.g., hours volunteered, projects completed) and qualitative feedback (e.g., employee testimonials, community partner input). Regularly analyze results to identify strengths, address challenges, and refine your strategy. Share impact reports with stakeholders to demonstrate value and accountability.

BUILDING BLOCK #3: LEAD

Once you’ve established an EVP framework that works for your company, engages your employees and supports your community, share what you’ve learned and help lead others in the field!

  • Establish impactful measurement practices that go beyond inputs and outputs and use that data for responsible and ethical storytelling.
    • Highlight how volunteering helps employees build skills, expand networks, and find personal fulfillment, reinforcing both individual and organizational benefits.
  • Continue to advocate for the inclusion of community voice in your programs and commit to trust-based, responsive and transparent relationships with your nonprofit partners. Monitor emerging community needs and adapt your program to evolving challenges.
  • Educate your employees on why civic engagement matters and all the ways they can get involved in their communities whether at work or on their own.
  • Recognize that volunteering is a financial investment and requires funding – and build your budget accordingly.

Developing an effective EVP framework is both an art and a science. It is not a one-size-fits-all effort. It requires careful listening, thoughtful planning, willingness to iterate, an understanding of what inspires your employees, and a commitment to sustained, meaningful action. With a clear strategy, strong leadership support, and a culture that celebrates giving back, organizations can create powerful change—fostering connection, developing talent, and leaving a lasting legacy in the communities they serve. Whether you are starting from scratch or revamping an existing program, these building blocks can help you establish an EVP that is impactful, inclusive and aligned with your company’s purpose. Now is the time to harness your organization’s collective energy to create change through volunteering and civic engagement. Until next time, Your

CSR Friend

Learn more about how we can help you level up your employer’s social impact efforts and why your company should join top corporate social impact leaders and become a member of the Points of Light Corporate Service Council. Still have questions? Don’t forget you can always ask a CSR friend!

Ask a CSR Friend: Designing a Multigenerational Volunteer Strategy

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,

We have five generations represented in our workforce from Gen Z to a handful of retired employees who are still involved. I’m finding it increasingly hard to design a volunteer initiative that resonates across the board. What excites and energizes younger employees seems to barely move the needle with more tenured, mature staff. Do you have advice on how to build a multigenerational employee volunteer strategy that meets the majority of needs and expectations?

Signed,

Juggling Generations in Jacksonville

Dear Juggling, There’s a joke that goes, “Five generations showed up to a company volunteer project: one brought a clipboard, one brought snacks, one brought caffeine, one brought a gratitude journal and one brought a ring light. Guess who’s already gone viral?” Sure, this AI-generated joke is groan-worthy, but it’s also representative of an existing workplace reality. For the first time in history, five generations are clocking in side by side, each with distinct values, communication styles and ideas about what it means to contribute to something bigger than themselves. However, according to

The Authenticity Imperative

, Changing Our World’s 2024 report, two-thirds of employees across all generations want companies to commit to long-term social impact using their unique skills and expertise to address community issues. For corporate social impact leaders, the key isn’t to build five separate programs. It’s to design an adaptable, inclusive strategy that lets people connect with purpose in their own way. The real magic happens when we stop designing for assumed generational preferences and start co-creating with employees by listening to their lived experiences, motivations, barriers and the causes that matter most to them. How do you do that, you ask?

START HERE: LISTEN BEFORE YOU BUILD

Don’t rely solely on articles or studies (even this one!) to guess what each generation wants. Ask your people directly. Yes, trends can guide you, but people are people first. Generational labels only go so far. The best thing you can do is lead with curiosity, not assumptions. Just as in community development, effective solutions start with the voices of those they’re meant to support. Before you design, ask:

  • What inspires you to volunteer?
  • What causes or experiences feel most meaningful?
  • What would make volunteering more rewarding and more accessible?

Use pulse surveys, focus groups or even casual “coffee & conversation” chats. And invite retired employees, too. They often have the time, wisdom and desire to contribute, but rarely get asked. This isn’t just about inclusion; it’s about relevance. Even the most beautifully branded initiative will flop if it doesn’t reflect the real needs, real schedules and real values of the employees it was designed for.

A QUICK GENERATIONAL TOUR

Here’s what we do know about the generations and what they value:

Silent Generation (Born before 1946): The Legacy-Driven Volunteers

Many see service as a civic duty, not a workplace perk. They value:

  • Long-term, high-impact commitments
  • Clarity, formality and respect
  • Opportunities to meaningfully share their expertise

Silent Generation Tip:

Offer mentorship programs, board roles and strategic projects. And yes, handwritten thank-you notes go a long way.

Boomers (Born 1946–1964): The “I Show Up” Generation

Boomers often lead by example. Although slower to adopt tech solutions, they have a strong sense of civic responsibility and are often your most consistent volunteers. They’re ready to roll up their sleeves and make a visible difference. They value:

  • Hands-on projects with tangible outcomes
  • Team-based service
  • Recognition for their efforts

Boomer Tip:

Offer in-person events like packing meals or sorting donations. Consider inviting retirees to serve as “volunteer mentors” for younger employees.

Gen X (Born 1965–1980): Your Pragmatic Problem-Solvers

Independent and often managing work, kids and aging parents, Gen X values efficiency. They won’t waste time, but they will show up for what matters. They value:

  • Skills-based, longer-term but flexible opportunities
  • Independence and impact
  • Family-friendly options

Gen X Tip:

Think pro bono consulting, project-based volunteering or virtual options that respect their packed calendars. Give them tools and the opportunity to include their families; they love a teachable moment.

Millennials (Born 1981–1996): The Purpose-Driven Planners

Millennials want alignment. They want to see your company walk the talk, and they want a seat at the table while it happens. They value:

  • Mission-driven opportunities that lead to personal development
  • Leadership and co-creation
  • Transparency and results

Millennial Tip:

Invite them to co-lead programs, build partnerships and drive innovation. Share outcomes openly. They want to see the “why” and the “what happened.” Many are also juggling familial responsibilities, so microvolunteering efforts appeal to them.

Gen Z (Born 1997–2012): The Activist Newcomers

Values-led and bold, Gen Z isn’t interested in performative gestures. They want action and impact, and they want it fast. They value:

  • Authenticity
  • Digital-first, creative approaches
  • A voice in shaping efforts

Gen Z Tip:

Support advocacy-focused volunteering, employee-led campaigns and social-friendly storytelling. Gen Z doesn’t just want to serve; they want to mobilize. Give them the mic and then get out of the way.

A CHECKLIST FOR MULTIGENERATIONAL ENGAGEMENT

Building an employee volunteer strategy that spans generations doesn’t mean pleasing everyone; it means making space for everyone. Here’s how:

  1. Ask before you assume. Don’t build for Gen Z based on a LinkedIn post; ask a Gen Zer.
  2. Offer multiple entry points. Include virtual, in-person, one-time, long-term, traditional, skills-based, on-and off-site and family-friendly options.
  3. Center co-creation. Form mentor matches, intergenerational councils or annual planning teams. Your best ideas might come from the people least like you.
  4. Celebrate all styles of service. Whether someone logs 100 hours on a nonprofit board or delivers one powerful workshop for nonprofit HR leaders, highlight their impact equally.
  5. Communicate impact in many ways. Some want charts in email form. Some want a good story during an all-staff meeting. Use both.
  6. Include retirees. Keep the door open for those who have left the building, but not the mission.
  7. Stay curious. Gen Alpha isn’t here yet, but they’re coming. Keep listening and adapting, because the future of your workforce is already taking shape.

FINAL THOUGHTS: BUILD WITH, NOT FOR

When people of all ages feel seen, heard and invited to lead with purpose, something powerful happens: generational gaps shrink and workplace culture deepens. You don’t need a PhD in generational theory to get this right. You need meaningful questions, genuine curiosity and a willingness to build with—not just for—your employees. Let your strategy be rooted in long-term vision and flexible enough to reflect how each generation defines impact. Your people will meet you there. Until next time, Your

CSR Friend

Learn more about how we can help you level up your employer’s social impact efforts and why your company should join top corporate social impact leaders and become a member of the Points of Light Corporate Service Council. Still have questions? Don’t forget you can always ask a CSR friend!

Turning Insights into Action: Designing the Future of Employee Volunteering Together

This is the last post in a 3-part series on the evolution of employee volunteering. Revisit the introduction, part 1 and part 2.

The disruptions of the past five years have done more than challenge the status quo; they’ve revealed the power of business to drive purpose alongside profit. As we look ahead, the question isn’t how to return to what worked before, but how to design something better for everyone. What we build next will shape not only our programs, but the broader role of business in society. Employee volunteering is being reimagined by those willing to rethink everything—how we structure volunteer time off, how we build partnerships and how we use AI to uncover insights, create efficiencies, and grow impact. Volunteering is no longer something to “fit in” to the workday. It is part of what makes work meaningful. This evolution is also being fueled by the rising generation of employees who see social impact as essential, not optional. They expect their employers to align with their values and provide real opportunities to lead change. For programs to stay relevant and resilient, we must channel that energy while letting go of outdated models and building on what has created connection and credibility. Now is the time to embrace forward-looking practices rooted in shared purpose, inclusive leadership, bold ambition and relevance. The future will be shaped by those willing to set transformative goals, foster authentic collaboration and treat the changing workplace as a catalyst for lasting community impact. What principles will we take from the past and the current moment to serve our communities in the future?

  • Shared Ownership: Leadership is no longer the sole responsibility of CSR teams. In the most resilient and successful programs, it’s distributed enterprise wide. Employees, from ERG leaders to frontline staff, are helping drive positive change backed by infrastructure that empowers them. Community members and nonprofit partners are no longer passive recipients; they’re co-creators. This collaborative approach builds relevance, relationships and long-term impact.
  • Integrated Cross-Functionally: Employee volunteering can no longer be siloed. It must be woven into business strategies, talent development, sustainability goals and well-being initiatives. When it’s part of a cohesive whole, it delivers greater outcomes for business and society alike. Volunteering becomes a tool not only for external impact, but for cultivating inclusive, connected and purpose-driven workplaces.
  • Reciprocity: The future of volunteering doesn’t only serve the community; it serves the employee volunteer, too. Done well, it supports learning, development, connection and resilience. Volunteerism is a platform for purpose-driven growth, where giving and receiving are equally valued.
  • Flexibility: Today’s workforce is mobile, global and hybrid. Employee volunteer programs must reflect that. It needs to meet employees where they are with multiple modes of engagement: virtual, in-person, individual, team-based, traditional, skills-based, episodic and ongoing. Flexibility shouldn’t be extra; it should be expected.
  • Enabled by Technology: AI, personalization and automation are reshaping how we connect people to purpose. Smart tools can reduce administrative burdens and decision-making time. They can personalize experiences and expand access. But innovation must be grounded in ethics. We must use technology to enhance and not replace the human connection at the core of volunteering.
  • Rooted in Trust: Metrics matter, but relationships matter more. Programs that are extractive or performative are giving way to those that prioritize mutual respect and accountability. Trust is built when nonprofit partners are invited to shape, not just receive corporate support. Deeper partnerships mean shared planning, co-investment and long-term alignment on community-defined goals.

TURNING INSIGHTS INTO ACTION

The future won’t be built by chance. It will be shaped by leaders willing to question long-held assumptions and act with purpose. That means reevaluating even our most established practices from what counts as volunteering to how we capture and communicate impact. It also means committing to courageous, measurable goals. Not just to increase participation, but to increase equity, resilience and systems-level change. Here are a few tactical moves to build a stronger foundation:

  • Center Equity in Every Decision: From who gets to volunteer to which communities receive support, continuously audit for bias and actively expand access.
  • Prioritize Nonprofit Voice: Invite nonprofits into the design process. Build feedback loops that ensure they shape your initiatives, not just report on them. Value their insights, expertise and time as much as your own.
  • Balance Moments with Momentum: While single-day volunteer projects can serve as an entry point, build enterprise awareness and galvanize employees around a shared vision; impact also comes from deeper relationships. Invest in skills-based and long-term opportunities that deliver mutual value. Balance breadth with depth to create sustained change.
  • Plan for Outcomes, Not Just Activities: Don’t wait until year-end to define impact. Build metrics into your strategy that reflect more than inputs and outputs. Track employee growth, community outcomes and program alignment with business and social goals.
  • Reexamine Enabling Strategies and Policies: Ensure policies and support mechanisms reflect current workplace realities, recognize group and individual actions and remove barriers.
  • Invest in CSR Infrastructure: Ensure systems, staffing and cross-functional alignment are in place to scale and sustain purpose-driven programs.
  • Set Bold Goals that Matter: Aim higher. Define what success looks like not only in employee participation, but in shared community outcomes. Make your commitments public, co-developed with partners and focused on systemic change.

LEADING INTO TOMORROW

The most effective employee volunteer programs of tomorrow will embrace complexity, elevate shared leadership and use service as a tool for both business and community transformation. True success won’t be defined by how many employees show up, but by the positive change their participation creates. This is our opportunity to make service central to how companies operate and what they value. Let’s define what comes next with intention, courage and collective action.

Turning Insights into Action: How Disruption Shaped a New Era of Employee Volunteering

Part 2 of a 3-part series on the evolution of employee volunteering. Revisit the introduction and part 1.

When the COVID-19 pandemic swept across the globe in 2020, it didn’t just change how we work, it reshaped how we live, connect and contribute. Offices closed, communities faced heightened needs and the systems we once relied on were tested in real time. This moment also marked a turning point, as businesses and communities alike responded to the call for community change by working to rebuild trust and broaden opportunities for all. Employees across generations and geographies began demanding more from their companies: more accountability, more empathy and more action. Over the past five years, significant shifts have sparked innovation and reshaped the role of volunteering in the workplace. Disruption was the spark, sure, but a mindset change was the fuel. Many CSR leaders adopted a powerful belief: there is no growth without change, and every change brings opportunity. That shift, viewing a challenge as a catalyst, has led to a more human-centered, intentional approach to employee volunteering.

A NEW DEFINITION OF VOLUNTEERING EMERGES

Before 2020, volunteering in the workplace was often centered on structured, in-person events with nonprofits. But in the face of public health restrictions, CSR leaders were forced to think differently. Virtual volunteering became a lifeline, not just a stopgap. Employees mentored youth online, wrote letters to frontline workers and connected with isolated seniors. Everyday acts of kindness like delivering groceries or helping a neighbor were embraced as valid and valuable contributions. Crowdfunding surged as a way to meet community needs, while hybrid volunteering became both common and complex. This broader view of

what “counts” as volunteering

helped democratize engagement, opening the door for more people to participate regardless of role, schedule or location.

THE RISE OF EMPLOYEE VOICE AND COMMUNITY-CENTERED ACTION

The post-2020 landscape saw employees stepping into new roles not just as volunteers, but as activists, advocates and advisors. For the first time in history, all five generations were in the workplace at once, bringing with them diverse perspectives and expectations. Employees increasingly sought to align their personal values with their professional lives, pushing companies to show up authentically and consistently in their communities. This period also gave rise to community-centered approaches to volunteering marked by a deeper understanding of power imbalances, a growing embrace of trust-based philanthropy and efforts to unburden nonprofit partners from extractive or performative models of engagement. Mental health and well-being also took center stage. Volunteer efforts expanded to include opportunities for personal reflection, meaning and connection—focusing not just on what employees could give, but also what they needed to thrive.

LEADING INTO 2025: A STRONGER FOUNDATION

The disruptions of the past five years didn’t derail employee volunteering. They strengthened it. We now see companies embedding volunteering into their broader strategies by aligning service with business priorities, organizational values and social outcomes. There’s greater attention to

measurement, responsible storytelling

, integration with ERGs and building community resilience alongside an understanding that impact isn’t always immediate or visible.

  • This work is happening in the context of a dramatically shifting environment. Today, we face a new set of challenges:
  • Political polarization is seeping into the workplace, with companies under pressure to either take a stand or remain neutral on complex societal issues.
  • Backlash to efforts around belonging and sustainability is creating hesitation, even as employees and communities continue to value these commitments.
  • The workplace itself is changing, with hybrid and remote models becoming the norm, challenging traditional engagement strategies.
  • AI is emerging as both a powerful tool and a cultural disruptor, reshaping how we work, communicate and make decisions.

These pressures can feel overwhelming. But they also represent an opportunity to reimagine how we engage employees and support communities. We’re seeing leading programs respond by:

  • Designing community engagement around nonprofit needs, not just corporate objectives.
  • Empowering employees, especially ERGs and grassroots leaders, to drive engagement from within.
  • Offering flexible, virtual and skills-based opportunities that reflect today’s workplace realities.
  • Using AI to personalize and streamline experiences, while maintaining ethical boundaries and human connection.

This is not the time for retreat. It’s the time for boldness—grounded in purpose, equity and care. The future belongs to those who lean in, listen deeply and design with intention.

TURNING INSIGHTS INTO ACTION

Change has accelerated progress rather than delayed it and meeting the current moment requires leaders who act with courage and conviction. Use what we’ve learned from the recent past to align your programs with the current needs of employees, community partners and society.

  • Evaluate accessibility: Can employees regardless of role or work setting engage meaningfully in creating positive change? Are senior leaders actively championing your volunteer time off policy and are middle managers putting that commitment into practice?
  • Check power dynamics: Are your volunteer programs co-designed with communities, not just for them? Shift from transactional relationships to trust-based partnerships.
  • Explore responsible AI integration: Leverage AI to personalize and to streamline tasks but keep human connection at the core. Use automation for efficiency, not empathy.
  • Measure what matters: Move beyond counting hours and start assessing outcomes. Prioritize metrics that reflect community benefit, employee development and business value.
  • Embed equity into decision-making: Ensure your programs reflect a wide range of identities and lived experiences. Audit who’s shaping your initiatives and who’s being left out.
  • Normalize purpose in workplace culture: Make volunteering and civic action part of what it means to grow and lead in your organization. Recognize servant leadership as a core competency.
  • Prioritize internal collaboration: CSR doesn’t live in a silo. Break down barriers between departments like HR, Operations and even Compliance to build unified, employee-powered strategies.

LOOKING AHEAD

The path from 2020 to 2025 wasn’t linear, but it was transformative. Along the way, change challenged assumptions, surfaced new possibilities and opened doors to innovations we couldn’t have predicted. We’ve entered an era where CSR leaders must navigate through increased scrutiny, cultural division and rapid technological evolution. But these forces are also creating space to build smarter, more responsive and more inclusive volunteer programs. We’ve seen what’s possible when companies listen deeply, respond with integrity and courage and equip employees with tools to lead real change. The next chapter of employee volunteering will reflect not only the realities of today, but also the opportunities and the growth that only disruption can make possible.

Up Next: In Part 3 of this series, we’ll explore how today’s most forward-thinking CSR practitioners are preparing for what’s next by setting bold goals, deepening community partnerships and redefining the future of work through volunteering.

Ask a CSR Friend: Engaging Employees in Disaster Response

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’m a newer CSR practitioner and was caught off guard last year when severe flooding impacted nearby communities. While our operations weren’t disrupted, employees kept reaching out, asking how they could help, and I didn’t have a clear plan or resources ready to guide them. With the Atlantic hurricane season now underway, I want to be better prepared. How can I quickly and responsibly engage employees in disaster response and recovery, while also setting us up for a more proactive, community-focused approach moving forward?

Signed,

Course-Correcting in Charlotte

Dear Course-Correcting, As CSR professionals, we know that natural disasters can create a ripple effect across operations, our employees’ lives and the communities we serve. But more than just a reactive moment, disaster response is a strategic opportunity for companies to show up with empathy, efficiency and impact.

The most effective disaster responses are not designed in the moment—they’re built well in advance.

That means forming a cross-functional disaster response team (including CSR, HR, operations, facilities and communications) and developing a clear plan before disaster strikes. Review it annually and ensure every relevant function understands their role in a coordinated response. For help creating a plan, check out

Navigating Disasters and Crises: A Practitioner Playbook for Corporate Responsibility, Philanthropy, and Community Investment Programs

. In crisis moments, employees naturally want to help. It’s our job to channel that desire into responsible and impactful action guided by community needs, company capabilities and nonprofit partner guidance. As you prepare for what may come this season, here are key strategies to help you meaningfully and responsibly engage employees in disaster response and recovery:

Prepare Year-Round: Build Readiness Before a Disaster Strikes

Form a Cross-Functional Disaster Response Team

  • Engage key internal stakeholders such as CSR, HR, communications, compliance, security and operations in developing and regularly updating your disaster response strategy (sometimes known as a business continuity plan).
  • Define clear roles and escalation protocols for potential disaster scenarios.

Maintain a Ready-to-Activate Employee Relief Fund

  • Promote your hardship or assistance fund throughout the year using multiple channels (e.g., onboarding materials, signage, intranet, QR codes).
  • Ensure the fund is well-resourced and ready to distribute grants quickly when crises hit.
  • Include multilingual and location-based communications for equitable access.

Plan, Practice and Revise

  • Conduct scenario planning and tabletop exercises across key teams (e.g., corporate, frontline, regional).
  • Train volunteer leads in high-impact sites like distribution centers, call centers and retail stores. Ensure all volunteer champions know how and when to plug into the disaster response strategy, so they don’t strike out on their own.
  • Create inclusive feedback loops after each crisis to identify gaps and iterate on the strategy.

When Disaster Strikes: Coordinate an Empathetic, Impactful Response

Prioritize Employee Safety and Communication

  • Ensure HR and Operations are prepared to check in on all employees, including shift-based and part-time staff. Use tools like badge swipes, text alerts or designated field leads to confirm employee safety.
  • Communicate updates and resources through trusted channels, including shift huddles, signage, manager toolkits and digital screens. Share “Building Sustainable Communities,” a disaster preparedness and response guide from Points of Light and The Allstate Foundation, featuring strategies for individual action across the disaster lifecycle and tips on advocating for affected communities.
  • Stay mindful that communities where frontline employees live are often the hardest hit and employees themselves may need support. Double-down on communicating about your employee assistance or hardship fund.

Lead With Funding

  • Cash is king in disaster relief. It’s the most efficient way to help communities recover. Communicate this to employees before the requests to host local donation drives roll in.
  • Launch disaster-specific giving campaigns that are mobile-optimized and accessible to employees across roles and work settings.
  • Offer company matches and recognize all contributions, big or small.

Support Nonprofit Partners Responsibly

  • Let trusted community partners guide your employer’s response. Don’t assume what’s needed. Ask first.
  • Consider working through intermediaries like affiliates in Points of Light’s Global Network, Good360 or Global Giving to avoid overloading local nonprofits.
  • Know that bulk, palletized in-kind donations will be your best option when considering products your company can provide.

Be Thoughtful with Volunteer Opportunities

  • Volunteer opportunities often take time to become available. Wait until nonprofits confirm safety and capacity. Communicate this upfront with employees so they understand the fragile situation on the ground.
  • Do not allow or encourage employees to self-deploy or send employee groups uninvited. Uncoordinated help can do more harm than good.
  • When opportunities do arise, consider all these options:
    • In-person, when safe and locally coordinated.
    • Virtual and micro-volunteering that supports crisis lines, logistics or language translation.
    • Group activities that can be coordinated around shifts, especially for hourly teams.
    • Skills-based volunteering plays a significant role in response and recovery, not to mention building community resiliency. Projects can range from helping impacted residents navigate insurance claims, data mapping road closures and resource needs to more sophisticated support with logistics or restoring internet access.
  • Tap into all employee skill sets such as logistics, facilities, tech and customer support teams to provide valuable contributions beyond traditional office volunteering.
  • Once projects are identified, check in with your company’s risk management and/or compliance team to vet the opportunities. Having these relationships in place ahead of time makes it easier to move quickly when needed.

A strong disaster response strategy isn’t just about reacting, it’s about building long-term readiness, trust and resilience. You don’t need every employee to take action, but you do need a thoughtful plan that offers clear ways to help. When you prepare early, communicate clearly and partner intentionally, your company can respond meaningfully when it matters most. Until next time, Your

CSR Friend

Learn more about how we can help you level up your employer’s social impact efforts and why your company should join top corporate social impact leaders and become a member of the Points of Light Corporate Service Council. Still have questions? Don’t forget you can always ask a CSR friend!

Turning Insights Into Action: What the Past Tells Us About What’s Next

To lead with clarity and confidence in a time of rapid change, we must first understand where we’ve been. The evolution of employee volunteering is filled with insights not just about how far we’ve come, but about the assumptions and strategies we’ve inherited. This first installment in

our three-part series

looks back at the history of employee engagement and corporate volunteerism. By unpacking the milestones, motivations and missteps of past eras, we can better understand what shaped our current practices and more importantly, how to shape what comes next.

The Origins: Values Before Vocabulary

Before “CSR” and “ESG” were business buzzwords, social responsibility showed up in the choices of individuals and mission-driven institutions. Think Carnegie’s

Gospel of Wealth

, Rockefeller’s philanthropic legacy, or early faith-based organizations’ refusals to support unethical industries. As businesses began to adopt more formal responsibility for social impact, employees were slowly brought into the fold. By the early 20th century, as the Progressive Era took root in the U.S., companies began to recognize the importance of employee well-being and community infrastructure to long-term business success. Founded in 1907,

Johnson & Johnson’s the Laurel Club

is thought to be the first documented examples of a structured employee organization with a charter focused on public service and volunteering to improve maternal and child public health, which directly tied to some of the company’s products. Payroll deductions for “

community chests

” in the 1920s served as precursors to United Way campaigns and offered early systems for employee involvement in giving. These weren’t side projects. They were initial proofs of concept that employee and community engagement could be aligned with business value.

Expanding Responsibility: From Individual Goodwill to Collective Impact

The 1970s ushered in a broader acknowledgment of a “social contract” between companies and their stakeholders. Employee volunteering emerged alongside philanthropic giving, shaped by shifting public expectations and emerging CSR theory. Some credit Ben & Jerry’s with pioneering volunteer time off in the late 1970s, linking employee empowerment with social values. By the 1980s and ’90s, the idea of employees serving as ambassadors of company values through volunteering gained momentum, bolstered by national calls to action like President George H.W. Bush’s vision for a “

thousand points of light

.”

When Participation Overshadowed Purpose

In the mid-1990s and early 2000s, employee volunteering became more formalized, especially in large corporations. Programs were top-down and aligned more with good PR and market expansion goals than with employee passions or community needs. Volunteering was seen as a novel way to enhance reputation and differentiate in a booming economy fueled by rapid technological advancement. The optimism of the “New Economy” created space for businesses to experiment with CSR, though the dot-com crash in 2000 soon tempered this momentum. The

Businesses Strengthening America

coalition, formed in response to President George W. Bush’s 2002 call to service in the wake of the devastating attacks on 9/11, helped drive initiatives like the first-ever

corporate Month of Service

spearheaded by The Home Depot in 2005. But the emphasis often leaned toward participation over purpose such as hours logged, photos taken and boxes checked. Signature days of service, seasonal giving campaigns and check presentations created visibility and increased morale but often fell short of lasting impact. Too often, the spotlight was on what companies gave, not what communities needed. Nonprofit partners found themselves hosting corporate groups with little context or long-term support. Employees wanted deeper meaning and better alignment with their values.

Cracks in the Model and a Shift Toward Meaning

Even so, those early efforts built important muscle: introducing employees to volunteering and their agency to create positive change, signaling a social license to operate and embedding the idea that business can be a force for good. During the 2008 recession, we saw CSR leaders advocating for the power of volunteering to build culture, boost morale and demonstrate values during difficult times. But over time, communities asked for more collaboration and less charity. Initiatives like

A Billion + Change

attempted to respond, shifting the focus to pro bono and skills-based volunteering. This was a pivotal insight: the most meaningful impact often came not from volume, but from value—when companies offered what they do best in service of community needs. This approach aligned with a broader evolution in corporate purpose. In 2019, the

Business Roundtable

redefined its principles, moving away from shareholder primacy and affirming a commitment to all stakeholders, signaling a new era of corporate responsibility.

What the Past Tells Us About What’s Next

Today, employee volunteering is no longer a side benefit, it’s a strategic imperative. Employees are stepping into leadership roles to address urgent issues like social justice, climate change and mental health. What started as top-down philanthropy has evolved into employee-powered, community-centered impact. But we don’t get to this next chapter without understanding the last.

Turning Insights into Action

Before building what’s next, it’s worth unpacking what brought us here. These steps can help CSR leaders translate historical insight into forward-looking action:

  • Audit your past impact. How did your company measure success before 2020? Hours logged? Dollars donated? Were those metrics telling the full story?
  • Map legacy mindsets. Identify assumptions like “volunteering = one-off events” or “impact = participation.” Are those beliefs still influencing decisions today?
  • Acknowledge what didn’t work. Ask your nonprofit partners and volunteer champions where past efforts fell short. Use that insight to clarify what you want to leave behind.
  • Protect what built trust. Identify the practices that created belonging, connection and authenticity. Celebrate and build on them.

When we honor our history with honesty and humility, we create space for something stronger to take root. The future of employee volunteering won’t erase the past; it will build on its lessons, informed by deeper purpose and true partnership.

Turning Insights into Action: Leading Employee Volunteering Through Change

If you’re leading employee volunteer efforts or shaping CSR strategy, you’ve likely felt it: the ground beneath our work is shifting. We’re living through a time marked by social, economic, technological and political upheaval. And while it may feel easier or safer to wait for clarity, the truth is: some of the most transformative innovations in corporate social impact emerge precisely during times of uncertainty. Since 2020, the workplace has undergone seismic changes. Remote and hybrid work are now normalized. Employees are redefining purpose and belonging. Today’s workforce is more generationally diverse than ever before. Meanwhile, movements for social justice, scrutiny of DEI and ESG, and the explosion of generative AI have reshaped how organizations think about leadership, responsibility and trust. These moments have surely challenged us, but they’ve also opened the door to something greater. Because uncertainty doesn’t just disrupt. It creates turning points. It invites us to think differently, build deeper partnerships and design programs that are more authentic, inclusive and better aligned with employees, nonprofit partners and what communities truly need. This is especially true for employee community engagement. What was once considered a “nice-to-have” is now central to how companies build culture, foster trust and contribute to a better world. Whether you’re running point on a day-to-day employee volunteer program or making enterprise-wide CSR decisions, this is your moment to shape what comes next. This blog kicks off a three-part series exploring how moments of disruption have—and will—fuel innovation in corporate citizenship and how you can meet this moment with courage and creativity. We’ll also highlight actions you can take now to help your programs stay resilient and future-ready.

Part 1: Where We Were

We’ll look back at the evolution of employee volunteering pre-2020 and in “the before times.”

  • How did we define success in earlier models?
  • Who benefited and who was left out?
  • What lessons from the distant past still shape us today?

Turning Insights into Action

Before you can build what’s next, you need to understand what brought you here. These steps will help you evaluate past frameworks, uncover hidden assumptions and carry forward the lessons that still serve.

  • Audit impact evaluation. Review how you measured success before 2020 compared with now. Was it hours logged, dollars donated or meaningful community outcomes?
  • Map mindset shifts. Identify the assumptions that drove earlier programs and assess which ones need to evolve.

Understanding our history can illuminate what needs to change and the strengths we can carry forward.

Part 2: Where We Are

We’ll examine today’s environment: political headwinds, DEI and ESG scrutiny, AI’s emergence and post-pandemic workforce shifts.

  • What pressures are forcing CSR programs to evolve?
  • How are leading companies adapting to create more material, inclusive and responsive engagement?

Turning Insights into Action

This moment calls for responsive, values-driven leadership. Use these ideas to align your programs with the changing needs of employees, nonprofits and society without losing your core mission.

  • Evaluate accessibility and power dynamics. Can employees regardless of role or work setting engage meaningfully in myriad ways to create positive change? Are you co-designing volunteer initiatives that reflect diverse employee identities and serve both community and business priorities?
  • Explore responsible AI integration. Try AI to streamline efficiencies but keep human connection at the core.

Today’s challenges create urgent opportunities to design programs that are more resilient, material, equitable and grounded in trust.

Part 3: Where We’re Headed

We’ll explore future-forward practices that center trust, shared leadership and measurable impact.

  • What innovations are reshaping employee engagement and corporate impact?
  • How can we co-create a future that is more human-centered, scalable and addresses systems change?

Turning Insights into Action

What you do today will define the next chapter of your company’s impact. These actions help you design for long-term relevance, deeper connection and shared value.

  • Center nonprofit voice. Create feedback loops that ensure nonprofit partners shape—not just receive—your volunteer initiatives.
  • Shift from transactions to relationships. What practices can you integrate that move you toward transformative, deeper engagements for community partners and employee volunteers?
  • Embed measurement from the start. Co-define success metrics that go beyond participation rates to reflect meaningful, lasting outcomes.

The future of employee volunteering depends on bold leadership, intentional design and a willingness to reimagine from the ground up.

A Shared Opportunity to Lead What’s Next

For CSR executives, this is a chance to go beyond legacy approaches and build purpose-centered strategies that strengthen your company’s culture, brand and social license to operate. For employee volunteer managers, this is an invitation to step into deeper leadership by amplifying employee and nonprofit voices, embedding equity and building accessible, scalable initiatives that truly make a difference. We hope this series helps you see uncertainty not as something to manage, but as something to leverage. Because the most relevant and resilient programs of the future won’t come from playing it safe. They’ll emerge from the courage to innovate in moments like this one. This is a moment for listening deeply, reimagining boldly and building human-centered programs that are more resilient, impactful and accessible.

Let’s not wait for clarity. Let’s build what’s next together.

Ask a CSR Friend: Finding Steady Ground

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’ve been feeling overwhelmed lately as a CSR leader. With so many external pressures — programs under scrutiny, nonprofit partners facing funding cuts, and employees concerned about rising costs and potential job loss — I’m struggling to find my footing. How can I stay focused on making a meaningful impact and supporting my team and partners through this uncertainty?

Signed,

Scattered in Scottsdale

  Dear Scattered, There have been moments in my social impact career when it seemed like every colleague wanted my job. They were passionate about causes and communities, but they didn’t always see the harder side: the tough decisions, the difficult conversations, and the times like these, when the ground feels unsteady beneath your feet. You might recognize this feeling from the early days of the COVID-19 pandemic, and now it’s back – just with different external pressures. Today’s CSR leaders are navigating real headwinds. Programs are being examined from every angle. Resources feel tighter, making the business case for investment feels difficult and more important than ever. Social and economic pressures weigh heavily on employees and nonprofit partners alike. It’s harder, and more necessary, to lead with courage, clarity and care. In moments like this, it’s easy to feel pulled in every direction. One of the most powerful ways to stay grounded is to serve the person in front of you. What does that look like? It means narrowing your focus to the people who are counting on you right now — your fellow employees and your nonprofit partners. It means asking yourself:

How can I show up with consistency and care for those who need it most?

When employees feel connected and supported, and when nonprofit partners feel valued and seen, you create a steady foundation that can carry your company’s impact forward — even through change. You won’t be able to control every challenge ahead, but you can control how you lead through it. Here are five moves you can make right now to steady the world around you:

  1. Double Down on Listening: Create intentional spaces for employees and nonprofit partners to share what they’re experiencing. Listening tours, quick pulse surveys or open forums show you’re paying attention and give you real-time insights to respond with relevance and compassion.
  2. Protect and Communicate Your Values: In a time when programs are under a microscope, clarity matters. Be direct about what your company stands for and why. Remind employees and partners that your commitments to community impact and equity are not passing trends, they’re a core part of your company’s identity and purpose, even if how you describe it evolves.
  3. Focus on Small, Visible Wins: You don’t have to launch a major initiative to make a difference. Look for small actions that meet immediate needs like increasing matching gift ratios, spotlighting employee volunteer stories or celebrating program milestones. Small wins restore momentum and rebuild confidence.
  4. Strengthen Nonprofit Relationships with Flexibility: Nonprofits are navigating their own uncertainty. Now is the time to ask what support would be most helpful even if it looks different than before. Flex grant restrictions when you can, offer skills-based support, or extend grace and deadlines when resources are stretched thin.
  5. Equip Employees to Take Action: People want to feel useful during hard times. Make it easy for employees to engage through microvolunteering, donation drives or advocacy campaigns. Recognize, too, that employees may need support themselves. Remind them of available resources like employee assistance funds and normalize both giving and receiving help. Action builds agency and agency builds hope.

The world may feel unsteady right now, but your leadership can be a stabilizing force. Lead with courage and clarity. Serve the person in front of you. In times like these, every steady step you take matters and will shape the future we all need. Until next time, Your

CSR Friend

Learn more about how we can help you level up your employer’s social impact efforts and why your company should join top corporate social impact leaders and become a member of the Points of Light Corporate Service Council. Still have questions? Don’t forget you can always ask a CSR friend!