Ask a CSR Friend: Making the Case for an Employee Volunteer Champion Model

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 convinced that the best way to scale and deepen the impact of my company’s employee volunteer efforts is by launching an employee volunteer champion model. The problem? Leadership supports volunteering in theory, but they don’t view it as a strategic priority. I need to prove the value of a champion model using language that speaks to them. How do I make the case, so they see this employee-powered model as an investment worth making?

Signed,

Choosing Champions in Chicago

  Dear Choosing Champions, Ah, the age-old CSR challenge: You know that volunteering is a game-changer, but leadership still thinks of it as a “box-checking” exercise. Time to shift the narrative! An

employee volunteer champion model

isn’t just about making volunteering easier to manage although that’s a nice perk. It’s about scaling impact, developing talent and embedding social responsibility into the company’s culture—all while delivering real business and social value. Since executives love a good business case, let’s break this down in language that will resonate:

1. It Efficiently Scales and Deepens Impact

Leadership loves efficiency. A champion model upholds the enterprise-wide strategy but decentralizes volunteer engagement, putting it in the hands of employees across geographies, business units and even ERGs. That leads to:

• More volunteer participation through increased accessibility and without the CSR team having to do it all
• Localized impact that aligns with both company priorities and community needs, and is culturally relevant
• A sustainable structure that keeps volunteering alive even if budgets and priorities shift

Your pitch: “Right now, our team is trying to scale impact alone. A champion model creates a distributed leadership network, increasing engagement, buy-in and reach without adding headcount.”

2. It’s a Secret Weapon for Talent Development

Workplaces are changing fast, and companies need employees who can lead, solve problems and adapt. A champion model builds these skills by giving employees hands-on experience in:

• Leadership and project management (without waiting for a formal promotion)
• Cross-functional collaboration (because champions come from all departments)
• Stakeholder engagement and problem-solving (skills needed in every role)

Your pitch: “This is a cost-effective way to upskill employees in leadership, communication and innovation—through real-world experience, not just on-demand training modules.”

3. It Drives Employee Well-Being, Engagement and Retention

Engaged employees = productive employees. And guess what? Employees who volunteer through their company are

more likely to stay, perform better and feel connected to their work

. A champion model strengthens this by:

• Creating peer-led engagement (employees listen to each other more than corporate emails)
• Removing barriers and understanding motivations (champions tailor opportunities to what employees want and gain buy-in from middle managers)
• Reinforcing company culture and values (volunteering becomes a norm, not a one-off event)

Your pitch: “Our employees want purpose at work, especially younger generations. A champion model gives them ownership of that purpose, increasing engagement, retention and morale—without requiring new perks.”

4. It Strengthens the Company’s Brand and Reputation

Customers, job seekers and investors care about

authentic social responsibility

. A champion model ensures:

• A platform for responsible impact storytelling across locations and business units
• Deeper, long-term nonprofit partnerships that utilize the company’s key competencies
• A strong talent pipeline due to positioning as a purpose-driven leader

Your pitch: “When we share stories of employees leading the way in social impact, it can strengthen our employer brand and build trust with customers, communities, investors and future talent.”

If leadership still hesitates, ask them this:

• Do we want to scale impact efficiently enterprise-wide and tailored to the communities where we operate?
• Do we want more employees who are adaptable, future-ready and deeply engaged?
• Do we want to be seen as a company that authentically walks the talk on social impact?

Because if the answer is “yes” to any of the above, a champion model isn’t just a “nice idea,” it’s a necessary investment in the company’s future. Go make your case! And if all else fails, remind them that companies with strong cultures and strategic volunteer programs with effective infrastructure also happen to be

more innovative, more successful and better places to work

. (Funny how that works.😉) 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: Sunsetting CSR Programs and Partnerships

Looking for CSR advice?

Hear from our experts in our Ask a CSR Friend monthly column.

Whether you’re a novice or a seasoned pro, we know it takes a village to create 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,

Our new CEO has been on the job for about a year and has started to ask questions about the company’s community partnerships and focus areas. I know companies have had to end partnerships or phase out programs due to leadership changes or budget shifts and new priorities. I want to make sure that if this ever happens during my tenure, we handle it the right way—without hurting relationships or leaving nonprofit partners in a tough spot. What’s the best way to communicate and transition out of a partnership responsibly while keeping trust and goodwill intact?

Signed,

Prognosticating in Providence

Dear Prognosticating, In corporate social impact, change is inevitable. Programs evolve, priorities shift, and budgets fluctuate. At times, companies must make the difficult decision to sunset a CSR initiative or end a long-standing community partnership. While necessary for strategic alignment, these transitions can be fraught with anxiety—especially when nonprofits have built programming, staffing and resource allocation around corporate support. A poorly handled exit can damage relationships, erode trust and leave nonprofits scrambling to fill the void—like ghosting your best friend at her engagement party before your toast, but with MUCH higher stakes. When done thoughtfully, sunsetting a CSR program can maintain goodwill, support nonprofit sustainability and uphold your company’s reputation. Here’s my advice on getting it right, which starts long before your hopefully graceful exit:

Set Up the Partnership for Success (Begin with the Potential End in Mind)

A responsible sunset starts at the beginning. When forming partnerships:

• Be honest about your goals along with the reality that corporate strategies evolve. Leadership changes, business priorities shift and budgets tighten.
• Establish sustainability measures. Encourage nonprofits to diversify funding sources so they don’t become overly dependent on your support. A simple way to support your nonprofit partners at any point in your relationship is to leverage your social capital and introduce them to other possible funders.
• Build in periodic check-ins. Regularly reassess if the partnership still aligns with both parties’ goals.

Be Transparent and Communicate Early

Nonprofits rely on consistent funding and volunteer support, so surprises aren’t fun (or ethical). If a change is on the horizon:

• Start the conversation early. Aim for at least 6-12 months’ notice to give nonprofits a long enough runway to adjust.
• Frame the decision strategically. It’s about shifting focus, not a lack of appreciation or value.
• Keep communication open. One conversation isn’t enough—stay engaged throughout the transition.

Provide Transition Support Where Possible

A responsible sunset isn’t a hard stop—it’s a transition. Where feasible:

• Step-down strategy: Decrease your funding year-over-year for a set period of time to help ease the adjustment.
• Bridge funding: Consider a one-time grant to facilitate the transition.
• Capacity-building resources: Connect nonprofits with other funders, share fundraising tips or offer pro-bono consulting.
• Employee transition support: If employees have been heavily involved, help them find new engagement opportunities.

Acknowledge and Honor the Partnership

Whether a partnership lasted one year or a decade, recognize the impact achieved together:

• Offer public acknowledgment (blog post, press release, social media appreciation, joint statement) that highlights key milestones and successes.
• Express gratitude in internal and external communications to reinforce the value of the partnership.
• Provide guidance to employees: Employees often form strong bonds with nonprofit partners. Abruptly ending a program without guidance can lead to frustration and potentially disengagement. Communicate changes clearly and frame them as part of the company’s evolving strategy. Offer them alternative ways to engage, whether through personal volunteering and VTO, matching gifts or workplace giving campaigns. Employees may ask about the old program or partner for years—anticipate this and be ready with clear, consistent messaging.

Conduct a Thoughtful Exit Review

Before finalizing the transition, take a step back and ask your team the following questions. Consider engaging partners in this discussion where appropriate to inform future strategies.

• What worked well in the partnership?
• What challenges led to the decision to sunset?
• How can future programs and partnerships be designed with sustainability in mind?

Keep the Door Open for Future Collaboration

Ending a program today doesn’t mean closing the door forever:

• Maintain relationships with key nonprofit leaders.
• If the partner or program is still aligned with corporate focus areas, explore different ways to engage, like skills-based volunteering or advocacy.
• Periodically check in to see how the organization is faring post-transition.

How a company exits a CSR program or partnership says just as much about its values as how it enters one. A graceful, responsible exit reinforces trust, safeguards corporate reputation and demonstrates a genuine commitment to community impact—beyond just financial contributions. After all, a responsible sunset isn’t just about saying goodbye—it’s about making sure the good work continues, with or without you. 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: Shifting ERGs from Company-Focused to Community-Centered

Looking for CSR advice?

Hear from our experts in our Ask a CSR Friend monthly column.

Whether you’re a novice or a seasoned pro, we know it takes a village to create 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 lead an Employee Resource Group at my company, and I’m hoping to collaborate with national nonprofits that align with our mission to support an historically excluded population. However, after initial discussions, I rarely receive responses to my follow-up emails. I understand nonprofit leaders are busy, but I worry our approach comes across one-sided or transactional as we have some big goals to achieve rather quickly. As someone experienced in nonprofit partnerships, what advice can you provide so that potential partners know we want to build meaningful, mutually beneficial relationships that truly add value?

Signed,

Getting Ghosted in Galveston

Dear Getting Ghosted, Thank you for being vulnerable by surfacing an authentic and important challenge that both EVP and ERG leaders can learn from, especially those newer to this field. For decades, CSR leaders operated with the best of intentions but often fell short when engaging nonprofits as partners. At first, we approached these partnerships with a corporate-centric lens, making demands based on our own goals and timelines rather than collaborating with communities to understand their needs. Mistakes were made—lots of them. I hate to admit it, but nonprofits were often seen as service providers rather than partners. It took years of trial, error and listening for CSR leaders to learn this critical lesson: meaningful impact requires

centering the needs of the community

, not the corporation. Now, ERG leaders are stepping into similar territory, and the good news is you don’t have to repeat our mistakes. Here’s how your ERG can start partnership discussions on the right track:

1. Learn from CSR’s Early Missteps: CSR leaders once approached nonprofits with lists of demands: “We need a volunteer opportunity for 500 employees next Thursday from 9 a.m. until noon and it can’t be too messy.” Does that sound painfully familiar? These approaches often alienated nonprofits and, worse, failed to meet community needs. ERG leaders can skip this step by prioritizing collaboration over corporate agendas from the start.
2. Lead with Humility, Not Assumptions: Early CSR efforts often assumed the corporation knew best. The truth? Nonprofits are the experts in serving their communities. Ask questions like, “What do you need most right now?” and let their answers guide your actions.
3. Be a Resource, Not a Burden: CSR leaders eventually learned that meaningful partnerships involve giving more than they take. ERGs can adopt this mindset by asking, “How can we support your mission?” rather than pushing for initiatives that might not align with the nonprofit’s priorities.
4. Understand the Context: CSR leaders spent years learning to understand the systemic challenges faced by historically excluded populations—and how corporate actions can unintentionally reinforce those barriers. ERGs can take a shortcut by prioritizing cultural competency and educating themselves about the communities they aim to support.
5. Invest in Relationships, Not Quick Wins: Building trust takes time. CSR leaders learned that long-term, authentic partnerships are far more impactful than transactional engagements. ERGs can start building those relationships now, knowing that trust is the foundation for lasting impact.

Working with community FOR community is a practice that needs nurturing, refining and constant reflection. This shift in mindset won’t just help your ERG avoid years of missteps; it will allow you to contribute meaningfully to the communities you care about while also achieving internal goals. By approaching nonprofits with respect, humility, and a willingness to listen, you can build partnerships that create real change—while strengthening your ERG’s impact and credibility. Want to deepen your understanding of how to lead with a community-centered approach? Join us at the

Points of Light Conference

this summer, where leaders in CSR, HR, and DEIB will explore actionable strategies to build trust, foster equity and create meaningful partnerships with nonprofits. Don’t miss this opportunity to learn from experts and peers who are transforming corporate community engagement for the better. Learn more and register today! 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: Setting Realistic Goals for the New Year

Looking for CSR advice?

Hear from our experts in our Ask a CSR Friend monthly column.

Whether you’re a novice or a seasoned pro, we know it takes a village to create 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,

It’s time to set our employee volunteer program’s goals for the new year and, after leading this work for the past four years, I’m struggling to balance ambition with what’s achievable. Leadership seems focused only on numbers – mainly increased participation and higher outputs. But I want to ensure the program evolves strategically and is aligned with community needs, employee interests and definitely company objectives so my budget remains intact. I want to focus on boosting engagement and strengthening partnerships, which I believe will deliver greater impact, but I’d really value your advice. What would you recommend to guide my planning?

Signed,

—Ambitious and Attainable in Atlanta

Dear Ambitious and Attainable, The start of a new year brings with it possibility and potential. It’s the perfect time to think about what you and your leadership want to accomplish in 2025. But let’s be honest—goal setting can quickly veer into the land of the unrealistic and vague, leading to frustration and missed opportunities for impact. The key? Set realistic, measurable goals that stretch your program without snapping it (or you) in half.

Why Realistic Goals Matter

Realistic doesn’t mean small. It means thoughtful, data-informed, and achievable—pushing your program forward while respecting current capacity. Here’s how to get there:

• Know Your Capacity: How supportive is your program’s infrastructure? What resources—human, financial, technological and otherwise—are reasonably available?
• Engage Stakeholders: Align with leadership, employees, and nonprofit partners to find shared priorities.
  • Pro tip — now is the time to start co-dreaming with your community partners as you begin to map out goals for the year. Remember that changing or adding to goals mid-stream can create an undue burden for the nonprofit.
• Use Data as Your Compass: Review participation rates, feedback and impact metrics from the past to set future benchmarks.

For example, skip “Let’s double participation!” and aim for something like: “Increase employee engagement by 20% by removing barriers, refining communication and introducing new volunteer formats.” Make a 2025 plan to host listening sessions to uncover what’s keeping people on the sidelines. Here’s a bold idea: move away from strict participation metrics and focus on

creating greater access

. Yes, leadership might cringe initially desperate to compare your company’s average participation rate with industry standards, but greater access is the key to inclusion — and meaningful impact.

Collaboration: Your Secret Weapon

Want to make a bigger splash? Collaborate more deeply, both internally and externally.

1. Community Partners: Co-create strategies and goals with your nonprofit partners. They know their needs better than anyone else.
2. Internal Teams: Strengthen relationships across departments. The Civic 50 honorees excel here — 100% of 2024 honorees integrated social impact with diversity teams, 94% with marketing/PR, and 86% with supplier diversity. Take note: cross-functional integration amplifies impact.

Measure to Improve (Not Just Prove)

The most impactful programs make measurement a habit, not an afterthought. Evaluations aren’t just about counting trees planted; they’re about uncovering insights to refine your program. Here’s why it matters:

• Track Progress: See where you hit, missed or exceeded your goals—and why.
• Spot Trends: Participation data and employee feedback can reveal what works (and what doesn’t).
• Learn from Challenges: Use obstacles as a guide for improvement—whether it’s accessibility, communication or partner alignment.
• Plan Smarter: Armed with insights, you can set sharper goals next year.

Consider leveraging tools like

The Civic 50

to analyze your strategy. Even if you’re not aiming to become an honoree, the scorecard and benchmark report can spotlight strengths and gaps in your program, policies, and partnerships.

Close the Loop

Evaluation isn’t just for you; it’s a chance to share successes and lessons with stakeholders. Transparency builds trust and reinforces commitment. For example, if employees preferred hands-on volunteering over virtual options, let them know you’re planning more in-person opportunities. Show them their voices matter.

Do Better, Not Just More

This year, focus on setting goals that matter—for employees, the business and the community. Realistic, data-driven goals paired with right-sized strategy, collaboration and thoughtful measurement create a sustainable, high-impact program. In the new year, let’s commit to not just doing more but doing better—because that’s where the volunteer magic happens. 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: Gaining Middle Management Buy-in for Employee Volunteering

Looking for CSR advice?

Hear from our experts in our Ask a CSR Friend monthly column.

Whether you’re a novice or a seasoned pro, we know it takes a village to create 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,

When I review our year-end volunteer reports, there are always several departments that have minimal representation year-over-year. The problem isn’t at the top; my company’s senior leaders have sponsored initiatives, shown up at projects of their own accord and always share photos of themselves in action on the Slack channel dedicated to our volunteer program. We offer a range of opportunities throughout the year to ensure there’s at least one way every employee can get involved, but I think some department heads are blocking access or just aren’t interested. How do I get these supervisors on board in the new year?

— Seeking Support in Sandy Springs

Dear Seeking, As CSR practitioners, we firmly believe in the value of employee volunteering—for communities, for volunteers, for living out a company’s values, achieving its purpose and frankly, bolstering its bottom-line. Yet, one critical group often determines the success of our volunteer programs: middle managers. Without their buy-in, our efforts to promote volunteering can stall. Middle managers are uniquely positioned between frontline staff and senior leadership, meaning they play a vital role in granting permission, removing barriers and encouraging—or inadvertently discouraging—employee participation. So, how can we convince these leaders that volunteering benefits them, too? We must redefine volunteering as a vital component of both corporate culture and business success, which also equates to their success as a team leader! I’m going to assume you’re already ensuring they’re aware that volunteer opportunities exist—whether it’s company-wide programs or tools for business units to plan their own projects. I bet you’ve also implemented communication campaigns and info sessions designed for leaders, catching them as they’re hired or promoted. The most significant next step is

taking time to understand their unique pressures and challenges

. Middle managers face daily demands to deliver on performance targets, manage team dynamics, and meet senior leaders’ expectations. They often worry that volunteering will strain their team’s time and productivity. By putting yourself in their shoes, asking them about pain points and demonstrating genuine care, CSR leaders can start the conversation on common ground and position volunteering as a solution. Here’s how I might craft an argument to convince middle managers who mention the specific challenges listed below. However, before you engage in these discussions, I encourage you to mine your company’s data or find external sources that provide validation that employee volunteer programs strengthen the employee experience. A great starting place to uncover evidence is the Points of Light learning brief,

Proof Points to Support Investment in Employee Volunteering

.

• Retention: Managers are under immense pressure to retain talent, especially in a competitive market and an increasingly purpose-driven workforce. Supporting volunteer programs is one way for them to reduce turnover. Employees who are given opportunities to volunteer report greater job satisfaction, a stronger sense of purpose, and a deeper connection to their organization. These factors directly influence retention, as employees are more likely to stay with a company that supports their values and gives them opportunities to make a positive impact. If available, share internal data that reflects similar outcomes, such as lower attrition among employees who regularly participate in volunteer activities.
• Engagement and Productivity: Middle managers often prioritize initiatives that directly benefit their team’s output and morale. When employees engage in volunteer efforts, they feel recharged, a renewed sense of belonging and a broadened perspective that helps them approach problem-solving more creatively and efficiently. Moreover, team-based volunteer projects promote collaboration and strengthen relationships across departments, which can lead to better cross-functional teamwork and smoother workflows. Volunteering programs can also improve employee morale, leading to a more motivated and engaged workforce, which naturally boosts productivity and overall organizational performance. Ask leaders who are already engaging their teams in volunteering for testimonials, which might lessen the concern for lost productivity.
• Leadership Development and Upskilling: For managers seeking ways to develop their teams without extra budget for formal training, volunteering presents a unique “on-the-job” learning opportunity. This is especially helpful when upskilling employees in areas such as communication, critical thinking, and adaptability. Highlight volunteering as an innovative way to support career development through hands-on experiences that build hard and soft skills. Offer a list of company-approved volunteer programs that align with the company’s competency frameworks or development goals with details on the skills they’ll help employees develop and practice.

Depending on the outcomes of your conversations with middle managers, consider this additional guidance:

• Showcase Options and Flexibility: One concern middle managers may have about volunteering is its impact on team schedules. Offering various formats—like on-site projects, micro-volunteering (short, time-limited activities), and virtual opportunities—gives managers options to support their team without straining resources. Share a guide that outlines all available volunteering options by time commitment, location, and relevant skills. Let managers know they can opt-in to projects that fit seamlessly with the team’s workload. For more ideas, check out the “Equipping Managers” section of the Points of Light learning brief on Volunteer Time Off.
• Make Support Visible and Celebrated: Middle managers need to feel that encouraging volunteering will be seen as a valued leadership action. By giving visibility to managers who champion volunteerism, you can help normalize support for volunteering as a best practice across the organization. Managers want to be recognized for doing what’s best for their teams. When volunteer participation is celebrated and included in performance reviews, they see a clear incentive to encourage it. Recognition can include features in company newsletters, shout-outs at company meetings, or even performance-based incentives tied to supporting team engagement in volunteer activities.
• Designate a Volunteer Champion: To support middle managers in being aware of and contributing to volunteer plans on the horizon, as well as being an advocate for their department’s needs and interests, have them select an employee who can rally their teammates and be an extension of your team. Ensure they are adequately informed and inspired to plan projects, share feedback, and motivate colleagues within those departments.

Middle managers play an essential role in scaling social impact within any organization. When we gain their buy-in, we’re creating ambassadors who not only empower their teams but contribute to a culture where social responsibility is woven into the fabric of a company’s values and long-term success. By addressing their concerns and positioning volunteering as a help and not a hindrance, employee volunteer program leaders can turn middle management into a powerful ally. While it might not happen overnight, through empathy, transparency, and data-driven insights, we can build a more collaborative approach to volunteerism that benefits the whole company. Get them to try it once, and you just might have them hooked for life. Signed, 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!