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Corporate Skills-Based Volunteering: Purpose Without the Politics

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Even in uncertain times, one powerful CSR strategy gaining traction is skills-based volunteering (SBV) – programs that enable employees to volunteer their professional skills to nonprofits and community initiatives.

Unlike public political stances or polarizing ad campaigns, SBV programs are widely accepted and apolitical. They allow companies to do good in a neutral, business-aligned way, leveraging what your business does best (the skills of your people) to help communities – all while sidestepping partisan minefields.

Crucially, skills-based volunteering aligns with core business objectives: it doubles as employee training and engagement, fosters leadership development, and enhances the company’s reputation in a genuine manner. It’s no wonder that in the UK roughly 73% of companies now offer skills-based employee volunteering programs. Senior leadership often embraces these initiatives because the benefits are tangible and directly tied to the company’s success, not just “feel-good” add-ons.

Examples of Successful Skills-Based Volunteering Programs:

  • SAP – Acceleration Collective: Enterprise software leader SAP sponsors employees to volunteer virtually or in-person with social innovators. SAP has recognized that beyond creating an impact and uncovering market opportunities, this program has become a leadership development engine. Participants develop “skills like emotional intelligence, cultural intelligence, cohesive collaboration, and adaptive thinking – all of which are needed by leaders of today and tomorrow”. By solving real challenges for nonprofits and social enterprises, SAP employees grow as purpose-driven leaders while the company strengthens its talent for the future.
  • EY – Ripples Program: Big Four firm Ernst & Young (EY) runs EY Ripples, a global SBV platform mobilizing its professionals to support impact entrepreneurs, educational initiatives, and environmental projects. EY has set a bold vision of positively impacting 1 billion lives by 2030 through this collaborative effort. In practice, EY Ripples facilitates projects where employees coach and/or educate nonprofits and impact startups around the world. The company reports that these efforts not only benefit society but also drive employee loyalty – in one survey, 86% of employees said companies with effective volunteer programs are more likely to earn their loyalty, and 82% said such programs influence their decision to stay.
  • F5 – Volunteer Sprint: Security and cloud services company F5 networks has proven that even mid-sized firms can achieve outsized impact with skills-based volunteering. In 2023, F5 launched a “Volunteer Sprint” program that offers employees up to two weeks of paid time to virtually volunteer their skills with nonprofit partners. Notably, this initiative has backing from the very top – F5’s CEO, François Locoh-Donou, personally sponsored and championed the program’s design. The Global Good team at F5 structured Volunteer Sprints as a direct response to nonprofit needs (e.g. data analysis, marketing strategy) and to employees’ “deep desire to serve” the communities where they live. The result has been a “win-win”: nonprofits get critical expertise, while employees gain cross-sector experience and pride in their company. F5’s example shows how framing volunteering as an extension of employees’ professional identities can ignite engagement at all levels – “standing shoulder to shoulder with executives at a volunteer site makes the program feel more authentic,” as one HR specialist observed.

Business Benefits: ROI on Skills-Based Volunteering

Skills-based volunteering doesn’t just “feel good” – it delivers measurable returns for companies. Consider the following benefits, supported by data:

  • Higher Employee Engagement and Retention: Employees who participate in workplace volunteer programs are far more likely to be engaged and to stay. One global study found 79% of employees who volunteer through work are satisfied with their job, versus only 55% among those who don’t volunteer. Volunteer participants also tend to stay with the company longer; studies have shown they are 52% less likely to leave, significantly reducing turnover costs. In fact, offering volunteer time off has been linked to a 50% reduction in turnover and boosts in productivity by 13%. It’s clear that investing in employees’ altruistic passions can pay off in a more committed, motivated workforce.
  • Skill Development and Leadership Growth: Volunteering is a proven driver of professional development. 76% of people say they have developed core work skills through volunteering opportunities. These assignments often stretch employees in new ways – honing skills like project management, communication across cultures, and creative problem-solving – which they bring back to their day jobs. 92% of HR executives believe that contributing time to nonprofits helps employees develop leadership skills. Companies like SAP explicitly use skills-based volunteering to groom future leaders, finding that 74% of participants gained new perspectives and confidence that advanced their careers. In short, SBV doubles as a hands-on training program, building competencies that formal training can struggle to impart.
  • Boosted Morale and Well-Being: Enabling employees to give back improves workplace morale and personal well-being. 70% of corporate volunteers believe that volunteerism boosts workplace morale more than company social events. After 12 months of regular volunteering, 93% of employees report feeling better and less stressed – meaning lower burnout and absenteeism for the employer. Especially in high-pressure corporate environments, volunteering can provide employees a sense of balance and fulfillment, leading to a happier, healthier team.
  • Enhanced Brand Reputation and Recruitment: A strong community engagement program burnishes your brand’s image to both outsiders and potential hires. 89% of Americans believe companies that sponsor volunteer activities offer a better overall workplace environment, and many proactively seek out employers known for good corporate citizenship. From a consumer standpoint, companies that genuinely invest in communities earn greater trust and goodwill. Internally, volunteering is a magnet for talent – top candidates, especially Millennials and Gen Z, are drawn to companies with a reputation for purpose. Offering skills-based volunteering gives you a recruiting edge by signaling that your company walks the talk on values. As an executive at Points of Light put it, “It’s not just nice-to-have – our volunteer program has become a strategic asset for culture and brand.”

Gaining Executive Buy-In Through Alignment

In today’s environment, CSR leaders must speak the language of the business. The hesitancy we see (“Is this going to be viewed as too woke?”) often stems from a fear that social impact initiatives will detract from the bottom line or incite controversy. The solution is to design CSR strategies that are both impactful and clearly tied to business priorities, then communicate that alignment to leadership. The rise of skills-based volunteering exemplifies this approach. Rather than pitching a standalone charity effort, CSR teams can highlight how an SBV program will help attract talent, develop employees, drive innovation, and strengthen the company’s network in emerging markets – all goals any CEO or CFO can get behind. It’s telling that among senior leaders who plan to increase CSR investment, 43% are doing so because they see direct business ROI, and 31% specifically to gain an edge in talent acquisition. Framing volunteering and CSR in terms of ROI, talent retention, consumer preference, and risk management converts it from a “nice-to-have” to a strategic necessity.

Equally important is addressing the fear factor head-on with evidence. Executives wary of external backlash can take comfort in the fact that employee volunteerism is positively received across the political spectrum – it’s hard to argue with feeding the hungry, mentoring students, or lending expertise to nonprofits. These programs generate goodwill without inviting Twitter storms. And by focusing on causes that dovetail with the company’s mission (for example, a tech firm’s employees volunteering in STEM education), CSR leaders can reinforce the brand’s core narrative while doing social good. This business-aligned approach to CSR creates a virtuous cycle: it earns internal support from the C-suite and board because it advances company goals, and it earns external support because it addresses real community needs in a credible way.

Moving Beyond Fear: Purpose as a Performance Driver

Now is the time for CSR leaders to move past the paralysis of “woke backlash” fears. Yes, the scrutiny is real – but so is the cost of inaction. Employees are imploring their companies to give them purposeful ways to contribute, and they won’t wait around forever. The data is unequivocal that thoughtfully executed CSR yields dividends in employee engagement, innovation, and brand loyalty. Companies like Unilever may have learned that not every brand needs a grand social mission, but even Unilever’s new direction emphasizes selective purpose, not abandoning it – focusing on initiatives (like Dove’s “Real Beauty” or Ben & Jerry’s advocacy) that authentically fit the brand and resonate with customers. In the same vein, CSR leaders should double down on programs that make sense for their business’s unique context.

Purpose-driven work and profit are not mutually exclusive; on the contrary, when done right, they fuel each other. The current corporate climate rewards those who lead with courage and clarity: choosing social investments that align with company values and stakeholder interests, measuring the outcomes, and communicating the wins. As the Executive CSR Report 2025 shows, a significant majority of companies are not retreating but recalibrating – 76% are maintaining or boosting their CSR budgets despite the noise. They are prioritizing areas like employee volunteering and ethical business practices where impact and business strategy intersect. This is a roadmap for moving forward.

In your next strategy meeting, armed with this research, make the case that CSR is a risk mitigator and value creator. Share how skills-based volunteering can energize your workforce, build goodwill, and drive real ROI – all while steering clear of unnecessary controversy. Encourage executives to see that supporting purpose-driven engagement isn’t about appeasing a trend; it’s about unleashing the full potential of your people and securing the company’s long-term relevance. By embracing purpose with pragmatism, CSR leaders can help their organizations not only survive tumultuous times, but emerge stronger – with employees, customers, and communities all pulling together. It’s time to lead beyond fear and harness the power of purpose as a performance driver for the business.

Whether you are looking for data, brainstorming, or an implementing partner, we hope you’ll reach out to us!



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proofread and finalized by a real human.

How to Help Employees Find Purpose—When Everything Feels Broken

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If you’re a CSR leader at a global company right now, you’re probably feeling two things at once:

  • The personal weight of a world in crisis—from climate disasters to humanitarian emergencies to systemic inequities.
  • The professional pressure to mobilize your workforce to do something about it.

The tension is real.

You want to launch meaningful programs, but you’re navigating budget scrutiny, legal caution, and employee burnout. You want to inspire your colleagues to act, but they, too, are overwhelmed. And it begs the question: How do you lead people toward purpose when they’re not sure where to begin?

Employees Are Ready—They Just Need a Clear First Step

Here’s what we know from the latest data:

  • 95% of employees care about their employer’s community impact.
  • 87% say volunteer opportunities influence their decision to stay.
  • 91% report that participating in skills-based projects boosts morale, cross-team collaboration, and overall fulfillment.

The desire to help is not the problem. The challenge is choice overload and lack of clarity.

When people feel helpless, they don’t need a long list of opportunities—they need a simple onramp. Something close to home. Something they can say yes to.

And that’s where you come in.

Create a Framework for Action: Start Where They Are

We often say that to make a difference, you have to “start where you are.“

As a CSR leader, your opportunity is to help others do exactly that:

  1. Start with existing passions. Encourage employees to volunteer for the causes they care most deeply about.
  2. Encourage them to use their skills. There are so many causes, projects, and asks for time. Help your employees filter through the noise by presenting them guidance on how to use their skills.
  3. Build “surround sound” support. Work through managers, executives, and company leaders to continue to promote the idea that volunteering is something your company absolutely encourages employees do do (here’s tips on how).
  4. Champion action. Recognize your employees that take any step. Celebrate people that contribute, regardless of the size of their effort.
  5. Connect them to community. Encourage employees to consider volunteering with the groups they’re already part of—their team at work, an ERG, a cohort from their last leadership experience, etc.

The right skills-based volunteering software can help, but you can also start small simply by hosting office hours, sharing guides with employees, or manually matching people when they reach out.

Why Skills-Based Volunteering Works Right Now

In a world full of uncertainty, skills-based volunteering (SBV) offers clarity. It’s:

  • Relevant: Employees get to use the skills they’re proud of to support causes they care about.
  • Strategic: Companies see benefits in retention, engagement, and leadership development.
  • Impactful: Social enterprises and nonprofits gain access to expertise they can’t afford.
  • Safe: It’s apolitical, scalable, and legally sound.

Just look at the numbers:

  • 77% of companies reported an increase in employee volunteerism compared to the previous year—up from 61% seeing growth the year prior.
  • Companies with SBV programs see 52% lower turnover among engaged employees.
  • 90% of firms say SBV builds leadership and soft skills.
  • 87% of nonprofits report better service delivery after SBV engagements.
  • 80% of social innovators say they need more skilled support to scale.

When done well, skills-based volunteering becomes more than a feel-good initiative—it’s a flywheel that powers employee purpose, business strategy, and community impact.

Help Your Employees “Be the Change”

In our work with CSR leaders across sectors, we’ve seen one truth emerge over and over: Employees don’t need to be told what to care about. They need access and tools to act on what they already care about.

This means your role isn’t to have all the answers. It’s to design the system that makes it simple for employees to engage:

  • Make it easier to get manager support to take time to volunteer.
  • Spotlight people that mobilize their peers to engage in skills-based work.
  • Offer toolkits for skills-based volunteering.
  • Encourage people to overcome “imposter syndrome”.
  • Create channels to help employees more easily find and match with skills-based volunteering projects.

The more you can shift your programs from “top-down participation” to “bottom-up empowerment,” the more sustainable they become.

Purpose Is a Practice, Not a Policy

We don’t have to solve everything right now. But we do have to move.

CSR leaders have a rare opportunity in this moment—to harness the energy, skills, and compassion that already exist inside their organizations and guide them toward action.

Start small. Start with community. Start where people already are.

And if you need help designing a skills-based volunteering program that meets this moment—MovingWorlds can help.

Because even in a complicated world, purpose is still possible. And it scales best when we build it together.



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proofread and finalized by a real human.

Why Employees Want Skills-Based Volunteering—Especially Now

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2025 is a complex year. CSR leaders are under pressure to demonstrate impact, reduce risk, and manage programs that are both purpose-driven and politically neutral. At the same time, there’s a growing awareness that employees are craving more than just a paycheck—they’re looking for meaning. The world is uncertain, but one thing remains true: people want to feel useful. They want to grow. And they want to contribute.

And this includes executives. A survey of executives found that 76% plan to increase spending on CSR programming, though the branding and positioning is likely to be malleable to avoid political and media backlash.

This is where skills-based volunteering (SBV) enters the picture. It’s not a buzzword, and it’s not just a trend—it’s an opportunity. For companies navigating tight budgets, risk-averse leadership, and increased employee disengagement, skills-based volunteering offers a way forward that benefits people, business, and society.

Purpose Isn’t a Trend—It’s an Expectation

Employees are no longer satisfied with symbolic volunteering opportunities or performative purpose statements. According to Deloitte’s 2025 workforce sentiment report, 95% of employees said it’s important that their employer makes a positive impact in the community. And more than 87% say company-sponsored volunteer programs influence their decision to stay. Anecdotally, in the programs we run at MovingWorlds, we have seen up to a 2X increase in demand for programs this year.

What’s more, today’s professionals—especially younger generations—are seeking ways to contribute their skills, not just their time. That could mean helping a nonprofit with digital strategy, mentoring an entrepreneur on financial planning, or guiding an impact startup through a rebrand. Employees are eager to apply their expertise to causes they care about—and they’re telling their employers they expect those opportunities to exist.

The Win-Win of Skills-Based Volunteering

Skills-based volunteering is exactly what it sounds like: employees donate their professional skills to organizations that need them. It’s purpose in action—and it checks multiple boxes for business, too.

  • Retention: Data shows that employees who engage in purpose programs are 52% less likely to leave. A longitudinal study at one firm showed a 36% decrease in attrition.
  • Development: 90% of companies surveyed by Deloitte say SBV improves employee leadership and soft skills.
  • Engagement: Participating in skills-based projects boosts morale, cross-team collaboration, and overall fulfillment – 91% of companies have realized this benefit.

Major companies are already leading the way. Programs like SAP’s Acceleration Collective show how providing on-demand as well as time-based programs appeal to the needs of a global employee base, create lasting impact for social innovators, and contribute positively to the leadership and career development of employees. Even the CEO participated!

It’s Not Just Good for Business—It’s Good for the World

Skills-based volunteering isn’t just about employee satisfaction or corporate brand value—it drives real, lasting change for the organizations receiving support. According to the Taproot Foundation, over 80% of social sector organizations report needing pro bono help with strategy, tech, and operations, but fewer than 30% are able to access it.

That gap matters. Many nonprofits, social enterprises, and impact startups are doing transformative work, but they’re held back by a lack of capacity in areas like finance, HR, digital marketing, and data management. Skills-based volunteers fill these gaps in high-leverage ways. Common Impact reports that 87% of partner organizations said SBV projects improved their ability to serve their communities, and 68% reported greater operational efficiency as a result.

When companies connect employees with these organizations through well-designed SBV programs, everyone wins: communities get stronger, organizations get smarter, and employees become more connected to their company’s purpose.

What’s Holding Leaders Back?

We understand the hesitation. Proposing anything new in a risk-averse climate can feel daunting. CSR leaders are navigating legal reviews, brand sensitivities, and limited headcount. But the irony is this: the programs designed to play it safe often fail to deliver real value.

Skills-based volunteering isn’t risky—it’s relevant. It’s a low-cost, high-impact solution that speaks to business goals, employee needs, and social progress. And it’s being embraced by companies that are charting bold paths forward, even in uncertain times.

Leading with Purpose, Backed by Strategy

If you’re thinking about how to reignite purpose in your CSR strategy—for your employees, for your leadership team, and for your community partners—skills-based volunteering might just be your smartest next move.

And if you’d like help building and/or scaling a program that works at your global company, MovingWorlds can help.

Let’s move forward—together, with purpose.

How Virtual Skills-Based Volunteering Is Powering Global Social Innovation

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Virtual skills-based volunteering (SBV) – where professionals contribute their expertise to mission-driven organizations – is transforming how support is delivered to social innovators worldwide.

Since the pandemic, virtual SBV has surged, unlocking new possibilities for social enterprises to tap into global talent regardless of geography. At MovingWorlds, we’ve facilitated over 2,500 skills-based projects across 122 countries, delivering more than $51 million in pro bono support to social enterprises. We’ve seen firsthand that virtual volunteering isn’t just a temporary substitute for in-person service — it’s an inclusive and powerful model to create meaningful impact at scale.

In our experience, we see that virtual skills-based volunteers engage in 5 primary functions:

  1. Mentoring
  2. Coaching
  3. Training
  4. Consulting
  5. Quick advice calls

Here’s how virtual SBV is delivering real impact across five powerful roles:

1. Mentors: Sharing Industry Expertise & Insight

Mentors act as trusted guides, sharing years of professional and industry-specific experience with social entrepreneurs. These relationships often take the form of regular check-ins or strategic sounding boards. While the insights are invaluable, it’s the human connection that often leaves the deepest mark.

For example, in SAP’s Acceleration Collective program, employees mentor early-stage social entrepreneurs around the globe, helping them refine their business models, avoid common pitfalls, and connect to markets.

(check out our SAP Skills-Based Volunteering Case Study here.)

“Her support helped me create the strategic connections I needed — we ended up being funded by National Geographic!”
— Social entrepreneur supported through a MovingWorlds mentor match

These mentorships don’t just improve the business — they support the person behind the mission, often helping founders gain confidence to push through moments of doubt or challenge.

2. Coaches: Strengthening Leadership & Teams

Leadership can be isolating, especially in resource-constrained, impact-driven environments. Virtual coaches support social enterprise leaders by helping them reflect, strategize, and grow their leadership capabilities.

Coaches often help changemakers:

  • Clarify priorities and show-up as more effective leaders
  • Strengthen team dynamics and create more collaborate and high-performing environments
  • Improve communication and management styles that improve organization efficiency
  • Work through mental health and isolation challenges

In one success story we just learned about, an employee coach from SAP guided a startup founder in Eastern Europe through defining her vision and fundraising strategy — which led directly to a successful pitch and major funding.

The coaching relationship proved so impactful that the entrepreneur credited it with “giving me the clarity and resolve to pursue a bigger opportunity.“

3. Trainers: Building Skills & Capacity

Capacity-building is at the heart of sustainable development. Virtual volunteers who serve as trainers offer hands-on education to individuals and/or teams in areas like finance, accounting, HR, operations, sales, strategy, as well as with tools like CRMs, AI, Websites, and more.

A recent report from Common Impact shows that skills-based projects improve nonprofit effectiveness by up to 28%. (check out our list of platforms that help manage virtual volunteering at scale).

These engagements aren’t just tactical — they create a multiplier effect. When staff gain new skills, they bring that knowledge back into the organization, train others, and build stronger systems that lower costs and help them scale.

4. Pro Bono Consultants: Driving Strategy & Execution

SBV professionals often act as pro bono consultants, stepping in to solve complex strategic or operational challenges. They may:

  • Support in the development of strategic and operation plans
  • Lend execution support to help deliver programs
  • Help guide the selection and implementation of new tech tools
  • Provide a capacity building boost to teams working to deliver a project on-time
  • Conduct in-depth analysis on current or future challenges and opportunities

In addition to what we see in our own research, other organizations like Taproot Foundation and Common Impact have demonstrated that high-quality consulting can be delivered virtually — with fewer costs and greater reach. In fact, Common Impact found that virtual engagements allow for increased scalability, higher ROI, and reduced logistical barriers.

One example: A volunteer marketing strategist helped 100cameras refine its outreach strategy — which ultimately led to national media coverage on NBC’s Rockefeller Center Tree Lighting Special.

5. Advisors: Providing Quick, Targeted Support

Sometimes, the most valuable contribution is a quick call or email — a “flash consulting” session or a warm introduction. Virtual platforms make these easy to coordinate.

Whether it’s a 30-minute call to review a pitch deck, or a recommendation for an industry insider, these quick connects often punch far above their weight. In fact, some social entrepreneurs credit one conversation with unlocking a major growth opportunity.

Through initiatives like SAP’s social procurement program, corporations are also acting as advisors by opening up new markets and supply chain access to social enterprises.

“You won’t know everything, but you are there for the client — and the world.”
— Volunteer advisor through MovingWorlds

The Real Impact: Why It Works

When professionals volunteer their skills virtually, social innovators benefit in multiple ways:

✅ Projects get completed and scaled:
Whether it’s launching a website or building a financial model, virtual SBV brings the right expertise at the right time.

✅ Teams are upskilled and more confident:
Volunteers pass on knowledge that strengthens internal capacity and builds long-term resilience.

✅ Operations improve for the long term:
Strategic support helps organizations implement better systems, enabling growth and efficiency.

✅ Founders feel supported and energized:
The human connection of mentorship, coaching, and collaboration helps sustain the passion needed to keep going.

✅ New markets and opportunities become accessible:
Volunteers often open doors that lead to partnerships, funding, and new customers.

A Win-Win for CSR Programs

It’s not only the social enterprises that benefit — companies see tangible gains, too.

For CSR and HR leaders, virtual SBV is a proven way to:

  • Increase employee engagement and performance
  • Grow cross-cultural collaboration and leadership skills of employees
  • Retain purpose-driven employees
  • Identify innovation and new market opportunities
  • Build brand value by communicating social impact that is aligned with corporate strategy

According to Deloitte, 92% of business leaders agree that volunteering improves employees’ leadership and broader professional skills. MovingWorlds’ partners have echoed this, noting increased employee satisfaction and retention.

(see this ROI calculation proving the awesome return on investment that skills-based volunteering programs provide.)

Virtual programs also expand access to a more diverse group of employees — not just those who can travel. Everyone, from a junior analyst to a seasoned executive, can contribute their skills on their schedule, from anywhere.

The Future Is Hybrid — But Virtual Is Here to Stay

At MovingWorlds, we believe that the future of volunteering is hybrid — blending the immersive value of in-person service with the reach and efficiency of virtual collaboration.

But make no mistake: virtual skills-based volunteering is already changing the world.

If you’re a CSR leader, social innovator, or purpose-driven professional: Virtual SBV isn’t just possible — it’s powerful. And if you need a partner in scaling a global skills-based volunteering program, we’d love to talk to you.

Let’s keep building bridges — across industries, continents, and missions — to create a more equitable and sustainable world.

AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, as was an initial list of data. We then used AI to final supplemental research, which we fact checked. We then finished writing the post.

The ROI of Corporate Skills-Based Volunteering (With Examples)

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Skills-based volunteering (SBV) – where employees donate their professional skills to impact organizations – is rapidly growing as a corporate citizenship strategy​. A strong business case underpins this growth: studies worldwide show that SBV drives tangible ROI through improved employee retention, higher performance, and stronger teams​. Below, we explore key impact areas and evidence, followed by an ROI calculation formula and qualitative insights for executive buy-in.

Impact on Employee Recruitment, Retention, and Loyalty

Research consistently links SBV to higher employee loyalty and lower turnover. Retaining talent yields major cost savings, since replacing a single employee can cost 90–200% of their annual salary​. Key findings include:

  • Dramatic Turnover Reductions: Purpose-driven companies experience retention rates up to 40% higher than peers​ according to pointsoflight.org. A 2022 study found 52% lower turnover among new hires who participate in company “purpose” programs (volunteering, CSR)​. Broadly, companies investing in CSR (including volunteering) have cut annual staff turnover by as much as 25–50%​, translating to huge savings in recruitment and training costs. In a Harvard evaluation of one program, 100% of participants said the experience increased their likelihood of staying until they retire at their sponsoring company. Benevity’s engagement study found turnover dropped 57% in employee groups deeply involved in volunteering and giving​.
  • Higher Loyalty: Cone Communications reports 83% of millennials would be more loyal to a company that helps them contribute to social causes​. What is the benefit of loyalty? The more loyal an employee is, the higher they performance, the more effort they put into collaboration, the more they recruit others, and the more likely they are to stay.
  • Lower Recruitment Costs: If SBV improves the company’s employer brand, it can lower recruiting costs. You might quantify this by noting increased referral hires or a higher offer acceptance rates among applicants who value CSR.​ For example, Cone Communications found 64% of Millennials won’t even take a job at a company with poor CSR – meaning a strong SBV program helps attract talent, reducing vacancy times and recruitment expenses (which you can estimate in dollars). 

📈 ROI Implication 📈

Lower and delayed turnover directly adds to ROI by avoiding and delaying replacement costs. As an example, let’s assume an average salary of $95,000 and a replacement cost of 100%, and that volunteering is likely to defer employee departures by an average of 20 months longer than those that do not engage (which we researched). If 100 people participate in an SBV program, you can defer $9,500,000 worth of costs for 20 months. Because of the time value of money, this delay effectively saves the company $1.18 million in today’s dollars (assuming an 8% cost of capital). In other words, by pushing these expenses into the future, the company benefits financially by reducing the present impact of those costs.

Impact on Employee Skills and Performance

Skills-based volunteering doubles as a talent development engine, improving employees’ capabilities, engagement, and productivity. Studies show volunteering employees gain technical and leadership skills that carry over to their jobs​, often leading to better performance:

  • Enhanced Professional Skills: According to Deloitte’s global survey, 92% of business leaders agree that volunteering improves employees’ professional and leadership skills​. In fact, 80% said active volunteers move more easily into leadership roles at work​. SBV projects provide “stretch” experiences – 90% of companies report significant improvement in leadership abilities as a result of pro bono/SBV programs​. For example, UPS’s volunteer ROI study found 23% of participants gained significant job-related skills, with one manager noting it let them demonstrate new organizational and leadership skills on a big project. In our programs at MovingWorlds, over 90% of participants report that they further developed their subject-matter expertise through skills-based volunteering. 
  • Higher Engagement & Productivity: Volunteerism boosts morale and engagement, which correlates with productivity gains. 96% of companies report that employees who volunteer are more engaged at work than those who don’t​. This engagement translates into performance – engaged employees are more productive and invested in their company’s success. A comprehensive review found CSR initiatives can increase employee productivity by up to 13%​. Moreover, company-sponsored volunteering also improves workplace well-being and mood, which can reduce burnout and absenteeism (79% of people report lower stress after volunteering)​. 
  • Mental Health and Presenteeism Boosts: Among 90+ workplace programs studied across 233 organizations, skills-based volunteering was the ONLY intervention that showed positive results for employee well-being. Other interventions like training, events, coaching, mindfulness have ZERO impact in these areas.
  • Measured Performance Improvements: A global study by ESADE found 92% of employees who volunteer through work improve their job performance, as rated by themselves or managers​. The top areas of growth were teamwork (87% improved) and understanding of social/cultural realities (81% improved)​. Communication skills also rose (68%), indicating well-rounded development​. Notably, even hard business metrics can improve: one survey noted companies offering volunteer time see employees with 75% longer tenures and 13% higher performance ratings on average​.

📈 ROI Implication 📈

There are two ways to calculate this:

  1. Cost savings by using volunteering to replace leadership development costs: Leadership development for a comparable learning experience to a skills-based volunteering experience will cost the company an average of $2,500 per employee (according to MovingWorlds surveys). So 100 people participating in a SBV program saves the company $200,000 in leadership development expenses (assuming the cost of volunteering is $500 per person, meaning $2,000 savings per person, multiplied by). 
  2. Revenue growth: We can assume  that the average revenue (productivity) of an employee is $200,000 (conservative estimate based on Fortune 1000 data). If volunteering improves productivity by even 5% for 100 people, that could translate to $1,000,000 in revenue growth. 

Impact on Team Effectiveness and Cross-Cultural Collaboration

Skills-based volunteering often places employees in team-based, cross-cultural environments that improve their collaboration, leadership, and cultural agility. The experience of solving problems together outside the office can significantly enhance team dynamics back at work:

  • Stronger Team Cohesion: Many companies leverage volunteering to build more unified teams. In one international survey, 63% of companies said a primary goal of corporate volunteering is to increase internal team cohesion, and 45% aimed to improve the overall internal climate or culture​. Working toward a meaningful goal helps colleagues bond beyond their usual roles. Deloitte’s research similarly found 70% of employees believe that companies who sponsor volunteer activities have a more pleasant and cooperative work atmosphere​. Employees report stronger relationships and improved teamwork after volunteering together on a project.
  • Leadership and Collaboration in Diverse Settings: SBV programs often immerse employees in unfamiliar, cross-cultural contexts that broaden their perspectives. In practice, volunteers learn to communicate and solve problems with people of different backgrounds, a competency that directly improves cross-department and cross-border teamwork within their companies.
  • Case – Hewlett-Packard (HP) Morale Boost: At HP, employees who engaged in skills-based volunteer projects reported 59% higher morale than non-volunteers, and even 13% higher morale than those doing not skills-based volunteering. Higher morale often leads to better team engagement and cooperation. Additionally, 84% of companies say volunteering aligns employees more strongly with the company’s culture and values​ – a shared sense of purpose that can enhance how teams collaborate and perform.

📈 ROI Implication 📈

While team cohesion and cultural agility are somewhat intangible, they drive better project outcomes and more innovation. Improved teamwork can be seen in higher project success rates and faster problem-solving. For executives, this means SBV helps build high-performing teams that are more adept at collaboration – a competitive advantage, especially for global firms. It’s easier to justify investment in SBV when you connect it to better team performance and leadership pipelines in the company. If 100 employees volunteer, they positively impact their teammates’ collaboration and performance. Even a 1% boost in productivity—assuming each volunteer helps improve the work of 5 colleagues, and each employee generates $200,000 in value—adds up to $1 million in total productivity gains for the company. 

ROI Calculation Formula for SBV Programs

To quantify the return on a skills-based volunteering program, CSR leaders can use a formula that compares the program’s benefits to its costs. A basic ROI equation is:

ROI (%) = ((Total Monetary Benefits) – (Program Costs)) / (Program Costs) × 100%.

In the context of SBV, Total Monetary Benefits can include:

  • Retention Savings: Calculate the number of employees whose retention can be attributed to the volunteering program and multiply by the average replacement cost per employee. Or, as shown above, make assumptions based on lengthened tenure.
    • Example: If 100 employees stay, on average, 20 months longer, assuming $95,000 average salary, 100% cost of replacement, and 8% cost of capital, that is a bottom-line benefit of $1,182,174
  • Productivity Gains: If employee engagement surveys or output metrics show productivity improved (say by 5%) for volunteers, estimate the value of that increased output. 
    • Example: A 5% productivity bump for 100 people who average $200,000 in productivity as measured by revenue per employee, equals a value of $1,000,000
  • Talent Development Value: Consider the cost of training or leadership development that is offset by on-the-job learning through SBV. For instance, leadership training that might cost $2,500 per person can be considered a saving if those skills are gained via volunteering. Similarly, improved skills (communication, project management, etc.) can be linked to performance improvements or reduced errors, which have monetary value.
    • Example: Providing 100 employees a learning and development experience for $500 via a skills-based volunteering experience instead of  $2,500 L&D experience, equals a value of $200,000.

After summing the benefits, divide by the program’s cost (staff time managing the program, opportunity cost of employees’ time, paying a provider to manage the program, software costs, etc.). The result is an ROI ratio or percentage. For instance, if the calculated benefits are $2,432,174 (based on the examples above) and the costs are $500,000, the ROI = ($2,432,174 – $500,000) / $500,000 = 386%. Meaning for every dollar spent, your company will recognize almost $4 in benefits. And if you scale the program up, since many costs are fixed, this ROI story will only improve.

But the financial benefit isn’t the only story to tell.

Qualitative Benefits and Executive Buy-In

While the formula captures quantifiable ROI, it’s crucial to highlight qualitative benefits of skills-based volunteering when making the case to leadership. These programs have transformative effects on employees and culture that numbers alone may not fully convey:

  • Leadership Pipeline and Innovation: SBV programs often turn good employees into exceptional leaders. Participants return with broadened perspectives, creative problem-solving abilities, and renewed passion for their work. In our experience at MovingWorlds, many alumni have advanced into global leadership roles, crediting their volunteer experience for honing their skills. Sharing such success stories of employees who grew via SBV (and drove new innovation or business value for the company) can strongly resonate with executives focused on talent development. As we share in our SAP case study, the leadership benefits of these programs are second to none. 
  • Culture and Values Alignment: Volunteering reinforces a purpose-driven culture. Employees frequently report feeling more connected to the company’s mission after engaging in community service. UPS’s volunteering case study noted that 59% of employees said volunteering was a core component or one of the most positive influences on their overall job satisfaction​. This kind of deep alignment of values can lead to a more motivated, mission-focused workforce. Executives will appreciate how SBV builds a positive employer brand from within – something not easily replicated by competitors.
  • Cross-Cultural Competence and Team Agility: In global companies, having teams that excel at cross-cultural collaboration is a strategic asset. Stories from international volunteering assignments – employees navigating challenges in a foreign country, working with diverse teams – can illustrate growth in cultural intelligence and adaptability. For instance, a Johnson & Johnson global pro bono program study found participants became more adept at leading diverse teams and more committed to the company’s global health vision after their assignments​. Such outcomes improve how teams operate across markets. Paint the picture for executives that SBV is creating employees who are global citizens and ambassadors for the company’s values, which in turn improves global teamwork and market insight.
  • Community and Reputation Impact: Finally, remind leaders that ROI isn’t just internal. High-profile skills-based volunteering initiatives earn public goodwill, media attention, and stakeholder trust. They demonstrate that the company “walks the talk” on social responsibility. This can indirectly lead to customer preference and brand loyalty – difficult to quantify, but extremely valuable. For example, our program with SAP was featured by the World Economic Forum during its annual meeting.

In summary

combining hard numbers with compelling narratives makes the strongest case. Use the quantitative ROI formula to show fiscal alignment – e.g. “Our program delivered a 380% ROI last year, primarily by reducing turnover costs” – and bolster it with qualitative evidence of workforce improvements, team successes, and brand-building moments born from the program. This two-pronged approach addresses the head and the heart: the metrics satisfy the analytical scrutiny, while the human stories and strategic benefits inspire confidence and enthusiasm.

By highlighting global research and concrete case studies alongside a clear ROI model, CSR leaders can persuasively demonstrate that skills-based volunteering is not just a “nice to have” feel-good activity, but a high-impact investment with multifaceted returns for the business and society​ at large.

The CSR trends are clear: even in a tightening economy, companies that embrace SBV are seeing engaged employees, stronger teams, and real bottom-line benefits – positioning themselves for sustainable success in a purpose-driven world.

Ready to translate these proven benefits into real impact at your company? Let’s design a skills-based volunteering program that fuels talent development, strengthens teams, and drives business value—while making a difference in the world. Get in touch with MovingWorlds to explore what’s possible.



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, as was an initial list of data. We then used AI to final supplemental research, which we fact checked. The ROI calculation was developed by a real human at MovingWorlds.

Creating Transformational Virtual Volunteering Programs: A Blueprint for Impact

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A Brief History of Virtual Volunteering

In 1997, Impact Online’s Virtual Volunteering Project launched as the world’s first virtual volunteering initiative (which later become VolunteerMatch). In 2000, the United Nations built on the trend with the launch of its Online Volunteering initiative. Since then, technology has consistently expanded the ways people can engage in meaningful work. The rise of platforms like Skype in the early 2000s enabled volunteers to connect across borders without leaving home, and the 2010s saw an explosion of new solutions—from mentorship platforms like MicroMentor to corporate volunteering solutions like Benevity.

Then came the pandemic.

Almost overnight, virtual volunteering went mainstream, proving that it could be just as effective as in-person, and in some cases, moreso.

Virtual volunteering from Google Trends

While engagement has decreased from its pandemic peak, participation levels remain significantly higher than before. Why? Because companies have realized that when done right, virtual volunteering can drive employee engagement, business innovation, and meaningful impact at a scale not possible with in-person engagements.

But let’s be honest—most virtual volunteering programs fall flat.

Common Pitfall of Virtual Volunteering Programs at Companies

Too often, companies approach virtual volunteering as just another “feel-good” initiative, leading to low engagement from employees and social impact partners alike. Here’s why:

  • Prioritizing “Feel-Good” vs. Real Impact: Many programs focus on participation numbers instead of genuine impact. Employees and nonprofits quickly recognize when a program lacks depth, leading to low return rates.
  • One-Off Events: While hackathons and days of service generate PR buzz, they rarely create lasting change. Employees quickly disengage when they realize these efforts are more about optics than impact.
  • Zoom Fatigue is Real: If virtual volunteering feels like another boring meeting, participation will plummet.
  • Lack of Peer Connections & Social Accountability: Volunteering thrives on human connection. Programs without built-in opportunities for employees to collaborate and share experiences tend to struggle.
  • Mismatch of Interests: Simply taking an in-person project and making it virtual doesn’t work. Employees won’t engage if projects don’t feel relevant or fulfilling.
  • Lack of Manager Support: If leadership doesn’t encourage participation—or worse, if employees feel penalized for taking time to volunteer—the program won’t gain traction.
  • Accountability Gaps: It’s easier to miss, reschedule, or drop out of a virtual commitment than an in-person one.
  • Confidence Gaps: Many employees, even experienced professionals, hesitate to engage because they’re unsure how their corporate skills translate to social impact work.

What Makes a Virtual Volunteering Program Effective?

The best programs aren’t just well-intentioned—they’re strategically aligned with company priorities, employee aspirations, and real community needs. Here’s what successful virtual volunteering programs have in common:

  • Business Strategy Alignment: When virtual volunteering supports HR, operational, and business goals, employees see the direct value of their engagement in terms of their career, and are more likely to engage.
  • CSR Integration: If executives see the program driving measurable impact, they’ll continue to fund and promote it.
  • Employee Preferences: Professionals can find the causes and projects that align with their skills and interests, but that are still aligned with business and CSR goals.
  • Employee development: By making volunteer programs more accessible, they can help more professionals access them and grow through the experience.
  • Real Organizational Impact: Social impact organizations must view the program as a true value-add that helps them grow in a way that is responsive to their actual needs, not just a corporate checkbox activity.
  • Global Relevance: Aligning projects with the United Nations’ Sustainable Development Goals (SDGs) ensures that efforts contribute to meaningful global change.

Making Virtual Volunteering Transformational for Employees

A CSR leader at a major computer hardware company recently told us, “Employees don’t want to do as volunteers what they already do at work.” But our data—and extensive research from independent institutions—prove otherwise. Employees do want to use their professional skills, but only when it aligns with their motivations.

We call these motivations the 4 Ps:

  1. Purpose: Employees want to know that their skills contribute to something bigger than corporate profits.
  2. Passion: They want to make a difference in areas they care about.
  3. Professional Growth: Stretch projects in new environments help employees build leadership skills, confidence, and adaptability.
  4. Personal Enrichment: Volunteering fosters social connections, broadens perspectives, and enhances well-being.

When companies design programs that tap into these motivations, participation and impact soar.

Our data not only shows growing demand from employees, but also satisfaction and impact scores that rival, and in some cases surpass, in-person volunteering.

Scaling Virtual Volunteering with the Right Model and Tools

To maximize engagement and impact, companies need the right model, and the right infrastructure. When we say model, we mean:

  1. Find meaningful skills-based projects that will truly help impact organizations (do NOT try and invent projects to just make your volunteers feel good).
  2. Provide guidance to employees to help them feel confident and capable in supporting social good (strangely, even really experienced professionals may feel “imposter syndrome” when trying to apply their skills in unique environments).
  3. Build executive and manager buy-in so that employees know they are truly encouraged to engage (in a tightening economic climate with uncertainty, people pull back from activities that might be considered non-essential).
  4. Support learning through the experience by providing education, space for reflection, and opportunities to connect with peers (doing so will also help create more accountability and completion).
  5. Celebrate milestones and completions by publicly recognizing volunteers AND the impact organizations for their partnership (and try to do so in front of company managers and executives, too).
  6. Tie experiences back to the business by encouraging employees to share insights with teams, share stories with sales and HR teams, and report on business drivers to executives.

As it relates to the right tools, there are many platforms available to scale skills-based volunteering—some focus on project matchmaking, while others provide holistic program management. We’ve reviewed the top options in a previous post comparing the top CSR volunteer software, but before investing in software, companies should solidify their strategy.

For those looking for a more customized approach, consulting firms like RealizedWorth can help build a strategy tailored to their business needs.

The Future of Virtual Volunteering: A Call to Action

Virtual volunteering isn’t just a passing trend—it’s a powerful tool for business innovation, employee engagement, and global impact. But to be successful, companies must move beyond surface-level initiatives and invest in programs that align with their values, employees’ motivations, and real community needs.

So, what’s your next step? Start small, design for impact, and prioritize long-term engagement. Whether you’re launching a new initiative or revamping an existing one, making virtual volunteering meaningful will benefit your employees, your company, and the world.

Want to learn more about scaling a virtual volunteering program that employees love? Learn more about MovingWorlds CSR platform here.



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was refined by a real human.

The Best CSR Skills-Based Volunteering Software for Employee Engagement & Social Impact

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Technology plays a crucial role in making skills-based volunteering programs seamless, scalable, and impactful. The right platform can help match employees at scale with meaningful opportunities, track impact, and ensure alignment with business goals.

In an era where CSR programs are under increased pressure to appeal to employees while also being under intense scrutiny to provide business value, the right software is key to achieving both (see our CSR trends for 2025). However, most software still represents outdated volunteering models.

Key Features of an Effective Corporate Skills-Based Volunteering Platform

When evaluating corporate volunteering software, companies should prioritize platforms that offer:

  • Global Accessibility & Scalability: Can employees from different regions participate easily?
  • High-Impact Matching: Does the platform connect employees with skills-based opportunities that align with their expertise?
  • Employee Engagement & Professional Development: Does it help employees apply and develop their skills through volunteering?
  • Organization Engagement and Support: Is it easy and rewarding for social impact organizations to participate?
  • Guided Matching and Accountability: Does it encourage employees to stay engaged in their volunteering commitments?
  • Integration with CSR and Business Goals: Can it link with leadership development, learning, and sustainability initiatives?
  • Real Impact Measurement & Reporting: Does it track engagement, business impact, and social outcomes?
  • Customer Service Support Beyond Software: Does it provide program management, education, and storytelling tools?
  • Community and Inspiration: Does it foster a culture of purpose and make volunteering a fulfilling experience?

How to Choose the Best Corporate Volunteering Platform for Your Company

Before evaluating platforms, companies should clearly define their goals and needs. We recommend taking these three steps:

Step 1: Build a decision committee and set a strategy

Bring together a trusted group of company stakeholders, and go through all the questions above. Decide what is important, and what is not. Then, decide the criteria you need the right software to have. Do this BEFORE analyzing the software. Creating a rubric based on the key features above will help determine the best fit. By starting with internal priorities, CSR leaders can ensure they select a platform that truly aligns with their objectives rather than being swayed by generic solutions.

Step 2: Compare options

With your list of criteria, analyze the software providers below to see who has the right solution for you. In sales calls, be clear that you want the provider to clearly demonstrate how their software meets YOUR criteria. You should run this show, and be wary if a provider tries to steer you away from your strategy.

Step 3: Make a choice

Keep in mind that you may need multiple providers. As an example, many companies will use a platform like Benevity or YourCause for global volunteer tracking and donation management, and then a specialized platform like MovingWorlds to scale skills-based volunteering. 

(Need help growing your CSR budget? Here are tips.)

Top Software Platforms for Corporate Skills-Based Volunteering: Pros & Cons

1. Benevity

✅ Pros:

  • Robust corporate philanthropy and grant management features
  • Easy-to-use employee giving and volunteering portal
  • Integrates with HR and payroll systems 

❌ Cons:

  • Primarily focused on general volunteering, not skills-based programs
  • Limited professional development features

2. Blackbaud from YourCause

✅ Pros:

  • Strong in donation matching and nonprofit grantmaking
  • Customizable dashboards for impact tracking 

❌ Cons:

  • More focused on fundraising than skills-based volunteering
  • Complex implementation process

3. Goodera

✅ Pros:

  • Offers both virtual and in-person volunteering opportunities
  • Large database of causes and nonprofits 

❌ Cons:

  • Primarily event-driven, not long-term skills-based projects
  • Not focused on skills-based
  • Requires additional effort to engage employees consistently

4. A Home-Built Custom Solution

✅ Pros:

  • Fully customized to company needs
  • Direct integration with internal corporate systems 

❌ Cons:

  • Expensive and resource-intensive to develop and maintain
  • Limited network of volunteering opportunities

5. Catchafire

✅ Pros:

  • Strong database of nonprofits seeking skilled volunteers
  • Focuses on meaningful, skills-based projects 

❌ Cons:

  • No built-in corporate program management features
  • Limited global accessibility

6. Taproot+

✅ Pros:

  • Free to use for individuals and companies
  • Flexible skills-based volunteering options 

❌ Cons:

  • No dedicated corporate account management
  • Limited impact tracking features

7. MovingWorlds

✅ Pros:

  • Global accessibility with skills-based projects in over 100 countries
  • Integrated learning and leadership development programming and education
  • Comprehensive program support including matching, coaching, management, and reporting 

❌ Cons:

  • Primarily focused on skills-based volunteering, which may not suit companies looking for one-time events
  • Limited in-person opportunities

Conclusion: Making Volunteering a Catalyst for Corporate & Social Change

The best corporate volunteering platforms go beyond simple project matching—they ensure meaningful experiences and measurable impact. Selecting the right platform can transform corporate volunteering from an occasional initiative into a powerful driver of innovation, engagement, and social good.

Ready to take the next step? Choose a platform that aligns with your goals and start building a high-impact volunteering program today. And if you’re interested in MovingWorlds, learn more and schedule a demo here.

AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proof-read by a real human.

How to Scale Skills-Based Volunteering at Your Company

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As companies face economic pressures and shifting workforce dynamics, Corporate Social Responsibility (CSR) leaders must rethink how to scale employee engagement programs. Skills-based volunteering is a proven strategy to drive employee development, engagement, and social impact—but these programs can be really time intensive to manage, and even more challenging to get employees genuinely excited about.

(See our 7 CSR trends for 2025)

In facilitating thousands of skills-based matches across over 110 countries, we’ve learned what it takes to build magnetic programs that are easy to manage. There are three ingredients corporate skills-based volunteering programs need:

1. Build the Architecture for Scale

In a time when CSR budgets are at risk of stagnation, operating efficiently is key. The goal is to integrate volunteering seamlessly into existing corporate structures while ensuring employees have the autonomy to engage how and when they want to.

  • Create policies that encourage volunteering. This includes integrating volunteer time off (VTO) into HR policies and offering incentives like “dollars for doers,” where financial contributions are tied to volunteer efforts. Companies can also tie volunteer contributions to performance reviews, making it a recognized and rewarded activity.
  • Implement systems that allow for personalization. Some employees volunteer extensively and need minimal guidance or nudges. Others are embarking for the first time and may need some hand-holding. Regardless, employees expect tailored experiences. Software platforms like MovingWorlds enable employees to participate at their own pace—whether through individual, team-based, or cohort-driven programs.
  • Build an internal champion network. Ensure that each strategic office location, employee resource group (ERG), or business unit has both an executive sponsor and a program delivery champion. This decentralizes efforts while maintaining centralized oversight.

📌 Example: SAP has successfully scaled its skills-based volunteering program by allowing employees to take time off to volunteer, providing an easy-to-use platform for project matching, and leveraging local CSR champions to drive engagement in their regions. Employees experience personalized opportunities while leadership supports global participation.

2. Create Magnetic Programming

With an increased focus on profitability, employees may hesitate to engage in volunteer programs unless they see clear personal and professional benefits. Programs must be designed to attract participation and demonstrate tangible value.

  • Engage executives and managers. Employees are more likely to participate if they see leadership engaging. Partner with Learning & Development (L&D) to position volunteering as a career-advancing opportunity. Encourage executives to champion the program through company-wide communications.
  • Highlight career-building benefits. Volunteering is not just about giving back—it accelerates leadership development. MovingWorlds’ data shows that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. By framing it as a leadership development tool, companies can attract high-skilled professionals.
  • Offer flexible participation options. Employees in different locations and roles have varying availability. Delivering programs that allow for both structured and independent participation increases engagement.

📌 Example: EY’s skills-based volunteering program attracts participation because executives, partners, and senior directors actively engage in it. Employees see that volunteering enhances innovation and client management skills, making participation highly desirable. As a result, EY’s program remains oversubscribed year after year.

3. Demonstrate Business Value

For long-term sustainability, CSR programs must align with business objectives and clearly communicate their value to key stakeholder (see our 7 trends for CSR in 2025).

  • Align with corporate strategy. Programs that support business goals receive more investment. Identify how skills-based volunteering contributes to innovation, employee development, and market positioning.
  • Gain executive buy-in. Create customized approaches for different business leaders, addressing their specific interests and priorities. Continually communicate the program’s impact to transform executives into active promoters. (Here are 7 tips to help you out).
  • Tell a compelling story—again and again. Build a simple yet powerful narrative about how skills-based volunteering benefits the business. Share case studies, internal reports, PR campaigns, and manager-facing communications to reinforce the message across all levels of the organization.

📌 Example: Companies that continuously communicate the business case for volunteering see greater internal buy-in. Regularly sharing success stories—both internally and externally—ensures ongoing leadership support and employee engagement.

In Summary

1️⃣ Build a scalable infrastructure by embedding volunteering into HR policies, using technology for personalized engagement, and leveraging internal champions.


2️⃣ Create compelling programming that demonstrates career benefits, encourages executive participation, and provides flexible engagement options.


3️⃣ Prove business value by aligning with corporate strategy, securing executive sponsorship, and continuously reinforcing the program’s impact through storytelling.

By following these steps, CSR leaders can efficiently scale skills-based volunteering while driving business and social impact. Investing in a well-structured, engaging, and strategically aligned program ensures long-term success for both employees and the communities they serve.

Many leading companies have successfully navigated these challenges by implementing proven frameworks and leveraging technology to personalize and scale their programs. If you’re looking for insights, best practices, or support in taking your skills-based volunteering efforts to the next level, exploring resources from organizations like MovingWorlds can help you build a program that is both impactful and sustainable.

AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proof-read by a real human.

What CSR Leaders Are Doing to Maintain — and Grow — Their Programs and Budgets in 2025

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In an era of political and economic uncertainty, corporate social responsibility (CSR) leaders face heightened scrutiny to justify their budgets while demonstrating impact. The silver lining? This is also an opportunity to innovate, align more deeply with business goals, and position your program as a critical driver of long-term value.

Here are the strategies top CSR leaders are using to not only maintain but also grow their programs and budgets in 2025.

1. Pause and Re-Align Your CSR Strategy with Business Strategy

In recent years, corporate CSR and ESG efforts have become more diversified and confusing than ever. 2025 is the year to bring focus and clarity to this strategy.

Before diving into tactics, take a moment to assess your program’s alignment with your company’s overarching business strategy. The following prompts can help you align on new opportunities:

  1. What is your company’s primary business objective in the coming 3 years?
  2. What are the burning priorities of your executive team?
  3. How is your company recruiting and engaging employees in this pursuit?
  4. What external partnerships are needed to achieve these goals?
  5. How can your team help support the business, company leaders, employees, and strategic partners?

One of our tech clients, for example, has decided to focus its CSR efforts towards supporting innovative and environmentally-driven startups. Why? Because supporting these startups advances core business objectives — by building future customers, creating partnerships in new markets, and providing valuable insights to improve the company’s own core technology. By grounding your program in your company’s priorities, you position it as indispensable, even during budget discussions or when executives retire.

2. Audit Your Assets: What Can Your Company Uniquely Contribute?

CSR initiatives disconnected from your company’s core competencies are more vulnerable to cuts. Too often, companies have languishing programs because they did not answer the question: “How are we uniquely positioned to support social good?” A good way to arrive at an answer – and generate alignment in the process – is to to the following:

  1. Conduct an audit to understand how your company’s products/services, resources, and people can uniquely contribute to sustainability and equity that is in-line with the strategy discussed above.
  2. Have a series of conversations with key influencers across your company to brainstorm ways that your company can create impact in ways that no other company can.
  3. Find potential champions amongst leadership, and ask them for helping building a business case for programs that operate at the intersection of business strategy and your company’s assets.

Consider this example: A professional consulting firm specializing in B2B tech once supported military veterans—an admirable cause, but it didn’t align with the company’s strategy or expertise. The company also tried to “check off the basics” with earth day campaigns and fundraising initiatives for every disaster. This left them with no time to build anything truly unique. When the company’s business leadership had to shift funding during hard times, it’s mix of CSR initiatives previously catered to a CEO’s pet project were cut, and the CSR team was downsized. 

3. Propose Programs That Align with Business Imperatives

If your company has a sound strategy for the coming years, it has likely launched strategic business initiatives to achieve its aspirations. These initiatives could be things like opening new offices in new geographies to support sales, investing in more technology to fuel AI-driven innovation, managing huge-upskilling initiatives for staff, or other priorities that have CEO-level visibility and focus.

Your CSR initiatives will get more visibility – and funding – if they are seen as supportive of the company’s long-term strategy AND these short-term initiatives. 

As an example, in EY’s 2024 CSR report, you can see that talent recruitment and upskilling is a major priority to support EY’s growth and impact ambitions. CSR initiatives put funding, programs, and employee volunteers in support of developing youth in ways that are directly in-line with both societal needs and its own hiring goals.

4. Develop a Business Case Using the Right Data

Data is your secret weapon in justifying—and growing—your budget. CSR programs are proven to build bottom-line benefits in at least 5 categories that executives care about:

  1. Business model innovation
  2. Recruiting and engaging top talent
  3. Improving regulatory and governmental relations
  4. Strengthening strategic partnerships
  5. Opening up new markets

Once you have the proposal for the right programs that align with long-term strategy and short-term initiatives, you’ll need to strengthen your case. There is a plethora of data out there, so find the data points that will appeal to your executives and help tell the story of how your programs are good for society AND the business.

Tip: AI can help you uncover compelling data points from your industry and amongst competitors. For example, studies show that skills-based volunteering boosts employee mental health, engagement, leadership development, and even sales. You can use this prompt in a tool like perplexity.ai to find actual data points (not AI hallucinations): “My company specializes in [core assets]. Our long-term strategy is _______. Our highest priority initiatives this year are related to _______. I am looking to build a business case for our executive team to grow a couple specific CSR Programs, including _________. My executives will care the most about _______. Can you help find data points that will demonstrate the business value in investing in these specific CSR initiatives this year?” 

5. Partner Across Business Units for Greater Impact

Collaboration across departments not only strengthens your programs but also garners additional resources and advocates. Look for shared goals: as an example, if your program supports sales, partner with your Chief Revenue Officer or marketing team. Or, if your initiatives drive innovation, collaborate with product or business development teams.

These partnerships not only amplify your impact but also help secure buy-in from influential stakeholders. As an example, the CSR leader at one of our corporate partners has internal partnerships with HR, Sales, Leadership Development, and Tech units who expose their employees to skills-based volunteering programs because they see how it helps their employees remain customer centric and become more innovative.

6. Be Bold: Don’t Hide During Uncertain Times

Fear of backlash can lead to paralysis—but inaction is the greatest risk of all. As Desmond Tutu said: “If you are neutral in situations of injustice, you have chosen the side of the oppressor.” It can feel daunting to put yourself out there during a time where it seems like many initiatives are being pulled back. But take a look at our CSR Trends for 2025 – the initiatives getting cut are mainly the greenwashing and impact-light programs of yesteryear. Employees, consumers, governments, and investors are rewarding strategically aligned impact programs, so don’t let the media fool you into thinking CSR and ESG is dead. Now is the time to act – your executives do not know how to communicate social impact during this era, and you are the key to a very real pain point.

One consumer beverage company pulled back from all CSR initiatives in the U.S. due to fear of cultural backlash. The result? Programs stagnated, and the team became expendable. Great employees left, and previous beneficiaries were abandoned. On the flip side, companies that take bold, values-driven action are earning loyalty and driving meaningful impact.

7. Stay Human-Centric

At the heart of every successful CSR initiative are the people it serves. Take time to engage your employees: interview them, observe grassroots efforts, and identify what truly excites them. Programs that employees love and that align with business goals will make your team indispensable.

A Path Forward for CSR Leaders

The road ahead isn’t without challenges, but it’s also filled with opportunities. By aligning with business strategy, leveraging your unique assets, and building cross-functional partnerships, you can position your CSR program as an engine of impact and innovation. As we explained in our 2025 CSR Trends article, the most successful CSR leaders will be those who step forward with bold ideas, strategic alignment, and a commitment to meaningful change. The question isn’t whether you can grow your program—it’s how you’ll lead the charge.

7 CSR Trends in 2025: Navigating Chaos, Defiance, and the Future

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As we enter 2025, Corporate Social Responsibility (CSR) is under siege. Trump’s first week in office has unleashed a wave of rhetoric and policy rollbacks—defunding sustainability programs, attacking DEI efforts, and fueling political backlash against responsible business practices. If it feels like chaos, that’s because it is.

But here’s the truth: CSR isn’t dying—it’s evolving. Despite political headwinds, the demand for corporate responsibility has never been stronger. Consumers, investors, and employees aren’t backing down; they’re doubling down, expecting companies to lead where governments won’t.

In a fractured landscape, CSR leaders must rethink their strategies. What worked before won’t work now. The future demands deeper integration, measurable impact, and a relentless commitment to action.

Here are 7 trends shaping CSR in 2025—and how companies can rise to the challenge.

1. Greenwashing is Declining, Investments Are Rising

The days of flashy, superficial sustainability campaigns are numbered. Companies have learned the hard way that marketing without meaningful action can backfire. In 2025, organizations will prioritize embedding sustainability into their core operations rather than relying on hollow marketing ploys.
This shift is driven by consumer and investor scrutiny. Companies that transparently showcase real impact—backed by data—will earn trust and loyalty. Companies that just run a marketing campaign on a trendy topic will be negatively impacted by both sides. Expect to see fewer greenwashing campaigns, and instead, more tangible investments in sustainability initiatives that drive measurable change.

2. ESG Talk Will Decrease, but Regulation and Action Will Increase for Global Companies

While ESG reporting regulations may vary, investor demand for reliable ESG data continues to grow. Research from ESG Today and Morgan Stanley show that 80% of investors plan to increase sustainable investments over the next two years.

Meanwhile, regulatory requirements are expanding. The European Union’s CSRD will mandate sustainability reporting for nearly 50,000 companies by 2025, while states like California enforce climate-risk disclosures. Canada, the UK, and Japan are also aligning with IFRS standards.
Though these mandates enhance transparency, they can strain budgets. Companies must make a strong business case for integrating sustainability into their core strategies to balance compliance with meaningful impact.

3. DEI and Social Impact Remain Crucial to Consumers

Despite political and social pushback, consumers still value Diversity, Equity, and Inclusion (DEI) and social impact initiatives. The 2025 Edelman Trust Barometer shows that 67% of consumers are more likely to trust companies committed to social issues. Despite political headwinds, companies that can prove a business case – like Costco – are increasing investments.

However, standalone marketing campaigns won’t cut it. The key is integration—products and services must reflect these values. For example, a company producing soap with sustainable sourcing and equitable labor practices will thrive, whereas a soap company merely marketing a diversity initiative won’t resonate with today’s discerning consumers.

4. Politics Are Not Everything, Partnerships Are

Global business leaders are looking beyond short-term political trends and planning for a future where climate and social equity will be essential to healthy supply chains and markets. According to Oxford Economics and IsoMetrix, international partners increasingly favor companies that prioritize long-term sustainability and social equity, even if they’re not vocal about it today. But the biggest challenges facing companies are not problems any individual company can face alone. Coalitions for clean water, plastic, access to healthcare, and access to education – to name just a few – are things that must be done in partnership.

No single organization could possibly tackle the scope/complexity of challenges that our world currently faces. Partnerships are a way to unlock mutual benefit, and make limited resources go even further in a targeted way: collaborate with cross-sector partners, strategic supply chain organizations, channel partners, and even competitors, to amplify scale and effectiveness, ensuring solutions are inclusive and resilient to future challenges.

5. Donations and Matching Programs Still Matter

As governmental contributions to social and environmental causes decline, individuals and companies are stepping up. Show me the most staunch conservative or libertarian, and I’ll still show you somebody that has a cause near or dear to their heart that they donate money to. Even if political trends are shifting, humans are still humans, and they still give to causes individually. Recession fears are fading, and consumer confidence is rising, leading to increased charitable giving. Companies that make it easy for employees to donate and match their contributions will see increased loyalty and engagement.

Employer-supported donation programs not only foster goodwill but also strengthen the company’s internal culture by aligning with employees’ values.

6. Not Planning for Disasters Will be Disastrous

Forward-looking companies will realize that disasters—current and new—will continue, and new ones will emerge. Planning a disaster response in advance will help your company do more when it happens, and in a way that builds long-term value for your organization. Additionally, it positions your CSR department as a critical business function, enhancing its importance within the organization.

Build alignment with your business’s corporate strategy in advance by aligning leaders to what causes you will respond to, and how you will respond. And then, when they (sadly) happen, you’ll be ready to deploy resources.

7. Employees Will Want to Act, and Skills-Based Volunteering Will Provide the Highest ROI

Your employees will want to take action but will not be certain how to take action. You can help employees navigate this uncertain time by showing them that volunteering isn’t only for “woke” people, and engaging in social good through is not bad for their careers – in fact, the opposite is true and it can support their career growth. Skills-based volunteering (SBV) is gaining momentum as a high-ROI strategy for employee engagement and social impact. Unlike traditional volunteer programs, SBV allows employees to apply their professional skills to solve pressing social challenges, delivering measurable benefits for nonprofits and communities.

The benefits extend to employees and businesses alike: improved leadership development, enhanced innovation, and greater retention and engagement to name a few. Companies partnering with platforms like MovingWorlds can scale these programs with ease and are aligned with business objectives.

Some Thoughts on How to Move Forward

Don’t let the anti-ESG, DEI, or sustainability backlash derail your mission. While approaches may evolve, the core principle remains: we have a responsibility to build a world that works for everyone.

Politics will always swing, but purpose endures—stay focused. On LinkedIn, Solitaire Townsend posted a great reminder: “Back in the 90’s the ‘war on woke’ was a ‘war on political correctness’. The only difference was that we’d made far fewer wins than we have now. ‘Alternative energy’ was a sideshow, vegan was only in kooky health food stores and many companies had one mid-level Energy Manager doing everything on environment and even human rights.”

You can’t solve everything. But what you CAN do is identify the area that your company can make the most impact with its core business. And remember, in 2025, CSR is no longer about checking boxes or launching one-off campaigns. It’s about deeply integrating social and environmental impact into the heart of your business. Companies that embrace this shift will build trust with consumers and investors today while driving innovation and long-term success.

And, as Joel Makower wrote: Be persistent. The future of CSR is bright for those willing to invest in meaningful change, and who can bring their business leaders on the journey.