Official Business Track Sponsor:
Understanding the Talent Development Benefits & Metrics
of Pro Bono Engagement
Develop your Employees & Measure Your Success
Panel: 30 minutes• Janet Donovan Kotsakis, Merck & Co., Inc.• Evan Hochberg, Deloitte• Matt Hines, Capital One• Farron Levy, True Impact• Lindsay Firestone, Taproot Foundation
Breakout Sessions: 2x 30 minutes each• Building the connection with your HR/Talent organization • Best ways to develop your people: Examining some of the
top pro bono experiences and how they have tied into staff development
• How to measure the effectiveness of your pro-bono program• Assigning a dollar value to your employees’ time
Introduction and Agenda
Our Panel of Experts
• Janet Donavan Kotsakis, Merck & Co., Inc.• Evan Hochberg, Deloitte • Matt Hines, Capital One• Farron Levy, True Impact• Lindsay Firestone, Taproot Foundation
Background
• Award-winning 15 year old legal pro bono program through General Counsel
• Began work with Taproot in late 2009 to create scalable, supported pro bono program across other departments
• Needed to establish a working relationship from scratch with HR
Establishing a Relationship of Mutual Benefit
• Understand your HR department’s goals• Articulate the value proposition to HR• Get to know the “right” person• Make it personal
Starting with the Basics:Building a Connection with HR
8
Deloitte Pro Bono: Before & After
Program Elements Ad hoc Formal Program
Liability •No contract • Formal signed contract
Quality & Risk Management •Disjointed review/criteria • Formal review committees & scorecards
Scalability, Cost-efficiency, Administration
•Reinventing the wheel • Leverage Deloitte business model
Utilization •Nights and weekends • Sanctioned teams/projects
Tracking & Reporting •Off the books • ROI software and client billing system
Knowledge Management •No central repository • Pro bono quals help win paid work
Learning & Development •No formal link to training • Performance Reviews, PPD oversight
Recruiting/Retention •Ad hoc stories on campus • Recruits seek out PB Fellows, Teams
What We Are Learning
1. Quality pro bono work is about delivering a superior end product that drives results for the nonprofit, rather than using volunteerism to increase morale or as a team-building tool.
2. When we engage with a nonprofit, we should be working to address one of the organization’s top concerns, not low-priority busy-work. When we address a top priority, nonprofits are more likely to recognize pro bono as “currency” with similar sponsorship benefits as cash donations.
3. It is easier to give away $50M in cash donations than to donate $50M of pro bono support. Nonprofit clients have limited capacity to translate business needs to available pro bono skills sets and limited infrastructure to “accept” the help,
4. Formal recognition of pro bono teams (through revenue/utilization credit) ensures the same world class service afforded to our commercial clients.
5. In making the community a $50MDeloitte in essence professionalized pro bono service and empowered pro bono clients to hold our teams accountable for the same level of service as a paid consultant.
9
The Capital One Pro Bono Program
Since 2008, Capital One pro bono volunteers have
donated close to 7500 hours to more than 125
nonprofit partners, resulting in nearly $4 million in professional
services.
Lessons learned through the development of the program enable Capital One to share best practices
• “Top-down & bottom-up”– Acquire both key leadership buy-
in as well as organic support
• “Don’t reinvent the wheel”– Seek out professional consulting
to help build a program
• “Find the passion”– Identify 1-2 employees willing to lead initial efforts and take it
from there
• “Balance the scale”– Be mindful of supply and demand; make sure to lay the
foundation before building the program
Best ways to develop your people
Examine leading pro bono experiences, research, and best practices on how to link with staff development.
Nearly 75% of managers reported that participation in pro bono volunteerism helped associates enhance their leadership skills
-- LBG Associates “Pro Bono: The Business Case”
Measuring Social & Business Value
Farron Levy, PresidentTrue Impact
[email protected] • 617.739.3899
Practical measurement techniques
• Sales• Recruiting• Skill development / productivity• Retention• Risk• Satisfaction• Social Value
– (Condition change; socio-economic andmarket value)
Tracking and valuing your employees’ pro bono service hours
• Average hour of pro bono service is valued at $120, compared to $20.50 for traditional volunteer activities
• Establish scalable processes and tools to track and report pro bono service hours
• Benefit your community partners by documenting a cash-equivalent donation
Breakout Tables (30 minutes each): Building the connection with your HR/Talent
organization Janet Donavan Kotsakis, Merck and Co., Inc.Veronica Parages, HandsOn Network
Best ways to develop your people: Examining some of the top pro bono experiences and how they have tied into staff development
Evan Hochberg and Amy Silverstein, DeloitteMatt Hines, Capital One
How to measure the effectiveness of your pro-bono program
Farron Levy, True Impact
Assigning a dollar value to your employees’ timeLindsay Firestone, Taproot Foundation
Select 2 breakout sessions to attend and learn more