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Daniel Benoni

On the (un?)importance of design - 0 views

  • On the (un?)importance of design
  • We recently underwent a Cinderella-like transformation: A total redesign of the WP Engine website from despicable steaming pile of hideousness to a designed, thematic — dare I say artistic? — sleek new look. Does it matter?
  • It was such a contrast, customers emailed us saying “Thank God you fixed that horrible website. I was embarrassed when referring you guys to friends.” But hold on. They were still customers. And they still were referring us to friends. So I wonder, did it really matter?
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  • It must have mattered. Look how bad it was. Not only were the pages just ugly, they were peppered with database errors and CSS blowups
  • . It doesn’t prove design doesn’t matter, but it does suggest design may not be the deciding factor.
  • Can you see at what point in time we changed design?  No?  Must not have made a difference. Let’s look at time-on-site:
  • Nothing. But this is all superficial — what Really Matters is the Conversion Rate: are more or fewer people signing up each week:
  • Hmm. Looks like everything objective is saying “it doesn’t matter.” But as much as I respect and follow Lean Startup theory, objective measurements aren’t the only things that matter. Those customer emails matter too.
  • The other day we landed a large customer who said they could tell from our website that among our competitors we’re more mature and ready to handle a bigger customer like them. I can tell you — objectively — that we’re among the youngest of our competitors, and although I have a list of reasons why “we’re better,” the truth is that particular customer would probably be served just fine by several of those competitors. Was it the design that gave us that edge? Could be. Didn’t hurt, anyway.
  • Still, the more I look at the importance of design in the startups in my little career, the less it seems to matter.
  • Modern Lean Startup theory blares out from the red-tiled rooftops of Stanford: Seek the Data and Ye Shall Find! First the bounce-rate. If our website design was repulsive — literally — the bounce rate should now diminish. Here’s the data:
  • An even more extreme example comes from my second company ITWatchDogs. I displayed its old homepage at the magnificent Webstock design conference in Wellington earlier this year; the crowd whooped at our violent assault on the visual arts, complete with calliope menubar colors, two broken images tag above the fold, and a layout model that could be seen as a “grid” only after consuming a pillowcase of mushrooms:
  • But you’re anticipating the punch-line — ITWatchDogs grew every month, made millions of dollars, stole business from competitors with billion-dollar market caps (and professional-looking websites), and had a successful exit.
  • Of course it’s only fair to also point out some of the many instructive counter-examples: Hipmunk is the same thing as Orbitz or Travelocity — the only difference is amazing design, not just because it looks good but because it’s so useable. In the words of Joel Spoksly — the design “affords usability.” (P.S. Early Hipmunk team member Alexis Ohanian is so cool and smart and rich and funny and successful and good-looking that really he doesn’t deserve to be alive. (P.P.S. Hey flamers, for God’s sake it’s a joke! Don’t you realize I’m just sore from losing the Pecha Kucha competition to him?)) I always use and recommend Amy Hoy’s time zone tool only because it’s just nice to use and look at. (P.S. she also authors a terrific blog aimed at the solo entrepreneur.) Many people credit Mint’s smash success with their terrific design. Considering how many features were broken for how long, it’s hard to argue. 37signals documented — with data — how design changes results directly in more credit-card-swiping customers. It doesn’t get more “business value” than that. So where does that leave us in the “matters / doesn’t matter” question of design?
  • I think you can go either way, but you must decide whether or not you’re going to value design as core to your startup’s identity, and then act consistently. Here’s what I mean.
  • It’s clear from the outset that design is the only competitive advantage Hipmunk has over its competition. Specifically, by making the flight-search problem pleasurable and useable instead of feeling like you’re navigating pivot tables from Excel ’98.
  • They don’t have better data, better branding, better name, better SEO, or more money. Just better design, and not just easily-copyable incremental improvement, but a quantum leap better.
  • When design is that fundamental to the business — how it acquires and retains customers, garners attention and referrals, and distinguishes itself in the market — obviously design can be the most important thing.
  • Conversely, at ITWatchDogs the company’s internal and external culture was that we’re low-cost, friendly, approachable, regular guys, who understand exactly what you worry about, exactly what your budget is, and we nail it. The site might have looked bad, but our message couldn’t have been clearer.
  • But it is useful to decide where you come down on the question of design in your startup, because if it’s important you’d better work on that right now and develop a consistent culture of valuing design through-and-through, and if it’s not important you’d better decide what is important and nail those things all the harder, because you’ll be competing with people who are using superior design to cover up their lack of competency in those same areas.
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    Design, important or not
Daniel Benoni

Companies Adopt Gaming Techniques to Motivate Employees - WSJ.com - 0 views

  • Striving to make everyday business tasks more engaging, a growing number of firms, including International Business Machines Corp. and consulting firm Deloitte Touche Tohmatsu Ltd., are incorporating elements of videogames into the workplace. They're deploying reward and competitive tactics commonly found in the gaming world to make tasks such as management training, data entry and brainstorming seem less like work. Employees receive points or badges for completing jobs or meeting time limits for assignments, for example. Companies also may use leaderboards, which let players view one another's scores, to encourage friendly competition and motivate performance, experts say. This "gamification" of the workplace, or "enterprise gamification" in tech-industry parlance, is a fast-growing business. Companies have used digital games for a number of years to help market products to consumers and build brand loyalty. What's emerging is using games to motivate their own employees.
  • Tech-industry research firm Gartner estimates that by 2014, some 70% of large companies will use the techniques for at least one business process. Market researcher M2 Research estimates revenue from gamification software, consulting and marketing will reach $938 million by 2014 from less than $100 million this year.
  • SAP even turned its gamification efforts into a game, holding a series of "Gamification Cups" to generate ideas for turning various business processes into games.
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  • 400,000 employees, roughly 40% of whom work from home or on the road, gaming is a way to help colleagues connect and stay engaged, explains Mr. Hamilton.
  • found that employees trained on video games learned more factual information, attained a higher skill level and retained information longer than workers who learned in less
  • Still, gaming experts say there are some pitfalls for companies when implementing games internally. Companies need to make sure that the games are designed to actually reward desired behaviors and are not just doling out meaningless awards or badges.
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    Gamification Article
Daniel Benoni

Charitable Checkin Turns Your Good Deeds Into Rewards - 0 views

  • aking the checkin and making it philanthropic
  • lets users post their actions via SMS, web, email, Foursquare or Google Talk.
  • ach act earns the user points that can be redeemed for actual rewards and discounts
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  • choosing to snack on an apple rather than a piece of cake
  • or larger projects like volunteering your time to a non-profit
  • users start to build a social identity based on their actions.
  • where users flesh out profiles based on their philanthropic interests.
  • This concept of a charitable social layer has taken off on other online platforms like Jumo or Causes.com. People are becoming more conscientious of how they’re perceived online. This social layer based on philanthropic interests is both an easy way to track causes and a positive way to self identify.
Daniel Benoni

Does Expending Resources on CSR and Sustainability Destroy Economic Value? « ... - 0 views

  • Corporate Social Responsibility isn’t about giving money away and adopting the latest cause of activists. CSR and sustainability are approaches to business operation and execution that build employee engagement, improve environmental performance, create positive social impact, enable operational efficiency, reduce cost, foster innovation, strengthen relationships with customers and consumers and ultimately…create business advantage.
  • Dave Stangis, VP for Corporate Responsibility with Campbell Soup Company responding to University of Michigan Professor Aneel Karnani’s infamous editorial in The Wall Street Journal, “The Case Against Corporate Social Responsibility.”
  • Is it the misperception that CSR is a cost, a tagged on responsibility, and therefore, unnecessary for companies? Or that CSR is completely estranged from the notions of capitalism as Professor Karnani believes — and is, in fact, the wrong argument?
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  • When properly and strategically implemented, CSR does not lose money, it makes money. Over the long term, it is a viable business strategy that focusses on long-term sustainable impacts (including profitability). Arguing against reducing energy, water and waste costs, along with fines, meeting onerous regulatory standards imposed due to improper actions, etc. is as foolish and short-sighted as arguing against oil changes for your car (it costs money) or the installation of safety devices that protect consumers (such as safety belts and airbags) because they increase the cost of the vehicle.
Daniel Benoni

CharityVillage® Research: Say "Thanks," keep in touch, and deliver on your pr... - 0 views

  • Bell Canada, for example, receives 9,200 requests for either philanthropic or sponsorship support each year
  • ell faces a major challenge in dealing with these applications, and making the difficult decisions concerning which to support and which to turn down, while striving to get good value for its sponsorship investments. Overall, she points out, the objective is "to connect to the things that matter"
  • Bell does not sponsor individual athletes, individuals who simply have an idea or cause they wish to promote, or business launches. If applicable, Foster points out,
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  • The applicant must be financially sound, and Bell will be strongly impressed by organizations with low administrative costs which can offer a partnership that will fit its corporate vision and strengthen its position in the niches it wants to occupy.
  • crucial for Bell to have telecommunications exclusivity in the project
  • s it a unique made-in-Canada concept?
  • Is it likely to attract positive public attention?", "Is the applicant a Bell Canada customer or potential customer?", "Does this proposal present an opportunity for a commercial return for Bell?", and "Will there be a role for Bell employees to play?" No organization, Foster points out, will ever meet all of the criteria, "... but the more 'Yes's, the better your chances."
  • Offer proposals that make commercial sense to Bell Canada
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    Charity Sponsorship.. from the company point of view. Good to read before we go meet a company for a feedback!
Daniel Benoni

How to effectively launch your new product or service | PressDoc Blog - 0 views

  • 1. Define the message you want to communicate and to whom If you’re launching your company, introducing a new service or making another important announcement, first ask yourself why people should care about it.
  • 2. Write your press release(s) Now you know who your audience is and what message to bring across, it’s time to craft the actual press release. Remember, the goal of the press release is to convince journalists, bloggers and other influencers that your story is worth spreading to their following. Writing a good press release warrants an entire different article, but the most important thing to remember is to tell a story.
  • 3. Create a list of PR contacts It’s time to create an overview of all the bloggers, journalists and influencers you want to reach. Let’s call them your PR contacts.
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  • 4. Optional: Determine which outlet gets the scoop In today’s media landscape, a story covered 15 minutes ago by another blog can already be considered old news. Therefore depending on the type of news and the market you’re in it might be wise to give one specific media channel the scoop.
  • 8. Distribute your press release In a previous step you set up draft emails for all your PR contacts, now is the time to send them.
  • 6. Write draft emails In the previous step you have probably only sent out the news to a handful of contacts on your contact list.
  • 7. Make the announcement When the day finally comes, you can publish your press release (or have it published automatically if you’re using the schedule option).
  • 5. Send personalized emails to journalists, under embargo If you decided not to give the scoop to a certain blog you can still let journalists know about your announcement before you actually make it public.
  • 9. Thank the people that covered your story Congratulations! Now that your press release is out in the open you should see some coverage happening. Be sure to enjoy all the free publicity your company receives and thank the people that cover your story via a personal email so you can start building a relationship with them for your future press releases.
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    couverture de presse, press release
Daniel Benoni

What is the best way to do customer discovery when all I have is an idea? I don't want ... - 0 views

  • What is the best way to do customer discovery when all I have is an idea? I don't want to build a prototype until I know the idea is valid and that it's worth doing.
  • Read up on Lean Startup from CustDev.com and AshMaurya.com.
  • write down your hypotheses and assumptions around the idea you have
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  • Benjamin Yoskovitz
  • identify a target market and speak to (ideally in-person) 30-50 people in that market and validate (or invalidate) whether they have the problem you think you can solve.
  • If they do have that problem, then you can find a way to build a prototype or even just put together an HTML prototype or a Powerpoint deck together and go back to those people and interview them about your solution. If that validates, then you build.
  • Chances are when you do Problem Interviews you’ll find there are holes in your reasoning. You’ll go back and change your hypotheses and assumptions and do it again.
  • Bottom line – you absolutely do NOT need a prototype to validate an idea.
Rachel Chaikof

How to Make Your Personal or Professional Landing Page Stand Out - 0 views

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    Landing page ideas
Daniel Benoni

Pro Bono Standards & Valuation - Pro Bono 101 - Resources - Lead Pro Bono - Taproot Fou... - 0 views

  • Pro Bono Standards & Valuation In partnership with the Committee Encouraging Corporate Philanthropy (CECP), Taproot Foundation has developed standards for pro bono service to professionalize the field and ensure the consistent quality of services delivered to recipient organizations
  • Examples of Pro Bono Service HR team audits the HR systems of a nonprofit Finance team develops managerial accounting systems for a nonprofit Property development team helps a nonprofit secure and design office space Creative team develops a nonprofit's annual report Working as part of her company's pro bono commitment to a nonprofit, a professional tax accountant provides tax consulting to needy individuals in the community
  • Examples of Other Skills-Based Service (Not Pro Bono) Executive serves on a nonprofit board and gives informal advice Manager coaches high school student on a business plan competition An accountant independently provides free tax services to an individual in the community who can't afford tax advice Engineer designs a technology curriculum for an after school program Working as part of her company's pro bono commitment to a nonprofit, a software designer sets up staff computers (setting up computers is not within the core description of a software designer's professional expertise)
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  • Current Dollar Fair Market Valuation Pro bono work should be valued at Fair Market Value (FMV) and recorded as non-cash giving in CECP Survey Question 9.  FMV is the hourly or project cost that a paying client would incur for the same service. Companies are encouraged to use the three scenarios below to assist in determining the FMV of services rendered.  The dollar values in the scenarios below are based upon current U.S. salary data adjusted to account for geographic differences and typical fee-discounting practices.  CECP is currently unable to provide dollar-value assistance for non-U.S. pro bono service. Paid-release-time service that does not meet the pro bono criteria should be recorded at a dollar value that is appropriate to the skills involved in CECP Survey Question 22 (do not include pro bono hours in Question 22, as that would be double counting hours recorded in Question 9). When in doubt, the current Independent Sector rate is appropriate.
  • For companies with minimal pro bono tracking capabilities In the absence of employee skill area data and internal billing rates, CECP recommends using an estimate of $120 per hour for pro bono service projects. This is based on a rounded average billing rate for mid-level employees across disciplines, highlighted below. For companies with moderate pro bono tracking capabilities Companies that track the seniority level or skills deployed in pro bono projects should use the following chart to value pro bono hours if internal rates are not available.
  • For companies with robust pro bono tracking capabilities Companies should use their best internal billing information to determine the FMV of services rendered. These valuations should be adjusted to reflect billing differences by: geography, seniority level, rate discounting, employee skill area, etc. To do this, companies must track project metrics that affect billing rates so that an accurate, defensible valuation for pro bono contributions can be recorded. CECP strongly encourages companies to track pro bono to this level of specificity whenever possible.
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    GREAT INFORMATION. To read! - Use cases leads - "What to track in pro-bono" - References, etc. 
Daniel Benoni

The Struggle in Finding An Addressable Problem - Lean Startups - blog - kyle ... - 0 views

  • focusing on a market before an actual product idea
  • By starting with a market and focusing on data/interviews to find an addressable problem, rather than building software from day one, we encountered problems I would never have predicted
  • spent our time talking to as many parents/teacher/psychiatrists that would give us their time
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  • The more we narrowed our focus the less motivated we became.  We went from looking at a massive addressable market to a subset of people and a minimal product offering.
  • Focusing, as difficult as it was, was necessary given the reality that we were two
  • Write everything down.
  • best ways to drastically narrow your scope, it’s easy to list four or five options but having to pick just one and describe it fully really focuses things.
  • Pitching everyday
  • it helps you to iterate much faster.
  • People tend to love your idea when it’s vague, as they develop their own picture of what it will really be.  -- What we found to really work well was building a baseline pitch deck and iterating on it every day based on what we had learned.
  • Take all the “ands” out. 
  • We help parents to fix the problems in their child's daily routine and to encourage them to try new things
  • We help parents to fix the one or two main problems in their child's daily routine. 
  • It’s tough to not start writing code after your first positive interview.
  • Not because we found the best problem/solution mix, but rather because we found one solution that we can quickly test and on which we can iterate.
Daniel Benoni

Amazon.com: Differentiate or Die: Survival in Our Era of Killer Competition (9780471028... - 0 views

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    Suggéré à lire par Francois Codere à la conférence 07 de l'ACET sur l'image de marque
Daniel Benoni

HOW TO: Decide Which Charities Your Business Should Support - 0 views

  • Giving is big business. Every year non-profit organizations solicit companies in the hope of obtaining
  • Giving USA reports corporate giving increased 5.5% to $14.1 billion in 2009.
  • Businesses are willing to give, but are often confused as to which causes might be best for them.
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  • Businesses can build stronger relationships with their stakeholders through their charitable endeavors. Helping others while helping themselves can lead businesses to bigger profits.
  • on’t forget your employees
  • Clarify your business’ values
  • Find out where your stakeholders are donating
  • First Steps
  • Picking a Charity
  • Determine the criteria for the potential charity
  • arrow it down: Search for charities that meet your criteria. Here is the tedious part. Giving USA cites there were more than 1 million charities in the United States in 2009. You may want to enlist another person or a committee to help with the selection process. GuideStar.org has a wonderful search function that allows you to pick through its database by criteria
  • Compare mission statements
  • Make sure organizations are registered
  • Transparency and accountability
  • Trustworthy non-profits will discuss their programs and finances
  • Give your partnership a trial run. Test your partnership by donating to a small project before doing a large campaign.
  • Charities are a fulfilling way to further the mission of your organization while helping the community in which you live and work. Keep these tips in mind the next time you conduct your next cause marketing or charitable campaign, and your organization will be sure to come out ahead.
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    This article is the bomb. We should rehearse it before pitching to a company and show how the process should be done and how we can help them go through it with Invup!
Daniel Benoni

Nat Turner (The product feedback cycle) - 0 views

  • how many different variations of the “product feedback cycle” there are.
  • What he means by this is simply, how long does it take and how many layers does feedback on the product go through before it gets to engineering.
  • There are a few options.  First, you could have clients talk directly to engineers.  While that in theory is the shortest path the feedback cycle could take, that’s typically not the best solution.  Most engineering teams prefer to stay “heads down” and not be interrupted, and are also rarely involved in the client day-to-day, so context switching is hard for them.  You should definitely have interaction there, but probably not all the time. 
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  • The other option, and probably most common, is to have someone or several folks dedicated to “product management.”  That probably makes sense in larger organizations or as companies grow,
  • However, I personally think that this is very dangerous for an early company, and I’d go so far as to say it’s a major red flag.  Here’s an example of what you want to avoid
  • it’s a good sign and highly preferable if the founders focus and own the product process.  Ideally they’re also able to “go deep” and be involved in the entire product management process, writing the specs for engineering teams, managing the priorities, etc…
  • I think the founders of a startup need to be very cognizant and controlling of the product management process, at least until you become a larger organization, and avoid the temptation to hire “someone dedicated to product.”  In my experience, the more people/layers you add to the process and the further the founders step away from the product management the process, the worse the outcome.
Daniel Benoni

Build, market, measure in parallel - LaunchBit - 0 views

  • First-time web entrepreneurs often tell me "Oh we're moving really quickly...we're launching in just 6 months."
  •  The trouble is that product traction isn't just about getting a product out the door.
  • Your biggest competitor isn't any company or individual.  It's time -- the duration you have before you run out of money, morale, and the enthusiasm your significant other/family has for your endeavors.
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  • The trouble with my last company was that our experience in software development came from large companies, where your job is just to ship code.
  • So we thought that a launch was just about writing the code.  And, we did that in 6 months.  But, what we didn't account for was that in a startup, you don't have a ready large group of users just waiting to use your product. So, your launch time must also include a cycle of user experience and marketing.
  • So, if you do everything in series in a drawn out way like we did: build, market, measure, it's a cycle that can turn months into years.  Eric Ries suggests that shortening an iterative loop and going through such a loop multiple times quickly is the key to success.  I would take that a step further and suggest not only cutting activities to shorten that loop, but to do as much of this loop in parallel.
  • Our workflow looks like this: get your Unbounce or LaunchRock page up from Day 1 and start marketing before you have a product.  You can gauge interest and get signups from the very beginning until you're done with the first iteration of the product.  Start getting the Craigslist posts out there on Day 1 to get feedback and potential customers immediately.  Once you have enough of an idea of what to build, start mocking up your idea.  Get those mocks back out to potential customers to make sure you're on the right track.  Iterate as much as possible on paper before building, because it's much faster to re-draw than to re-code.  "Delete features" on your paper prototypes as well, reducing what you need to actually build in code.  Try to code as little as possible to shrink that build time to about 1-2 weeks.  By the time you're done building your first prototype, you've already acquired users from doing marketing in parallel.  This puts you in a position to start measuring usage and gauging interest immediately before iterating through that loop again.
  • Build, market, measure should happen as much as possible in parallel to reduce your launch time and keep your money, morale, and support up.
Rachel Chaikof

To Follow or Not To Follow: Should Small Businesses Follow Everyone Back on Twitter? - 0 views

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    Good tips on follwing...
Rachel Chaikof

Corporate Sustainability Driven by the Bottom Line - Forbes - 0 views

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    This article talks about how companies don't have tools to track their sustainability efforts, most notably these sections: Sustainability reporting is growing, but the tools are still developing. About one in four survey respondents use packaged software to track sustainability efforts, but most still use spreadsheets, emails, and phone calls. But the effectiveness of such efforts may be limited by internal systems that don't allow companies to effectively measure, track, and optimize their sustainability impacts or to understand and manage the risks of insufficient action.
Daniel Benoni

Tufts fraternities partner to maximize community impact and philanthropy - Jonathan M. ... - 0 views

  • Last month, Tufts Inter Fraternity Council, made up of representatives from all the fraternities on campus, launched a partnership with Tisch College to strengthen their capacity to have a positive and constructive impact on campus, in the local area, and in the global community.
  • As I worked on that and heard about the fundraising and volunteering that other fraternities were doing I started thinking about the impact we could have through collaboration
  • philanthropy summit for organizations to share fundraising resources and tips, and found that other fraternities were looking for ways to collaborate as well
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  • each of the ten fraternity chapters on campus agreed to sign on and to collaborate on a philanthropic endeavor this semester and in the future
  • all fraternities will collaborate philanthropically around an agreed upon theme, sharing resources and co-sponsoring fundraising events together
  • Because fraternities at Tufts are already so busy with their individual chapter philanthropic activities, it was initially challenging to get all the chapters to sign on
  • However, once everyone came to the understanding that this was not intended to be a burden but rather a supplement to their ongoing activities, things began to develop well.
  • ollaboration really has great potential for better utilizing our manpower to maximize the effect we can have
  • hopes the partnership will help change some of the stereotypes about fraternities.  “While the point of this project is to increase the philanthropic activity of chapters, it is also very much to improve recognition of the philanthropic work chapters have been doing for a while now,
  • reek chapters participate in or host multiple philanthropy events a semester and the campus doesn't always hear about them, so by bringing all of the chapters together it is hoped that awareness of fraternity charitable activity will increase.
  • that people often have misconceptions about fraternities and don’t hear about the good work fraternities do - even though that is the bulk of what they are about. “I actually came to Tufts partly because I thought it didn’t have a strong Greek presence, which was something I really wasn’t interested in,” he explained.  “But when I got here I found positive role models in upperclassmen fraternity members and I was particularly impressed with the goals of Delta Tau Delta.
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    Partership between different fraternities and how they want to improve their brand image.
Daniel Benoni

Using Social Media Increases Fundraising by 40% [Study] | NetWitsThinkTank.com - 0 views

  • owing that non-profit supporters around the world have been adopting the use of social networking in their daily lives we set out to figure out if the use of social networks had any impact on personal or peer-to-peer fundraising. The results we’re pretty amazing
  • e found that participants who use social networking tools like Facebook, Twitter and YouTube communicate with their networks more regularly and send more messages. This resulted in increased fundraising results by up to 40%.
  • Twitter as a Multiplier Twitter users set higher fundraising goals and raised more money. In fact, Twitter users increased their personal fundraising goals by at least three times more and raised nearly 10 times more online than their peers who did not use Twitter.
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  • Overall, participants that adopted integrated social media tools increased their fundraising by as much as 40 percent compared to their peers who weren’t using the available online tools.
Daniel Benoni

National Survey of Fraternity / Sorority Alumni & Supporters - 0 views

  •   Please read the following statement and then click NEXT: Your fraternity’s / sorority’s “foundation” or “national foundation" is a separate but affiliated organization within the overall structure of the fraternity / sorority. The foundation’s mission is to raise charitable funds and distribute those funds for projects within the fraternity / sorority and, in select instances, for use by external charitable organization partners.The following series of questions relates only to your fraternity / sorority foundation and not to any other aspect of your fraternity’s / sorority’s organization.
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    DAN: "I received that in a survey regarding fraternity alumni... and that text is pretty much interesting regarding foundations etc".
Daniel Benoni

Companies See Volunteering As a Benefit | Atlantic Philanthropies - 0 views

  • She's been to Sri Lanka and South Africa as a participant in Accenture Development Partnerships, a program that sends employees to work on nonprofit projects in developing countries.
  • As more employees see volunteer work as a way to learn new skills or move their careers forward, volunteering has become a sort of corporate benefit.
  • For an annual fee between $5,000 and $50,000, companies can give their employees access to a VolunteerMatch list of 55,300 nonprofits seeking help. Nonprofits join for free.
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  • Field said one major attraction for companies is the chance to align their employee volunteer programs with the objective of their business.
  • Volunteer programs are tied efforts to retain two major employee groups, younger workers looking for work-life balance and ready-to-retire older workers who want to serve their communities,
  • Bramhall, 29 agreed the Development Partnerships program is a retention tool for Accenture.
  • Workers who are part of Gen Y say they want a job that lets them also exercise their personal values and beliefs, according to a study by Deloitte & Touche USA LLC. The study shows 62 percent of Gen Y respondents between the ages of 18 and 26 want to work for companies that give them a chance to use their skills to help a nonprofit.
  • Lupe Garcia, associate general counsel in the legal department at Gap, Inc. said her supervisors have recognized the fundraising and communication skills she developed in her volunteer work have increased her skills
  • Employees at Gap can spend up to five hours of paid time each month on a volunteer activity. If they spend 15 hours of their own time volunteering, Gap will give $150 to the organization, as well as matching any employee donations.
  • "An important driver in wanting to do this was really a desire to do something with my skills that had a broader impact, that had a deeply social impact," Coghlan said.
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