Employee-Directed GivingTM (EDG)

EDG Leverages Your Corporate Giving to Increase Employee Engagement 

How?

• By demonstrating gratitude: Show appreciation for your employees by giving them the ability to direct corporate philanthropy dollars without asking for anything in return.

• By aligning corporate and employee values: Allow employees to select meaningful nonprofits so your philanthropy reflects those of your employees, while allowing you to apply parameters to reflect your giving strategies.

• By empowering employees: Give your employees a voice by allowing their input into a corporate program rather than having corporate philanthropy be run top-down.

• By fostering a positive environment: EDG gives the employees the ability to recognize each other by sharing corporate philanthropy dollars to express appreciation.

Why it matters

• Value congruence predicts job satisfaction and job involvement.1

• “[V]alue fit is an important mechanism affecting organizational attractiveness.”2

• “[E]mployees who perceive higher levels of corporate citizenship will report higher levels of engagement, high-quality connections and creative involvement.”3

• There is a “positive and significant relationship between employee perceptions of CSR and employee engagement.”4

• "Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work."5

• "Highly engaged teams show 21% greater profitability."5

EDG is 

• Created to improve employee engagement and satisfaction by leveraging a company's existing philanthropic programs

• Designed with the flexibility to meet each company's specific objectives

• Intended to provide its benefits while minimizing administrative efforts

1Rich, B. L., LePine, J. A., and Crawford, E. R. (2010). Job engagement: antecedents and effects on job performance. Acad. Manag. J. 53, 617–635. doi: 10.1097/JOM.0000000000000223

2Jones, D. A., Willness, C. A., and Madey, A. (2014). Why are job seekers attracted by corporate social performance? Experimental and field tests of three signal-based mechanisms. Acad. Manag. J. 57, 383–404. doi: 10.5465/amj.2011.0848

3Glavas, A., and Piderit, S. K. (2009). How does doing good matter? Effects of corporate citizenship on employees. J. Corporate Citizensh. 36, 51–70. doi: 10.9774/GLEAF.4700.2009.wi.00007

4Glavas, A. (2016). Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. Front. Psychol., 7. https://doi.org/10.3389/fpsyg.2016.00796

5Beheshti N (2019). 10 Timely Statistics About The Connection Between Employee Engagement And Wellness. Forbes. Published online at https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/?sh=4753c10522a0.