Area: Employee engagement and culture

2024 Election Scenario Planning Toolkit

2024 Election Scenario Planning Toolkit

In an era marked by sociopolitical uncertainty, businesses and their leaders have a responsibility to their employees, customers, investors, and communities to prepare for a range of plausible impacts that could emerge following the 2024 U.S. general election. Regardless of an organization’s size, sector, or prior engagement in political and social issues, the likelihood is high that electoral outcomes and subsequent societal effects will call upon leaders to make tough calls, negotiate trade offs, and act in response to a range of stakeholder interests. Those leaders will be well-served by the foresight and preparation that scenario planning affords.

NationSwell created this toolkit in an effort to make scenario planning as accessible and effective as possible during election season and beyond. For more comprehensive guidance on the role of business in promoting a healthy democracy, visit our Civics Inc. report.

Who is this for?

The recommended audience for this resource are senior leaders and managers with responsibility over relevant functional areas, including public affairs, communications, social impact, human resources, and legal.

While businesses can and do conduct scenario planning on a large number of topics relevant to their interests, this particular resource focuses on the potential near and mid-term impacts of a U.S. general election on business, free enterprise, and our constitutional republic.

Guidance for use

This resource contains instructions and resources to support election scenario planning exercises. Because there is no one-size-fits-all approach to scenario planning, we advise leaders to review this information and adapt it to the existing practices of their organization. The intent is to make scenario planning as accessible as possible, not to divert organizations away from methods that are already working well.

What’s in the toolkit?

  • Section 1: Election scenario planning overview
  • Section 2: Election scenario planning preparation and facilitation guide
  • Section 3: Election scenarios to consider
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Making corporate DEIB more durable

Making corporate DEIB more durable

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Diversity, equity, inclusion, and belonging (DEIB) professionals are facing heightened political and legal opposition to their day-to-day work. At times, it’s challenging to truly know if and how companies, and DEIB leaders themselves, are shifting their commitments or approaches. 

The reality is that some businesses are pausing or re-evaluating their DEIB strategies. A number of companies are reducing investments in DEIB or choosing to proceed more quietly. But the pendulum is swinging in both directions. There is evidence that the material work of DEIB has endured and will continue to endure. 

Based on interviews with chief diversity officers and other DEIB executives, this report is intended to support leaders and organizations in confidently charting a path forward at a moment of heightened scrutiny.

The resource teaches the four components of a resilient approach to corporate DEIB and includes tactical guidance, real-world examples, and implementation tools.

The four components:

  • Leverage data as the backbone of your commitment
  • Cultivate and activate accountable champions at all levels of the organization
  • Center transparency, honor progress, and strive for continuous improvement
  • Get intentional about future-proofing DEIB
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Civics Inc.

Civics Inc.

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This is the biggest election year in history, as citizens in countries representing half the the world’s population head to the polls. At home, the 2024 U.S. election will once again put destabilizing pressure on American political processes and institutions.

We know that the moment demands more than our attention; it demands urgent action. Employers hold outsized potential to promote civic participation and protect our democracy, but for many leaders, that work feels more fraught than ever before.

Developed from the insights and experiences of business leaders and democracy experts, this report is designed to meet businesses where they are. It provides a strategic framework to help employers customize their efforts around three goals and five core assets.

Three goals for employers to pursue in service of healthier democracy:

  • Encouraging and enabling civic participation
  • Promoting information accessibility, transparency, and quality
  • Supporting issues that protect fundamental rights and protect democracy

Five core assets that all businesses can leverage in pursuit of these goals:

  • Workplace policies and benefits
  • Employee engagement and people infrastructure
  • Corporate products and services
  • Political contributions and advocacy
  • Corporate and executive voice

What else is included in the report?

  • Talking points for making the business case for democracy, provided directly by corporate leaders and democracy experts
  • Dozens of real examples showing how businesses are promoting civic participation and a healthier democracy, paired with detailed implementation guidance
  • Peer-vetted recommendations for partner organizations on a wide-range of needs
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Investing in employee well-being: innovative policies and benefits

Investing in employee well-being: innovative policies and benefits

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The COVID-19 pandemic served as catalyst for employers to invest more deeply and creatively in employee wellbeing, driven by fundamental changes to workplaces (e.g. remote work), implications for healthcare, family and childcare support, financial outlook, and more. Simultaneously, increased focus on racial justice and equity has heightened private sector commitments to inclusive workplace policies for marginalized communities. More recently, policy changes in the U.S. –  including the overturn of Roe v. Wade and the “childcare cliff” – have escalated the need for employers to increase benefits that supplement lack of government supports. 

Employees and companies alike are placing workplace wellbeing higher on their priority lists. 91% of employees find that their job plays a role in determining their wellbeing, and 57% report seriously considering quitting for a more supportive workplace. 76% of U.S. executives feel that expectations about workforce wellbeing are higher than in previous years, and 87% say that workforce wellbeing gives their company a competitive advantage. In addition to productivity and retention advantages, companies with higher employee wellbeing scores fare better financially, showing a superior return on assets, higher profits, and higher valuations.

When balanced with other core aspects of employee experience (including leadership behaviors and job design), inclusive employee policies and benefits can play a significant role in supporting holistic wellbeing. This Curated Collection provides the business rationale for and innovative examples of private sector wellbeing policies and benefits across five key areas: reproductive health, family care, paid leave, financial wellbeing, and mental health.

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Guide to engaging employees in corporate volunteerism

Guide to engaging employees in corporate volunteerism

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A majority of employees (69%) report that “having societal impact is a high expectation or deal breaker when considering a job” (Edelman Trust Barometer, 2023). By facilitating volunteerism, companies can help to meet growing employee interest in purpose-driven work environments while harnessing the power of individual and collective contributions to drive impact.

Generally, employees are eager to have access to volunteer opportunities through work. Seventy-one percent of employees say it’s imperative or very important to work at a company that is supportive of giving and volunteering (America’s Charities, 2022), and they attribute volunteerism to well-being (77%), boosted morale (70%), and strengthened camaraderie (64%) (Bright Funds, 2021). Additionally, 92% of corporate human resources executives feel that leadership and professional skills are strengthened by contributing expertise to nonprofits (Deloitte, 2017). 

However, volunteer participation is decreasing. In 2022, 86% of companies offered domestic virtual volunteerism programs but only 19.8% of employees volunteered one hour or more of their time – lower than the pre-pandemic average of 29% (CECP, 2023). Nonprofit organizations are noticing this downward trend. In a recent survey, 47% of nonprofit CEOs said that recruiting sufficient volunteers is a notable problem for their organization (Do Good Institute, 2023). 

Given the increased value that employees place on working within purpose-driven environments, what explains the decline in volunteerism? Workers cite the following major detractors from volunteering: pressure from employers and colleagues, no availability during work hours, undefined projects, limited information about NGOs, and lack of a platform to register, participate, and track hours (America’s Charities, 2022). Moreover, few feel that volunteering can enhance their career opportunities (18%) or help to develop new skills (36%) (Deloitte).

Gathered from NationSwell members and independent research, this resource provides strategic guidance, case examples, and implementation checklists for companies to strengthen and advance their volunteerism efforts, with a specific focus on mitigating barriers and increasing incentives for employees. 

In this report you will find: 

  • Four critical areas of strategic guidance surfaced by NationSwell members
  • Case examples of strategies in action, featuring Mastercard, PwC, LinkedIn, Nike, Dow, Salesforce, Coupa, Starbucks, MetLife Foundation, KPMG, Liberty Mutual, Medtronic, Bank of America, and Verizon.
  • Implementation checklists to support action
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Diversity, equity, inclusion, and belonging: U.S. certifications and recognitions 

Diversity, equity, inclusion, and belonging: U.S. certifications and recognitions 

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From the Great Resignation to the Great Reshuffle, one thing is clear: workers want good workplaces alongside good jobs. For employers, however, it can be a challenge to signal their value to prospective employees or retain current talent in a tight labor market. Although external validation can never capture the true experience of what it is like to work at any one place, certifications, awards, or other public recognitions can offer employers the opportunity to pursue and promote excellence across a variety of DEIB dimensions.

This Curated Collection provides social impact leaders in the private sector with a roundup of United States-based certifications and “best of” recognitions related to different aspects of diversity, equity, inclusion, and belonging (DEIB). 

The collection includes the following: 

  • Certifications achieved based on company-submitted applications 
  • Recognitions achieved without needing to apply
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Datasets for economic mobility

Datasets for economic mobility

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Wealth inequality and income inequality in the United States are significantly higher than in other OECD countries. And economic mobility is rigid. The likelihood of an individual moving from low wealth status to high wealth status over the course of their lifetime is low. Income disparity and wealth inequality are rooted in an array of social and economic factors, including race and geography. These factors create what is known as the economic opportunity gap.

This Curated Collection provides social impact leaders in the public and private sectors with a roundup of data-driven tools to strengthen their decision-making processes in addressing the economic opportunity gap. The resources provide specific consideration for indicators of racial equity and social justice and factors that promote mobility for disadvantaged groups across neighborhoods, communities, and states.

Resources include (but are not limited to) the following: 

  • Tools that allow companies to benchmark themselves against others on strategy and progress; 
  • Datasets that support deciding which communities would benefit most from company investments to increase equity;
  • Resources that encourage companies to prioritize racial and social factors that affect indicators of wealth (e.g., access to education and employment, and asset ownership).
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How employees value social impact

How employees value social impact

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Business performance and brand value are increasingly understood as connected to an organization’s social purpose and impact. In fact, 89% of business leaders believe companies that lead with purpose have a competitive advantage in today’s marketplace, and 85% agree being a purpose-driven company drives profit (Porter Novelli, 2020). One of the groups at the root of this advantage are employees, who exert significant influence over a company’s success. In an environment where leaders overestimate customer trust by 38% and employee trust by 45% (Deloitte, 2021), it’s important to understand how these stakeholders factor social impact into their decisions about which corporations to buy from and work for.

This one-page primer compiles illustrative data about the ways employees are driving up the value of corporate social impact. Download to learn more.

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Insights for impact: 2022 edition

Insights for impact: 2022 edition

This year-end report synthesizes the key learnings from each of NationSwell’s 2022 research publications and highlights several Studio projects with widely-relevant research deliverables. They cover a range of evergreen and emergent topic areas, including ESG, DEIB, community-centered philanthropy, corporate civic engagement, the future of work, catalytic cross-sector partnerships, and more. By focusing on solutions over exposition, and elevating the most urgent ideas, NationSwell’s insights reports showcase our deep commitment to valuing your time and delivering what you need to lead at your best.

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The state of play: DEIB

The state of play: DEIB

Organizations have taken a larger interest in the practice of Diversity, Equity, Inclusion, and Belonging since COVID-19, the murder of George Floyd, and other pivotal events brought long-entrenched societal inequities into the spotlight. While their arc of progress is uneven, the simple fact remains: injustice occurs as prominently in workplaces as anywhere else, affording companies the opportunity – perhaps the responsibility – to model solutions that could ultimately yield a wider societal benefit. This trend report describes five key trends for DEIB in 2022:

The trends: 

  • With high expectations from current and prospective employees, companies are revamping recruitment to meet diversity goals; they are struggling to employ complete strategies.
  • To advance equity and inclusion, companies are leaning into stronger benefits, policy updates, and employee resource groups; data on efficacy is scarce, but makes clear that the work is just beginning.
  • Employee perspectives on DEIB effectiveness vary in ways that are unsurprising; company leadership has a responsibility for more open and reciprocal communications to better respond to these differences.
  • Reporting and disclosures around DEIB are improving, but the data is inconsistent and incomplete.
  • DEIB executives are turning over at an increasingly high rate; lack of resourcing, insufficient company-wide engagement, and burnout are major contributors.
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