Organizational infrastructure Archives

Looking Ahead: 2024

TREND REPORT

Posted on February 5, 2024

When NationSwell surveyed corporate social impact and sustainability executives in July 2023, nearly 7 out of 10 said they’re anticipating a challenging year in 2024. Since then, we’ve witnessed an intensifying wave of anti-DEIB activism, read the dire warnings conveyed in the UNFCCC’s first Global Stocktake, and felt the surge of collective anxiety around the coming elections in the U.S. and around the world. At the same time, powerful examples of collective action, new and transformational technologies, and the continued resolve of purpose-driven leaders demand our attention and urge optimism into the picture.

At NationSwell, we too are resolved. We are resolved to support our membership community, partners, and concerned public in advancing progress on the issues that we believe matter most in the year ahead.

To ground our collective efforts, we have prepared this 2024 look ahead with four goals in mind:

To orient organizations, leaders, and their teams to the issues and trends that we see mattering most in 2024, supported by detailed evidence
To provide line of sight into the predictions and forecasts of experts steeped in those issues
To support scenario planning around a range of inevitabilities and possibilities
To voice our calls to action for the field and for ourselves

Our look ahead focuses on 6 major topics that NationSwell anticipates being central to the work of purpose-driven leaders and organizations in 2024:

Artificial intelligence
Climate progress
Democracy and civic engagement
Diversity, Equity, Inclusion, Belonging (DEIB) and economic opportunity
The employee-employer compact
The social impact and sustainability profession

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Skilling the future workforce: 8 recs for corporate leaders

EXECUTIVE BRIEFING

Posted on July 24, 2023October 2, 2023

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Private sector engagement with skills-based hiring is increasing in response to employment gaps and escalating economic precarity. Between 2017 and 2019, 46% of middle-skill and 31% of high-skill occupations experienced material degree resets. And in 2022, 79% of HR professionals reported that scores on skills assessments are just as or more important than traditional criteria in hiring decisions.

These are positive trends from an economic and a social perspective. Skills-based hiring is critical to increasing equity and diversity in the workplace, as traditional credential-based hiring tends to screen out, disqualify, or exclude applicants without a four year degree.

While increased commitment to skills-based hiring is an important step toward a more prepared and more inclusive workforce, many companies are learning that in-demand skills do not exist in adequate supply. Some of those businesses are taking it upon themselves to develop the skill-based talent pipeline that will be necessary to power their organizations, industries, and broader market into the future.

To better understand how companies are investing in the skills-based training ecosystem, before hiring even comes into frame, we dug deep with nine organizations on the cutting edge of workforce development.

Through our conversations with leaders and practitioners, we uncovered a depth of contributions to changing and scaling the learning systems that are preparing workers for quality jobs. Our report compiles eight recommendations to provide guidance for private sector employers who are committed to skilling the future workforce and ultimately contributing meaningfully to a more just and equitable workplace.

The eight recommendations:

Decide if you aim to be influential at a systems, sector, or company level
Position your strategy correctly within your company’s infrastructure
Lean into (and use) your company’s strengths
Build a well-balanced partner portfolio
Design for replicability and scalability
Mind the non-skills gap between learner and earner
Engage in pre-competitive transparency and collaboration
Bring rigor and patience to impact measurement

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Social impact professionals’ views on the changing talent pipeline

We surveyed the NationSwell Council, a diverse community of individual changemakers, to learn more about their unique perspective on the evolving demands of the talent pipeline in the United States. This report provides findings from that survey.

Eight actions for creating catalytic cross-sector partnerships

Anchored in interviews with social impact leaders representing large corporations, NGOs, and philanthropies, this report presents eight actions that organizations and their leaders can take to raise their ceiling for impact.

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How consumers value social impact

NATIONSWELL PRIMER

Posted on January 15, 2023August 10, 2023

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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 consumers are driving up the value of corporate social impact.

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Eight actions for creating catalytic cross-sector partnerships

EXECUTIVE BRIEFING

Posted on January 1, 2023August 10, 2023

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Many of the limitations and challenges associated with cross-sector social impact partnerships are rooted in their points of origin. More intentionality, responsibility, and creativity are necessary to unlock a greater number of truly catalytic opportunities.

As the field of corporate social impact matures, organizations are embracing cross-sector partnerships as a means to advancing social and environmental goals. With ample institutional resources and access to wide-ranging capabilities, corporations are able to envision and invest in big ideas. Increasing attention from the private sector is altering the architecture of cross-sector collaboration, creating new opportunities for ambitious projects and deepening value alignment.

At the same time, exciting examples of partnership activity are often flanked by examples in which opportunities go unmet. Given asymmetries in resourcing and capabilities, partnerships are too often rooted in matching dependencies between organizations. When that’s the case, partners satiate certain needs while overlooking more powerful approaches to collaboration, leaving behind big, creative, and sustainable ideas. Partners also lower their ceiling for impact when they proceed with too narrow an understanding of their own assets within an ecosystem, stunting potential unlocks that bloom from outside – and occasionally unlikely – perspectives. And, when organizations neglect to systematically embed trust and accountability, underlying relationships risk failure – in turn jeopardizing catalytic opportunities.

These barriers to a catalytic result are best addressed at or before the point of partnership inception. Anchored in interviews with social impact leaders representing large corporations, NGOs, and philanthropies, this report presents eight actions that organizations and their leaders can take to raise their ceiling for impact.

The eight actions: