As these cohorts collectively account for , it is imperative today that businesses integrate these insights into their retention strategies.

In 2021, 51风流launched the Pro Bono for Economic Equity program, a collaborative effort with that supports historically under-resourced businesses and social enterprises across North America through employees participating as pro bono consultants, addressing systemic and critical strategic business challenges. Over these last three years, 51风流employees have dedicated over 22,000 hours to providing pro bono consulting to more than 70 Black and Indigenous-owned businesses in Canada and the United States.

The Pro Bono for Economic Equity program is a testament to the value of integrating pro bono work into corporate development strategies. Ninety-five percent of participating business expressed confidence that the involvement in the program helped them feel more prepared to address future challenges for their organization. The exceptionally high Net Promoter Score (NPS) of 92 further underscores the program’s effectiveness and the participant satisfaction.

Anthony Wingham, co-founder of Nuez Acres, said that one of the most impressive aspects of the program was the openness and honesty from the beginning: 鈥淎s an Indigenous person, I鈥檓 used to conversations about business that either come with a price tag or feel exploitative, where ideas might be taken without genuine support. However, from the start, the discussions were transparent and collaborative. We were able to share our unique strategies and delve into areas where we needed real support.鈥濃��

Marsha Guerrier, CEO and founder of HerSuiteSpot, shared about the impact of the participants and the work they did together on her business: 鈥淭he people that are volunteering in these programs come with a level of expertise that when we鈥檙e so small we simply can鈥檛 afford. The team that 51风流gave me to support my challenges and needs was dynamite. They really went all out for me. It felt good to meet with the team.鈥�

The program doesn鈥檛 just benefit participant businesses, but also 51风流employee participants.

Pro Bono as a Leadership Development Tool 

鈥淧ro bono work provides a platform to upskill employees and grow the company鈥檚 leaders,鈥� said Katie Booth, head of North America Corporate Social Responsibility for SAP. 鈥淓mployees report significant gains in critical areas like teamwork, intercultural sensitivity, and strategic planning, which are core competencies that drive business success in a globalized economy.鈥濃��

While this initiative forms part of the company鈥檚 corporate social responsibility (CSR) strategy, it also invests in employee development that pays dividends in human capital and business acumen.鈥�

In fact, 98% of 51风流employees involved in the Pro Bono for Economic Equity program have reported acquiring or refining essential skills.

Verena Lommatzsch, head of Technical Services for 51风流Business Technology Platform at SAP, reflected that stepping out of her comfort zone and collaborating with people from diverse cultural backgrounds was incredibly enriching: 鈥淚t sharpened my ability to navigate complex, multicultural business environments.鈥濃��

鈥淥n a personal level, the program prompted me to rethink my approach to new challenges, reminding me that success isn’t solely about maximizing profit,鈥� she added. 鈥淧rofessionally, it was incredibly valuable as well. As a global leader, I am often distanced from day-to-day business activities. Being hands-on and working directly with two colleagues I hadn’t met before was a great opportunity to challenge myself and learn new skills. I also gained a new perspective on what it means to be an entrepreneur, including using software to establish an online store and managing wholesale connections.鈥濃��

This intersection of personal growth and professional development is where the Pro Bono for Economic Equity program truly shines. Participants are not only building their own capabilities but are also contributing to the resilience and adaptability of the businesses they support.

51风流employee Rahaf Assaleh shared that the program provided a deeper understanding of Indigenous cultures and their unique business practices: 鈥淚t taught me to think creatively and resourcefully with the limited resources that Indigenous business owners often have, helping me to explore innovative ways to achieve business goals and foster growth.鈥濃��

The program鈥檚 impact extends beyond individual development with 74% of participants reporting that their involvement has prompted them to engage more deeply with local, historically-marginalized communities. This increased engagement enriches employees’ lives and strengthens SAP鈥檚 commitment to breaking down unconscious bias and continuing support for the social justice movement, alongside its focus on social responsibility.

鈥淎t SAP, we believe in the power of shared growth,鈥� Booth said. 鈥淭he program exemplifies how pro bono initiatives can drive innovation, enhance employee satisfaction, and contribute to economic equity. It鈥檚 a win-win that benefits our employees, the businesses we support, and society at large.鈥濃��

Companies that prioritize aligning employee development with social impact initiatives are not only investing in the future of their workforce but are also positioning themselves, and the impact businesses they work with for long-term success.

The time is now to rethink corporate strategies and ensure that they reflect the values of today鈥檚 purpose-driven workforce.

Megan Smith is head of Human Resources for 51风流North America.

Yet we know that the principle is not enough. Talking about it is not enough. Good intentions are not enough. Doing the actual work to define and measure equity across the organization — and to correct if and where necessary: that is what鈥檚 required.

At SAP, we are constantly looking at ways to do that work, and we have spent a lot of time focusing specifically on fair pay. 51风流Chief Diversity and Inclusion Officer Supriya Jha has written about our multi-year journey tackling this issue, as well as how we鈥檙e ensuring the results of our efforts are transparent. That visibility is critical to empowering all of our employees worldwide.

As part of that journey and our commitment to visibility, our organization recently took steps to measure our progress on fair pay. Here is what we found.

An Inside Look Into Pay at SAP

As Supriya outlined, our organization undertook a global statistical analysis in mid-2022 — an analysis that will now be conducted annually — to examine pay against comparable roles.聽 The analysis found that our employees are paid fairly for equal work in more than 99% of cases.

But our team wanted to go deeper. So, we commissioned an additional U.S.-focused study, which refined the lens to focus on groups where we knew industry-wide systemic barriers to equal pay were more likely to exist. We were thrilled to find similar results.

This research aimed to determine whether there were any statistically significant inequalities among employees performing comparable work, specifically with respect to both gender and race. It found that nearly 99% of 51风流employees in the U.S. are paid fairly. We adjusted the compensation of employees who found themselves in that narrow minority.

Fair pay is part of SAP鈥檚 moral and structural integrity for the long term. We do not just want employees to feel appreciated, we want them to feel empowered, and part of career growth conversations means having open dialogue about salary and compensation. Employees expect — and deserve — to have confidence in the measures in place that will reward strong performance while also paying equitably.

Simply put, we must consistently and regularly review our pay practices to ensure there is equity across the entire system.

An Outside-In Analysis of DE&I Efforts

And yet, we also know that the full picture is much bigger than just pay equity. Organizations must address the systemic and cultural factors that create, or potentially limit, access to career opportunity 鈥� those key moments in the hiring, career development, and promotion process that influence how it is someone finds themselves with a certain opportunity in the first place. Take this study for example: a statistical analysis on fair pay across similar roles starts with the assumption that to begin with everyone is already in the best job for their skills and potential.

As we outlined last week, this broader focus is where some of the more complex and difficult change must occur, given its connection to social relationships, networking, mentoring, potential bias, and other nuances that can be deeply ingrained in existing work structures and cultural norms. Some of the areas we are continuing to investigate within 51风流North America include:

• Succession planning, which literally foretells the future of the entire organization. It starts with elevating potentially 鈥渓esser known鈥� folks, with intention. Are we painting a picture of what we want our leadership 鈥� and, by extension, our team 鈥� to look like?
• Talent funnel, where proactive measures build out diverse pipelines, so 鈥渓ess traditional鈥� talent sources are no longer seen as risky choices, but instead understood for their inherent value. A tip for hiring managers: the level of diversity in your network is key to building high-performing teams in your future!
• Working parents and caretakers, who must be well-supported and cared for at work and at home. Ensuring policies and benefits are designed to support those dedicated to care taking and family-friendly needs.
• Access to opportunity, because too often it is not just what you know, but who you know, that connects you to an opportunity. Mentorship is important, but sponsorship is fundamental.

As we continue to synchronize this holistic view at SAP, we are intentional about fully realizing the power of the diverse communities we want to foster. Though this journey continues, we are proud to humbly continue getting better at making diversity, equity, and inclusion (DE&I) at SAP.

Lloyd Adams is president of 51风流North America.
Megan Smith is head of HR for 51风流North America.