Benevity

What if your job actually made the world better?

That’s the vision behind Benevity - a software company that helps the world’s biggest brands lead with purpose, give back at scale, and build meaningful connection among employees.

In this episode, I talk with Janeen Speer, Chief People Officer at Benevity, about how they’re cultivating a mission-driven, high-performance culture without sacrificing flexibility or fun.

What you’ll learn:

• How Benevity is disrupting corporate giving—and why it’s working
• What “We Are We” means (and how it shows up in how they lead)
• Why fun is a strategy - and how their employee-led rock concert proves it
• How they’re building a gender-equal workplace with co-parenting bonuses
• What kind of employee thrives in their fast-paced, growth-oriented environment
• The one question that reveals if a company might not be the right fit for you

Some Benevity highlights:

📆 Founded: 2008
👥 Team size: 850+ globally
🌍 HQ in Calgary with hubs in Toronto, Spain, and British Columbia
 🧠 Culture: Purpose-driven, collaborative, curious, and ever-evolving
 🎉 Perks:

• Donation matching
• Co-parenting bonuses to encourage shared parental leave
• Homecoming: annual employee event + charity rock concert
• Manager Essentials: 5-month leadership development program
• Peer mentorship & learning programs
• Remote-flex with vibrant in-person hubs

To learn more about Benevity:

• Careers Page (They're hiring!)
• LinkedIn Page
• Janeen's Profile

Transcript

Jena Dunay: Hello, friends, and welcome back to another episode of Culture Uncovered! I have a really interesting company to share with you today. Benevity! I came across this company and was so fascinated by its mission, its purpose, and the actual culture they’ve built. I had the chance to speak with their Chief People Officer, Janeen Speer, and I’m thrilled to introduce her to the podcast! So Janeen, welcome! I'm so excited to learn about Benevity!

Janeen Speer: Thank you so much. It's great to be here!

Jena Dunay: Awesome! We’ve had some great conversations even before this recording, but I’d love if you could kick us off for those who don’t know. What does Benevity do?

Janeen Speer: Absolutely. Benevity is a very unique company. We support around a thousand enterprise companies around the world, including some of the world’s most powerful brands, to help them lead with purpose. We provide corporate social responsibility solutions that inspire employee action and create measurable social and business impact globally.

Janeen Speer: We do that through our software, which offers giving opportunities, supports volunteering efforts, and overall helps companies keep their teams connected and engaged.

Jena Dunay: Okay, so you're kind of in the nonprofit-adjacent space?

Janeen Speer: I would say CSR-adjacent is a great way to think about it. We interact with people who are committed to making the world a little better. And we have the privilege of helping amplify that impact.

Jena Dunay: Yeah! When were you all founded?

Janeen Speer: We were founded in 2008 by Brian DeLottinville.

Jena Dunay: Can you share a bit of that founding story? Because 2008 was such an interesting time to start a business!

Janeen Speer: Absolutely. At the time, Brian, who’s a successful entrepreneur and a recovering lawyer, was looking at the landscape of what was then considered philanthropy. But there was very little being done online. Only about five percent of donations were digital. He also noticed that many companies were struggling with employee engagement and were looking for ways to connect people to something bigger and more meaningful.

Janeen Speer: So he thought this is an area ripe for disruption. The big idea behind Benevity was democratizing giving and volunteering. Not just big one-time checks from millionaires, but empowering everyday people to contribute. If you give a dollar and I give a dollar toward a cause we care about, we can make a real impact together.

Jena Dunay: Yeah! I love that. There’s such power in solving a real problem, especially when you’re mission-minded too. That’s one of the reasons I wanted you on the podcast! So you mentioned it launched in 2008. How big is the company today?

Janeen Speer: We’re just over about 850 people. Our headquarters is in Calgary, Alberta, Canada, but we have hubs in Toronto, British Columbia, and even Barcelona, Spain. And we have team members located globally.

Jena Dunay: Wow! So is that a remote-first culture? Are you in-person? Hybrid? Everyone wants to know!

Janeen Speer: We’re what I’d call a proper hybrid company. We have beautiful office spaces, like the one I’m in right now in downtown Calgary. But we also offer flexible work arrangements. There’s no strict in-office requirement. Many of our team members are fully remote, based on where they were hired. We’ve gotten really good at operating in this flexible model, balancing virtual and in-person collaboration.

Jena Dunay: That’s so cool! I’m seeing more companies move toward that truly hybrid model. There’s value in both, being in person and having the remote option. You also get to pull from different talent pools, which is awesome. And wait, you have a hub in Spain?

Janeen Speer: Yes! And it has a rooftop patio. They definitely know how to live over there.

Jena Dunay: Ha! Right? That’s definitely not how we do it here in the U.S.!

Jena Dunay: Okay, let’s pivot a little. I’d love to hear how you came to Benevity. How did you land in the Chief People Officer role?

Janeen Speer: I was actually happily working in Ottawa, Canada at the time. I wasn’t really looking for a new opportunity, but the CEO reached out. As it often happens, the world is small. A member of the leadership team had worked with me previously and thought I could be a good fit.

Janeen Speer: So we started conversations, and because I wasn’t actively searching, it took about eight to ten months before anything came together. At first, I even tried referring other candidates! But over time, as I got to know more people on the team, I was really struck by their quality. Not just technical aptitude, but this shared sense of wanting to use their skills to make the world better. That deeply resonated with me.

Janeen Speer: I also found the team to be very community-oriented and collaborative. That thread of purpose and culture is what made me say, okay, maybe there’s something really special here.

Jena Dunay: Yeah! And I want to pause quickly. Daniel, while Janeen was speaking, I noticed a little mic noise. She’s doing great, just a heads-up in case you need to clean that up. Janeen, go ahead and take a sip of water! You're doing amazing!

Janeen Speer: Good to know. Thank you!

Jena Dunay: I think what’s so interesting about what you just shared is that networking piece. It really comes down to authentic relationships. Finding new jobs or opportunities often happens through people. And it's less awkward when you’ve built genuine connections beforehand instead of when you suddenly need something.

Janeen Speer: Yes, it’s about authentic relationships. If you’ve nurtured those over time, they become really helpful during career transitions. You don’t want to just start networking the moment you need help.

Jena Dunay: Exactly! And that’s hard for a lot of people because they only think about building relationships when they’re in need. That’s what makes it feel awkward. So I always tell people, no matter where you are in your career—early, mid, or late—you should always be connecting and building authentic relationships. The more you do, the more opportunities will come to you without you chasing them.

Janeen Speer: Absolutely. That’s such good advice.

Jena Dunay: And Janeen, you have a really interesting backstory! Would you mind sharing how you even got into a people role in the first place? Your path is not what most people would call traditional, and I think it’s helpful for listeners to hear that career journeys aren’t always linear.

Janeen Speer: Absolutely. I started my career in the post-secondary education space. My first official title was Assistant New Student Coordinator. I worked with new and prospective students, helping them get settled in Calgary. I spent about six or seven years in that environment and really loved the learning space.

Janeen Speer: During that time, I also pursued further education, got certified as a coach, and started teaching a bit. That was the bridge for me. I discovered that I enjoyed facilitation and being part of someone’s development journey. That realization led me to join Starbucks as a trainer for their retail programs.

Janeen Speer: It was an amazing training ground. One big adjustment was the change of pace. Post-secondary work has a more steady rhythm, but retail moves fast. I had to learn how to get work done quickly without always having the luxury of time. Sometimes 95 percent is the best you can do—and that’s okay.

Janeen Speer: From there, I moved into expanded people roles. I went to Lululemon to focus on leadership development and talent management, then transitioned into a VP of People role at WestJet. I held a similar role at Shopify and eventually landed at Benevity as Chief People Officer.

Jena Dunay: We talked about this before, but I’m a huge fan of Lululemon’s approach to people development. I’ve had clients come from there, and they’ve always been some of my best. Just so growth-minded! I’d love to interview their current Chief People Officer someday. But I’ve noticed that people who come out of that culture tend to be incredibly strong candidates.

Janeen Speer: When I was at Lululemon, one of our missions was to develop leaders for the world. And I really believe that’s true. Interestingly, that same mindset is present at Benevity. We are very growth-oriented. I think employers should be helping people grow not only in their job, but in understanding themselves.

Janeen Speer: When people leave an organization, they should walk away stronger—with new skills and deeper self-awareness they can bring to the world.

Jena Dunay: Yes! That’s such a great point. And a great segue back to Benevity. If you had to describe the company culture in a few words, what would those words be?

Janeen Speer: I gave this some thought, and I’d say, “We are we.”

Jena Dunay: Tell me more.

Janeen Speer: One of our core cultural tenets is “We are we, not just me.” It means we solve for others first. We think beyond our own teams. We bring humility and curiosity into every conversation. It’s baked into our cultural foundation. And it stems from the fact that we’re a community of changemakers working together for a greater purpose. We believe we succeed best when we think beyond ourselves, beyond today, and even beyond our teams.

Jena Dunay: That’s good. How does that practically show up in your programs or even in how you operate as teams?

Janeen Speer: It shows up in how we collaborate cross-functionally. For example, when we put together pods or task forces, we’re very intentional about who needs to be involved. We consider the ebbs and flows of workload across different teams. Our customer success team is busiest during the holidays. Our sales team spikes at the end of each quarter.

Janeen Speer: So we have to ask, is now the right time to launch a program or initiative? Is it aligned with what’s best for the collective, not just for one team? That’s one of the ways “We are we” plays out.

Jena Dunay: Yeah, that’s a great example. I’ve heard other people leaders mention similar things. Sometimes a great program idea isn’t the right fit for the moment, depending on where the organization or departments are focused. Being aware of that context and folding it into planning is so important.

Jena Dunay: Let’s talk about some of the unique benefits at Benevity. What are some things your employees get to experience?

Janeen Speer: One program I love is called My Goodness. It’s how we experience our own product internally. We connect our people with ways to do good—whether through giving, volunteering, or micro-actions. Our platform allows employees to choose from over 2 million nonprofits and support causes that matter to them.

Janeen Speer: In 2022, 92 percent of our people supported nearly 2,000 nonprofits. Whether it’s donating money or time, our team is really engaged. And we support that. We provide matching dollars or funds tied to volunteer hours. It gives our people autonomy to support what’s meaningful to them, and that builds connection and belonging.

Jena Dunay: Wow!

Janeen Speer: Another unique benefit is our parental benefits program. Benevity has long believed that the traditional approach to parental leave can be limiting—especially for women. We wanted to be constructive disruptors and create a more gender-equal workplace.

Janeen Speer: So we introduced a co-parenting bonus. If the non-delivering parent takes at least two consecutive months of solo parental leave, they become eligible for a lump sum bonus. It’s designed to encourage shared caregiving and long-term equality in the home and workplace.

Jena Dunay: Wow, that is so interesting and unique!

Jena Dunay: I mean, I’m three months postpartum, almost to the day. The only reason I’m able to work the way I do is because I have a flexible and supportive husband. His job allows him to be present. That’s made such a huge difference for our family—honestly, even for my mental sanity!

Janeen Speer: Yes!

Jena Dunay: It’s also a big reason why I was willing to return to work in this season. Hearing about this policy makes me so happy. Do you know where that idea came from?

Janeen Speer: It actually started before my time at Benevity. But I believe it came from our founder, Brian. He’s always been passionate about supporting all genders in the workplace and creating space for equal opportunities. This co-parenting bonus came from that belief.

Jena Dunay: That’s amazing. Thank you for sharing that!

Jena Dunay: Another big reason I see people leave roles is lack of professional development. They don’t know what the future holds for them, or they’re not being poured into. Can you talk about what development looks like at Benevity?

Janeen Speer: Yes! From day one, we offer a program called Launchpad. It’s a multi-day onboarding experience designed to welcome new hires and give them a high-level overview of our people, product, and purpose—and how it all powers our mission to spread a culture of goodness in the world. It helps accelerate connection and onboarding.

Janeen Speer: Then we have an annual event called Homecoming. It’s held in Calgary and brings everyone together for a week of celebration and learning. It ends with our famous charity rock concert!

Jena Dunay: That’s amazing.

Janeen Speer: Our internal teams form bands. Each band selects a charity, and the cost of attending the concert is a donation to those charities. At last year’s Rock the Cosmo, we raised $70,000 for six nonprofits. And these bands are actually really talented. Some have even gone on to perform in their local cities.

Jena Dunay: It’s like a battle of the bands and a talent show all in one. I want to be invited!

Jena Dunay: And it’s such a great example of culture and whole-person celebration. As someone from Nashville, Tennessee, I love the music tie-in. But also, it’s just such a fun and creative way to connect your people!

Janeen Speer: Yes! We’re a hybrid company, so people crave those moments of in-person connection. You can’t do them all the time, but when you do, you should plan for fun. I always say, fun is a strategy!

Jena Dunay: I’m writing that down! Fun is a strategy!

Janeen Speer: And I mean it. If you’re planning an event and you’re not even excited about attending, that’s a sign something needs to change. You need to design something that feels energizing and worth showing up for.

Jena Dunay: That’s so good. I really want photos of this concert now!

Janeen Speer: Happy to share!

Janeen Speer: A couple more development items—we offer a Manager Essentials program. It’s a five-month structured leadership development experience focused on core skills. It’s important to invest in your leaders because they’re the ones impacting the majority of your people.

Janeen Speer: We also offer peer mentorship programs. These are more low-lift but high-impact and create opportunities for people to learn from one another.

Jena Dunay: Yes! Manager training is critical. I talk to so many companies that promote great individual contributors into management, but then don’t support them. That leads to retention issues in middle management. The fact that you have a structured program is a huge bonus. I just want to double tap on that!

Janeen Speer: It’s been really helpful. About 89 percent of participants report feeling more engaged after completing the program. And 83 percent of their leaders see a noticeable improvement in productivity. So we know it’s making a difference.

Jena Dunay: Wow. That’s amazing! I love that. So tell me, what types of employees tend to succeed at Benevity? What kinds of people thrive? And on the flip side, who might not be a good fit?

Janeen Speer: I love this question. I actually talk about this every two weeks during our Launchpad sessions when I welcome new hires. The people who thrive at Benevity are already living our values in their day-to-day lives. They’re humble, curious, and have a growth mindset. They genuinely care about leaving the world a bit better than they found it.

Janeen Speer: I’d also say, given our stage and size, things move quickly here. So people who enjoy a fast pace and are energized by constant evolution will thrive. If you love solving problems in dynamic environments, you’ll fit right in.

Jena Dunay: That’s good. And what about people who don’t typically thrive?

Janeen Speer: If you don’t like change, this probably isn’t the place for you. If you're looking for things to be stable and consistent or you find yourself asking, “When will things stop changing?” then this might not be the right environment.

Janeen Speer: I’ve worked in larger, more established organizations that had everything figured out—the templates, the tools, the structure. Benevity is still growing and evolving. If you’re someone who likes building, innovating, and finding better ways to do things, this is a great fit. But if you want to just follow a process and get direction, it might be frustrating here.

Jena Dunay: Yeah. That’s a really helpful differentiator. I love what you said about people who find innovation fun. I’d probably do well at your company!

Jena Dunay: Now, let’s be honest. Every company has areas for growth. What are some opportunities or focus areas for Benevity in the next year or so when it comes to culture or operations?

Janeen Speer: Great question. We’ve had quite a bit of change in the past year with several new leaders joining the business. So one of our biggest focus areas right now is building trust and relationships. When things are new, you have to be intentional about creating that foundation.

Janeen Speer: We’re also continuing to invest in our leadership capability. Our leadership model focuses on three pillars—people, purpose, and performance—and we have modules and resources aligned with each. We want to keep growing in that area.

Janeen Speer: Lastly, diversity and representation remain a huge priority for us. Today, over 50 percent of our company and our senior leadership team are women. In the tech industry, that’s both rare and something we’re really proud of. Our executive team is 5 out of 10 women, and about 54 percent of our total workforce identifies as women.

Janeen Speer: Our team is also about one-third Black, Indigenous, and People of Color. These numbers are strong compared to others in our space, but we’re not resting on them. We’re committed to learning and growing in this area continuously.

Jena Dunay: Amazing. Thank you for being so transparent. I think it’s really helpful for people to hear that. Especially when companies go through a lot of change, building trust takes time—and it’s totally normal to be in a growth phase.

Jena Dunay: Last question! If someone’s listening and they’re like, “Wow, I want to be part of this,” are you currently hiring? And if so, where should they go to get their resume seen?

Janeen Speer: We are hiring! Right now we have about 26 roles posted, and we’re always looking for great talent. Last year alone, we brought in over 200 new people. The best place to start is our careers page. You can visit benevity.com/jointheteam to see open roles, learn more about our culture, and submit an application.

Jena Dunay: Amazing!

Janeen Speer: Thank you!

Jena Dunay: Janeen, thank you so much for joining us and sharing not just about your organization, but also your personal journey. I know our listeners will find it inspiring and encouraging—especially those navigating their own careers. And yes, everyone, don’t forget to build your network!

Janeen Speer: My pleasure! It was great to spend this time with you.

Jena Dunay: Awesome. Thank you!