Dear Ethicist,

I just discovered the capacity and wealth screenings we were putting into our included current employees. This information is being moved into our customer relationship management (CRM) system in a batch process. Since many staff members are donors, they meet the criteria for broad, exploratory research like basic screenings and ratings. This information appears in our CRM, which means fundraisers can see the estimated wealth and capacity for their colleagues. This feels potentially unethical, and at the very least, undesirable. How should we approach this?

Many thanks,

Wendy Wealthwatcher

Dear Wendy Wealthwatcher,

In our line of work, the ethical lines we walk can sometimes blur, especially when it involves those closest to our mission — our colleagues. At first glance, the idea of wealth screening employees might seem like a harmless strategic move to uncover potential internal support for our cause. However, this practice treads on precarious ethical ground for several reasons.

First, it's imperative to differentiate between systematic screening and responding to expressed interest. When an employee voluntarily steps forward with the desire to make a significant contribution, conducting a one-off wealth screening can be viewed as a responsible step. This approach allows the gift officer to engage in a more informed and respectful dialogue about the potential gift, aligning it with the donor's capacity and philanthropic intentions. This stance also respects the individual's autonomy and engagement in the philanthropic process, ensuring that any actions taken are in response to the employee's initiative rather than an unsolicited intrusion into their financial privacy.

Next, we know that a foundational element of ethical fundraising is maintaining the confidentiality and integrity of donor information. When dealing with employees as potential donors, this becomes even more critical. Access to an employee's wealth or capacity information must be strictly limited to those directly involved in managing the philanthropic relationship. This precaution prevents any potential discomfort or breaches of privacy that could arise from wider knowledge of an employee's financial circumstances within the workplace.

Finally, your policy on staff screenings may also want to consider former employees. A respectful waiting period is advised before considering them as potential prospects, allowing time for their relationship with the organization to transition from employee to potentially engaged supporter in a new capacity.

Overall, our actions should always be guided by respect for personal boundaries, the integrity of our relationships and the ethical standards that underpin our work in philanthropy. By developing thoughtful policy around screenings and how they affect our colleagues, we not only protect the trust and morale within our organizations, but also honor the spirit of philanthropy that drives our mission forward.

Signed,

The Apra Ethicist