The average amount contributed to office collections reached £11.65 in the first quarter, yet these seemingly simple acts often hide layers of office politics, social complexities, and challenges to workers’ finances, say those familiar with the workplace dynamic.
Collecting money in the workplace to mark birthdays, farewells, or major life milestones has a long history. However, the decision of “who should give, and how much,” continues to be delicate—particularly as workplace customs become more open and expectations increase.
The silent etiquette around giving
Choosing whether to participate—and what amount to offer—often depends on more than just financial means. The sensitivity of this subject led multiple employees to speak only under the condition of anonymity. A practical mindset is common: most people contribute only when they’ve had direct contact with the recipient.
Lucy, a senior therapist working in healthcare, makes it clear that she restricts her contributions to those she collaborates with: “If we haven’t worked together, my purse is staying shut.” She adds that her relationship with the colleague also influences her; if she doesn’t personally like the person, she doesn’t feel obligated to chip in.
Layla, who previously worked as a music journalist, follows a similar principle by donating only to those she genuinely appreciates and frequently opting out entirely. To her, the process feels detached: “I’d rather buy my own gift for someone I care about. I hate having to be forced to contribute to a joint collection out of some rubbish sense of obligation.”
Contribution amounts: what’s typical?
There is considerable variation in how much colleagues give. Having spent ten years involved in organizing collections within a large multinational company, Barker points out it’s routinely only “the same half a dozen people” who make substantial contributions every time. Data analysis of over 5,000 donations by GiftRound indicates that £11.65 is the average sum donated in the first quarter of the year.
The pressure affects younger or less senior employees most. Felicity remembers her first job at a car garage at age 17, with limited finances and almost no rapport with the team. When approached for a retiring mechanic’s collection, she nervously dropped in all her loose change. “I thought I’d got away with it until the person collecting shouted ‘who on earth put in all this change.’ Everyone laughed and I couldn’t ever admit it was me.”
These days, Felicity tends to put in £5 to £10 for regular office collections, raising this to £20 for close friends or long-service colleagues.
Patterns in giving: who pitches in?
Barker has also observed that it’s often the junior staff who donate most frequently. “Surprisingly – to me – they’re not some of the best paid people in the department,” he notes. “Often those in senior positions don’t give.” But for managers, repeated requests can soon feel overwhelming. Darren, a senior civil servant who supervised over 200 staff, remembers frequent staff turnover making collections a near-constant demand. “Eventually I found I just couldn’t keep up and would be spending hundreds, often on people I didn’t know at all,” Darren shares. These days, he is willing to sign cards but limits his donations to those with whom he has a direct working link.
The trend toward online giving, where names and amounts are logged and even displayed, makes discretion harder. As well as emails, WhatsApp groups at work can hint at who contributed and how much—a discomforting revelation for healthcare worker Jeffrey after totals for a bereavement fund were shown to everyone.
Following up: should organisers remind others?
Whether or not an organiser should chase colleagues for money remains contentious. Lucy prefers being straightforward: she sends follow-up messages to anyone who hasn’t paid, clarifying that only contributors are included. “You’d be surprised how quickly people reply,” she reports, noting she keeps a written paper list for tracking. She also passes the task of the final follow-up to a junior colleague. In contrast, Barker is opposed to targeting individuals, favouring a single collective reminder for the group.
Advice from experts on office giving
Thomas Roubert, organisational psychology and leadership professor at Oxford University, recommends the following:
- Direct relationships should take priority: Social conventions allow you to limit participation to those you know or collaborate with regularly.
- Limit chasing reminders to once: Persistently asking may ignore those facing financial strain.
- Provide a card as an option: The sentimental value of a signed card can be just as meaningful as money.
- The gesture matters more than the price: A symbolic or thoughtful present often means more than one of high cost.
Ultimately, the process of pooling money for colleagues is about much more than finances—it reflects individual priorities, corporate norms, and the intricate web of relationships at work.
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