March 25, 2017

Lessons from Volunteers

Posted in Best Practice, Managing Volunteers, Valuing Volunteers, volunteer experience tagged , , , , at 10:30 pm by Sue Hine

A few days ago I got a call from Matthew, one of those volunteer types who like to put up their hand for the next best thing. He had landed the job of recruiting a team of volunteers for a city-wide fund-raising effort and scheduling them into a roster for the day. Not a problem he thought – just ring around the people on the list handed to him – slot them in at their preferred time, perhaps do a bit of juggling with where they wanted to go. Piece of cake. And a nice way to support an organisation he respected.

Except a lot of people did not answer his calls, even after several messages. ‘Should I keep on trying to contact them?’ he asked. Of course my question in reply was ‘What sort of briefing were you given when you took up this job?’ Not much. ‘What did you understand you were asked to do?’ Just ring around a few people. ‘No outline of how to run a conversation?’ Zilch. … And so on.

Matthew was not very happy.

Neither was Gina, who volunteered for a branch of a national organisation that had a high reputation in the community. She really wanted to get involved in this work, took up the intensive training, got fired up to give it a go. Loved the work and being involved with people in the community, but hugely disappointed and disillusioned with the organisation. Problem was the other volunteers had all been involved for some years, and they were a very cliquey group. Not at all inclusive when it came to newcomers. And the team leader, the local manager of this branch, was in cahoots with them. You’d go to a meeting and they would spend half the time gossiping about local issues, and even the cases they had been working on. No direction from the manager, no meaningful support, and little guidance when you needed it. Gina stuck it out for a year or so but was pleased to move on to new employment in a different town. She was going to be more cautious about volunteering in the future.

Jess’s problem was somewhat similar. Her volunteering involved supporting families in the community, taking up heaps of time and rather a lot of travel when there were meetings arranged with various agencies. That was OK, really, but Jess was missing the organisation support she had got from volunteering stints with other organisations. Yes, there was an occasional group email with a generic thank-you message, and a list of instructions on what still needed to be done. And yes, there was also a compulsory fortnightly team meeting to attend. But instead of a forum for discussion of ideas and sharing concerns, the manager would go through a list of what Jess and her colleagues were doing wrong. All rather dispiriting. Jess checked out what other people were thinking and feeling and they supported her idea to challenge the manager at their next meeting.

It wasn’t going to be a formal complaint, just setting out what volunteers would appreciate in support and recognition for the work they were doing. Jess was not unaccustomed to laying out facts and examples, but she did not expect the hostile response from the manager. There was no discussion, just a personal attack that made Jess out to be ungrateful, lacking understanding of the organisation and its mission, and totally off the wall in her comments. The other volunteers stayed silent.

Jess has not done any formal volunteering since.

Fortunately I don’t think the experiences of Matthew, Gina and Jess happen frequently, but they are reminders of the real importance of

  • Clear instructions for volunteer tasks via a role description
  • Ensuring an inclusive process for new volunteers
  • Managers of volunteers understanding ethical boundaries and their leadership role
  • Genuine recognition and appreciation of volunteer work
  • Listening to volunteers and their ideas for improvements in the programme

When we listen carefully volunteers can always teach us a thing or two.

August 21, 2016

The Next Big Challenge

Posted in A Bigger Picture, Leadership, Managing Change, Managing Volunteers, Organisation Development, Politics of volunteering, Recognition of Volunteering tagged , , , at 2:42 am by Sue Hine

lego-shop

 

 

There is something going on in the business world that looks awfully like the principles of volunteer management.

 

I’ve been reading stuff on improving paid staff engagement, on increasing employee diversity (instead of hiring a bunch of clones), on how more people are placing importance on values and company purpose in their job-seeking than on the size of salary or climbing a career ladder. And when employees quit research is showing it’s mostly because organisation goals and action plans have got out of kilter with its vision and mission. Employees also want recognition and appreciation that isn’t just a monetary bonus for reaching pre-determined goals.

How come business is usurping all the best practices the volunteer industry has been developing for decades? And how dare they, without acknowledging this important intellectual property!

I congratulate those businesses that recognise employees are people before economic inputs, and that ‘work’ is not simply labour in exchange for pay. And this is where I see opportunity to get recognition for volunteers up where it belongs.

For years we have struggled to get organisations and stakeholders to ‘get’ volunteering. In recent times we have encouraged strategic development of volunteer programmes and management as a way to achieve full recognition of volunteer contributions. Now I think business interest in people development over labour units provides an opportunity for a real alignment between volunteering and organisation structure, policies, practice and culture.

This move may involve a bit of a seismic shift, because the role of manager of volunteers will either change dramatically, or be disestablished. Please read on before you rain down hellfire and damnation for such heresy.

At least two large volunteer-involving organisations in my city have changed their ways. Both have diverse spheres of work, with paid staff engaged in different operations. Both no longer have a position for a manager of volunteers directly responsible for the volunteers, and volunteers are directly assigned to different operational teams.  So the team leader is expected to engage, train and oversee the volunteer in his/her charge. Here is where integration and a unified approach to the work of the organisation can begin.  Here is where to find the embedding of volunteers into a people-centred culture. And the bricks-and-mortar strength of this culture goes a long way towards achieving organisation mission and vision.

When volunteers are an add-on, a nice-to-have extra assistance for the organisation’s services there’s a distance between volunteer work and the real stuff undertaken by paid staff. Yes, volunteers can be essential for successful fundraising and promotion events, but these aren’t really the main events for the organisation. It’s like the volunteer programme is a parallel universe to the real life of the organisation.

Yes, I know all the arguments about volunteer management being different from human resource management. Yet increasing regulation in recent years says volunteers are tied to more rules than they faced in the past – think police vetting, health and safety legislation, and even codes of conduct and signed agreements.

Change of the magnitude I am suggesting brings resistance and anxiety for paid staff, not to mention grizzles about additional responsibilities. Organisation change is unsettling at any time.  In this case it is more about staff inexperience in leading volunteers, and volunteers may lament the loss of their friendly go-to manager who could move mountains and do anything. Everyone is obliged to develop new relationships.

But think of the opportunities! For team development, for collaboration and integration of different ways of working; for volunteers to step up to leadership roles in support of paid staff. Think of the potential for relationship-building, improved people-management, and the intrinsic rewards for both paid staff and volunteers.

I reckon this future is like investing in Lego – you know, those colourful interlocking bricks that are endlessly creative and that hold together, no matter how many add-ons. When volunteering is embedded into a well-structured and solid organisation there’s a better chance that both volunteers and paid staff will flourish.

July 30, 2016

Righting a Wrong

Posted in Best Practice, Managing Volunteers, Organisation responsibilities tagged , , , at 11:51 pm by Sue Hine

Right & WrongOh dear – another volunteer has hit the headlines, for all the wrong reasons and then some.

It’s a breach of confidentiality, perhaps a slip of the tongue or maybe an inadvertent blurt about something that did not seem important at the time.  Nothing malicious it seems, nor at whistle-blowing level.

The matter caused the police to lay a complaint with the organisation, because they have a memorandum of understanding which includes the condition of confidentiality.  The organisation is duly obliged to investigate.  In the end no action is taken because there was insufficient evidence to support the complaint.  However, the volunteer called in a lawyer and incurred significant costs, and now looks for compensation and an apology, even though he may have been a bit obstructive in engaging with the investigation.

When a story like this hits national news then it’s something for volunteers and their organisations to sit up and take notice.

It would be rare for a volunteer-involving organisation to have a contract or code of conduct for volunteers that does not include confidentiality.  But the issues around confidentiality are complex.  At the top end are things like intellectual property and ‘commercial sensitivity’ and personal privacy which might invoke expensive prosecution if a breach occurs.  At the other end of the scale a volunteer might simply make an unthinking comment.

Given the seriousness of privacy when working with vulnerable people or the organisation’s business, how much discussion on confidentiality takes place in a volunteer training session?  What would be considered a breach of confidentiality?  Are there limits of confidentiality when it comes to client/users health and welfare issues? What’s a volunteer to do if they learn of criminal activities?  Here’s the place to introduce discussion on confidentiality and the ethics around confidential issues.  And to make sure everyone is familiar with privacy legislation.  This kind of protection for volunteers and the organisation is just as important as the measures for physical safety.

And after all that do we ever spell out the process for investigating and dealing with an actual or potential breach?  Is there a policy and procedure in place?  And are the possible remedies included?  For example, minor breaches can be dealt with a reminder or a verbal warning, or possibly a flag on your personal file.   Investigation of a serious breach may lead to dismissal.

I am not suggesting we go to the lengths of a volunteer equivalent of employment tribunals and courts.  But we can avoid such drastic measures when we ensure the full implications of confidentiality and consequences of a breach are fully explained and understood.

Prevention is better than cure, right?

March 13, 2016

Staying Engaged

Posted in Best Practice, Leading Volunteers, Managing Volunteers, Recognition of Volunteering, Relationships, Trends in Volunteering, Valuing Volunteers tagged , , at 2:46 am by Sue Hine

After the excitement of the recruitment phase and the pronouncements of a new intake of volunteers, what are the factors that will keep them on track and stay engaged?

There are many laments from organisations about the ready dis-engagement of volunteers, and their apparent lack of commitment, as reported in Volunteering New Zealand’s first report on the State of Volunteering.

Yes, you can feel miffed that volunteers go through the application and screening process and then don’t show up for training.  Yes, it can be costly to train volunteers only to find they don’t sign up for a role, or a make short-lived appearance.  Yes, it is disappointing when people volunteer in order to gain work experience only to shoot off when they get a job.

Yes, the nature of volunteering is changing: more people look for task-focussed and time-limited assignments.  But that does not mean volunteer effort is always a ‘one-off’ or short-lived.

It all gets a bit difficult when there’s so much to do in running a volunteer programme and the volunteers come and go. So what are the initiatives that could counter all these glum pronouncements?  Here’s a list of best tips to make the most of volunteers, whether they are short-term or stayers.

  • Being very clear about expectations is a good start, especially with role definitions and time commitment – yet allowing space for negotiation on how and when the time and tasks will be given.
  • Show volunteers, in a hundred different ways, that they are valued and their work appreciated.
  • Exit Interviews can be a means to explore reasons for leaving and feedback on the volunteer experience and programme management.  Whether in a questionnaire format or a face-to-face meeting, finding out more about the volunteer’s experience and inviting feedback on the programme can show where improvements could be made.  You might have to be a bit searching to uncover comments like ‘don’t like the work’, ‘nobody talks to me’, ‘too many rules’, ‘not what I expected’ that underlie the ‘no time’ reasons.
  • Offer alternatives to those who talk of leaving, such as less frequent assignments, or different roles, or ways to keep their interest like receiving newsletters or joining a ‘Friends of’ group.  Because even if those young people and busy parents of young children don’t stay long they have been exposed to volunteering and to the organisation’s services, and chances are they will come back to volunteering at some stage.
  • Develop a plan for volunteer ‘career development’, as in assigning team leadership roles.  Offer extra training, or ‘support group’ meetings.  One of my best volunteer experiences was a regular check-in on how things were going, creating a bonding with other volunteers and enhancing links with the organisation.
  • Work on new initiatives, designed for volunteers to try out new ways of service delivery.  And take up volunteer suggestions and good ideas.  That is how many an organisation got started, and maybe it is time for a re-boot.

Of course none of us take for granted that each new volunteer will stay forever.   The question is: what are we doing to keep them engaged, and how can we adjust organisation needs to maintain volunteer commitment?

Like all relationships, whether romantic engagements or employment contracts, it takes thought and effort to keep volunteers keeping on.  Don’t let them give up with easy excuses.

February 14, 2016

Getting Engaged

Posted in Best Practice, Leading Volunteers, Managing Volunteers, Organisation responsibilities, Recognition of Volunteering, Relationships, Valuing Volunteers, volunteer experience tagged , , , , at 3:52 am by Sue Hine

all_about_relationshipsI take an inward groan when I hear tell of organisations having trouble recruiting the volunteer numbers they would like.  Over the years of my volunteering experience I have found the trouble is not in the nuts and bolts process of recruitment, it’s more about the lack of engagement with the volunteer.

I reckon most managers of volunteers have got the hang of the basics, like policies and job descriptions and training.  We all know (don’t we?) about targeted recruitment, sending out the best message, through a variety of media, and of course asking current volunteers to spread the word.  But what happens next, when the new willing-hands go up, is the critical point.

I’m talking about ‘getting engaged’.  Not in any romantic sense, you understand, simply establishing a relationship between volunteer and the programme manager, between the volunteer and the organisation and its staff.

Except it seems this is not so simple.  Here’s my list of would-be-volunteer songs that are too often left unsung in accepted practice.

I make a call or email the organisation’s contact person, and I never hear back.

If there is an interview it is all a bit perfunctory, concluding with an urgent tone of ‘when can you start?’

If I ask what sort of work there is on offer, either the tasks turn out to be pretty meaningless or the volunteer role is glossed over as being easy to pick up.  A job description is not always available.

When I take up this rather vague arrangement I discover my work shifts are not always regular and there are frequent short-notice requests for extra assignments.

I can get to know a few of the other volunteers, the one’s I work with, but it’s hard to learn the names of staff, and they seem to belong in a different world.

And I’d really like a bit more of a connection than the irregular group message via social media that offers a collective thanks, or (more-likely) instructions to correct errors some volunteers have made.   I never hear why my volunteer effort is important and what we have achieved for the organisation.

Sadly, this litany of bad news stories is not uncommon: see this satirical video for a reality check.  It leaves a sour taste for would-be volunteers, and a bad press for the organisation.  And it does not do volunteerism any good.

So what do I mean by ‘engaging’ with volunteers?  Clearly there are some straightforward steps to counter the negatives above.  Better still, is the effort put into establishing a relationship with volunteers.

This means an interview with a new volunteer is about a welcome and a two-way discussion to see if the interests of both sides are going to come to mutual satisfaction, to meet in the middle.  And that’s just the beginning.  Yes, police and referee checks might need to be done, but that relationship-building continues with orientation to the organisation, introductions to staff, and to a training programme.

We could say this is the ‘courting’ stage of an engagement.  All the time we are getting to know each other, checking out likes and dislikes, strengths and vulnerabilities.  We are building mutual trust and respect, and when volunteers share their personal circumstances and other commitments we get a steer on how they will fit into the organisation and how to draw on their skills and experience.  When you think of the variety of volunteer backgrounds, and their range of motivations, this relationship-building period becomes even more important.

Of course the engagement is just the beginning.  Any relationship needs regular maintenance, and for volunteers that means enjoying their work and knowing their efforts are appreciated.  Paid staff will welcome volunteers by name when they begin their shifts, and offer a sincere thank you when leaving.  Volunteers are invited to give feedback and to contribute ideas and new initiatives to the organisation.  In turn, volunteers are supported in their work, know the process for resolving disputes, and are kept informed about organisation developments.

None of this stuff is over-the-top difficult to accomplish.  It does imply that a manager of volunteers needs to be a ‘people person’ with well-honed communication skills.  But aren’t these qualities what everyone needs when they are involved in the community and voluntary sector?  And while some organisations have grown to corporate size, and as pressures increase for businesslike operations, engaging volunteers  and maintaining healthy relationships with them will never go away.

August 30, 2015

“Get Them While They’re Young”

Posted in Best Practice, Managing Volunteers, Volunteer Diversity, Youth Volunteering tagged , , at 2:45 am by Sue Hine

SVW

Years ago I heard a claim that if you have not been exposed to volunteering before the age of 15 you are unlikely to volunteer as an adult. I have never been able to find a source, or to know if this assertion can be verified, but I sure am aware of the current level of involvement by young people in volunteer projects of all kinds.

It’s like there is a huge surge of interest, from schools, organisations, communities and young people themselves. Young people create their own organisations, like Canteen, or SADD, or the Student Volunteer Army, or their own specific projects. Young people are the faces of Youthline and UN Youth Aotearoa New Zealand.

The conventional age range for youth is 15-24, but volunteering can start at a much younger age. How about the infant that goes with his Mum to a High School Class to talk about child-rearing and parenting? (It’s the Mum who does the talking of course.) Or the whole families who get involved in fundraising or a beach clean-up? Or you can stretch the age range to 30, and find at least one Volunteer Centre consistently registers its highest proportion of volunteers in the 20-29 age band.

Yay! Here are another couple of generations coming along to inspire communities, to advocate for and to lead change, and to fill gaps or attend to particular needs – even as older people fade from the volunteering scene.

Student Community Involvement Programmes have been a feature in New Zealand since the early 1990s, developed and promoted by several Volunteer Centres to introduce young people to volunteering and to learn about different parts of their communities.  Establish relations with schools and youth groups and services, negotiate for projects with local organisations and there can be lots of satisfaction all round.

But not if your experience is like this story:

A class of eleven and twelve year olds are assigned to a coastal regeneration programme, clearing the scrubby stuff and replanting the area. ‘Assigned’ sounds like there is not much choice, like it’s not the students’ idea. If you didn’t want to go you had to stick around at school all day with nothing to do. When the students get to the location there is little instruction and not enough tools for everyone. OK – those hanging around can go and do a beach clean-up.

No wonder there were plenty of gripes and groans from this episode, which was not, I hasten to add, organised through a Volunteer Centre.

So it’s clear the basic principles of a good volunteer programme still apply, regardless of the age of volunteers. Get the planning done, ensure you’ve got adequate resources, and most of all check the project is something young people really want to work on. See this excellent resource, or this one to learn the best practice tricks.

When Student Volunteer Week comes around on September 7 I hope there will be plenty of opportunities to celebrate student volunteer efforts in the community. Let’s acknowledge their initiatives, enthusiasm, commitment and their willingness to pitch in and to ‘make a difference’.

PS   “Get them while they’re young” is a line from the musical Evita, interposed on a paean to   ‘Santa Evita’ sung by a chorus of children.

November 9, 2014

Happiness At Work

Posted in Best Practice, Leadership, Managing Volunteers, Organisation responsibilities tagged , , , at 2:09 am by Sue Hine

Smile-happiness[1]I’ve never thought too much about job satisfaction in my working life. I’ve taken the rough with the smooth, got on with it, and found small pleasures where I could.  And most of the time the roles I’ve undertaken have offered scope for applying skills and finding creative responses to all the challenges.  I don’t think I would be amongst the 40% of New Zealand’s workforce that are reportedly unhappy in their jobs these days.

But I am not surprised by this figure. The nature of work and employment has been changing for decades.  Full employment went out the window more than 30 years ago and worker rights keep on being eroded.  Technology has changed the level of knowledge and skills required for the greater part of the workforce, and unskilled work gets harder and harder to find.

The bit in the news report that got my attention was this:

[P]art-timers seemed to hold less attachment to their job and were more likely to look for a new role or career in the pursuit of happiness.

For those employing large numbers of part-time staff, it is vital to build a culture of inclusion and make sure employees feel their contribution is valued in order to inspire loyalty and retain good staff.

Of course! Managers of volunteers have known that forever, haven’t we?  Our job is all about ‘part-timers’.  We work hard to ensure volunteers feel their contribution is valued; inclusion is what you do to help people feel they belong to the organisation.  Hence the attention paid to interpersonal communication, and all the newsletters and social media posts aimed at keeping in touch.

Because for a volunteer the counterpoint of being valued and included in an organisation amounts to dissatisfaction and departure – and a risk to the organisation’s reputation in the community.

From where I sit it seems employers of part-time staff could learn a lot from managers of volunteers and their approach to good relations with volunteers. Go ask them: they’ll show you how to enhance part-timer commitment and job satisfaction.

This claim is supported by research that showed paid staff wanted improvements to provision of career development, the work environment (particularly culture and morale), and to their welfare (stress levels, feeling appreciated and engaged).  Such negativity resulted in 32% of the research sample intending to leave their jobs in the next three months.  The most important traits employees wanted in their managers were openness, honesty, and good communication skills.

Of course there are plenty of executive managers who can demonstrate these qualities (see this post). I’ve also commented a few times on employer practice that offers lessons for managers of volunteers (see here, here and here) – and vice versa.

These principles are even more important for organisations involved in the voluntary and community sector. Good people management is not just for staff and volunteer job satisfaction – these skills are also essential for working with service users and in wider community relations.

So while the manager of volunteers makes every effort to develop volunteer inclusiveness and job satisfaction, I hope the organisation’s executive managers are also working to ensure a happiness culture for everyone.

November 2, 2014

To Care and to Clap

Posted in Best Practice, Leading Volunteers, Managing Volunteers, Recognition of Volunteering, Valuing Volunteers tagged , , at 3:10 am by Sue Hine

volunteer-appreciation[1]

We all know there are a few principles (quite a few!) to follow in leading volunteers. So when you are asked for your best tips, what you have learned from experience, what would you be putting at the top of your list?

A couple of people presented me with acronyms recently. Just a couple of single-syllable words that say pretty much everything we need to note in relationships with volunteers.

CARE: Communicate; Appreciate; Respect; Engage

CLAP: Communication; Listening; Acknowledgement; Participation

Pretty simple, huh? We care about volunteers, right?  And we want to clap and cheer them for their work?  So what do we need to know about the words that make up the acronyms?

Communication comes at the top of just about everybody’s list.  Volunteers want to know and understand what is expected of them.  Some volunteers work well being told in person what the specific tasks are, others enjoy working off a list on the whiteboard. Some (oh joy!) like to use their initiative to identify other tasks that might also need to be done – that is when you chalk up real value-added service.  A huge part of communication comes from the manager knowing and understanding the volunteer, in listening and really hearing what is being said, in getting to know the person, warts ‘n’ all, not simply as more grist for the organisation mill.  Communication is the art of connecting with people, more than regular news updates about organisation matters.

The importance of showing appreciation and acknowledging the work of volunteers can never be underestimated.  Saying ‘thank you’ with meaning, in as many ways as possible should never be an add-on chore.  A special email sent out after a particular job is completed, a small note left on the board with a smiley face or a surprise plate of biscuits can all remind a volunteer that ‘yes’ the organisation appreciates their contribution.

Treating everyone with respect, regardless of their position or the hours and the effort they put in goes without saying. When the manager leads by example in demonstrating respect, the standard is set for everyone else.

Engaging with your volunteers shows that you are an integrated team, working towards the same goals. That means you don’t shy away from working alongside them, or checking in on how the weekend went or what the family is up to these days.

Because ultimately, volunteers are in and of the community, and participation in a community-based organisation enhances the connection between them.   Volunteering is a way to realise our existence in a wider world.

So here’s a big thank you to Tara and Laura for encapsulating a big part of the role of managers of volunteer in well-crafted acronyms. Here is an alliterative last word from Tara:

Clap for the victorious vital volunteers, for their valued vigilant vivaciousness!

And when it comes to November 5 this week, we will be letting off a few fireworks in praise of managers of volunteers in our communities, and doing some clapping for the way they care for volunteers.

October 26, 2014

The Drivers of Passion

Posted in Best Practice, Celebrations, Leading Volunteers, Managing Volunteers, Recognition of Volunteering, Valuing Volunteers tagged , , , , at 1:20 am by Sue Hine

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Celebrations for the fifteenth international day for managers of volunteers will happen at a place near you on November 5. It’s a day to acknowledge the skills, talents, leadership and downright doggedness of managing volunteers.  And by proxy, to understand how volunteering makes magic happen in our communities, in organisations and in all the services supported by volunteers.

On Facebook we are spurred to consider what elements of volunteer management drives our passion.  And what is our vision for an ideal world of managing volunteers?

It’s all very well to dream up future scenarios, and to repeat that quote attributed to GB Shaw:

You see things and you ask “Why?” But I dream things that never were, and I ask “Why not?”

Well – Susan J Ellis taught me a long time ago how the history of volunteering is the history of the lunatic fringe: volunteers often work at the cutting edge of change. Managers of volunteers are part of that fringe, forever seeking new chemistry that will enable volunteering to adapt to changing conditions.

For the moment I am keeping my feet on the ground.  I am thinking about the drivers that keep managers of volunteers keeping on.  What is it that the stayers among managers of volunteers love about their work?  Here is my sampling:

  • When the shy and nervous volunteer turns into a confident and well-respected member of the team.
  • When you are charged with organising a huge event, and the volunteers just keep on turning up and turning their hands to what needs doing. They know how to manage themselves.
  • When you find heads nodding in a training session covering organisation mission and values – not because people are falling asleep or because it’s boring – because the mission and values is what has attracted them to the organisation in the first place.
  • When thank you letters from grateful clients are sent to the Chief Executive, and they include volunteers alongside paid staff. It’s even better when they mention the volunteer by name.
  • When a volunteer steps up to manage an unexpected crisis situation, showing how all that training and support pays off.
  • When staff get to understand they have responsibility to support and guide volunteers on their team, and they cease running to the manager with complaints about volunteer performance.
  • When International Volunteers’ Day or National Volunteer Week happen, and staff and senior managers organise an appreciation function for volunteers. Or they set up a Post-it board to pin up messages of goodwill and recognition of good work.
  • When volunteers get due acknowledgement at Annual Meetings, and in the Annual Report – more than a few words or a last page paragraph.
  • When people stop saying how wonderful volunteers are and uttering platitudes – when they start talking about the real work and accomplishments of volunteers.
  • When we finally get a means to measure the impact of volunteer work that is more than a record of outputs translated into $ values.

You will notice this litany is all about the product of managing volunteers, not what has to happen to achieve these credits.  But that’s just it – job satisfaction comes from the outcomes, seeing how the manager’s ground work produces great results. You will also see how volunteering is people-centred, dependent on personal service and performance.   And at last, get to understand how great volunteer programmes do not fall out of the sky: it takes a visionary manager to make them happen.

October 19, 2014

Raising the Bar

Posted in Best Practice, Leadership, Management of Volunteers Project, Managing Volunteers, Organisation responsibilities, Professional Development, Recognition of Volunteering, Valuing Volunteers tagged , , , , , at 1:50 am by Sue Hine

raising-the-bar[1]

 

Volunteering New Zealand held a workshop for managers of volunteers in Wellington last week. Raising the Bar was the first of a number to be held around the country, drawing on the Best Practice Guidelines to ask What does Best Practice look like and how do we get there?

My long memory recalls the origins of this workshop, the tiny germs of ideas that got translated over time into a working group, to a VNZ project, to publishing the Guidelines, and now to working on getting them implemented.

Back in 2009 the VNZ Conference theme was Volunteering Unleashed, and there were two streams: Volunteering Tomorrow and Inspiring Leaders – two sides of the same coin you might say.  With presentations like ‘Unmasking the role of volunteer management’ and ‘Awaken the hero leader in you’ there was plenty to inspire and unleash imaginations for future effort.  At the final session I asked “What happens next?” to which there was a smart reply: “What would you like to happen?”

A few weeks later a meeting was convened with a bunch of other people who were asking the same question. The Management of Volunteers Development Group was born, if not right then, but over the next few meetings.  I’ve written about its progress several times:

Getting to Go; Management of Volunteers Project; Creating a Learning Pathway; and The Fruits of Our Labours

Raising the Bar was the theme for VNZ’s conference in 2011, and a principal stream was devoted to ‘Developing the Leaders’.  Sessions covered a range of regular practice for managers of volunteers, and included focus on leadership – because managing volunteers is nothing without leadership.

The present round of workshops on Raising the Bar is another step to encourage managers of volunteers to take on strategic leadership, and to advocate for implementation of the Best Practice Guidelines.  At the same time there is a parallel effort going into nominating champions of managing volunteers, the executives of organisations that demonstrate and promote understanding and recognition of volunteering and its management.  Yes, we need to promote these champions so others may raise their sights, to include the value of volunteers and their managers in their vision.

The workshop this past week raised a real buzz, a community of managers of volunteers sharing concerns and their ideas and information, using the material of the Best Practice Guidelines. There was plenty of diversity in this group, both in size of organisation and in sector interests.  The old hands mixed with the newbies, and there was learning for everyone.

At the end of the day what happens next is up to participants. They’ve got their take-home message and intent for action, but we’ll have to wait to see results.  Strategic leadership for change and development takes skill, courage and determination.  And time.

How high does the bar have to go? We’ll know when we get there, for sure.

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