August 21, 2016
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
Oh 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?
May 15, 2016
I am going to be out of the country when National Volunteer Week happens in New Zealand. I shall be in places that are not country members of IAVE (International Association for Volunteer Effort) – though I have no doubt there is a lot of volunteering going on. So I shall Make Time now to do some promoting for the event, and to take a good look at that theme of Making Time.
Let’s find out first what National Volunteer Week is all about. It was a Canadian invention, according to this bit of history. Back in 1943, this was a week to celebrate efforts made to the war effort by women on the home front. After a post-war decline it got revived in the 1960s and spread in popularity to the United States, to become from 1974 an annual Presidential Proclamation. In this first year, President Richard Nixon declared a National Volunteer Week to be dedicated to those who give their time to charity:
“I urge all Americans to observe that week by seeking out an area in their community in which they can give to a needy individual or worthy cause by devoting a few hours, or more, to volunteer service.”
By this decree National Volunteer Week becomes the original call to Make Time, as well as recognising and celebrating the efforts of volunteers. It is now a feature on the calendar for UK, Australia and New Zealand organisations.
Volunteering New Zealand introduces its 2016 campaign as a call for action:
Lack of time is the most commonly cited reason why people don’t volunteer, both in NZ and internationally. We believe that for volunteering to flourish, and the various benefits of volunteering to be realised, people are increasingly going to need to make time, now and into the future.
Complaints about recruitment difficulties have been going on for years. In recent times being ‘time poor’ is a continuing refrain, along with organisations reporting ‘can’t get the skills we need’, and ‘can’t get people to stay on’. And yet, statistics from various sources (and various methodologies) indicate around one third of our population make time to volunteer, and the people who volunteer the most, arguably those in the midst of child-rearing and career commitments, are those in the 30-39 age cohort.
Of course we cannot literally create more time. But look how we have learned to squeeze more into each day, to pursue not just household management and holding down paid employment and getting our share of a good night’s sleep. We make time to watch TV, play sport, socialise with friends, and even to read a book. Adding in a slice of volunteering is, like those activities, a matter of choice.
Choosing to volunteer can come from a cultural obligation, a passion for a cause, a belief in community, a need to belong, and simply because you want a diversion from your day job – as well as those drivers like looking for work experience, learning new skills and for learning about the local community and its resources.
And if volunteers do make that choice, if they do Make Time, they want it to be worthwhile. So organisations have to up their game, offer ‘bespoke’ volunteer opportunities, positions tailored to the interests and skills of the volunteer. Requests for short-term assignments are a challenge for organisations accustomed to the forever-volunteer, requiring adjustment to training schedules, planning for continuity as well as constant change. Paid staff working with volunteers need to Make Time to identify volunteer opportunities and to be creative in how volunteers could be engaged.
And paid staff will also need to Make Time to establish relationships with volunteers, to orient them to their work, and to provide support if necessary. If you say you just don’t have the time then you will miss a whole lot of added value that volunteers can bring to your daily work. And you might even miss finding the volunteer who could save you a whole load of time.
So to keep volunteers Making Time, adopt these words to show your appreciation for what volunteers can do:
And thank you for Making Time to read this blog.
April 10, 2016
In all the chatter (and the writing) about volunteers and volunteering, about community organisations and their services, about governance and fundraising and publicity and professionalism, I do not often hear voices raised about the experience of volunteering.
Yes, there’s many a volunteer’s story to tell, usually a glowing account of being involved in the community, being passionate about a cause, learning new skills which accessed paid work, but less about the role and tasks, and the direct experience of being a volunteer.
There are plenty of examples of volunteer profiling, by age, gender, ethnicity, education – all the demographics which might indicate trends, but which do not tell us anything about what it is like to volunteer. Likewise, the boasting of volunteer programmes by numbers of volunteers, their donated hours and a little of the tasks they undertake for an organisation is not a real picture of volunteer experience.
There’s all the research that shows off the health and social benefits of volunteering – we can live longer and continue being active in our communities. Volunteering is also the way for new migrants to become engaged, and to improve language skills. But what is it really like to be a volunteer?
We do the recognition and rewards through annual events, and say ‘thank you’ plenty of times in everyday practice. But when do we ask volunteers what it is like for them?
And yes, there are exit interviews or questionnaires when a volunteer leaves an organisation. Not a universal practice, and not always capturing what the experience has meant for the volunteer. It’s too easy for the volunteer to fudge responses to the questions, or to not answer at all.
So I’m looking out for the studies, or for someone to take on research, which addresses the question:
WHAT IS YOUR EXPERIENCE OF VOLUNTEERING?
OK, it’s complex. What sort of sample is needed? Which sector or sectors to include? Which location(s)? Include all ‘types’ of volunteers – from governance to fundraising and events, as well as regular roles – or be selective? And what are the questions to ask?
In 2012, Volunteering Auckland published Martin J Cowling’s suggestions to consider the way volunteering impacts on volunteers:
Have you asked your volunteers what volunteering has done for them? Many will describe the impact of the services they have given, the people they have touched and the difference they feel they have made.
There’s a lot more to find out, as Susan J Ellis wrote in 2006. She asked Wouldn’t It Be Nice to Really Know, arguing that volunteering is so complex that ‘a simplistic overview of aggregate numbers is not enough for us to understand what is going on’. The article includes a raft of potential questions that could offer some serious data on volunteer experience.
And then there is a report published by the Canadian Centre for Philanthropy in 2004 on Understanding Canadian Volunteers. While this document is aimed at people new to management of volunteers (and it’s got some good data and advice for a volunteer programme), the benefit of understanding volunteer experience helps to consider:
- the obstacles you may encounter in recruitment and retention;
- the challenges you may face in job design and scheduling;
- the issues that may arise as you develop your volunteer training programs; and,
- how best to recognize volunteers through recognition activities.
Yes, these issues are important for a volunteer programme to be effective. More than the trappings of motivation, I want to see what it really takes to keep a volunteer keeping on. Maybe then we will get to understand and appreciate the full contributions of volunteers to our organisations and communities, and their real value. We will cease ‘using’ volunteers; we will ensure meaningful work; and we will honour their work in a hundred ways, for the value added to the organisation’s mission and for what they have shown us about the spirit of giving.
March 13, 2016
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.
June 27, 2015
Volunteering is for anyone and everyone! That’s the celebrating we have been doing for this week. The theme for National Volunteer Week, as the banner says, is ‘There is a place for you to volunteer’, ‘He wahi mohou hei tuao’. And you just had to cast your eye over press releases and newspaper inserts and social media posts to notice how much volunteering is going on, and how widespread it is across our communities.
Volunteering is nothing less than diversity, in volunteer opportunities, the volunteers themselves, and in the impacts of volunteering.
There’s a young mum and her infant daughter who go visiting at a rest home; you can live a boyhood dream as an engine driver; there are countless opportunities to get outdoors into conservation projects; you can pay it forward in volunteering with emergency services or a health sector organisation; become a best buddy to people who want a bit more social contact; be the key support person to help a refugee family find a place in their community; try to make a dent in the effects of poverty or violence, or the abuse of drugs and alcohol.
Volunteers are found in schools and hospitals and all the big institutions. They keep sports clubs going, drive emergency services, environment and heritage conservation. They make national and local events and festivals the best ever. They just keep on keeping on, whatever and wherever. (You can read more about the importance of diversity in a volunteer programme here.)
Yes, you know all that.
Of course we are thanking volunteers every day, in all sorts of ways. But on this one week of the year, what are we thanking them for? The litany of platitudes still gets paraded:
Thanks to our wonderful volunteers
We couldn’t manage without you
We really need you
You help us make a difference (to what? I might ask)
Volunteers are the lifeblood of our organisation
Much better, and more enlightening, are the messages coming through that tell something of what volunteers do for the organisation:
Thank you to all the volunteers ….
…..who work hard to ensure safe, enjoyable experiences in New Zealand’s outdoors for us all.
…..for helping to give more than 4000 individuals and families a hand up during the past year.
…..for supporting skilled migrants in their search for meaningful work.
…..for giving someone a second chance at life.
…..for helping support a life without limits.
…..for skills in providing telephone advice and resources.
Yes, you know all that stuff too.
This year there is a lot more quoting of figures related to volunteer services. But oh dear, the wide variation makes me wonder what oracles were consulted for the information.
Minister for the Community and Voluntary Sector says: “On average there are just over 400,000 kiwis volunteering every week for a charity, adding up to over 1.5 million hours contributed to our communities”.
Another report says nearly 500,000 people volunteer on a weekly basis; or 800,000 hours of work per week. This rate amounts to 15.5% of the population, per week. Per annum it is said 1.2 million people volunteer – about 25% of total population.
Different research methodology and different variables make for a confusing mix of information.
I have a bit more confidence in the Quarterly indicators from Department of Internal Affairs for September 2014 (the latest available):
- Nearly 35 per cent of all respondents volunteered at least one hour of their time. This is the highest volunteering rate of the five years measured.
- Of those who volunteered, 59 per cent were female and 41 per cent were male.
- People between the ages of 30-39 volunteered the most.
And now there is a brand new survey from Seek Volunteer New Zealand which sheds a poor light on Wellingtonians: under 19% of working Kiwis in the region currently volunteer, though 38% say they have volunteered previously. It’s the lack of time, say 69% of those surveyed. Volunteer Wellington issued a prompt response which tells a different story:
‘Of the approximately 3000 volunteer seekers who come through our matching processes every year, those in the ‘working’ (meaning in full-time employment and part-time) category, have increased over the past few years and is currently nearly a third of our total volunteer seeker cohort.’
‘Annually we work with between 800–1000 employee volunteers who are matched with any one of our 400+ community organisation members to be connected with projects of interest. Last year 87 such projects took place, ranging from physical work to skill based programmes and, with several of these employee volunteering teams, being involved on a weekly basis.’
So while we claim New Zealand has a culture that values and encourages volunteering we are not so good in getting our facts together, or at least determining a consistent base-line for data-gathering.
Small wonder that organisations are being pressed to deliver measurable outcomes for the services delivered through government contracts. At the beginning of June the Minister of Social Development announces a new Community Investment Strategy to “create a more results-focused and evidence-based approach for purchasing of social services for vulnerable people and communities, and will also be more transparent, targeted, flexible and efficient”. On the first day of National Volunteer Week a clear warning is issued that more funding cuts are on the horizon.
No question that community social service organisations are under threat. I’d like to think the prospect of significant change creates a real opportunity to put volunteering up where it belongs. Former Prime Minister Helen Clark understood the importance of volunteering when she said “without volunteers New Zealand would stop”. (She repeated the tenor of this comment on Twitter on International Volunteer Day in 2014, as head of UNDP).
Volunteering will not go away any time soon. The adaptations to changing conditions will continue, innovation and enterprise will keep on creating new ways of responding to diverse situations – as people have done for millennia.
Seek Volunteer NZ might have got its figures wrong, but they have produced excellent presentations of real volunteers and the reality of volunteering. And included is the best line of the whole week, said by a volunteer about her work, illustrating yet another dimension of volunteering – the personal value:
You can’t put a price on the feeling of what you can get out of it – you can’t.
December 7, 2014
Events took place all over the country. Various social gatherings, award presentations, a march down the main street of a regional town, and if you can call social media an event there was a field day of on-line interaction. The stories about the work of volunteers and by volunteers describing their own journeys just kept on coming. One contributor’s advice was ‘Milk it!’
There were public declarations of thanks and appreciation. Some statements illustrated why it was this day is important.
National organisation, health sector:
We could not deliver what we do if it wasn’t for the tireless efforts of volunteers. They contribute in many different ways, such as assisting with land and water based exercise classes, volunteering at children’s camps, helping at seminars, working in our offices, being on support groups, supporting us on our regional and national committees, advocating for our services, assisting with our annual appeal, and much more.
Government Minister for Sport and Recreation:
These volunteers – coaches, umpires, referees, the people who wash the uniforms, transport the teams, organise sausage sizzles and clean the clubrooms – they are the heart of sport in New Zealand. They also have a key role to play in the success of major sporting events.
Another health sector organisation:
About 2500 people have generously offered up their time in the past year, contributing more than 15,000 hours of unpaid work collectively. That’s a huge amount of time our volunteers have freely given up to shake buckets, help at events, carry out administrative work and speak at public events on behalf of the organisation.
A Regional Council responsible for environmental issues had this to say:
The volunteers have been involved in a range of projects throughout the region and in the past year. They have collectively given more than 26,500 hours of their time to activities such as fencing, planting, plant and animal pest control, building visitor facilities, bird monitoring, litter collection, mangrove management, sign installation and promoting safe boating. Through our combined efforts in the past year 106 ecological sites, 188.8km of waterway margins and 1449 hectares of highly erodible land has been protected. More than 100 tonnes of rubbish has been collected and many, many thousands of native plants have been planted and cared for.
Hurrah! Now we are starting to hear what we are thanking volunteers for, beyond their time and $$ saved for organisations.
And then there is the opportunity to put a stake in political ground. Another parliamentarian wanted to “celebrate volunteers by opposing regulatory burden”:
The current Health and Safety Reform Bill would treat volunteers – even casual ones – as workers, forcing organisations to take liability for the safety of people who have chosen to pitch in for events like tree plantings and disaster clean-ups. The practical effect of this regulation is obvious: it will be harder for communities to mobilise volunteer action. Ratepayers in particular will be hit hard, as local councils currently utilise volunteer labour for many vital services and initiatives.
We also got a reminder from Volunteering New Zealand and Volunteer Service Abroad (NZ) that volunteering is not just about domestic issues, and how the need to promote volunteering never ceases:
Every year, more than one million New Zealanders volunteer here and overseas, in their own communities and in countries facing hardship and poverty. Their goal is to work with those who wish to improve their lives, and the lives of others, in some way. On International Volunteer Day, the international volunteering community renews its call for volunteering to be seen as key to international and national development.
At the end of the day I was able to kick back with colleagues from Volunteering New Zealand. We toasted our achievements for the day and looked forward to imminent holiday time.
Quote of the day comes from the Chair of Volunteer Wellington’s Board of Trustees:
It’s hard to measure the impact of volunteering, but it’s easy to feel the difference we make.
The image above is by Ken Samonte, for Positively Wellington Tourism. See more here, especially re volunteering.
I’m signing off now for the year. I’ll keep beating my drum in 2015, though probably less often.
November 23, 2014
IVD is a global celebration of volunteerism, honouring people’s participation in making a change at all levels.
This statement is a tag-line on IVD 2014 website. December 5 is the day to ‘applaud hundreds of millions of people who volunteer to make change happen’. The Volunteering New Zealand whakatauki for the day (in the banner above) conveys a similar meaning.
Yes, I know it’s hard on the heels of International Volunteer Managers’ Day, but the two go together, don’t they? It’s a moot point on which is more important: managers of volunteers will not exist without a volunteer programme; and you will never get the best of volunteer contribution and achievement without a switched-on leader and manager of the programme.
Even then we can run into trouble. How can we measure the outcome, the effectiveness and the impact of volunteer work? That’s the question that’s troubling the community and voluntary sector at present. Counting hours of time delivered, perhaps adding in transport and travel costs as donations in kind, tells us simply the amount of free labour an organisation has enjoyed. When the hours are translated into a rough (read basic hourly rate) $$ amount we can shout loudly about how much money volunteers have saved us.
That is not real appreciation for volunteer effort, not what most volunteers set out to do. That is not ‘honouring people’s participation in making a change’.
So what are some better ways to acknowledge the real work of volunteers? When the question is put like this the answers are obvious:
- What is the real work volunteers have been doing? Describe it.
- Add in how this work has contributed to organisation mission.
- How does the work of volunteers enable higher staff performance and overall service provision? (Please don’t say staff could not manage without volunteers.)
- In thinking about why volunteers are engaged in your organisation, what has been impressive in the way volunteers carry out their roles.
- Go to consumers and ask them for stories about volunteers – the school kids who are coached by a volunteer; the homebound older person who relies on meals delivered by volunteers; the guests at the soup kitchen; the person whose cat was rescued from a tall tree by the volunteer fireman.
It’s hard to cover everything volunteers undertake. But the more specific we can be in celebrating volunteering the better we can demonstrate our understanding of volunteering, and how we value it for its non-monetary worth.
When December 5 comes round I do not want to be disappointed by the raft of blanket statements proclaiming volunteers as the organisation’s backbone, or the backbone of society. Volunteers are not skeletons!
October 26, 2014
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.