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BUSINESS: The Ultimate ResourceApril 2003 Upgrade #7

Bloomsbury Publishing Plc 2003

ACTIONLIST

Managing a Volunteer Workforce

Getting Started

Volunteers are an important part of the national workforce. Organizations use

volunteers in many ways to help them meet institutional goals. Beyond economic

considerations, however, voluntarism also provides opportunities for volunteers to

meet their own personal objectives, acquire new skills, or contribute to their

communities.

Volunteers can be found in organizations providing services in a wide variety of

fields, including education, the arts, childrens welfare, community and church

services, healthcare, counseling, economic development, politics and many more.

Knowing how to manage and motivate a volunteer workforce is an essential

management skill, particularly in the nonprofit sector, and it differs in significant

respects from managing paid employees.

FAQs

Ive just begun a campaign to recruit volunteers. What are the main things Ishould do?

If the number of volunteers is few, it may be possible to incorporate them into the

organization without a separate manager. But if you anticipate the numbers to be

significant, or that the size of the volunteer workforce will be gradually increasing,

you need to make sure that a volunteer manager is hired. Among other things, the

volunteer manager develops a program for volunteersdetermining with other

managers how the volunteer program will intersect with the rest of the business. The

manager then recruits, screens, develops an orientation program for volunteers, trains

them (or, oversees their training), and supports their integration into the organization.

While not mandatory, volunteers are sometimes offered the same health careinsurance and other benefits of a full-time employee.

I have a very difficult volunteer who just wont do the work the way weneed to have it done. What is the process for dismissal?

Before considering dismissal you may wish to consider whether the volunteer has

been assigned to the wrong job or whether other factors might be contributing to poor

performance. If so, a move to another part of the organization may resolve the

problem. Otherwise you may need to initiate a formal termination process. While not

legally obliged to do so, the organization would be wise to have a process that largely

reflects the same care and considerations given paid employees. Such steps mightinclude:


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a review meeting to discuss areas that need improvement. Offer support ortraining if necessary and agree targets and key performance indicators;

a meeting to give a verbal warning (supplying supportive documentaryevidence, if appropriate);

an official written warning referring to the reasons for the action; a follow-up meeting to appraise the situation and give any further support

necessary;

a formal letter of dismissal.Are volunteers covered by OSHA regulations?

Yes, volunteers are covered by federal OSHA regulations, as well as state laws. Be

sure to inquire about the specific health and safety laws governing your organization,

as there are some differences from state to state.

Making It Happen

Understand What Motivates Someone to Volunteer

People volunteer their time, skills, and services for a number of different reasons.

They may be exploring new career horizons, or they may be committed to a particular

purpose or cause. They may have political ambitions, seek personal or professional

development, or simply be filling in time between jobs to keep their skills fresh.

Whatever is driving your volunteers, your job as their manager is to harness theirmotivation and put it to the most effective use.

Remember that Fitting Volunteers into an Organization Can BeChallenging

Because volunteers are giving their time and effort freely, they often feel entitled to a

say in the way things should be run. This can make managing them a challenge.

Unless theyre prepared to adopt the shared corporate vision and adhere to the

systems and processes embedded in the organization, they can actually be more

trouble than theyre worth. In order to achieve a productive level of alignment,

volunteers need to be trained, coached, and supported.

Volunteers are very often made responsible for their actions, but they are notnecessarily held accountablethat responsibility rests with their manager. Because ofthis it may be necessary to draw boundaries around the level of work they can do.

Manage the Relationship Between Volunteers and Full-time Staff

The relationship between volunteers and full-time staff can be tricky. Ostensibly they

both have the organizations aims and objectives at heart, yet the contractual

arrangement that holds them there is very different. Sometimes the enthusiasm of a

volunteer can outweigh that of a full-time employee, leading to conflicts where the

volunteer questions the employees motivation. Employees may feel irritated by

volunteers nave and apparently superficial view of the organization. In such


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instances it sometimes helps to have a meeting that encourages each side to see the

others point of view and to work cooperatively.

Match Roles to Talents

Whatever their age, volunteers come to organizations with a variety of experiences

and talents and (perhaps) with clearly defined areas of interest. It makes sense to do

some screening of volunteer candidates before placing them. An interview that

explores the volunteers skills and experience and matches them with the needs of the

organization will help make the relationship rewarding and productive. Assigning a

coach who has had a long volunteering relationship with the organization can also

help orient and settle a new volunteer.

Acquire the Right Management Skills

Managing volunteers calls for skills that range from human resource management and

finance to training and administration. Managers can get training in recruiting and

building a successful volunteer workforce, but one of the most effective ways toprepare is to speak to someone experienced in this area. Hearing about details and

responsibilities of the job first-hand can be very helpful. You may also be able to

develop a mentoring relationship with this person.

As manager of a volunteer workforce, you may also find yourself working outside

normal working hours to dovetail with your volunteers schedule. If this is the case

you need to discipline yourself and manage your time carefully. Dont fall into thetrap of volunteering your spare time just because your volunteer staff does!

Instigate Best Practice Guidelines

As a volunteer manager you may want to consider the following best practice steps:

Write a volunteer policy that outlines the organizations commitment tovolunteers. Include your rationale for using volunteers, your recruitment

policy, what training and support are available, and an equal opportunity

statement.

Make sure your volunteers understand and adhere to the organizations healthand safety policies.

Let volunteers know what theyre getting into. This may mean bringing themin for a trial period to work alongside other volunteers or paid employees,depending on where theyll eventually be assigned. If thats not possible,

arrange for them to have a telephone conversation with an experienced

volunteer or employee before they start work.

Outline roles and expectations, just as you would if you were recruitingemployees into the business full-time.

See that volunteers understand their boundary of autonomy. Develop a program for paid staff who will be working with volunteers, so that

they know the parameters of the volunteer program as well as their role in it.


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Establish a volunteer coaching or mentoring program to help volunteers learnabout organizational policies, procedures, and customs.

You may wish to articulate in writing your organizations attitude toward thepersonal and professional development of volunteers. Many volunteers hope to

leverage their volunteer experience into other, perhaps paid, situations andyour organizations commitment to their development is a bonus.

Make clear your policy on expenses. Although theyre not paid, volunteersshouldnt find themselves paying to do the job.

Get to know the volunteers, and find ways of building the team and makingthem feel appreciated. You may want to consider team meetings that help

them to get to know one another, and include a vote of thanks or a celebration

of their efforts.

Keep Volunteers In the Loop

Just as employees do, your volunteers want to know how your organization is

performing. Any good (or bad) news will be of interest to them. You may have a

special channel of communication for your volunteers (a newsletter, for example, or

weekly meetings), but if this is not so, find a way of keeping them up to date.

Remember that their enthusiasm for your organization can make volunteers your most

effective mouthpieceso the more informed and positive they are, the better!

Some organizations allow for a volunteer on a management committee. In this way

volunteers can get their views and ideas heard at senior management level and may be

able to effect change. Stay close to this network so you dont get any surprises.

Common Mistakes

Not Having a Formal Volunteer Policy In Place

Although often regarded as unnecessary, a volunteer policy can forestall problems

that may arise if expectations and procedures arent explicit.

Forgetting to Manage the Relationship Between Volunteers and Full-timeStaff

Many organizations forget that the line between volunteers and staff can be

problematic. Full-time employees may be resentful of their territory being invadedor having desirable parts of their job reassigned to a volunteer. You would be wise to

spend time with your paid staff to outline your approach and volunteer policy.

Sometimes full-time staff maintain that theyre too busy to deal with volunteers.

Although this can be true, it often masks a different concern such as fearing their job

will be given to a volunteer. If this is the case, try organizing a forum in which theseissues can be discussed and addressed directly.

Failing to Understand What Motivates a Volunteer

Many managers fail to remember that volunteers are motivated by their values and

beliefs. These are powerful motivators, and you can use them to direct volunteers


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energy constructively. Make sure you take time to understand what these values are,

and use this knowledge to build your relationship and assign volunteers appropriate

jobs.

For More Information

Books:

MacLeod, Flora.Motivating and Managing Todays Volunteers: How to Build and

Lead a Terrific Team. North Vancouver, Canada: Self Counsel Press, 1994.

McSweeney, Phil, and Don Alexander.Managing Volunteers Effectively. Brookfield,

VT: Arena, 1996.

Pinsoneault, Donna.Attracting and Managing Volunteers: A Parish Handbook.

Liguori, MO: Liguori Publications, 2001.

Web Sites:

Association for Volunteer Administration:

www.avaintl.org/networks/cybervpm.html

Energize, Inc.:www.energizeinc.com/art.html

Institute for Nonprofit Management:www.nonprofitmanagement.edu/

Serviceleaderonline resource for virtual volunteer managers:www.serviceleader.org/vv/vonline1.html

Virtual Volunteering Projectinformation and advice to organizations whichuse volunteers:www.serviceleader.org/vv

Documents

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