BUSINESS: The Ultimate Resource

April 2003 Upgrade #7

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 I should 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 care insurance and other benefits of a full-time employee. I have a very difficult volunteer who just wont do the work the way we need 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 might include:

Bloomsbury Publishing Plc 2003

BUSINESS: The Ultimate Resource

April 2003 Upgrade #7

a review meeting to discuss areas that need improvement. Offer support or training if necessary and agree targets and key performance indicators; a meeting to give a verbal warning (supplying supportive documentary evidence, 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 their motivation and put it to the most effective use. Remember that Fitting Volunteers into an Organization Can Be Challenging 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 not necessarily held accountablethat responsibility rests with their manager. Because of this 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

Bloomsbury Publishing Plc 2003

BUSINESS: The Ultimate Resource

April 2003 Upgrade #7

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 to prepare 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 the trap 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 to volunteers. 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 health and safety policies. Let volunteers know what theyre getting into. This may mean bringing them in 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 recruiting employees 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.

Bloomsbury Publishing Plc 2003

BUSINESS: The Ultimate Resource

April 2003 Upgrade #7

Establish a volunteer coaching or mentoring program to help volunteers learn about organizational policies, procedures, and customs. You may wish to articulate in writing your organizations attitude toward the personal and professional development of volunteers. Many volunteers hope to leverage their volunteer experience into other, perhaps paid, situations and your organizations commitment to their development is a bonus. Make clear your policy on expenses. Although theyre not paid, volunteers shouldnt find themselves paying to do the job. Get to know the volunteers, and find ways of building the team and making them 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-time Staff Many organizations forget that the line between volunteers and staff can be problematic. Full-time employees may be resentful of their territory being invaded or 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 these issues 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

Bloomsbury Publishing Plc 2003

BUSINESS: The Ultimate Resource

April 2003 Upgrade #7

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 which use volunteers: www.serviceleader.org/vv

Bloomsbury Publishing Plc 2003