Posted on July 20, 2005

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From the Heart: Managing and Valuing Volunteers

Volunteers are a familiar feature of the nonprofit landscape and an important ingredient in the success of many organizations. Each year, about sixty-five million Americans volunteer a portion of their time, often to nonprofits. In addition to performing needed services, volunteers frequently bring much-needed energy and enthusiasm to an organization's mission or cause. But realizing benefits from volunteers doesn't happen automatically. It requires thoughtful planning and ongoing management. Research suggests that organizations with successful volunteer programs see volunteers as key to achieving their mission, treat them as important members of their team, provide them with flexible work arrangements, offer them regular feedback and support, and recognize their contributions to the organization. In short, they manage their volunteers professionally.

How can your organization professionalize its volunteer-management efforts? While there's no such thing as a one-size-fits-all approach, there are a number of basic practices that most nonprofits should be consider.

Get Prepared
Before developing or expanding a volunteer program, take a hard look at your daily operations and future needs. Ask yourself: What type of assistance do we need? What qualifications should our volunteers possess? Are we prepared to manage those individuals? Clarifying your organization's needs and examining its capacity to manage volunteers will ensure you are prepared when prospective volunteers knock on your door.

Being prepared matters. In fact, a study by the UPS Foundation found that poor management of volunteer's "time and talents" is a key reason they stop volunteering. If volunteers are (or will be) important to your organization, it's imperative that you have the necessary resources and framework in place to manage them successfully. This includes a volunteer strategy that has clear goals and objectives, a system to manage volunteers' time and efforts, and a budget. Take care, as well, to provide your volunteers with detailed job descriptions, adequate orientation and training, and hands-on supervision, just as you would paid staff. Given volunteers' importance in the success of most nonprofits, you should consider dedicating paid staff time to the task of managing them. If yours is a small nonprofit with limited resources, consider recruiting and training a volunteer with the right skills and commitment to act as your volunteer coordinator.

Being prepared also means being aware of legal issues. Do you know the legal definition of a volunteer? Are you aware of state and federal liability protections for volunteers? Is your organization required to conduct criminal background checks on volunteers? Another reason for taking a professional approach to managing volunteers is that legal issues involving your volunteers will arise, and you need to be aware of them. Learn about the laws, regulations, and requirements that apply to your organization, your volunteers, and your clients. If you have any concerns about them, seek professional advice and resolve any questions before you launch a volunteer recruiting campaign.

Find the Right People
It's often easiest to tap into existing pools of volunteers. Many high schools and colleges require their students to volunteer a certain number of hours each term or semester. Check with schools in your area to find out how you can tap into this pool of motivated young people. Similarly, many corporations encourage their employees to volunteer, and retirees are often interested in maintaining an active, fulfilling lifestyle. Host a luncheon for local businesses and/or seniors to give them an opportunity to learn more about your organization and the good work it does. Personal contact and word of mouth are often the best ways to "sell" your organization to people in a position to help. You should also take advantage of the increasing number of Web sites that match volunteers with opportunities (e.g., VolunteerMatch), but don't overlook traditional methods such as targeted advertising in community newspapers, public service announcements, and things like bumper stickers (e.g., "My mom volunteers at...").

At the same time, don't be reluctant to reach out to untapped pools of volunteers. A house full of children, a disability, lack of familiarity with the community, or other factors may make it difficult for some would-be volunteers to find you. But these circumstances need not prevent someone from helping out. For example, residents of an assisted-living facility might be thrilled to stuff envelopes for your annual appeal or assist with a "get-out-the-vote" phone tree. Busy stay-at-home moms or dads can edit newsletters or Web pages once the kids are in bed. To facilitate access to your organization, be sure to have information about bus/metro schedules, driving directions, and handicapped-accessible alternatives readily available.

Whether you seek out volunteers or volunteers come to you, take the time to ensure that their interests, motivations, skills, and time fit your organization's needs. Volunteers are more likely to stick with tasks they find interesting; nonprofits are more likely to benefit when volunteers engage in tasks that add value. Also important is the match between your organizational structure and a volunteer's personality. Flat or virtual organizations may do better with self-starters who are comfortable working in a more flexible environment with minimal supervision. Large, hierarchical organizations may be able to offer more supervision.

Make the "Ask"
Asking people to volunteer may seem obvious, but you'd be surprised how many nonprofit organizations wait for volunteers to come to them. (Two in five volunteers report that they approached the organization they volunteer for). When approaching prospective volunteers, remember that a personal touch works best. Individuals are more likely to volunteer if they are asked by someone they know. In fact, your current volunteers may be your best recruiters. A study by the Urban Institute, "Volunteer Management Practices and Retention of Volunteers," found that "enlisting volunteers as 'spokespersons'...implies a level of trust in these participants, evidence of both a supportive organizational culture and confidence that the charity provides a worthwhile experience to volunteers."

Volunteering is a choice about how to use one's limited personal time, and rarely will your organization be the only option available to a prospective volunteer. So sell yourself. Be clear about what you stand for, how you use your volunteers, and how that person will benefit from donating his or her time to your organization. And don't use the same pitch for everyone: Be serious, be funny, be creative, as the situation demands. Data suggest that older volunteers appear to prefer to work with religious organizations, while younger individuals tend to favor educational and youth service organizations. Parents with young children often volunteer at educational and youth service organizations (e.g., a school or sports league), while parents without young children gravitate toward social or community service groups. Use this information to your advantage.

Screen Effectively
In your eagerness to find volunteers, you may be tempted to undersell the commitment you require or take whoever walks through the door. Don't. Be honest about the commitment and qualifications you require, and screen volunteers just as you would potential paid staff. (This is particularly important if your organization works with children or other vulnerable populations.) Always ask: Does this person have the qualifications, enthusiasm, and level of commitment we're looking for? Be sure to have potential volunteers go through an application process, check their references, provide them with adequate training, and conduct periodic reviews of their performance.

Make Volunteering "Pay"
In today's fast-paced world, it is increasingly difficult for most individuals to find time to volunteer. So when people do, be sure to recognize their contributions through newsletters, annual reports, and old-fashioned thank-you notes. Don't underestimate the importance of recognition as a motivator. Consider offering service awards or framed certificates to your best volunteers. If you use volunteers for short-term assignments that come up periodically, be sure to keep in touch, let them know you appreciated their involvement, and that you look forward to seeing them next time. This type of follow-up helps folks feel valued, and who knows...maybe next time they'll bring a friend.

Another way to make volunteering "pay" is to choose the right words to describe your volunteers. Some titles suggest a valued contribution more readily than others (e.g., board member, advisor, mentor). One of the things you can do to show your appreciation for your volunteers is to give them titles that mean something. It all adds up. Research suggests that organizations that implement recognition programs are better at retaining volunteers than those that do not.

Conclusion
There may be changes ahead with respect to volunteering. Reinventing Aging, a recent study from the Harvard School of Public Health and MetLife, suggests that the dynamics of volunteering are likely to change as baby boomers begin to retire. What won't change, however, is the need to take a professional approach to the recruitment, management, and retention of volunteers. Of course, good management practice need not crowd out the satisfaction that comes with a job well done. Remember that most volunteers aren't looking for a second job. They want to give back to their community, meet interesting people, work on important projects, receive a little recognition, and have fun doing it. So manage well, but keep the work fun and engaging.

Dr. Lee Mizell works as a research and management consultant to public, private, and nonprofit organizations. She combines hands-on experience developing and managing social service programs with research expertise. In addition, she has spent time as a nonprofit board member, the chair of a social services commission, and as adjunct faculty.