It’s a little over two weeks until International Volunteer Managers Day (IVMDay) 2019. Aside from the surprise that another year has passed and the day has come around again so fast, I am also astounded to realise that this year mark’s the twentieth anniversary of the very first IVMDay!
Since its inception, IVMDay has been about education through celebration. Whilst Volunteer Managers are welcome to mark the day in whatever way they wish, the core purpose is about educating others about the essential role we have to play in effective volunteer engagement.
This year’s IVMDay theme is “Change The Tune”. As colleague DJ Cronin said when he proposed the idea:
“Time to be proactive instead of reactive & discover our power & harness it for good. Time to teach HR the dynamic science of leadership found in volunteer management. And time to stop whinging about our lot!”
Here on the Rob Jackson Consulting Ltd blog I’m doing my bit for IVMDay 2019 with a two part mini-series of articles.
In this first part, I briefly look at three mistakes organisations make when engaging volunteers. I’m taking a step back from volunteer management to look at the wider organisational context in which volunteering takes place and three ways that organisation leaders can get things wrong, impeding the work of Volunteer Managers and limiting the potential of volunteer engagement.
In the second part (due out on 1 November) I will look at three solutions to the mistakes outlined below, giving ideas for how organisational leaders can create a more friendly volunteer culture.
So, here we go with part one – three mistakes organisations make when engaging volunteers.
Mistake number one – Not thinking strategically
This might be a bit controversial but I’m increasingly of the opinion that the question where volunteer management should sit in an organisation’s structure is to miss an important point. The location of a Volunteer Manager in a structure chart isn’t entirely irrelevant, but more important is whether they are involved at a strategic level in organisational leadership, management and planning.
Consider this from the 2014 “New Alchemy” report by nfpSynergy:
“It is no coincidence that charities doing particularly interesting work with volunteering also tend to boast meaningful senior roles in the field, where those leading volunteer development sit on a level with peers in Fundraising, Membership or Communications and are therefore better situated to champion their agenda and argue for joined-up strategy across these departments.”
Yes it’s talking a bit about hierarchy but the key point is a bigger one about strategic thinking. That’s why the first mistake I am highlighting here is the failure to think strategically:
- failing to learn from the insights volunteers can provide as well as the talents and skills they bring to the organisation
- forgetting to think about the role volunteers can play in fulfilling the mission until the last minute when all the other planning is done
- not involving the volunteer management function in strategic planning
Which leads us to our second point.
Mistake number two – Focusing on fundraising not friendraising
In the same report quoted above, the next paragraph says:
“Such organisations have been able to discern the benefits of a more integrated understanding of engagement across donor, member and volunteer co-ordination functions and may also have significant functions around external engagement more broadly; rightly seeing community volunteer engagement as knitted in with voluntary income, partnership-building and marketing objectives.”
Money is important, I get it. But it isn’t the only resource non-profits have at their disposal. If it were we’d be no different from for-profit organisations. Furthermore, an organisation’s current money donors aren’t the only source of individual donations. Volunteers can be some of the most generous donors, if asked – and asked in the right way!
NB. Donors could also be a great source of volunteers, if they were allowed the opportunity to give a bit of time.
Keeping donors, volunteers, members and others in separate silos fails to maximise the potential of all an organisation’s supporters, however they show that support or might wish to show it in future. This is a potentially serious mistake, limiting the resources an organisation has to achieve its aims.
Mistake number three – Forgetting that it takes a whole village to raise a child
It doesn’t matter how great your volunteer manager is, they can’t realise the full potential of effective volunteer engagement on their own. As the late great volunteer management expert Susan J Ellis used to say:
“Even the most effective Volunteer Manager cannot engage volunteers alone, it takes everyone’s attention”.
Expecting the volunteer manager to do it all on their own is akin to expecting the HR manager to be the sole person responsible for effective staff engagement, from recruitment to retention, discipline to reward, induction to performance management and everything else.
Organisations that do not devolve responsibility for volunteer engagement throughout the entire staff team, that do not support and train their staff to work well with volunteers and do not hold people to account for how effectively they work with volunteers, will never see the full benefits of volunteers in their work.
So there are three mistakes organisations make when engaging volunteers. Stay tuned for our next article on 1 November 2019 which will explore three solutions to these mistakes.
If you can’t wait that long, why not take a look at “From The Top Down – UK Edition”, the book Susan J Ellis and I wrote for senior leaders to help them understand the key role they play in creating a positive organisational context for effective volunteer engagement.