Three thoughts on how the language we use in volunteer role descriptions really matters

Three thoughts on how the language we use in volunteer role descriptions really matters

Developing good role descriptions is a lost art

The demands to constantly find new volunteers leave Volunteer Managers little time to think clearly and carefully, before recruitment starts, about the actual work those volunteers will be doing.

“Attempting to recruit volunteers without first having developed worthwhile positions to offer them is equivalent to attempting to sell a product to people who have no need for it.  It can be done, but the buyer may well become unhappy later.  And when volunteers are unhappy, they don’t stay around long.” – McCurley, Lynch and Jackson, The Complete Volunteer Management Handbook (2012)

New research might help

I was interested to read an article from Stanford Business School in the USA, “Beware of Workplace Policies That Kill Motivation”. It draws on recent research that highlights how subtle changes in the language of employment contracts can have a powerful psychological effect and influence on a range of ways employees behave. Significantly, to quote the article:

“The research found that designing a contract to specifically curb an employee’s counterproductive behaviors can, ultimately, exacerbate counterproductive behaviors”.

Although the article focuses on paid staff and the language of contracts, the lessons are equally applicable to volunteer management.

What’s wrong with volunteer role descriptions?

Role descriptions for volunteers are typically controlling documents, instructing volunteers what to do and not do, giving little scope for the volunteer to bring their own skills, talents, experience and ideas to the work. As one volunteer once said to me, “The problem with volunteer management is that it has become all about what volunteers can’t do, not what they can do”.

Such a controlling approach to volunteer management is often driven by misconceptions of volunteers being well meaning but unreliable amateurs, people who need controlling if we are to avoid problem behaviour and poor performance. Yet, the research highlighted by Stanford suggests approaching volunteer roles like this this actually risks making problem behaviour and poor performance more likely.

Three ways forward

How then, can we construct and articulate roles for volunteers that address anxieties about the competence and reliability of volunteers but also empowering them to be creative, autonomous and successful?

To answer that question I have copied three key quotes from the article and outlined my thoughts about the application of these to volunteer management.

1 – Mindset shift

“From management’s perspective, contracts are too often used merely as a way to exercise control over the workforce. But management could also use contracts to motivate employees. Our research explains how employers can achieve both ends with the same tool.”

My thoughts: A mindset shift is needed. We need to challenge the belief we and others may hold about volunteer competence and risk. Competence does not relate to how much someone gets paid. Volunteers, properly recruited and trained, present no more of a risk that paid staff and so do not need to be controlled more than anyone else. In fact, as motivation is such a key part of volunteer management, we must find ways to make our volunteer roles more meaningful and motivating, and that means being less controlling.

2 – Be more vague (sometimes)

“Across nine different experiments, the researchers found that workers whose contracts contained more general language spent more time on their tasks, generated more original ideas, and were more likely to cooperate with others. They were also more likely to return for future work with the same employer, underscoring the durable and long-lasting nature of the effect.”

My thoughts: If we want to retain volunteers, if we want them to achieve more, generate new ideas, be more motivated and work well with others, then we need to use more general language in our role descriptions. This could mean suggesting tasks they could do rather than telling them exactly what to do. It could also mean focusing more on the results we want them to achieve and less on the specific tasks we want them to perform.

3 – When to not be so vague

“Typically, contracts contain both “control” and “coordination” clauses. Control clauses tell you what you can and can’t do at work, while coordination clauses help you align expectations. In other words, coordination clauses let workers know what employers want, while control clauses tell them how to do it and, quite often, what not to do.

“An example of a control clause run amok can be found in a 2003 Department of Defense employment contract for pastry bakers. The 26-page document specifies the number of chocolate chips each cookie should contain, but nowhere does it mention that the cookies should taste good.”

“The key is to remember that greater specificity can be helpful in coordination clauses by making sure both sides are on the same page, but it can backfire in control clauses by dampening an employee’s feelings of autonomy.”

My thoughts: If we are going to use more general language, then we should do so with control clauses. Being too prescriptive when telling people what we want them to do reduces autonomy and motivation. On the other hand, being specific in the language we use in co-ordination clauses can enhance motivation & clarify agreement between the volunteer and their manager about what the volunteer is expected to achieve.

In other words, making the results we want volunteers to achieve really tangible and being less prescriptive when explaining the tasks we want volunteers to perform would both be good steps to take.

What do you think?

I’d love to hear your reflections on this point and the article that inspired it. Please leave a comment below.

Can we help?

If you’d like to find out how Rob Jackson Consulting Ltd can help your organisation develop meaningful and motivating roles for your volunteers then please get in touch. We’d love to hear from you and work with you to engage and inspire your people to bring about change.

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Look after number one

Look after number one

I’ve been working in volunteer leadership and management for almost 24 years. That’s more than half of my life spent in the service of volunteers and those who organise them. It’s not just a series of jobs but a career, a vocation.

Over the last few months I’ve been working with Adrian Murtagh of Just Smart Thinking, a fellow traveller – himself an experienced volunteering professional of over 20 years, a qualified nurse, counsellor and life coach – exploring how we can work together to develop new opportunities and ideas.

We both love seeing the light bulbs go on as people gain new insights into how to involve volunteers to change the world, one donated minute at a time.

We both love seeing lives changed, the lives of volunteers and those they serve.

Volunteering is good for you

Studies abound on the benefits volunteers get from helping others. Just a quick Google search will reveal that volunteering will help you get a job, fight loneliness, make you live longer, make you happier, improve physical and mental health, stave off depression, fight the effects of dementia, and even give you a better sex life!

Is volunteer management good for you?

What you won’t find are studies about the health and wellbeing benefits people get from managing volunteers.  You won’t find studies around the benefits strong self-resilience can bring to you in the management role – improving your quality of life inside and outside of the work environment. Adrian often talks of the powerful me, we and us concept, but what happens when the “me” is not being supported, guided or ignored?

You see, leading and managing volunteers is great. Except when it isn’t. And when it isn’t, we don’t talk about it. We’re often so focused on our volunteers that we don’t take the time to focus on ourselves. You won’t find many (any?) conference workshops dedicated to helping Volunteer Managers look after themselves. Nor will you easily discover hints and tips to resiliently deal with the challenges that arise in the human-focused systems and environments in which we work and live.

All our literature, all our training courses, all our conferences: they all focus on how we can support others. Very few tackle the subject of looking after ourselves.

Looking after number one is a bit selfish though, isn’t it?

Adrian and I don’t believe so. We work in a sector, a profession, that is about altruism, service, putting others first, helping people. All the more reason to make sure we are OK because our work matters. It really matters. If we’re not on our A-game that can have serious consequences for others. If we don’t look after number one, how can we effectively look after everyone else?

Through our wealth of knowledge and years of experience, Adrian and I believe it’s time this changed.

Help us to help you

We are exploring how we can help leaders and manager of volunteers – you! – to look after number one, how to take care of your own wellbeing so you can better support your volunteers.

To help us in this process we want to get your input. We’ve designed a short wellbeing survey that you can complete online. It shouldn’t take more than a few minutes to complete and your participation will help Adrian and I to develop some tools and resources that will really help you and others working in volunteer management.

Free prize inside

As an incentive to take part were giving away five copies of my book, co-written with Susan J Ellis, From The Top Down. Simply fill in your name and contact details at the end of the survey (this is optional) and we’ll enter you into the draw (UK respondents only).

Please complete our survey before 13 April 2018.

Thank you in advance for your support.

Risk – learn to love it

Risk – learn to love it

Risk is everywhere. From dawn to dusk we live with risk all around us. Consider – 450 people in the USA die from falling out of their beds each year and more than 1,000 people die every year in the UK after falling down stairs?

How do you respond to that information? Will you now avoid going to bed or using stairs? I doubt it. Instead, armed with that knowledge, you’ll adapt to the risks you face and respond accordingly.

“The possibility that something unpleasant or unwelcome will happen” – The Oxford English Dictionary definition of risk

Likewise, if you know electricity and water don’t mix then you don’t sit in the bath with an electric fire on the edge of the tub. If you know what a car does when it hits a human body, then you’re likely to wait for the crossing to be clear rather than just wandering into traffic. This is risk management.

Risk avoidance, not management

Yet that isn’t how risk plays out when it comes volunteering. All too often I see organisations practice risk avoidance, not risk management. To continue our examples, they avoid bed, avoid stairs, avoid baths (no wonder these organisations stink!) and avoiding crossing roads, never seeing the possibilities on the other side of the street.

A story from New Zealand

I saw a wonderful – but maddening – illustration of this in New Zealand last year.

A lady I met volunteers with two environmental organisations, located on opposite sides of a road. One organisation is community run, the other is a local government run. In the community organisation, volunteers use all the machinery and equipment (there are no paid staff), but only once they have been properly recruited and trained. In the local government project volunteers are not allowed to use the machines and equipment because it is deemed too risky – only the paid staff can use it. It doesn’t matter if they are trained and qualified to use the kit from the organisation across the road (and many people volunteer for both groups), because they are unpaid their use of the machinery is too much of a risk.

Three lessons this story teaches us

  1. Organisations often assume volunteers are a risk because they are volunteers. If someone does not get paid it does not mean they are less competent. Pay, and how much someone is paid, is not a determinant of competence.
  2. Organisations often assume volunteers are a risk because of ignorance about good volunteer management practice. Competent Volunteer Managers recruit the right people for the role, equip them with the training, skills and tools to do the job properly and safely, and regularly check in to make sure everything was going OK. They manage risk.
  3. Organisations miss out on a huge pool of talent, ideas and resources to fulfil their missions if they practice risk avoidance. Not allowing volunteers to do something because there might be a risk is not the same as being cautious and taking steps to minimise that risk.

Leaders of volunteers need to speak out

Of course, not every organisation thinks this way, but many do. I passionately believe that if we lead and manage volunteers then need to advocate more forcefully to overcome such ignorance and prejudice towards volunteers.

An example from Australia

Last year I had a workshop participant explain that her organisation wouldn’t let volunteers do a certain role because they can’t get insurance for it. I urged her to go back to the organisation and explain that insurance is not risk management. Insurance provides a pay out if risk management fails.

I urged them to go back and lobby for some proper risk management to take place, asking questions like:

  • How big a risk would it be for a volunteer to do that role?
  • What might happen if things go wrong?
  • How likely is that?
  • What could they do to reduce the likelihood?
  • Are they comfortable with the retained, net risk?

The point being that the organisation could probably secure insurance cover if it could demonstrate good risk management. Not doing so actually revealed a resistance to engaging volunteers – insurance was just the excuse.

Would you make such an argument in your organisation?

Risk is something to embrace

Looking back history we can see the huge societal changes that have come about because volunteers took a risk. For example, one hundred years ago women in the UK gained the right to vote because many people took huge risks volunteering to fight for that right. Today, volunteers serve in risky situations and save lives doing so – look at lifeboat crews, mountain rescue teams and volunteer firefighters across the globe, to name just three examples.

We need to learn to love risk, to embrace it as a marker of the potential for the world to be changed.

We need to help our organisation rediscover their pioneering, life changing, world shaking possibilities.

The potential of those who give time to transform the world is too great for us to stay silent.

Volunteer Management Progress report 2018 – how we can help

Volunteer Management Progress report 2018 – how we can help

The 2018 Volunteer Management Progress Report (VMPR) is full of insights about volunteer leadership and management.

Now in its third year, the VMPR is the only tool that explores global trends and issues that leaders and managers of volunteers face.

Key findings

The four most striking findings from the 2018 report are:

  1. The satisfaction of Volunteer Managers and their intent to stay in the profession directly relates to how engaged their co-workers are in supporting volunteer engagement.
  2. Those who lead and manage volunteers are spending less time doing so, often because they have other responsibilities beyond their volunteer management duties.
  3. Almost 10% of respondents have no budget for volunteer management and 21% don’t know if they have such a budget!
  4. Diversity is an issue, both amongst those who lead and manage volunteers and amongst volunteers.

”Volunteer Retention is a Challenge on the Rise – Anecdotally, leaders of volunteers increasingly note the challenge of maintaining volunteer involvement over longer periods of time and point out that volunteers increasingly appear to prefer short-term, episodic assignments.”

Challenges

According to the report, the top five challenges leaders of volunteers face are:

  1. Recruitment: Finding enough volunteers & the right volunteers for specific roles
  2. Respect and “Buy-In”: Lack of executive support /understanding & co-worker resistance to volunteer involvement
  3. Retention: Fulfilling commitments to service & volunteers “aging out”
  4. Roles & Matching: Designing impactful roles & meeting volunteer interests
  5. Time: Splitting time between competing priorities & not enough paid staff

If the findings and challenges from VMPR 2018 ring true for you then we can help.

How we can help you

Since 2011, Rob Jackson Consulting Ltd have been engaging and inspiring people to bring about change, delivering expert support that is passionate about the potential of people. Our consultancy and training services are aimed at helping you give people a great volunteer experience, make the most of the valuable time they give you and, above all, achieve your goals.

We have training courses and workshops directly related to the top challenges from VMPR 2018. Here are just five examples:

  1. ‘Understanding and Engaging 21st Century Volunteers’ will help you recruit and retain volunteers in our ever-changing world
  2. ‘From The Top Down for Volunteer Managers’ will help you influence peers and senior managers to lobby effectively for volunteer engagement
  3. ’Developing Meaningful Roles For Volunteers’ will help you create great volunteer roles that will attract and keep volunteers
  4. ‘Time and Productivity Management for Volunteer Managers’ will help you manage yourself and your work for maximum impact
  5. ‘Measuring Volunteering’ will help you build a case for more support as well as provide more meaningful recognition to your volunteers

Learn more and get in touch

For more details download a copy of our training information, testimonials and rates or get in touch to discuss your needs and how we can help through our consulting services. We’d love to hear from you and help you reach even greater success in delivering roles that make a difference for your volunteers, your organisation and it’s clients.

Our time is now – seize the moment

Many volunteer managers I meet are frustrated. They see huge potential in the work of volunteers, potential that is held back because senior managers don’t support volunteering as enthusiastically as they do fundraising. That may be about to change!

Yesterday, Sir Stuart Etherington, Chief Executive at NCVO, issued a new year letter to the sector in which he called for fresh thinking about the role volunteering can play as we deal with the challenges British society faces.

I was heartened to read Sir Stuart’s letter as it echoed much of what I passionately believe. For example:

  • Volunteering is not a magic solution to all our ills but it can and does play a key role. This should be maximised rather than dismissed in the sector’s relentless pursuit of money as the only resource worth having.
  • Just because volunteers don’t get paid doesn’t mean they aren’t capable of doing meaningful, important and significant work. What we pay someone is not a measure of their competence.
  • The debates about job substitution need to move on. Society has and is changing and new ways of thinking and doing are needed.
  • We are underplaying the ways in which volunteering can benefit and enrich the lives of all of us, from innovating new solutions, to improving our nation’s health to creating the kind of society we want to live in.
  • None of this happens without investment in and support for effective leadership and management of volunteers and volunteering.

In all our diversity, Volunteer Managers need to be front and centre in responding to Sir Stuart’s call to be bold for volunteering. We need to make our voices heard and help shape the debate. If we don’t, it will be shaped for us, potentially by those who do not have the knowledge, skills and experience we do. Or worse, this moment will pass and nothing will change.

Everyone of us needs to take action. Here are just things you could do:

  • Share Sir Stuart’s letter widely within your organisation, especially amongst senior managers and your board.
  • Write a comment in response to Sir Stuart’s letter on the NCVO website. Say what you think about his ideas and make the case for Volunteer Managers to be heard and included.
  • Share the article with your volunteers and listen to what they think.
  • Contact your professional association of volunteer managers (e.g. AVM, AVSM, NAVSM, HVG etc.) and encourage them to respond to Sir Stuart’s call to action.
  • Bring up this issue at your local Volunteer Managers networking group. Don’t have one, start one! Share the results of the discussion with the likes of NCVO and your professional association.
  • Read up on the issues Sir Stuart raises so you can play an informed role in any discussions on the role of volunteers in public services and wider society. A list of my previous blog posts on relevant topics can be found at the end of this article.

You could do one, more or another action. But please do something.

We have a wonderful opportunity here to position volunteering as central to the success of our organisations, our sector and our society. Let’s make the most of it!


Previous articles I have written that might help you think through some of the issues Sir Stuart raises

Six ideas from online dating to help with volunteer recruitment

One of the things I’ve noticed in the last few of years is the increasing use of dating as an analogy when people talk about volunteer recruitment and retention. So, when in 2012 I found myself back in the single life once again, I thought that I might have an opportunity to use this change in circumstances to write my own blog on dating and volunteering.

After being with my ex-partner for nearly twenty years, getting back into the dating game was a daunting prospect, not least because one of the common ways to meet new people these days is through online dating sites. Not only did they not exist the last time I was single, the internet didn’t even exist, at least in a form accessible to the general public in the always-connected way it does now. So my take on dating and volunteering is to look at six things I think online dating sites can teach those of us recruiting, engaging and leading volunteers.


Sites get to know people first and then using processes to match up people

When you sign up for dating sites you are prompted to tell them all about yourself. For the bigger sites this includes quite extensive questioning about your interests, tastes, preferences in a partner and so on. For me there are three takeaways for volunteer management arising from this extensive questioning by the site:

  1. Dating sites use a process to help learn about the individual. They then use that knowledge to help match the person to others. Critically, the process supports the person, helping to learn about them and their motivations. Sadly, many people who are volunteering encounter bureaucratic, impersonal processes that seem to ignore the individual, partly because their purpose is to cover the organisations backside if things go wrong. How much more attractive volunteering would be if we focused on getting to know the potential volunteer and their reasons for giving their time more than whether they’ve filled our forms in correctly.
  2. People are not averse to filling in forms because they expect the payoff at the end of it will be worth it. Those who use dating sites have a bigger purpose and if we view the process as an inconvenience then they will put up with it because they hope the results of doing it will be worth the time spent. Is that the experience volunteers have of giving their time to your organisation, or do they just give up when faced with your processes and go off and do something less boring instead?
  3. The whole process can be done easily online. If you can’t finish the form on a dating site in one sitting — and some are rather long — you can save them and come back later. It is a seamless, joined up and easy process. It might almost be said that filling these forms in is a pleasure (see my last point about payoff) — would that this were true for volunteer applications!

Selling yourself online

One of the most difficult things about online dating is writing a pithy personal advert. Aside from the fact that we Brits are not the best at speaking about or promoting ourselves, many people really seem to struggle with this task. In fact, cast your eyes over many such personal adverts on dating sites and you’ll notice that many follow the same format, make the same kinds of points and don’t really stand out.

One that caught my eye back in 2012 — out of professional rather than personal interest! — started, as many of these statements do, by saying that the lady concerned had no idea what to write about herself. Her solution? She gave it to a friend to write instead! A brave move but an inspired one.

Sadly, many volunteer recruitment adverts — both online and offline — resort to the the same formula, making them hard to stand out to prospective volunteers. What’s more, they invariably advertise the volunteer opportunity by stating what the organisation seeks to gain from someone volunteering, not what the volunteer might gain. Imagine that on a dating site — how going out with someone would make their life better but no regard given to your experience, feelings or interests. Or going on a date with someone who only talks about themselves. Both those scenarios sound like a shortcut to lifelong solitude.

So, how can we write more engaging and distinctive personal adverts for our organisations and our volunteering opportunities? How can we come across as engaging, interesting and worthy of someone’s precious time? Would you be brave enough to hand this task over to someone else — an existing volunteer perhaps — and see what they write about you?


The power of pictures

When I was single I never responded to an online dating profile that contained no pictures. It’s not that looks were everything to me in a potential date — they’re not — but they are a crucial element of the wider ‘sell’ of someone’s profile. If I couldn’t see the person then all the words in the world won’t make a difference because I felt like I was missing a key element of the wider picture, of who they are.

Pinterest and Instagram show the value in volunteer recruitment of visual storytelling. By uploading images of happy volunteers enjoying their work, organisations are seeing interest from others who ‘want some of what they’re having’.

So when we recruit volunteers, perhaps we should give some serious thought to the imagery we use. Do we show engaging images, images that show that real people volunteer here and have a great time doing so? Or do we rely on lots of text or, heaven forbid, job descriptions to try and hook people in? Even worse, do we use attractive images to hook people in that bear no relation to the reality they actually experience volunteering with us?


Levels of engagement

One thing dating websites understand is that you don’t want to rush into a date with a total stranger without having built some rapport first. Making first contact with someone and instantly asking them out for a meal risks coming across online as desperate or making people run in fear that you may be some complete nutter.

Dating sites get round this by providing different ways to engage with people. You can simply ‘like’ or ‘favourite’ a profile to signify your interest. Or you give a digital ‘wink’, although personally I found this a bit creepy — would you wink at a stranger in a bar as your first contact? Then you can email and/or instant message with someone, developing that rapport to the point that you both might feel comfortable to meet face-to-face for a date.

There’s a definite parallel with volunteer recruitment here. Often our recruitment efforts come across like asking someone to marry us the first time we meet. We ask for a long term intensive commitment from day one. Then we wonder why people run for the hills! Instead, could we provide a scale of engagement, giving people easy, no/low commitment ways to try us out, see if they like us, build rapport and perhaps move to a point in the future where they feel comfortable making a longer term commitment? It may take longer to get people to make the commitment we want, but investing that time early in the relationship with our volunteers will yield dividends later on.


Not knowing where you stand if people don’t reply

One of the most frustrating experiences I had with dating sites was finding someone you really like the look and sound of, plucking up the courage to drop them a line a say hello, and then never hearing back from them. Did they get my message? Did they not like my profile?

The same applies to volunteering. Someone plucks up the courage to get in touch and enquire about volunteering with you. And they hear nothing back. Did you get their email or voicemail? Were they not suitable? Why not? What could they have done that might have caught your attention?

Too many organisations seem to think that it is totally acceptable to respond to people within a few days or weeks — or even never — after their enquiry. Yet we live in an immediate world. People expect a reply, even just a holding reply, within a few hours at most. 28 days delivery might have met consumer expectations twenty years ago but next day delivery is the benchmark now.

How can you ensure you respond quickly to enquiries from potential volunteers? Can you use email ‘out of office’ messages to provide instant holding replies? Perhaps you could involve volunteers to help you manage the prospective volunteer enquiries?


Advice on how to get the most of the experience

One thing I liked after being on a certain dating site for a couple of weeks was that they sent me an email giving me suggestions for how to get the most from my membership. OK, it was a template, impersonal email but the advice was really good and helped me to find my feet in this new online world I had entered.

Do we, should we, or could we do something similar for volunteers? Do we help people new to our organisations to find their feet, settle in and feel at home? Or do we just drop them in at the deep end, let them get on with it and then get frustrated when they don’t do what we want them to?


So there you have it, my thoughts on what volunteer managers can learn from dating websites. Now I’d love to hear your thoughts, preferably about what leaders of volunteers can learn, how have you dealt with these issues, what’s worked and what hasn’t worked.

Oh, and if you’re interested, I’m not single anymore and no, I didn’t find my now wife online.

Where should leadership of volunteering sit in an organisation?

One of the most common questions people ask me is where the volunteer management function should be located within an organisational structure. It’s a great question to ask, but giving a simple and concise answer isn’t easy – it’s a complex issue.

It is a question that Susan J Ellis and I seek to answer directly in our book, “From The Top Down – UK Edition”, which is aimed at Chief Executives and senior managers to help them think through how they create an effective strategy and culture of volunteer involvement.

Here’s how we address the question in chapter five.


Organisational Placement

Whatever management option you choose, to whom will the person in charge of volunteers report? This decision has an impact on your entire ‘chain of command’ and sends a message to all employees and volunteers. In a later chapter, we will consider more fully the question of supervising the leader of volunteers, but for now, recognise that where you place the head of this initiative implies and affects where – even whether – volunteers themselves are integrated into the organisation.

There is no ‘correct’ place for the volunteer manager on the organisational chart. Each setting is different, and parameters such as staff size and the job functions of other staff members will affect your decision. However, be aware that whoever supervises the volunteer manager must truly understand what makes that position unique1.

For example, if you place the volunteer programme under the public relations department, will the director of public relations be able to assist the volunteer manager in his or her responsibilities related to the agency’s daily service delivery? Generally, a public relations department does not contribute to in-house operations or activities. Conversely, if the volunteer manager is placed under, for example, the casework supervisor, will that person be supportive of volunteer-related public outreach efforts? Again, the casework supervisor would normally have few or no responsibilities requiring external work in the community, such as public speaking.

It is useful to consider the connection between the volunteer manager and the agency’s head of human resources or personnel (after all, volunteers are both human and a resource!). There are both similarities and differences between these two functions. Structurally, as already noted, both recruit workers and place them into your organisation. Both require policies and guidelines to clarify the expectations for paid and volunteer personnel. But think carefully if you are leaning towards placing the volunteer office within the human resources department. Here are some cautions:

  • No matter how good the intentions, volunteers will always be given lower priority than employees—perhaps little attention at all.
  • Human resources staff take job descriptions designed by others in the organisation and try to fill those slots with the best people, who are then completely delegated to each department or team. The volunteer manager, on the other hand, ought to be more proactively suggesting ways volunteers can support the work to be done, be much more creative in finding people with expertise or the potential to become experts, and find placements for people who unexpectedly offer useful talents (the human resources folks can’t hire anyone without an allocated salary).
  • The volunteer manager may also be much more involved in a range of day-to-day organisational activities and supervise some volunteers directly.

Some organisations place the volunteer office under the supporter-development or fundraising department. Again, there is overlap (especially if the department involves special events or fundraising volunteers), but fundraising staff commonly have no direct service or programme responsibilities, so who can support the volunteer manager in recruiting and placing volunteers for service-delivery roles? Also, putting volunteer resources into fundraising may imply an agenda to ask for money as well as time, with an emphasis on the former.

In reality, the volunteer manager is a separate, independent department head, in that she or he has responsibilities substantially different from, though linked to, all other departments and is responsible for a large cadre of workers, albeit volunteers. Ideally, the volunteer manager should answer directly to you or another senior manager. This also sends a message to the volunteers. It says that they have a direct line to the top decision makers. It conveys a similar message to all employees: volunteers are a subject of daily interest to senior management, much as paid staff are in most organisations with employees. When you consider that the volunteer component is the organisation’s non-salaried personnel department and that you, as chief executive, are responsible for the deployment of all human resources, the decision to place the volunteer manager directly under you is more than justifiable.

If you are the executive of a very large organisation, the volunteer manager may have to report to you through a deputy chief executive or some other senior manager. Again, recognise the messages you send to everyone through your choice of where to place the volunteer programme. Consider the other departments answering to the same senior manager and assess whether there is an evident rationale for placing the volunteer programme alongside these other teams—or whether the placement implies that volunteers are a ‘miscellaneous’ organisation function.


If you’d like to read more about how to embed a culture and structure to support effective volunteer engagement then you can buy a copy of From The Top Down – UK Edition from Amazon. It makes a perfect Christmas present for your CEO, Director, board chair or line manager!

  1. Something we cover in chapter four of the book.