Job substitution is a thorny, complex and emotive issue that provokes strong views. The term ‘job substitution’ itself makes things worse, implying that one volunteer can substitute for one employee, something that, in reality, is both impractical and unrealistic.
Far better terms to use are job displacement and job replacement. The distinctions between displacement and replacement may seem subtle but they are important:
Displacement is when paid roles are purposefully removed with the intention that volunteers can be brought in to do the work instead.
Replacement is when work previously done by paid roles is reallocated to volunteers. For example, an organisation is forced to cut paid roles due to funding changes, so deploys volunteers to deliver the service in a different way for the continued benefit of it’s clients (remember that in most cases charities exist for the benefit of their clients, not their employee and volunteers).
If paid roles are being purposefully displaced so volunteers can do the work instead, then concerns should be raised. As well as the issue of removing people’s livelihood, two serious errors of judgement about volunteering are probably being made:
Volunteers are a free or cost saving option
It is easy to recruit people who will take on those paid roles and do it for no pay
“Volunteer motives vary, but depriving paid workers of an income is not one of them.” – Noble, Rogers and Fryar.
Sometimes, though, volunteers can be a preferable way to doing things than paid staff. That’s why I hate the phrase, “Volunteers should complement and supplement the work of paid staff”. It fails to recognise the distinctive value that volunteering can bring. It dismisses anything unique and precious about volunteering and subordinates it to a low status activity next to paid work
I’ve worked in organisations where volunteers had a credibility in the eyes of clients that paid staff could never have. That credibility came from the client seeing the volunteer as someone who wants to spend time with them, not someone who they believe is there just because they are paid. In that scenario, volunteers didn’t supplement or complement or displace or replace paid staff, they brought something that paid staff could not.
I accept that these issues of who does what for the mission aren’t easy to discuss and resolve – if they were we would have stopped debating them years ago. Yet engaging intelligently and thoughtfully with these issues is essential as we emerge from the early phases of Covid-19, because the way we always did things before the virus simply won’t cut it anymore.
Not everyone who volunteered for us in the past will do so again.
Paid staff are, sadly, going to be be laid off.
Money may be in short supply as unemployment and financial hardship reduces charitable donations.
Mission driven organisations will have to rethink how they fulfil their goals with a different mix of human talent and skill than they did before.
As Albert Einstein said:
“The significant problems we face cannot be solved at the same level of thinking we were at when we created them”.
Are we as leaders of volunteer engagement ready to lead this debate in our organisations? Are we ready to challenge old orthodoxies that may not fit the new world we live in?
I hope so, because our leadership is needed now more than ever.
In this special bonus post, we welcome our Canadian colleague Jessica Pang-Parks who shares her insights into volunteerism and volunteer engagement in Canada during the Covid-19 pandemic.
The whole world is on the same COVID-19 car ride right now, wondering, “are we there yet?” and waiting for restrictions to lift.
In Canada, as in most of the Western world, COVID-19 has impacted volunteerism and volunteer engagement. On May 1, 2020, Volunteer Management Professionals of Canada took a poll (during a Zoom call) of fifty leaders of volunteers from across the country. No surprise, none of us said that our volunteer programs were running “business as usual”. Forty-six percent of us said that volunteering at our organizations was “shut down until further notice”.
Indeed, many of us have had hours reduced, been furloughed, or been laid off completely. Many of those who remain employed full-time at their organizations have had to take on new responsibilities, sometimes even stepping in to be on the front lines.
In his interview with the CBC, Imagine Canada’s CEO Bruce MacDonald said that charities in Canada are being “profoundly affected by drops in revenue, by a need to change and adapt their services, by not having access to volunteers – many of whom delivered those services.” As a volunteer engagement professional, I’m glad to see that the main advocacy body for non-profits in Canada recognizes the importance and power of volunteers.
While we grapple with these questions as Canadian volunteer engagement professionals, like in other countries, some jurisdictions are reopening faster than others. And now that you have some context, let’s look at four uniquely Canadian things that affect volunteerism and volunteer engagement during COVID-19.
Canadian charities have moved much of their programming online. While some see this as a temporary measure, others see value in making online programming permanent and plan to continue to expand online offerings. When universal high-speed internet comes to Canada, our sector should be ready to respond and leverage the resources. Volunteer engagement professionals will need to continue to innovate and keep our tech skills sharp. We are in a unique position to combine technical skills with soft skills to help our organizations move their missions forward. Keep learning, and as you learn, think about how to engage volunteers with new technology solutions that emerge.
As these organizations professionalize, they will require volunteer engagement support. This is a great opportunity for leaders of volunteers to step up and support the grassroots. We want these organizations to make volunteer engagement a strategic priority in their infancies, so a culture of volunteer engagement is inherent to their operations. Full disclosure: I live in Willowdale and have provided the We Love Willowdale leaders volunteer engagement consulting on a voluntary basis.
Moving forward, what can professionalized Canadian non-profits learn from the grassroots organizations formed rapidly from tragedy? Perhaps less paperwork and bureaucracy? Perhaps more urgency and emotion? My personal hope is that the learning goes both ways: that “professionalized” leaders of volunteers listen to ideas from leaders of volunteers who were, until a day ago, accountants or farm hands, and that the grassroots leaders of volunteers seek our advice, experiences, and learn from our mistakes.
#3: America – It’s Right There
The United States is our neighbour. Approximately two-thirds of Canadians live within 100km of the US border, which also happens to be the world’s “longest undefended border”.
So, if there is a second, or third, or fourth spike in the Canadian curve because Americans start travelling to Canada, we may be in lockdown for longer than we thought we’d be. Volunteers who were hoping to return to giving their time in-person may need to wait longer. There may be an even greater demand for volunteer engagement professionals to step into front-line healthcare duties. Whatever happens, we can’t ignore the US, because it is right there.
#4: Are you Bilingual?
As non-profit programming moves online, organizations will struggle with being truly bilingual. Canada has two official languages: English and French. National organizations, as well as organizations serving the National Capital Region or other jurisdictions where both official languages are frequently used (e.g. New Brunswick, Saint Boniface in Manitoba) will require even more volunteers and employees with bilingualism than usual.
For predominantly Anglophone organizations, excluding Francophones from programming means losing out on approximately 22% of the Canadian population. Organizations with bilingual resources were either already prepared to engage in either or both official languages, or, can easily pivot to do so.
Volunteers who are bilingual will be in even higher demand, and bilingual volunteer engagement professionals will be much more employable. This means that Canadian leaders of volunteers should brush up on their French, collect better data on language preferences and capabilities, and be mindful of the benefits and limitations of translation technology.
Franco-Canadiens are proud (so proud that there is still a strong separatist movement). We Anglophones may feel it is cute when benevoles mis-conjugate a verb. But to some Franco-Canadiens, mispronunciation can feel like a personal insult. As leaders of volunteers, we are in the business of stewarding relationships, and if we can’t literally speak the same language as volunteers and other supporters, then we can’t do our work effectively.
Are you a Canadian leader of volunteers? I’d love to hear your thoughts on how COVID-19 has impacted us uniquely. Are you a leader of volunteers from outside Canada who has noticed similar trends? What actions are you, your colleagues, and your government taking to support volunteerisim and volunteer engagement under these circumstances?
Since 23 March we’ve adjusted to the new normal of lockdown life, but that doesn’t diminish the impact of the change we’ve seen. English charities will lose an estimated £4.3 billion of income by the end of June, putting jobs in jeopardy when the Coronavirus Job Retention Scheme ends and even risking the loss of some well known charities. Volunteer Managers are amongst many sector staff who have been furloughed whilst volunteers have been stood down in significant numbers, sometimes by organisations whose websites still proclaim they they couldn’t do their work without those now inactive volunteers!
Cuts in volunteer engagement budgets were disproportionate compared to other departments in nonprofit organisations
Top management did not recognise the importance of volunteer engagement, creating instability in service delivery and fundraising activities that were delivered by volunteers
Organisations benefited from setting aside outdated models of volunteer involvement and moving to involve volunteers throughout the organisation and in positions of significant responsibility
There are serious consequences to cutting volunteer engagement resources
As the slow transition back to normality take place it’s important that we learn lessons from the past. For example, perhaps cutting resource and support for volunteer engagement isn’t the quick and easy money saving solution some may think? Perhaps the knock on effects of laying off Volunteer Managers will do unforeseen harm to service delivery and income generation? Perhaps a modest increase in investment might yield better returns as new ways of working and innovative approaches are supported?
What follows are three thoughts from me about why volunteer engagement needs to be prioritised as we come out of lockdown.
1 – Interest in volunteering isn’t the same as actually doing something
On 22 March I applied to a local organisation who had an urgent need for volunteers due to Covid-19. After five weeks (!) I finally heard back from the local organisation who said they “currently had no roles” available.
Two days later I signed up online to be an NHS Volunteer responder. As this article goes live (seven weeks after I applied) I still haven’t been given anything to do as an NHS Volunteer responder.
”With online tools, it’s never been easier to disappoint large numbers of potential volunteers and, with online tools, those disappointed people can let a lot of people know just how frustrated they are with your organisation.”
Rather than having hundreds of thousands of people who are keen to volunteer, we may well find we have hundreds of thousands of people who have been put off volunteering because of such press coverage and a negative experience of trying give time and help in their community. Consequently, it may actually be harder to get people to volunteer in future. We will need to rise to that challenge. That needs a skilled volunteer engagement professional.
2 – What people expect when volunteering has changed
To be fair, people’s expectations of volunteering were changing before Covid-19, but the last few weeks has really accelerated that.
Some people who have signed up to volunteer for the Covid-19 fight have gone through speedy online application processes that see them approved and ready to go in a matter of hours. Others have organised themselves, connecting with others and making a tangible difference in their communities, thanks in part to modern technology. This experience is at odds with our sector’s more traditional, formal, bureaucratic, offline and risk-averse approach to volunteer engagement. No more will our lengthy paper-based processes cut the mustard.
We thought we had time to change to new ways of working – we don’t any longer!
If I can be approved in 24 hours to deliver prescriptions to vulnerable people based on providing a photo of my driving licence, why do I need to jump through all your bureaucratic hoops to do some admin or fundraising?
Organisations need to re-think the practicalities of volunteer engagement for life after Covid-19. Change is needed now and fast! That needs a skilled volunteer engagement professional.
3- We’ve lost key volunteers and not all of them will come back
For the last nine years I’ve been sharing how many organisations are reliant on a small, ageing core of volunteers and how that poses a risk. Like others, I have spent years highlighting the changes organisations need to make if they want to engage volunteers from outside this so-called civic core. The time to make those changes has now run out.
As both the Third Sector Research Centre and the Charities Aid foundation have discovered, some 8% of the population are responsible for 50% of the donated time. I used to ask organisations how they’d cope if half their volunteer hours disappeared in a few years time. Not any more – many organisations have lost that donated time overnight with a large proportion of that 8% stopping volunteering because they have had to self-isolate due to their age.
We mustn’t assume these older civic core volunteers will come back either. Sadly, we may lose some to Covid-19. Others may not want to risk exposure to the virus by returning to volunteering in the short-to-medium term. Some may have enjoyed no longer having the responsibilities of their volunteering and use this opportunity to retire on their own terms.
Similarly, not every sector employee will have a job to come back to. Sadly, we will lose skills we once paid for, skills will still need in order to serve our beneficiaries. Filling these skills gaps through volunteer engagement may be a necessity for some organisations. That could mean a growth in skills-based employee volunteering or more targeted recruitment of volunteers with particular experiences and competencies. However it’s done, it must be handled carefully and intelligently to ensure impact and manage issues associated with job substitution (more on this in my next article in two weeks time). That needs a skilled volunteer engagement professional.
In this article I have highlighted just three reasons why organisations must not make the old mistakes of cutting their volunteer engagement functions as they face the financial challenges of the coming months. There are, of course, many more reasons and I’d love to hear what you’d add to my list, as well as any refections you have on the points I’ve made. Please leave a comment below or via the social media post you found this article on and let’s keep the conversation going so volunteer engagement doesn’t suffer as lockdown ends.
I have thought long and hard about publishing this article but, in the end, I decided to take the Duke of Wellington’s advice, “Publish or be damned”.
From the outset I want to be clear that this piece is not about allocating blame or directing criticism towards people or institutions. We don’t have time for finger pointing right now. Instead, it’s a mix of my getting stuff me off my chest, having a rant and, in doing so, attempting to help consider the lessons to be learnt for volunteer engagement when Coronavirus / Covid-19 (C19) starts fading into memory.
Please take what follows in that spirit of reflection and learning and, if you add your thoughts with a comment, apply that same spirit to what what you contribute. Thank you.
Like all of us I’m watching the news every day with a mix of emotions.
I’m worried about my family and loved ones, including older relatives who are housebound for twelve weeks.
I’m worried for friends around the world, for their health, for their livelihoods and for some who are in awful circumstances with seriously ill loved ones in hospital who they can’t see because of C19 restrictions.
I’m worried about my business and my friends who run small businesses because our income for the foreseeable future has dried up, but the costs remain.
I’m concerned about the voluntary sector I love and how it will weather this storm.
I’m inspired by the fact that hundreds of thousands of people signed up to volunteer to support the NHS as Volunteer Responders in less than twenty-four hours.
I’m in awe of our health care workers who are battling C19 every day.
I’m full of gratitude for the key workers who are keeping our country running.
I’m hopeful that when we get out of this situation we will celebrate the people who really make our country run every day, not the celebrities, reality TV personalities and super-rich who we seem to have become obsessed with.
I look forward to the outpouring of national relief and celebration that will be felt someday (hopefully soon). I think we’re going to party like they did at the end of WW2.
I’m professionally frustrated too, at government, Volunteer Involving Organisations and Volunteer Managers (a group in which I include myself). Here’s why.
For the last ten years the UK government in Westminster has not treated the voluntary and community sector as a genuine strategic partner. The sector’s role and voice has been diminished in government policy and practice. The Compact was scrapped. The Office for Civil Society has been downgraded over and over again, as well as being pushed from pillar-to-post across different departments.
Perhaps as a result, charities seem to be at the back of the queue for C19 financial help. As I write this Government are yet to announce meaningful economic support for the voluntary sector. NCVO and others estimate charities in England will lose more than £4billion of income in the next twelve weeks. Organisations that help the most vulnerable and marginalised in society could potentially be closing their doors soon and forever.
Since 2010, local governments across England have made devastating cuts to funding and support for local volunteering infrastructure. Our network of local Volunteer Centres is smaller and weaker than it was in 2010. They do great work, many on on bare bones resources that diminish year on year. Then C19 comes along. Volunteers need mobilising and supporting in ways we never imagined. And, just when we need them most, the volunteering infrastructure to enable this isn’t fit for purpose. Struggling in ‘normal’ times it simply can’t cope with the challenges it now faces. People are doing their best but capacity is much reduced.
It didn’t have to be like this. We can’t let it be like this in future.
Volunteer Involving Organisations
For as long as I can remember CEOs, board of trustees, Executive Directors and senior managers of Volunteer Involving Organisations all around the world have paid too little attention to the strategic importance of, and need to invest in, effective volunteer engagement. Many of us have argued long and hard for this to change, with very little success.
Yes, government are currently letting the sector down in the UK. But the neglect shown towards volunteering by so many organisations over so many years needs acknowledging too. It has left us woefully under-prepared for what we now face and that’s on us, not government.
Whilst charities rightly highlight the sudden and dramatic decline in fundraising income over the last few weeks, they also fail to acknowledge that they could have taken steps long ago that might have softened this blow. With a more integrated approach to supporters, all those volunteers who have had to stop giving time because they need to self-isolate might have been open to being asked to donate money instead of time. Many of these volunteers are, of course, worried about the impact of C19 on their finances, but a strong relationship with the organisation (thanks to a well supported leader of volunteers) might well have helped. What these volunteers might have given wouldn’t fill the £4bn hole in funding, but it would be of some help. Similarly, a more integrated supporter approach would enable charities to ask their financial donors if they’d consider stepping up to fill the gaps in service left by volunteers having to step back at this time.
Instead of taking such a holistic view of all their supporters, organisations have kept them firmly in the donor and volunteer camps, where never the twain shall meet. Our siloed approach that puts the donated pound ahead of the donated hour means we aren’t able to deploy all our resources effectively at a time of great need.
In too many cases, volunteers are still seen as nice-to-have add ons, not core assets and members of the team. Here’s one illustration of this.
I ran a Twitter poll between 20 and 27 March which asked if respondents organisations included volunteer engagement in their continuity / emergency management plan. 54% of respondents said their organisation did, 16% of didn’t and 19% said their organisation does now, which suggests – however well intentioned – that the inclusion of volunteering is a C19 related afterthought.
So, whilst the 54% figure is good news, we can also imply that before all this kicked off, more than third of organisations had no mention of volunteering in their continuity / emergency management plans. I find that shocking.
At a time when we need our volunteers more than ever, many Volunteer Managers face barriers to engaging, supporting and communicating with volunteers that are created by their organisations. Now they have to work from home, these Volunteer Managers can’t easily access their volunteer data which sits in spreadsheets on computers in an office they can no longer go to. Why? Because their organisations have refused to spend just a few hundred pounds on a proper volunteer management system, one that is cloud-based and allows volunteer management to be done from home, as well as enabling volunteers to stay in touch, organise their work, update their data, undergo training etc.. It may have been a risk to have yet another IT system in place, especially when it’s only for volunteers, but that risk pales in insignificance against the risk that organisations are now struggling to mobilise, mange and safeguard their volunteers.
I’m also aware of leaders of volunteer engagement being excluded from organisational emergency planning meetings, Volunteer Managers being laid off and furloughed, and other examples of our profession being sidelined by their employers who clearly don’t grasp how important volunteer effort is right now.
The long and short of it is that too many in organisational leadership have neglected strategic volunteer engagement for too long. As a result, their organisations are weaker and less able to help the people the serve at the time they are needed most.
It didn’t have to be like this. We can’t let it be like this in future.
We may not like to acknowledge it but we Volunteer Managers have to shoulder some responsibility here as well.
For too long we’ve been too timid in making a robust argument to our organisations about why they need to take volunteering more seriously as a strategic priority and invest accordingly. Look at this article I wrote over three years ago – we had a golden opportunity and we didn’t seize it.
We haven’t been vocal enough in challenging the growing risk-avoidance culture we work in and the associated escalating bureaucracy that makes it harder for people to volunteer, not easier. If we’re honest, we’ve sometimes been complicit in adding to this bureaucracy and the barriers it creates for people wanting to volunteer.
We’ve been slow on the uptake of technology in our work. Perhaps because we have projected our anxieties about technology onto our volunteers, claiming they won’t like using tech so we don’t have to? Consequently, some of us are now scrabbling to pivot to online and virtual volunteering when we could have been doing this years ago.
That may also be why we haven’t embraced online volunteer management systems or pushed our organisations to invest in them. As a result, we can’t act fast enough when needs change, or respond in a way that meets people’s expectations. Consider my recent experience:
On 24th March I signed up to be an NHS Volunteer Responder. It took less than ten minutes on my iPhone and I received an instant email response. I was approved to get started in 30 hours.
I also applied to volunteer with a local organisation in urgent need of volunteers. On 19th March I downloaded a PDF application form that I had to fill in and email back. I didn’t hear anything until 22 March. This article was published on 3 April and, at that point, I had still heard nothing . Remember, their need was urgent.
We’ve spent too much time navel gazing about what is and isn’t volunteering. At times like this what matters is how we get help to those who need it, not what we call that help. Does it really matter if we draw a distinction between informal, unpaid community help and ‘proper’ volunteering?
We’ve failed to engage seriously and intelligently in the debates about job displacement & replacement, falling into line with the idea that volunteers must never ever do what paid staff do or did. So we’re now slow to respond in mobilising volunteers to fill the gaps left by staff who are off sick or being furloughed. We also risk being stuck in now meaningless existential debates about whether volunteers should be involved in public services when the NHS and social care system needs help like never before.
It didn’t have to be like this. We can’t let it be like this in future.
As I said at the start, this article isn’t about allocating blame, pointing fingers and criticising. It’s me (selfishly) having a good old rant and (less selfishly) trying to highlight some of the issues that C19 has revealed which we must do something about in future.
Because, if we don’t change we won’t be ready for whatever comes next, whether that’s a more mundane day-to-day reality or another pandemic, disaster or significant societal change.
Because, if we don’t change, we will have squandered a major opportunity to do better, to be better.
”The purpose of the survey was to gather some basic data that might help organisations that involve volunteers to make better-informed decisions when choosing software, and to help software designers to understand the needs of those organisations. We also wanted to get a sense of what organisations were thinking about volunteer management software.”
As our work confirmed, the answer to the question ‘What is the best volunteer management software?’ isn’t an easy one.
”If we were building something from scratch, how would it look and feel? What would it accomplish for us? How would it make our lives easier, not more challenging? How could it help us save time?”
The list of requirements that VolunteerPro crowdsourced from their members illustrates a problem. There is no magical software unicorn that can do everything that the globally diverse community of volunteer engagement professionals wants.
As Jayne and I said in 2012:
“…how organisations involve volunteers, what information they need about those volunteers, and what kinds of activities those volunteers do varies hugely among organisations. Also, different people like different features; a software loved by one organisation may be loathed by another.”
And as Tobi says in her article:
”…no software platform, whatever its purpose, is perfect”
Tobi’s article did, however, prompt three thoughts about the subject of volunteer management software that I think are important to consider.
First, leaders of volunteer engagement are frustrated at data entry. I get this. Nobody likes to have to sit there and plug data into any system. But even if we could have all the fancy software features people want to see, the value of those features would only be as good as the data inputted. So, rather than being a frustration to avoid, perhaps data entry should be seen as a top priority?
So, as VolunteerPro say, we should look at automation of data entry – I love the suggested idea that when a volunteer arrives on-site, their phone reminds them to start and stop logging their hours – or even does it for them! But let’s also remember that, as volunteer engagement professionals, we should be able to find support for data entry from volunteers rather than have to do it all ourselves. Odd as it may seem, there are people out there that love data entry, so let’s go find them and get them to volunteer.
Second, the list people came up with for VolunteerPro is very ‘now’ oriented: email and text (SMS) communications; integration with existing donor software etc.; live chat support; an online volunteer community forum etc.. I understand why that is – we are busy with the now, delivering for our volunteers so they can deliver for our clients. But the world is changing around us and what we need now isn’t necessarily what we will need in five, ten or twenty years time.
Where is the forward thinking about what volunteer management software might need to do for us? For example:
Being able to observe the data on where volunteers are as they work out in the community (handy for health and safety / lone working monitoring etc.)
Integrating AI / machine learning into recruitment and screening of potential volunteers
Application of bots in managing ongoing communications with volunteers, especially around frequently asked questions
Automated expense submission, process logging and electronic payment
Delivery and monitoring of induction training via video
Good software providers will be doing this future-focused thinking already. If we want their products to help our profession, then leaders of volunteer engagement need to be a part of those conversations now.
Third, and finally, I was surprised to see so many suggestions for volunteers to be given more control over their data. For example, updating profiles, logging hours, submitting impact reporting data, managing shift allocations. All of these are great ideas and some volunteer engagement software has these functions already. But I always hear Volunteer Managers saying that their volunteers won’t use it because it’s too much hassle or the volunteers are too old or too young or…insert alternative excuse here!
Maybe things are changing. Maybe the growing demands of volunteers to be in control of their volunteering are finally getting through. Maybe our tendency to project our own IT anxieties onto our volunteers is finally reducing. Whatever the reason, it’s an encouraging sign that more leaders of volunteer engagement are awakening to the potential of giving volunteers control.
What do you think? Have you got thoughts and ideas about the future of volunteer management software? Leave a comment below or on social media where you’ve seen this article posted.
Late last year I wrote my final article for Third Sector magazine online. I think the issues I talked about are so important for leaders of volunteer engagement that I want to give the article a wider audience here on my blog.
For those that don’t know, Third Sector is one of the main nonprofit magazines in the UK. I have written for them every month since 2011 – until December 2019.
Sadly, following their recent review and restructure of the publication, regular opinion pieces are being scaled back, including mine. I may still do occasional pieces for them, but the regular opportunity I had to speak to the wider sector about volunteering issues – what was once dubbed (not by me!) ‘the voice of volunteering’ – is no more.
Whilst I always shared my Third Sector articles via my website and social media channels, in recent years the online magazine moved behind a paywall so not everyone could access the content. This was a problem when I had something to say that I think people – especially those outside the volunteer management community – really needed to hear. My last article in December 2019 was one of those, so here it is in full (slightly edited to make it better!) and freely available to all who care to read it.
The 2019 word of the year was “climate strike”. I know, it’s two words! Don’t blame me, blame Collins Dictionary. If they wanted one word though, perhaps it should have been “volunteer”.
And the great thing is that Greta and the XR activists are all volunteers.
Of course, that’s not how the media have reported it. It’s not the language the government have used. It’s not how society sees them. XR volunteer activists are disrupting, creating change, challenging the status quo. To most people, that’s not what volunteers do. Volunteers make tea. Volunteers staff charity shops. Volunteers don’t rock the boat. Volunteers don’t cause trouble. Volunteers don’t march down streets waving placards.
And we are perhaps no better. Volunteer Managers and Volunteer Involving Organisations, safe in our nice cosy sector bubble, are largely ignoring this explosion of volunteer effort and impact. We don’t talk about XR as volunteers. We don’t reach out to learn from them. We don’t celebrate their volunteering and it’s impact. We’re too busy worrying about: recruitment and retention rates; how we will staff those regular, long-term volunteers roles; planning next year’s Volunteers’ Week events; and whether anyone will come to the volunteer Christmas party.
The world is changing around us – and fast. In the modern world people don’t need our organisations and precious sector institutions if they want to tackle the issues they are passionate about. Social media, the internet and mobile technology are enabling people to self-organise and have a real impact on the things that matter to them. They don’t need long winded application forms, two references, health and safety training, risk assessments and regular supervision meetings. They don’t need paid staff to manage them or strategy away days to direct them. They just get on with making change happen, seeking to address the root causes of society’s problems rather than tinkering with the symptoms.
These individuals and their new movements are moving faster than the traditional voluntary and community sector is. They are catching the public’s attention better than we are. And volunteers are at the core of that.
Are volunteers truly at the core of your organisation? In many cases, if we’re honest, the answer to that question is no. They may be more numerous than paid staff but they aren’t at the heart of fulfilling your mission. They do nice but non-essential things, leaving the real work to paid staff.
As 2019 draws to a close we in our sector bubble are perhaps falling further behind. The way we think about, talk about and organise volunteering risks becoming more and more irrelevant to people.
Will 2020 be another year we become even more out of touch and irrelevant? I hope not, but much needs to change if we are to find ourselves in a better place in a year’s time.
It’s time for action.
If you would like help thinking through the implications of this article for your volunteer engagement practice then please get in touch. Rob Jackson Consulting Ltd is all about engaging and inspiring people to bring about change – we’d love to help.
As the sun sets on 2019 I am in reflective mood, turning my thoughts back to the last twelve months as I prepare for the Christmas break.
In some respects, 2019 has been in tough year.
In February we lost one of the leaders in our field, Susan J Ellis.
Volunteer engagement professionals around the world lost an advocate and a friend, someone who was as fearless in her evangelism for what we do as she was in challenging us to grow and move forward.
Susan was also my mentor and my friend for more than twenty years. With her death I lost someone who was incredibly important to me.
Then, just a few weeks after Susan’s death, my mum died. Mum had been taken into hospital with suspected jaundice just after Valentine’s Day. It turned out to be cancer. She lasted just eight weeks before the disease took her. It was – and still is – a massive shock to me and my family.
Losing two people who shaped my life up until now – albeit in different ways – was a real kick in the guts. Needless to say that by late April I was ready for 2019 to be over!
This year has also had its challenges on the work front. If you ever thought the life of a consultant was one that led to riches, let me tell you now that you are very wrong! Hearing of my work trips to other countries may sound like I lead a glamorous life (and I am certainly very fortunate for), but the current climate for business means I’m squeezing the financial margins all the time. International work is simply a necessity when work at home is scarce.
Some of the recent challenges in the UK are:
The legacy of the years austerity and resulting tight budgets for things like training and development
Uncertainty and nervousness caused by Brexit
The low strategic priority many organisations give to volunteering, which means the idea of engaging a consultant to develop volunteer engagement is off many people’s radar
The sometimes extremely long decision making timeframes organisations go through when they do want help – the record so far is about eighteen months from enquiry to delivery!
Of course we all have challenges and I’m not looking for sympathy or a pity party. I’m simply being honest about the challenges of what I do as I look back on the year that’s gone.
Of course it hasn’t all been doom and gloom, far from it. Running a one-person volunteer management training and consultancy business for more than eight years has been a rollercoaster ride with many more ups than downs.
Whilst 2019 was the first time in five years that I didn’t visit my beloved Australia, I did go to Canada twice and the USA three times (albeit briefly – two visits to the States were barely forty-eight hours long!). It was an immense privilege to:
Co-present the opening volunteer engagement plenary and run workshops at the Points of Light conference in St Paul, Minnesota
Deliver the opening keynote address to the Volunteer Management Professionals of Canada / PAVRO conference in Ottawa
Work with an amazing team at this years “The Future is Now: Tech trends” hybrid conference, broadcast from Hamilton, Ontario
Make my first visit to South Dakota to present at a state-wide volunteer management conference in Sioux Falls
Work with the wonderful people at the Minnesota Historical Society again
Deliver workshops in Ontario for some fantastic clients (I just missed filming of The Handmaids Tale outside the training venue by a few hours!)
Whilst it always sounds like the majority of my time is spent overseas, the reality is that I mainly work in the UK. I’ve had some wonderful clients this year and met some amazing people doing excellent volunteer engagement work. I’ve been to Scotland and Northern Ireland (hint hint Wales!) and all across England. What I see and hear from the volunteer managers I meet is inspiring and invigorating, giving me huge pride to be a part of this amazing profession.
To all of my clients a huge thank you for hiring me in 2019. I hope you’ll have me back in 2020 (hint hint)!
To everyone I have met, trained and spoken with, thank you for your time, energy and commitment. I look forward to seeing what you achieve next year.
To anyone I didn’t work with in 2019, well bookings are open now for 2020 so get in touch and let’s make it happen!
Finally, this will be my last article of 2019 with the next one going live on 10 January 2020. Thank you to all of you have have visited my blog and read the articles I have published over the last twelve months. Your continued support is both humbling and very much appreciated.
I wish you all a restful and enjoyable holiday and look forward to engaging with you throughout 2020.
Around this time last year I took the opportunity to reflect on why I do what I do every day. Now, a year on, I want to take a slightly different approach.
In April 2020 it will be nine years since I sat down at my desk for the first time as an independent consultant, event speaker, trainer and writer. A lot of water has passed under the bridge since then but the core values behind my business, Rob Jackson Consulting Ltd, remain the same. Shortly after the company launched, I wrote a piece on my old blog site explaining those values and I want to revisit that because the principles I signed myself up to back then still hold true today.
So, here is that 2011 article. It has been edited slightly to tidy it up – I think I have become a better writer in the last nine years and can’t help but make some changes! (NB. a link to the original version is at the end of this article).
Organisational values. Rarely have I encountered a topic in my career that has provoked so much scepticism. From those who are totally against corporate values to those who just think its is all hot air and no action, it’s unusual to come across anyone who thrills to the idea of discussing values.
A former boss of mine talked about people, not companies, having values. People, he argued, are all individuals and have differing values. Companies cannot force their values onto people, so there is always going to be some tension between people living their personal values and abiding by corporate values. The conclusion, therefore, was that talk of corporate values is pointless.
On the other hand, one charity I know restructured and, rather than deciding which skills and competencies they wanted and redeploying and recruiting staff accordingly, they decided to focus on values. The recruitment process was focused on exploring individual employees’ congruence with the charity’s values. Those with the strongest fit stayed. Those with the weakest fit were first in line for redundancy. They firmly believe this has given them a more committed staff base to build on for the future.
One of the nice things about being your own boss is that your corporate values are your personal values. There should be no conflict between the way the firm goes about its business and the way the owner behaves. That’s why I want to use this article to explain the six values of Rob Jackson Consulting Ltd, or as I put it on the website, what I believe about the way I go about the work of engaging and inspiring people to bring about change.
1 – Honesty
This is a non-negotiable for me. It is an absolutely fundamental value. That’s why it is first in the list.
I will always be honest in my dealing with clients and potential clients.
I will not sell you a service if I don’t think you need it.
I will not commit to doing a piece of work if I don’t think I can do it (either because of availability or fit with my skills).
I will be honest and upfront about how I can help and what it will cost you.
I will also be honest in what I say and write about the volunteering movement. In my view there aren’t enough people speaking up and speaking out about volunteering issues. I want to help fill that void with honest views, opinions and advice. That’s what I hope this blog will increasingly be used for.
This is a critical time for the volunteering movement in the UK and I hope in some small way that I can honestly and helpfully speak and write about the issues we face.
2 – Passion
It say’s on the company website:
“At Rob Jackson Consulting Ltd we are passionate about the potential of people, about their potential to effect change and make the world a better place.”
In fact passion is a word that I keep hearing when people talk about how I go about my work. I am happy about that because, for me, being in the volunteering movement isn’t just a job, it is a vocation.
I am passionate about volunteering, about what I do, about how I do it and about the difference it makes. I want to bring that passion, that enthusiasm to my work with clients. I want others to share that passion and enthusiasm. I want volunteers to feel even more passionate and enthusiastic about their work and the difference it makes. I want paid staff to feel even more passionate about what they do and the challenges & opportunities they face.
It is this passion about the potential of people that is at the core of my vision for the business to engage and inspire people to bring about change.
3 – Fun
According to a survey I once read, the average person spends 99,117hrs at work during their life. That’s about eleven years! I don’t know about you but I don’t want those eleven years to be devoid of any enjoyment.
That’s why I want to bring a sense of fun to my work. Yes, what my clients and I do is serious and we take it seriously. But let’s also get serious about having fun.
In early years education children learn through play, through having fun. Who says this has to stop when you’re a child? In my experience people learn more if they are having fun learning. I know I do.
So I want to enjoy my work and have fun doing it and I want that to be your experience of working with me too.
4 – Integrity
There is a great book on leadership called ‘The Leadership Challenge’, by James Kouzes and Barry Posner. In it they argue that a critical ingredient to effective leadership is integrity – living out your values.
That’s why I wanted to blog about them here, so I can be open about them and let people judge for themselves if I live them in my work.
Kouzes and Posner sum integrity up in a chapter on leaders modelling the way as DWYSYWD – Do What You Say You Will Do.
That’s my goal – please tell me if I get it right (or wrong!).
5 – Value
In the past I’ve had the pleasure of being involved in shaping the content for conferences. One of the things that delegates had always fed back about previous events was the price – it was, in their view too, high.
From the view of the organisation I was working with, the price was the minimum they could offer as it allowed them to break even, just. So we took a different approach. We increased the price just enough to cover inflationary rises to our costs but re-focused the content so that is gave really good value to the delegates. After the next event we got very few comments about the price, but lots about how valuable the conference had been.
Value refers to the perception of benefits received for what someone must give up, in this case the price. Where the organisation in question had gone wrong in the past was in focusing solely on the price (keeping it as low as possible without making a loss because they thought this is what got people to book places) rather than on the value of what people were paying for.
That is an important point I am taking into my new business.
I have to charge a fee for what I do. This is my livelihood now. This is how I pay my mortgage and feed my family. That’s why there is a price for what I do.
But if you hire me I hope you don’t feel like you get a service that simply costs money (price). Instead, I hope you feel like you get a service of real value, a service that is built on many years of experience and that is dedicated to bringing you benefits that will help you achieve your goals.
6 – Effectiveness
Someone wisely said that efficiency is doing this well but effectiveness is doing the right things well.
There isn’t much to add really, it speaks for itself and that’s how I want to help my clients – focus on doing the right things well.
I’d love to hear from you in response.
Have you worked with Rob Jackson Consulting Ltd over the last nine years? Do you think we lived out our values? How? And if not, why not?
What values are important to you in your work? Why?
Please leave a comment below so we can explore this topic further together.
Earlier this autumn, the BBC aired a show called The Big Hospital Experiment. In my view it should be essential watching for anyone leading volunteer engagement in any setting, especially healthcare.
The programme followed fourteen young people giving their time for four weeks as clinical volunteers on wards at the Royal Derby Hospital in England. The hospital has a long history of volunteer involvement but this was something new, volunteers undertaking clinical tasks alongside nursing staff and doctors in challenging departments like Accident and Emergency (A&E), Cancer, Renal, Paediatrics and the like.
The volunteers undertook a range of tasks, from monitoring patient’s blood pressure to feeding to intimate care (washing and toileting) to simply sitting and having a cup of tea with patients and their families. The roles were part of a pilot designed to assess if clinical volunteers could work effectively alongside medical staff too improve patient care and increase the capacity of medical professionals to do what their specialist training required them to focus on.
It is important to note that the show made no judgement about whether placing volunteers in these roles was ethically good or bad, both in regard to the responsibilities placed on the volunteers but also whether such roles should be undertaken by paid staff, not volunteers.
Almost all the young people were new to this kind of work. Little was said about the recruitment and selection process (were they chosen because they ere the best for the roles or because the producers though they’d make for good TV?) but we did get to see all fourteen of them doing two weeks of training before their first placement. They were also closely supervised throughout the pilot by ward sisters, the senior nurse who trained them, and executive nursing staff motioning the efficacy of the pilot.
Here are my reflections on the four episodes.
It’s fair to say that nursing staff were cautious about the pilot, fearing that too much time would be taken up managing the volunteers, detracting from patient care. This wasn’t helped when cancer ward volunteer Will requested a different break schedule for his shifts so he could have more frequent cigarette breaks.
Very quickly, however, the nursing staff discovered that by investing some time in the volunteers they developed engaged, committed and productive people who were keen and able to help in meaningful ways. This demonstrates that if we get the right people in the right volunteer roles, train them properly, support, trust and encourage them to do a good job, they invariably will.
This episode focused on the emotional impact of the work on the volunteers. What wasn’t really acknowledged was that everyone experiences challenges adjusting to the emotions faced in a hospital setting. On day one you have the same lack of experience and strategies for coping, whether you are a nurse, doctor or volunteer.
Similarly, how everyone copes when they do get onto a ward is different. For example:
Will (he of the cigarette breaks) came face-to-face with the reality of death as he cared for a patient. After initially struggling he persevered and adapted.
In comparison, Erik, who had led a sheltered and spoilt life before the programme, struggled more with his role. He made excuses for not turning up one morning because he couldn’t face being with the patients. He arrived four hours late for his shift, leaving the ward short-handed.
Finally, Aleshpa was placed on the children’s ward with a boy called Blake. She stayed two hours after her shift ended to check on the results of Blake’s MRI, such was her concern for him. So much for volunteers being unreliable!
On the Head and Neck ward the lead sister had already made her mind up about the clinical volunteers – the experiment was extended into subsequent weeks after what she judged as strong early success.
Fittingly there were three key points for me:
Patients and the families can respond differently (in a good way) when they engage with a volunteer rather than a paid nurse or doctor. This unsalaried credibility was a real asset for the wards involving volunteers.
The senior executive nurse noted the importance of placing people into the right roles. Piotr had excelled in A&E but struggled with the increased interpersonal engagement with patients on another ward. Finn had struggled on the cancer ward but was very effective when placed on a ward treating older people.
After Charlotte experienced three patient deaths during one shift on the renal ward I thought about how few of us are exposed to such experiences at such a young age. I’m pretty confident few of the nursing staff would have had such experiences at Charlotte’s age. So, yet again, a person’s ability to cope in roles such as those given to the volunteers is not down to their pay grade. It’s related to their competence, confidence and temperament, all of which can be screened for during recruitment and addressed in training.
The final episode focused (in part) on how different volunteers responded to more challenging patients.
Mark had been admitted to A&E having been found unconscious in the town centre. He was homeless, an alcoholic and had taken an overdose. One volunteer was immediately compassionate towards Mark, whilst another privately remarked that people like him should take personal responsibility and sort themselves out. After spending more time with Mark, the latter volunteer’s views softened as their understanding and empathy for the patient grew.
The point was also repeated that patients can respond differently to volunteers than paid staff. Eric, a patient who has been bed bound during his hospital stay, got out of bed for the first time thanks to the efforts of two volunteers. None of the paid staff had managed this with Eric. The success of the volunteers was attributed by the nursing staff to the strength of the relationship the volunteers had with Eric because of the time they’d spent with him.
As the episode concluded we learnt that the hospital senior management had judged the pilot a success and were rolling it out on a permanent basis across the hospital. Furthermore, two of the volunteers, Piotr and Michael, had decided to join the NHS, as a nurse and paramedics respectively.
As I said at the start The Big Hospital Experiment is must watch TV for anyone working in volunteer engagement. It would help challenge the prejudices and stereotypes some paid staff hold about the competence and reliability of volunteers. Also, when was the last time a programme about volunteering and volunteer management got a four-part prime time series on the BBC?! To not watch it would be a missed opportunity.
Did you watch the show?
What did you think?
Leave a comment below – I’d love to read your thoughts and reflections.
I’m sat writing this article on 11 June 2019. My weather app tells me it feels like six degrees celsius outside (42.8F). It’s pouring with rain and blowing a howling gale.
On British summer days like this I wish there was an element of truth when I say to people “If I had £1 for every time I’ve heard someone ask if we should call volunteering something different…”. If it were true then, after 25 years in volunteer management, my view wouldn’t be of rainy England but something like this…
Yes, we’re still we having the same old debate. If we called volunteering something else wouldn’t it make it more attractive to non-volunteers? Wouldn’t it sound cooler and sexier, like GamesMakers did at the 2012 Olympics?
“…distinct from work experience and volunteering. It is about creating lasting social change on big issues that matter to young people and their communities. It can be used to address inequalities, challenge racism, and improve women’s rights.”
Calling volunteering something different doesn’t solve a problem, it creates new ones. Every time we come up with a different term for volunteering we have to spend time, effort and energy explaining what it is so people understand it.
Look at what the report mentioned above found:
“Social action was a familiar term to 75% of young people, but only half were able to define it”.
“In other words, whilst they may of heard of it (social action), half of young people don’t know what it is. If we are going to have to work hard educating people, why not do so with a term that probably has higher recognition but a bit of an image problem (i.e. volunteering)?”
What then is holding us back from rebranding volunteering as an alternative to inventing new words for it?
I think part of the problem is that organisations can have a very traditional, almost purist, approach to what is and isn’t volunteering. This then reinforces a traditional, outdated view of volunteering which isn’t attractive to people. For example, if valid volunteering requires a regular, long-term commitment to low level tasks then count me out. I want something more dynamic, flexible and meaningful that I can dip in and out of.
”Managers must avoid reinforcing stereotypes and spurious distinctions about volunteers, and agree to work with, support and strategically position people who fall “outside” the realm of the limited idea of the “true” or “real” volunteer.”
That’s why I have always loved the late Ivan Scheier’s definition of volunteering – doing more than you have to, because you want to, for a cause you consider to be good. It’s a personal definition. It implies organisations should start with what people want to do, the passions and experience they want to bring. It means creating roles with them that both meet our needs and fit with their availabilities and interests. It means a volunteering experience they enjoy, they find fulfilling and rewarding, and that doesn’t conform to the stereotype of old fashioned models of giving time.
“Language is incredibly important. It enables us to shape our thoughts and ideas, give voice to our emotion and shape identities.”
John was talking about the need to keep debating what volunteering is because society is always changing and so, therefore, is volunteering. But John always came back to and used the term ‘volunteering’. He didn’t go down the linguistic equivalent of the emperors new clothes, with terms like social action. We mustn’t either.
We have to reclaim and re-brand the word ‘volunteering’ so that its essence isn’t lost or diluted as others try to give it new names.
That’s why I run a workshop called ‘The Philosophy of Volunteering’. It gives people space to think hard about their fundamental beliefs on volunteering and what that means for their practice as leaders of volunteer engagement.
Sadly, ‘The Philosophy of Volunteering’ is one of the sessions I am asked to do least. What a shame! It’s exactly the kind of session we need to ensure we resist clinging to an outdated, purist doctrine of volunteering in a fast changing world. It’s exactly the kind of session we need to help us inject new vitality and energy into the v-word.
Whilst it would be nice to get booked to run my philosophy workshop more often (hint hint!) there are other steps we can take to ensure the word volunteering remains relevant and important. Here are just two ideas:
When you hear another word for volunteering being used (e.g. social action, community action, time giving, pro bono etc.) ask why the v-word isn’t being used. Challenge any spurious distinctions being used to justify not calling something volunteering.
Keep abreast of how society is changing and what that means for volunteering. Years ago people giving short term commitments weren’t seen as valid volunteers, that status was reserved for the long-term, high commitment people. Those times have changed (thank goodness). How might today’s orthodoxies need to shift for the future?
What else would you add? What do you think about the use of v-word?
Leave a comment below, I’d love to hear what you think.