Does the Volunteer Program Have No Clothes?
Nick Senzee in his posting “Is there a volunteer problem?” intends to take the private, internal conversations we’re having in our individual association to a public conversation on how to change the volunteer model we in associations are saddled with at this time.
We know from the Decision To Volunteer (and if we’re honest from our own trends in volunteerism) that the model is indeed changing. It’s not that members don’t want to volunteer. The research underscored that volunteers are motivated to help associations accomplish change for the greater good and in doing so feed their own professional development. What is changing is how they volunteer and what they need to volunteer. That’s what’s behind the struggle for associations. We’re expecting volunteers to do the same jobs and carry the same loads with the same support and training that we’ve given them for the past 30 years. I think Decision to Volunteer is our version of the story of Emperor’s New Clothes.
You see, I would argue that the emperor (association) isn’t wearing any clothes in that the vast majority of associations don’t have established, formal volunteer management programs. We haven’t spent the time or focus as have our c3 cousins (charitable, service organizations) on assembling volunteer management programs that have robust recruitment, activation, training, evaluation and recognition programs. It may be because our c3 cousins recruit volunteers that become members while we’re focused on selling memberships and then suggesting members can get more from their membership by volunteering.
Also, did you notice that associations focus on just one small group of our volunteers: the leaders? These are the volunteers who form our committees and governance boards. For them we hold leadership conferences, listservs, webinars, conference calls and the like. But, they only represent about 18% of our national leaders and 23% of our local leaders according to Decision To Volunteer. Meanwhile, 60% of our volunteers are episodic and fall below the radar in many ways.
Before we complain about our volunteers, shouldn’t we first dress up the emperor? How can we reach out to all of our volunteers, not just volunteer leaders? What would a volunteer management system for episodic volunteers involve? How would it be different than what most associations do today? Who’s been to the tailor?
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Comments
This is so clear to me. I asked recently if we make an effort to track members who volunteer, but are not selected for any committees. Apparently not. And we wonder why we have trouble scaring up new volunteers.
Though we have a committee appointment system that is largely the domain of the president, it was for year apparently steered by a handful of well-connected staff. That system has mostly gone away, but nothing overt has replaced it. Our recent house of delegates was filled with bald white heads. Three things are wrong with that picture, at least. I want to throw open the doors on the committee I manage, but I'm having trouble getting the committee to even discuss things by e-mail between quarterly meetings.
I wish we could formalize the volunteer management process - that's a great idea to carry forward.
Posted by: Betsy Boyd-Flynn | November 18, 2008 2:00 PM
If the way we manage volunteers was evaluated through the lens of how HR manages paid staff, the rankings generally would be dismal despite the fact that volunteers outnumber staff significantly in most every association. It's really unfortunate that we don't do a better job on providing a higher quality experience for everyone who contributes to the success of our organizations and not just the top tiers of individuals serving in significant leadership positions. It's a real opportunity area where lots of low hanging fruit exists.
Posted by: Jeffrey Cufaude | November 19, 2008 5:47 AM
Are changes needed? Yes. Part of the challenge is the "leader as only valuable player" is ingrained in the culture of many associations.
For example, chapters which have member of the year programs usually celebrate the leaders who have thrown their lives most out of balance for the good of the chapter.
Message to those who want to do less - you are not valued here.
In fact, with these awards, martyr leaders may be encouraged to NOT involve other volunteers in their efforts because they get demerits towards the big award. "She had volunteers help her all year. That's nothing compared to George who did it all himself."
Makes for an interesting paradox to address when wanting to boost episodic volunteers.
Posted by: Cynthia D'Amour | November 19, 2008 6:31 AM
I actually write something similar to this on my blog yesterday - http://futureassociationexec.blogspot.com/2008/11/volunteer-experience.html. I don't necessarily agree with Nick that we have a "volunteer problem" but rather a volunteer management problem. We need to do a better job managing our volunteers in order for us to have the best associations.
Posted by: Bruce Hammond | November 20, 2008 8:50 PM
Cynthia, great point and it goes further in that we're often setting up rewards and recognitions for the wrong things. One of the chapters I managed recently got an "annual award" and they are really struggling in many areas but always meet "deadlines." So the question is, if we reward the wrong thing, are we perpetuating mediocracy?
Posted by: Peggy Hoffman | November 21, 2008 11:42 AM
Just adding my voice to the chorus of "more leadership development is necessary" here. Things really are changing and the expectations on how we communicate and develop our association programs are a moving target.
One thing we know for sure is that members aren't willing to cut organizations much slack for losing the opportunity to reach them. That is to say, a member of my organization should expect me to respond to any indication he or she shows in volunteering.
With better technology and communication in a matter of a few clicks, associations are being asked to be organized, helpful, and friendly...as quickly as possible. Can we do it? Yes...but the time it requires to "get there" will be different for our individual organizations.
(Note: Peggy, I was reading this article from my RSS feeder and just knew you were the one who wrote it!)
Posted by: KiKi L'Italien | November 21, 2008 12:47 PM
When I worked on association staffs, I treated every member as a potential board member. That's because you never know who will rise up in leadership in 2 to 5 years, so I developed a broader lens early in my career.
Even though most members don't rise to Board level service, treating them as potential leaders identifies, encourages, and promotes service and loyalty to the organization.
Tracking volunteers at all levels is necessary no matter how you decide to do it. I used to simply keep a notebook by the phone and take copious notes during conversations; when a volunteer opportunity arose, I knew exactly who to call.
Whether you use a computer or paper, what's most important is consistent tracking over time.
Posted by: Cecilia Sepp | December 2, 2008 5:37 PM