Coordinating a Volunteer Workforce

If the number of volunteers is small, it may be possible to incorporate them into the organization without a separate manager. If, however, you require a large or growing volunteer workforce, you will benefit from hiring a volunteer manager. This manager should be responsible for developing a program for volunteers, and determining with other managers how the volunteer program will intersect with the rest of the business. The volunteer manager then recruits, screens, and develops orientation and training programs for the volunteers. This manager must also support their integration into the organization. While not mandatory, consider offering your volunteers some of the same perks or benefits that full-time employees enjoy.

Before pursuing dismissal, consider whether the volunteer has been assigned to the wrong role, or if other factors might be contributing to poor performance. If so, a move to another part of the organization may resolve the problem. Otherwise you may need to initiate a formal termination process. While there is no legal obligation, it is wise to have a process that reflects the same care and consideration given paid employees in this situation. Progressive steps might include:

• a review meeting to discuss areas that need improvement. Offer support or training if necessary, and agree on goals and key performance indicators;
• a verbal warning, supplying supportive documentary evidence, if appropriate;
• an official written warning referring to the reasons for the action;
• a follow-up meeting to appraise the situation and give any further support necessary;
• a formal letter of dismissal.

People volunteer their time, skills, and services for a number of different reasons. Volunteers may be exploring new career horizons, or they may be committed to a particular purpose or cause. They may possess political ambitions, seek personal or professional development, or simply be filling time between jobs to keep their skills fresh. Whatever drives a volunteer, the job of their manager is to harness this motivation and leverage it most effectively.

A good volunteer is prepared to adopt the corporate vision and adhere to the systems and processes embedded in the organization. When this is not the case, volunteers can actually be more trouble than they are worth. Because volunteers give their time and effort freely, some may feel entitled to offer unsolicited opinions or business advice. This can make managing them a challenge. In order to achieve a productive fit within the organization, volunteers must be trained, coached, and supported.

Note that in many organizations volunteers are not necessarily held accountable for their actions—that responsibility typically rests with their manager. Because of this, it may be necessary to draw boundaries around the tasks they are assigned.

The relationship between volunteers and full-time staff can be delicate. Ostensibly, both groups have the organization's goals and objectives at heart, yet the contractual arrangement that defines their roles is quite different. Sometimes the enthusiasm of a volunteer can outweigh that of a full-time employee—the volunteer may question the employee's motivation, leading to conflict. Or, employees may feel irritated by a volunteer's naïve or superficial view of the organization. Conflict situations such as these can be mitigated by holding a meeting to encourage each side to see the other's point of view and to work cooperatively.

Volunteers come to organizations with a variety of experiences, talents, and areas of interest. To best uncover and leverage these to your organization's advantage, interview or otherwise screen volunteer candidates before placing them. This will ensure a rewarding, productive, and lasting relationship. Consider assigning a coach or mentor to help orient and settle a new volunteer.

The management of volunteers requires a range of skills—from human resource management and finance, to training and administration. Training in recruiting and building a successful volunteer workforce is available, but one of the most effective ways to prepare is to speak with an experienced volunteer manager. Hearing first-hand about details and responsibilities of the job, as well as real-world successes and failures, can be extremely helpful. Consider pursuing a mentoring relationship with this person.

Managing a volunteer workforce may require working outside normal business hours to accommodate your volunteers' schedule. If this is the case, discipline yourself and manage your time carefully.

As a volunteer manager, consider the following best practices:

• Write a volunteer policy that outlines the organization's commitment to volunteers. Include your rationale for using volunteers, your recruitment policy, available training and support, and an equal opportunity statement.
• Let volunteers know what they are getting into. This may mean bringing them in for a trial period to shadow other volunteers or paid employees. If that is not possible, arrange for them to have a telephone conversation with an experienced volunteer or employee before they start.
• Outline roles and expectations, just as you would if you were recruiting paid employees into the business.
• Establish a volunteer coaching or mentoring program to help volunteers learn about organizational policies, procedures, and customs.
• Make sure your volunteers understand and adhere to the organization's health and safety policies.
• Communicate a clear policy on expenses. Volunteers should not be paying to do the job.
• See that volunteers understand the limits of their autonomy.
• Develop a written policy regarding the personal and professional development of volunteers. Many volunteers hope to leverage their volunteer experience into other (perhaps paid) situations, and your organization's commitment to their development is a bonus.
• Ensure that paid employees who will be working with volunteers know the parameters of the volunteer program, as well as their role in it.
• Get to know the volunteers, and make them feel valued. Consider team meetings and other team-building exercises that help them to get to know each other, and include a show of appreciation or other celebration of their efforts.

Like employees, your volunteers want to know how your organization is performing. Any news—good or bad—will be of interest to them. If there is no existing channel of communication for volunteers (a newsletter, for example), find a way of keeping them informed. Enthused volunteers can become your most convincing champions—the more informed and positive they are, the better.

Some organizations include a volunteer on management committees. In this way, volunteers' views and ideas are heard at senior management level, and can effect positive change. Stay close to this network to avoid surprises and gain a valuable alternative perspective.

A volunteer policy can prevent problems by making expectations and procedures explicitly clear. Don't underestimate the utility of a formalized policy.

Many organizations forget that the line between volunteers and staff can be problematic. Employees may resent their "territory" being invaded; they will object if they feel that desirable parts of their job have been reassigned to a volunteer. Spend time communicating your approach and volunteer policy to your paid staff.

Sometimes full-time staff assert a lack of time to deal with volunteers. Although this can be true, it may mask a different concern, such as a fear that their job will be reassigned to a volunteer. If this is the case, organize a forum in which these issues can be discussed and addressed directly.

Remember that volunteers are motivated by their values and beliefs. You can leverage these powerful motivators to constructively direct volunteers' energy. Make sure you take time to understand these values, and use this knowledge to build your relationship and assign volunteers appropriate jobs.

Energize, Inc.: www.energizeinc.com

Service Leader—Virtual Volunteering: www.serviceleader.org/new/virtual