Module 2: A Team Approach to Volunteer Management

 What?

Campbell and Ellis (2004) suggest how volunteer administrators should structure their management team from within the organization.  Included in these recommendations are experienced volunteers, secretaries, receptionists, maintenance staff, public relations, human resources, top administrators, and program staff.  There is no need for one person to reinvent the wheel when there are other departments already preforming similar tasks.  A team approach to managing the volunteer program allows the organization the opportunity to tailor their program needs to individual volunteers. 

 

So What?

Volunteer administration is tasked with cultivating an organizational culture to ensure volunteers thrive within their organizations.  Given the potential for a rather large group, Campbell and Ellis (2004) concede this is a daunting task for one individual who may have other job requirements outside the volunteer program.  By involving additional members to the team, administrators can properly delegate tasks to best ensure necessary and accurate time and resources are utilized in all aspects of program development.  Having the support of top administrators within the organization exemplifies how all staff should view and participate in the volunteer program.  By utilizing other departments, recruiting, training, reviewing, motivating, recognizing, and even progression of volunteers and their journey within the organization is simplified by modeling and adapting programs already established for paid staff.  Adding an emphasis on volunteer feedback cultivates a feeling of inclusion within the organization’s mission. By thinking creatively regarding the resources already at their disposal, volunteer administrators can promote an exceptional and supportive culture for staff and volunteers alike.  In her article What Would the Perfect Volunteer-Involving Organization Look Like?, Ellis (2012) expresses that recognition of untapped potential of varied skills provided by volunteers allows the organization to provide a better product or service.  Through a flurry of activity involving support from top administrators to front line staff, she describes a welcoming and nourishing environment is apparent to any volunteer coming through the door.  Such a positive organizational climate leads to higher retention rates and superior service from and within the organization.

 

Now What?

            At present, I am not in a volunteer management position, but now, despite this, I realize the importance of my supporting role.  Keeping in mind the steps suggested in 5 Ways Your Nonprofit Can Create Coveted Volunteer Roles (Samuelson, 2015), I hope to have a positive influence on our organizational culture.  Currently, I can suggest volunteer job descriptions based on the daily needs of our facility.  Also, I can boost a relationship between our current volunteers and social marketing team to produce stories through our social media accounts to inspire new volunteers.  In the future, I hope to be in a more managerial role where I can use the vast technological resources at my disposal for positive two-way communication with volunteers.  I will then also be better suited to offer appropriate individualized recognition of the great work provided by our volunteers.  The animal care field is an ever changing and evolving one and in constant need of unique perspectives.  By thinking ahead and promoting an enticing culture, I can ensure more long-term support from a diverse group of volunteers.

 

References

Campbell, K. N. & Ellis, S. J. (2004). The (Help!) I-Don’t-Have-Enough-Time Guide to Volunteer Management.  Energize, Inc.

Ellis, S. (2012, January). What Would the Perfect Volunteer-Involving Organization Look Like?  Energize.  https://www.energizeinc.com/hot-topics/2012/january

Samuelson, H. (2015, April 7). 5 Ways Your Nonprofit Can Create Coveted Volunteer Roles. Candid. https://learning.candid.org/resources/blog/5-ways-your-nonprofit-can-create-coveted-volunteer-roles/