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 Very few, if any, volunteer-involving organisations make a conscious decision to treat volunteers in any way differently to their paid staff. Apart from the obvious difference of remuneration, most not-for-profit organisations would hold that health and safety is taken as seriously for unpaid staff as it is for paid, and that good working conditions are important regardless of employment status. Many organisations employ managers of volunteers to provide managerial support and focus to the work of volunteers.
Volunteer involvement is, more often than not, governed by a policy framework specifically developed to indicate that the volunteer is a valued team member. Policies often outline both the rationale for volunteer involvement as well as the way in which volunteers will be managed. So why is it that volunteers report that many of the working conditions available to paid staff are denied to them as volunteers? At a time in Australia's history when we are observing an increase in volunteer numbers, why are we hearing that recruitment is still a major concern of not-for-profits?
Numbers of people have theorised over this paradox and it seems that the needs of the new generations of volunteers are adding a level of complexity to both the recruiting strategies and design of volunteers' roles within the not-for-profit organisation. But is this the only reason why volunteer organisations are struggling to recruit and retain volunteers? Current research and wisdom would indicate that the environment for volunteer involvement is in a phase of rapid change. The need for short-term volunteer opportunities, projects and flexible working arrangements is both driving change and creating challenges in the sector. And whilst this is true, common sense, logic and research tell us that the managerial environment, the policy framework and the working conditions of volunteers are under scrutiny by volunteers themselves.
A volunteer policy, which is an organisation's written intention regarding the involvement of volunteers, is in itself virtually meaningless if not integrated into the overall policy and procedures framework of the organisation. An inconsistent approach to volunteer staff leads to discontent, attrition and exploitation, it can lead to conflict with paid staff and have a detrimental effect on the whole organisation. For organisations that are purely volunteer-based, the principle still applies: clear expectations, consistent messages, proper management systems and good practice are as achievable for the small as well as the large organisation. Implementing volunteer standards, whatever the size of the organisation, ensures that an environment is created that keeps people connected to your organisation, brings in new people and the challenges of recruitment are dealt with through a robust and responsive system of volunteer management.
Sha Cordingley, CEO
6 July 2006
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