A Theoretical and Practical Approach to Volunteer Management
Abstract
Volunteerism has been an essential partner in America's
growth and progress; it is a source of our country's enduring
strength. Americans have always volunteered in great numbers: in
community services, politics, religious causes, health care, schools,
youth activities, and numerous other arenas. They volunteer in
many different capacities: as service club members, fund raisers,
board members. youth group leaders, political organizers, peer
counselors, museum docents, etc. There is no shortage of volunteers
in America, but there is a lack of knowledge of how to find them,
attract them and retain and develop them.
There are many misconceptions about volunteers among
professional and non-professional staffs. Many people do not
realize that volunteers are not free; it takes time and effort to train,
supervise, and evaluate them. Time and effort are also spent in
providing volunteers with the appreciation and recognition they
need. Volunteers must be listened to, and problems they are having
or creating must be solved. All of these things cost the organization
staff time, supplies, telephone calls, etc. that must be taken into
account by the organization that wishes to use volunteers.
Additionally, it is often difficult to balance the needs of the
volunteers, the staff, and the "clients" of the organization. To recruit
and retain workers who are not motivated by the need for a
paycheck takes special sensitivity and skill.
Therefore, volunteer organizations must realize that they have
to take the time and effort to plan for their volunteer staff, just as
time and effort is taken to plan for a paid staff. A volunteer program
manager needs to address the same issues as their counterparts in
the human resource division of businesses in terms of job design,
selection, motivation, and worker recognition. While business
planning is no surprise, few volunteer organizations or individuals
are as serious about planning. Planning is not only important for
success, but essential. Direction and prioritization of a volunteer
program will equal a more efficient use of volunteer efforts. · This
means that the organization will provide maximum service to the
community and have less volunteers leave because they feel that
they are wasting their time.