Retention

Volunteerism research has produced a wide range of palpable evidence supporting various motivations for volunteer involvement, including but not limited to humanitarian and altruistic concern for others; an unassuming yearning to help; a desire for satisfying self); an unwavering commitment to an organization’s mission; rewards; appreciation; or the reputation of an organization. While nonprofit and public organizations continue to rely heavily on volunteer support, there is still no simple answer to determine what motivates individuals to not only volunteer but also return on an ongoing basis. One tangible resource that has proven to aide in engaging volunteers is the Volunteer Functions Inventory (VFI), first proposed in 1998 by Gil Clary and Mark Snyder.

In this quarter’s Research to Practice, author and volunteer management consultant Tonya Howard Calhoun looks at a study that provides an online VFI for 155 registered volunteers working for different NGOs and NPOs in Saudi Arabia. The goal of administering the VFI was to determine the significance of the six functions measured by the VFI to volunteer behavior in the Saudi cultural context. The study not only illuminates the effectiveness of the use of VFI instrument across cultures, but also confirms that the VFI can help design training manuals for volunteer organizations, as well as enhance the volunteer management practices of recruitment and retention.

 

It all began when people with intellectual disability told us they wanted their own friends: friends who were not part of their own family or paid to spend time with them. At IHC we listened, and that premise became the foundation that IHC Volunteer Friendship Programme is based on: One person with intellectual disability is matched with one volunteer, and both decide together what they want to do out in their communities. — Sue Kobar

IHC is New Zealand’s largest provider of services to people with intellectual disabilities and their families. Its one-to-one, Volunteer Friendship Programme has been very successful. As author Sue Kobar explains in this feature story, IHC’s desire to attract younger volunteers has now expanded the concept of what the friends do together to include opportunities for much shorter, focused, and task-specific volunteering. While maintaining the same one-to-one premise, IHC implemented skill-based volunteering to support a person with intellectual disability as he or she sets out to learn a new skill (like using public transportation, for instance) or to achieve a personal goal (say, attend a Zumba class). 

As Kobar explains, these shorter-term assignments are a win-win for all involved. Such opportunities, which allow volunteers to set the time commitment to fit the project, have attracted younger volunteers to IHC who may very well be on the road to long-term volunteering. And along the way, the people supported by IHC learn new life skills. 

The world is evolving and volunteers with it. Today’s volunteers have diverse lifestyles, preferences, and needs that must be accounted for when volunteer managers develop volunteer roles and fine-tune their personal leadership approaches. That said, one thing remains constant: the key psychological processes that drive human behavior.

New discoveries in brain science, psychology, and human behavior are disrupting business as usual and creating new opportunities to connect, collaborate, and mobilize volunteers for the greater good. In this feature article, volunteer engagement consultant and trainer Tobi Johnson presents four well-researched brain phenomena that she argues can be strategically tapped to engage and sustain volunteer participation at your organization.

Volunteer stress is an important topic. While there are a good number of studies looking at this in terms of implications for the volunteer’s health and well-being, this quarter’s Research to Practice reviews exploratory research that analyzes the issue from an organizational perspective. Gathered from a sample of attendees at the Australian National Volunteering Conference in 2013, the data provides insights into sources and causes of volunteer stress, organizational responses, and desired organizational support.

And there’s good news: according to this exploratory study, a “wide range of volunteer stressors” appear to be “firmly within the purview of organizations to manage and ameliorate.”

Think of how meaningful and useful it would be to peer inside the heart of every one of your volunteers – to understand what is important to them, what inspires them, what gets them excited, what taps into their passion, and what keeps them dedicated to your mission. Or you could gain insight into the factors that may diminish their enthusiasm or make them feel a little less jazzed about serving the cause. 

Sound like some crystal ball fantasy? It doesn’t have to be. Leaders in high-performing organizations are already doing this through what is called coaching, a form of leadership that sounds deceptively simple yet takes skill to do effectively and some practice to master.

In this feature article, author Barry Altland shows how dedicating time to engage in scheduled, ongoing, and meaningful conversations with longer-term volunteers reveals what is in their hearts that drives their choice to continue to serve. The key? Ask the right questions. Listen intently. Probe a little deeper than the occasional, casual hallway conversation allows. As Altland explains, this strategic, purposeful, and proactive time investment can and will make the difference in sustaining the engagement of more volunteers.       

In this feature article, Elisa Kosarin introduces behavior-based interviewing as an extremely effective screening method for assessing highly-skilled volunteer applicants. 

Kosarin’s article is based on the author’s extensive experience working for Fairfax Court Appointed Special Advocates (CASA) in Virginia, where highly specialized volunteers advocate for the best interests of abused or neglected children living under the court’s protection. Using behavior-based interviewing techniques, a  reassessment of volunteer screening and interviewing processes produced dramatic and positive results for the program, including: a significant decrease in the number of volunteers dropping or not taking cases (from 25 percent to 2 percent in just two years); and a dramatic increase in volunteer retention (from 29 percent to 48 percent over five years). As Kosarin explains, the implementation of behavior-based interviewing played a major role in this turnaround.

In addition to providing a short narrative on Fairfax CASA’s shift to behavior-based interviewing, the article includes:

• A step-by-step guide for implementing the method in a volunteer program;
• Practical guidelines for conducting the interview;
• Examples of how the method is applied in various other programs.

Organizations use many different approaches to attract and retain volunteers. For instance, one attempt at a macro level is required high school service, which aims in part to inspire large numbers of students to continue with volunteering into their adult lives by having them engage in volunteering during high school. 

This Research to Practice looks at another approach: conducting a reflective activity after volunteering to promote an intrinsic desire to volunteer. It is based on a novel field experiment study conducted in a controlled setting in order to provide clear evidence for the causal impact of reflective activity. The study found that those who had an incentive to complete a task (writing about the benefits of volunteering) that complemented their volunteer activity became more interested in volunteering going forward than those who volunteered but did not participate in the reflective activity. The study provides food for thought regarding the use of this mechanism, not only for retaining volunteers but also for providing important data to document the impact of the organization.

Want to incorporate writing techniques used by professionals to inspire, motivate and recruit volunteers? Want to know what works in prompting a reader to move from the armchair to the work site? Of course you do – because you already know that you can make or break your program with the power of words that are written, spoken or enhanced by video.

The secret to words that work is all about showing, not simply telling. Concrete images and specifics show your potential volunteers exactly what you are about and why it matters. Vivid details help you build interest and add drama, and help your readers visualize the unique value you can bring to their lives. You can show them precisely how you (and they) can make a difference in their communities. This feature article by Dalya F. Massachi offers suggestions, examples and ideas to move you in the right direction. You’ll learn to think of yourself as your readers’ eyes, ears, hands, taste buds, nose – and heart.

This feature article is based on an excerpt of the author’s award-winning book, Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact.

Volunteer “voice” in nonprofit organizations has not been the topic of a lot of study. What happens, for instance, when volunteers encounter situations they find dissatisfying? This issue’s Research to Practice looks at this subject through “Volunteering an Opinion: Organizational Voice and Volunteer Retention in Nonprofit Organizations,”published in the academic journal, Nonprofit and Voluntary Sector Quarterly, in October 2011. This study reviews the experiences of over 380 volunteers at several nonprofits in Southern California. It used an online survey to ask volunteers how they reacted to a particular dissatisfying circumstance, and then related their responses to their motivations for volunteering - and the degree of satisfaction with their experience. As writer Laurie Mook points out, the research reveals a relationship between the particular motivation leading volunteers to work for the organization and how they respond to dissatisfaction. The study also provides suggestions for eliciting constructive feedback from volunteers while also encouraging volunteer satisfaction and retention.

The expression “work-life balance” was first used in the UK in the late 1970s to help explain the unhealthy life choices that many people were making. According to one definition, people “were choosing to neglect other important areas of their lives such as family, friends, and hobbies in favour of work-related chores and goals.” In the 30 years since there has been research and discussion around the topic of work-life balance, taking on increased importance as the pace of life in developed countries becomes faster and faster.

As a volunteer manager, have you ever explored how volunteering fits into the balance of the lives of your team?  Many people talk about their lives as a ‘juggling act,’ in which they feel pulled in many directions by the demands of paid work, family care, community involvement, physical fitness and emotional health. Whether volunteers or employees, not all people have appropriate balance or clearly established boundaries in their lives. This Training Design is an opportunity to explore how the work-life balance of volunteers impacts your organisation.