Retention

When a volunteer walks through a manager’s door, each volunteer brings along a whole system of expectations, wishes and demands associated with the volunteer experience. Volunteer managers often recognize one category of expectations as the “fantasy world” of the volunteer. These expectations are frequently hidden from the volunteer manager and often only exist subconsciously for the volunteer.  While the volunteer’s altruistic motives are most important in the first stages of recruiting and integrating the volunteer, the volunteer’s fantasies are most likely to surface during the actual volunteer experience. During this stage, if these additional hidden needs of the volunteer are not fulfilled, the altruistic motives that the volunteer previously declared will gradually erode, often causing the volunteer to drop out early on.

In this e-Volunteerism feature story, we review how these fantasy concepts challenge volunteer managers and discuss why it’s important to understand the nature of volunteer fantasies. Ultimately, volunteer managers who learn to manage these conditions help influence the management practices of the entire organization – for the better.

This Research to Practice looks at a study of older volunteers and their volunteering profile. It is a study which uses panel data (that is, it tracks the same people over a period of time) between 1996 and 2004. The incorporation of panel data is quite useful, because so often research is a ‘snapshot’ at a specific time. This study tracks people between the ages of 55 to 65 in 1996, and then asks them about their volunteering practices every two years up to 2004. As you will see, the results tell us something about who volunteers, and something about why some people do not. 

In 1971, behavioral scientists and innovative trainers Eva Schindler-Rainman and Ronald Lippett published The Volunteer Community: Creative Use of Human Resources. Though the book is now out of print, many of its concepts continue to resonate.  In this Voices from the Past, e-Volunteerism is pleased to publish an excerpt of Chapter Four, in which the authors present a force field analysis of volunteer motivation. The analysis helps explain what pushes people towards a “yes” to volunteering, and what pushes them towards a “no.”  The authors do the same analysis on another equally important volunteering decision: whether to continue as a volunteer, or to drop out.

Leaders are people who inspire others to follow.  They do this largely through their communication.  That influence partly comes from what leaders talk about, such as a vision of the future, organizational values, and other topics which have been well-described in many books and articles on the subject.  But the influence also comes from the way leaders phrase things.

Rick Lynch has based this article on some of his recent research into what kinds of communication inspire commitment and what kinds inspire resistance.  He identifies seven skills which will make you a more influential leader if you master them.

Think about the communications methods you – and others at your organization – use with volunteers right now. Is your organization getting the information it needs about volunteers and their activities via these methods? Information such as:

• Their accomplishments as volunteers
• Their feedback on assignments, relations with staff, other volunteers, and clients
• The number of hours they are contributing
• Tools/resources they are finding particularly useful
• Obstacles they are encountering
• Their suggestions or criticisms

What information are you getting via the communications methods you are using now, and what information are you lacking? In addition to volunteers sharing this information with you directly, is everyone who is working with volunteers sharing information with each other?

A lot of questions! But in thinking about these, you can already begin to see where your communications with volunteers is working, where it is lacking, and how you might make improvements.

Jayne Cravens gives us all practical tips on using Internet communication to engage volunteers successfully.

Steven Farmer and Donald Fedor have taken a look at factors which make volunteers decide to continue and increase their contribution of volunteer time and effort to a particular organization. This issue is a serious one to effective involvement of volunteers, since the motivation of volunteers may be negatively affected by asking for too little involvement (thus creating a sense in a volunteer that their talents and time aren't being well used) or too much (thus creating both a sense of being overworked and a sense that the contribution they are making isn't "enough").

Retaining volunteers is both an indicator of and a key to success in volunteer management. When volunteers keep coming back, it is a sign that the program is being managed in a reasonable way. The return of trained and seasoned volunteers gives the volunteer program manager more time to be creative and effective in carrying out the mission.