Volunteer Work Design

One of the most fascinating things about volunteerism throughout history is that it represents the basic human response to "can you help?" It also reflects the culture, values and state of the times in which it occurs. What kinds of things are people willing to do to meet needs outside of their own? What does this tell us about our values? Our worries? Our hopes and fears?

In this issue we will share some of the original ways in which people both ask for volunteers as well as volunteer. We will also invite readers to share their own examples of wild and wonderful volunteer opportunities around the globe!

In the late 1990s, the Volunteer Center of Battle Creek (Michigan) worked closely with the Points of Light Foundation (POLF) and the W. K. Kellogg Foundation (WKKF) to adopt and implement the POLF Family Matters program. The goal of the POLF Family Matters program was to “make family volunteering the norm in the U.S.” In support of this goal a goal that we share with the POLF we knew that implementation of a single program, no matter how well intended or implemented, would not be sufficient to move us to a community where family volunteerism was a norm. To reach this goal, we needed to develop the capacity of our own organization and the capacity of the organizations we serve, to work with a new kind of volunteerism family volunteerism.

This article reports on some of the strategic decisions we made to develop our capacity and that of participating organizations to work with family volunteers. A focal point of this article and our own learning was a study of family volunteers that explored the barriers and incentives to family volunteerism.

The fiasco of the United States Presidential Election 2000 in Florida made a mockery of a democracy's fundamental activity: voting.  Mountains of paperwork analyzing what went wrong with election technology or election laws have accumulated in election offices, legislatures and courtrooms around the nation. "Hanging chads" and "recounts" became household expressions - and justly so.  Some elections districts had error rates as high as 5 percent, far greater than President George W. Bush's margin of victory. Technological and legal issues clearly needed attention to revive Americans' flagging confidence in the elections system after the controversy, as post-election polls showed.

What most of the analysis by government task forces, academics and pundits largely has overlooked, however, has been the role poor poll worker management played in causing problems on Election Day. The evidence, which ranged from the comic to the shocking, was everywhere. In one case, a poll worker accidentally took a bag of ballots home after mistaking it for his laundry. Poll workers in other Florida voting districts improperly turned away voters from the polls, mishandled machinery that led to vote-calculation errors, or weren't able to instruct voters on how to properly operate voting machines. Incidents like these indicate that, in addition to modernizing election equipment and updating old laws, governments should take a cue from the business community in recognizing "people problems" in their organizations. "Senior executives are beginning to devote the necessary attention to understand the links between human activities and desired business outcomes," Jessica Korn of the Gallup Organization said:

In terms of elections, the "business outcomes" are reducing the number of errors made during elections and making voting as painless as possible for voters. And while the business world can help point out the malady, the volunteer community can shed light on actionable solutions. The nature of poll workers' jobs makes volunteer-management principles in four areas - attitude and motivation, recruitment, training, and evaluation - especially apropos for improving the election process.

After dispensing with some helpful definitions, this paper will describe common election routines and how to apply volunteer-management best practices. The goal isn't to lambaste elections administrators - many of whom have made admirable innovations in election management or face significant barriers to reform - but to suggest ways they might better meet the needs and expectations of the public.

Is there a big blind spot in volunteer management? Consider:

• the elderly gentleman in the park, feeding pigeons or even squirrels
• a woman regularly looking in on a sick neighbor
• a teenager teaching other young people how to skateboard
• the police officer (definitely not as part of his official job) finding time to stop for a friendly chat with a troubled young person
• the helpful giver of directions to confused tourists

...and a whole host of other such “natural helpers” and doers of daily decencies, enriching virtually every neighborhood. To all these I would add the Dreamers who “go for it” to achieve their personal vision or goal. Often they are not paid for trying, just as often the goal itself is not defined primarily or at all in financial terms. So Dreamers, too, are often volunteers, though they rarely think of themselves in such terms. Moreover, my experience is that most of their goals have direct or indirect positive social implications. Even where the goals seem primarily to serve the Dreamer personally, I would argue that a happy society can be seen in many ways as the sum of fulfilled individuals.

People in the above examples could be thought of as "self-employed volunteers" in the sense that their helping behavior is not just unpaid, but is also primarily "on their own": freely chosen and accomplished, without benefit of bosses, managers, supervisors, rules or regulations, and typically without significant organizational support. There is always accountability, or should be. But for the self-employed volunteer, this accountability is virtually entirely to the client or goal served, not to any boss or agency.