I see the role of managing volunteers as similar to that of the conductor of an orchestra. The manager needs to know the score about why volunteers are in these roles and what is the desired outcome for the program. The role is one of bringing out the best that each volunteer has to offer and then facilitating the combined effort so that together they provide an effective service. This is true whether the recipient is a sports team or a group of vulnerable people in need; a museum or medical service, or any of the other myriad of situations where volunteers work. The role also involves listening and negotiating to ensure that the whole performance complements that of other contributors e.g. paid staff.

The key lies in understanding the motivation of people who volunteer. Unlike paid workers, volunteers don’t seek or receive financial reward so other motivations like companionship, doing something worthwhile, repaying a debt to society and changing the world have a much greater influence on whether or not they will work successfully or even stay.

If volunteers are to work effectively they need a structure to work in. Clearly this will have to be appropriate to the context. An emergency service will need a much more formal structure than a church group. Volunteers in a train museum are likely to already have some engineering skills, but a crisis telephone line would expect to train its volunteers. However all volunteers need to know what their role is and what is expected of them. This can be as simple as a fact sheet given to people handing out drinks to competitors in a running race. However a support service for vulnerable people may need to have a formal job description, selection process and training course for its volunteers. Often it is the possibility of receiving training that attracts volunteers.

Paid workers receive a regular pay packet that keeps reminding them that their services are valued. Volunteers do not get this regular reinforcement so other forms of ongoing feedback and support are crucial in maintaining a volunteer workforce. Again understanding differing motivations is the key to making them appropriate. Some will be energized by social gatherings, others will just see these as a waste of time and resources. Some respond well to awards and certificates, but seeing a job well done will be sufficient feedback for others. Volunteers in welfare, health and emergency services often have to deal with disturbing situations, so it is important to provide opportunity for debriefing and ongoing support and development of these volunteers.

Managing volunteers is a complex business, but certainly worth the effort as it enables volunteers to do well those things that make our society worth living in.

If you want to know more read: “Volunteers: A Guide for Volunteers and Their Organizations” by Mary Woods, Publisher Hazard Press.  Copies available from the author, $25 plus packaging and postage.  Email marywoods@paradise.net.nz for details.