Managing Volunteers

Savvy_Sue

I agree with making the reporting bit as easy as possible: we also use tick boxes quite widely, with space for notes. The most difficult bit is that we have to describe our clients - because they tend to use more than one name - and add comments in sensitive ways if they're neglecting themselves. Then some lucky person has to work out if the "Fred, 5'6", mousy hair" we saw on Monday is the same person as "Fred, 5'4", blond hair" we saw on Tuesday; and if either of these Freds is the one aka Jon. And so on.

We have made big changes to the way we recruit, train and encourage our volunteers over the years I've been working for this organisation, and each time we've introduced a major change some have seen it as a signal to give up volunteering. But the changes have been just as bad for the staff too! And in each case there is a message: we have to change, if you do not wish to do so then you will not fit here for much longer.

Having said that, staff and volunteer turnover is quite low, especially when you consider how stressful the work can be!!!

clairehi

Good advice for the OP here. One extra point, we are talking about voluntary WORK.

It is not a hobby, it is WORK, you just don't get paid. So that means that like any other job, you turn up on time, do the task to the best of your abilities, and are polite to your work colleagues.

If you don't like it, go and find a hobby.

I (attempt to) manage volunteers (herding cats springs to mind!), I am a volunteer myself, and sometimes I have to do stuff I don't want to do, at times that it is not particularly convenient, I just have to suck it up - because I am committed to the organisation!

I have a fab team now, but we did have a few back-seat drivers of the "we tried that 20 years ago and it didn't work so there's no point in trying it now" and the "you're the fourth person I've told today there's no demand for that" persuasion before they elected to "move on"...

Acc72

Funky_Bold_Ribena wrote: »

I'm going to tackle these in order that you posted...

a - They are volunteering so this is not their job. You want someone to do a job, then pay them.
b - If they are volunteering then surely it's their time and they can be flexible about that. If you aren't happy about it then send them home when they show.
c - If they are going to be off...again this is not their job and so annual leave entitlement or sick reporting doesn't count - don't like it? Then pay them for the work they do.
d - Working in a professional manner - if they don't, send them home. But realistically, you can't hold volunteers to account as they don't work for you, they are volunteering their own time for the benefit of the charity.
e - Moaning and griping - that's what people do, volunteers or not. Want someone who you can discipline if too negative, then pay them and you can have control over their attitude.
f - Brilliant at what they do? Then pay them. If you can't then adapt yourself - and work around written reports...not everyone is a pen pusher and loads of people hate doing reports. Why would you do a written report if you aren't getting paid for it particularly if you don't like doing it?
g - Bitterness and resentment...that's because you are trying to manage them as if they are being paid - which they are not.

My advice, you need to rethink your attitude to this unpaid workforce and treat them with a bit of respect. Are you experienced in working with volunteers at all? It doesn't look like if from your posts.

I don't think that the above post is fair.

The volunteers have done so of their own free will, and do so for their own individual reasons.

They also volunteered with the knowledge that they would not be paid.

What almost seems like an attitude of "I don't get paid so I will turn up when I want to and whilst I am here I will do whatever I want to" is not reasonable.

I remember watching a Mary Portas documentary a while ago when she went in to try to turn around a charity shop.

Although I am sure that the volunteers originally volunteered for genuine reasons, some came across as having the attitude that they give their time for free so the organisation should be grateful for whatever efforts they decide to give (alongside being resistant to change, obstructive, difficult etc. along the way).

The OP has a very difficult job and I wish them the best of luck.

Eliza_2

When I managed volunteers they all had a contract, not unlike a normal employment contract,which set out what was expected from them and which they signed. So for example, if they couldn't come in on their rota day, they had to let us know in advance so someone else could be brought in. If they were sick, they had to ring before 10 am, so someone else could be brought in. And so on. They understood the reasons for this, anyone would.

Previously they hadn't had a contract, so it was pretty chaotic and made it a nightmare to plan anything. To go with their employment contract there is also a handbook and a raft of other things to support them. It's been a long haul, two years plus, with a lot of resistance, but treating them in a professional way made them behave like professionals - even the old-school ones!

I am also a volunteer for another organisation and we don't have these controls, but because I understand the other side of things, hopefully I behave professionally. Not sure about the other volunteers though the ones I've met seem fine.

Savvy_Sue

^^ I think that's useful advice: there are obviously different kinds of volunteer work, and sometimes it matters that you have x people there at y time, and sometimes it's more casual.

We had a bit of a crisis when all 3 of our afternoon volunteers pulled out in the morning, we'd worked out how to cope without them and then thankfully two people stepped in to offer after I sent out an emergency email. But these volunteers know that without them, the service can't be run, so this is extremely unusual. Also we monitor how often this happens, and if someone is regularly cancelling at short notice - even for completely understandable reasons! - we suggest that now may not be the right time for them to be volunteering.

On Wednesday I had a call from someone who comes in once a week to do a non-client facing job. They were very worried that because of other commitments they might not make it in time to prepare something for our Friday clients. I assured them we'd cope if they didn't, and then found that they'd already done the work needed, on their last visit! So that will be a conversation which goes "don't worry, you can fit this work in to suit you, just check that we don't need the space you use when you're planning to come in!"

The_One_Who

Thanks for the replies! Rather than quote you all individually, I'll try to group my answers.

The issue of Job/Role/Position:
To me, it doesn't matter what we call what they do. Yes they are volunteering, but they have a specific role, complete with role profile and responsibilities. So rather than getting hung up on whether they are doing a "job" or a "role" or something else entirely, they know what they are there to do. They also know that they aren't getting paid for it.

Reports/Recording:
These have always been done (more or less), but the standard has been severely lacking, to the extent that when it came to being audited they failed. But now standards and quality control have been introduced and this is causing some issues for some.

I know that most people dislike reports, and I am introducing ways to make these things easier, such as a tick-box style sheet which can make things a bit quicker for people, as well as the possibility of an assistant to help the volunteers with their typing. I know that standards won't improve overnight, but my problems lie with the volunteers not really helping me with what they need or want to make things easier for them. I'm not a mind reader.

Finding the good:
Definitely agree with you! Like I've already said, there are a lot of volunteers who are brilliant at what they do, and I really don't want to lose them. However, it really does come down to standards needing to improve, and if they resist the changes then I'm going to have few options left.

The_One_Who

Eliza wrote: »

When I managed volunteers they all had a contract, not unlike a normal employment contract,which set out what was expected from them and which they signed. So for example, if they couldn't come in on their rota day, they had to let us know in advance so someone else could be brought in. If they were sick, they had to ring before 10 am, so someone else could be brought in. And so on. They understood the reasons for this, anyone would.

Previously they hadn't had a contract, so it was pretty chaotic and made it a nightmare to plan anything. To go with their employment contract there is also a handbook and a raft of other things to support them. It's been a long haul, two years plus, with a lot of resistance, but treating them in a professional way made them behave like professionals - even the old-school ones!

That's something that I'm definitely going to look at, but it will have to come from those above me. The new recruits already have role profiles, but no contract as such.

How did you handle/deal with the resistance?

Savvy_Sue wrote: »

Also we monitor how often this happens, and if someone is regularly cancelling at short notice - even for completely understandable reasons! - we suggest that now may not be the right time for them to be volunteering.

That is something that I have recently started as well.

Errata

Perhaps your problem isn't managing your volunteers, but the process of change management. You need to be honest with yourself about your knowledge and experience of implementing change management. If it's only slight, then there are some excellent websites describing and explaining the process which should be of help.

Savvy_Sue

Errata wrote: »

Perhaps your problem isn't managing your volunteers, but the process of change management. You need to be honest with yourself about your knowledge and experience of implementing change management. If it's only slight, then there are some excellent websites describing and explaining the process which should be of help.

I think you've hit the nail on the head there!!!

Errata

Savvy_Sue wrote: »

I think you've hit the nail on the head there!!!

Pure serendipity, I spent two and a half hours this afternoon discussing change management, implementation, resistance, emotional capital, psychologicial profiles, volunteers blah de blah