Why do volunteers give so much, often doing the dirtiest jobs, for no pay? Yet only about 1/3 of volunteers continue after the first year of service (Corporation for National & Community Service, Volunteering in America, 2008). How do we keep our most valuable resource engaged?
Cary Cherniss conducted a study of professional satisfaction focusing on helping professions. He found that among Teachers, Nurses, Therapists and Lawyers, job satisfaction comes from meaning, recognition, autonomy, and remuneration (Cary Cherniss, Beyond Burnout: Helping Teachers, Nurses, Therapists, and Lawyers Recover from Stress and Disillusionment, New York: Routledge, 1995).
For volunteerism, we can look at the first three:
Meaning - This is the desire to help others, to make a difference in the world, to impact a cause. This is the source of passion and the link to an inner core value more powerful than the need for monetary compensation.
Implication for Leadership - Show the impact! Continuously let your volunteers know the difference they are making, not just in your opinion, but through real results. Don't be afraid to evaluate volunteer efforts and hold programming accountable to the organizational mission and values. When people give of their precious time, they want to know if they are making a difference.
Recognition - A pat on the back goes a long way. Though proper humility makes us say, "it's no big deal," it really is a big deal to feel appreciated.
Implications for Leadership - When recognizing volunteers, do it often and be specific. Instead of, "Great job on the fund raiser dinner!" try, "I was blown away by how many folks turned out for the fund raiser dinner. You really did a fantastic job organizing the volunteers and reaching out to new people who have never attended before." Public recognition is nice but I've found that what people really respond to is a more individual, personal response such as a hand written note of thanks (no one does that anymore!) or simply remembering to mention the details of someone's work when introducing that person to others.
Autonomy - Even volunteers (maybe especially volunteers) want to be treated professionally and given space to show their own creativity in their work.
Implications for Leadership - First, set the stage and get the right people for the job. Clearly identify the work to be done, identify how the work impacts the organizational mission, make a job description, and identify the skills needed to do the job well. Particularly for leadership positions, do not hesitate to screen volunteers carefully. This will not discourage volunteerism. In fact, setting criteria and limiting your positions will create integrity within your volunteer program. When word gets out, you may find yourself with a waiting list of volunteers. Second, provide ongoing training and open communication about expectations. Third, continue to provide support and access to resources and information that can help the volunteers do their job better. Finally, keep up the communication and keep an appreciative focus. Have a regular check in to let volunteers know what you are observing, to give appreciative feedback and to encourage their feedback as well.
Volunteer leadership is no different from simply good leadership. People want to follow a good leader. One who engages the organization in making a difference; one who appreciates those who support the cause and lets them know it; one who communicates clear expectations and sets the stage for positive results, getting the right people in place to do the work and supporting their efforts.
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