Daniel Rose & Sally Wintle – Insights Team What does the volunteer survey tell us about managing...
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Transcript of Daniel Rose & Sally Wintle – Insights Team What does the volunteer survey tell us about managing...
Daniel Rose & Sally Wintle – Insights Team
What does the volunteer survey tell us about managing change?
Warm-up
• If you had the super-power to change one thing at your property, what would it be?
• What difference would it make to volunteers, staff and visitors?
The Volunteer Survey
• Every September• 18,000+ respondents – mostly regular
volunteers• 9 themes (drivers):
Recommendation (KPI)EnjoymentOrganisation & ManagementLeadershipEngagement
CommunicationVoiceEmpowermentCulture & Values
• Results on MI dashboard & from your VCI Consultant
Change will always have an impact…
Denial
Anger
Bargaining
Depression
Acceptance
Em
otio
na
l Res
po
nse
Time
Active
PassiveDenial
Anger
Bargaining
Depression
Acceptance
Em
otio
na
l Res
po
nse
Time
Active
Passive
So, does change have any effect on the KPI?
Recommendation KPI 2012 2013 2014
Capital investment 60% 64% 60%
Leadership 59% 57% 58%
Interpretation and display 57% 54% 54%
Organisation and management 49% 44% 56%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
013 t
o
20
14 (
% S
tron
gly
ag
ree)
Capital investment change
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
013 t
o
20
14 (
% S
tron
gly
ag
ree)
Capital investment change
VR KPIAbove average, and not really changing
Propensity to recommend strongly connected to belief in the organisation
IMPLICATION: The KPI isn’t as sensitive to change as other engagement measures. Belief, which often drives the KPI, is also insensitive
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
013 t
o
20
14 (
% S
tron
gly
ag
ree)
Capital investment change
There are opportunities for me to be involved in the plan for the place I volunteer
I understand how plans for the place I volunteer fit with the Trust's strategy
The management team have explained their plans for the place I volunteer
General Manager inspires people with clear vision
I understand my role in the plans for the place I volunteer
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
013 t
o
20
14 (
% S
tron
gly
ag
ree)
Capital investment change
There are opportunities for me to be involved in the plan for the place I volunteer
I understand how plans for the place I volunteer fit with the Trust's strategy
The management team have explained their plans for the place I volunteer
General Manager inspires people with clear vision
I understand my role in the plans for the place I volunteer
Capital investment change
IMPLICATIONS:
Successful management means not just explaining plans, but real volunteer consultation and empowerment
When managed well, such projects can galvanise and bond people at the property
Interpretation & display change
-16% -14% -12% -10% -8% -6% -4% -2% 0%
-6%
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
01
3 t
o
20
14
(%
S
tro
ng
ly a
gre
e)
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
-6%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
013 t
o
20
14 (
% S
tron
gly
ag
ree)
Capital investment change – a reminder
Interpretation & display change
-16% -14% -12% -10% -8% -6% -4% -2% 0%
-6%
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
01
3 t
o
20
14
(%
S
tro
ng
ly a
gre
e)
VR KPISome negative change
Interpretation & display change
-16% -14% -12% -10% -8% -6% -4% -2% 0%
-6%
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
01
3 t
o
20
14
(%
S
tro
ng
ly a
gre
e)
Approachable management
People work together as one team
Staff value and appreciate volunteers
Volunteers are treated fairly and consistently
New ideas are encouraged and opportunity to express opinion
Interpretation & display change
-16% -14% -12% -10% -8% -6% -4% -2% 0%
-6%
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
Difference to Total (% Strongly agree)
Ch
an
ge
fro
m 2
01
3 t
o
20
14
(%
S
tro
ng
ly a
gre
e)
Approachable management
People work together as one team
Staff value and appreciate volunteers
Volunteers are treated fairly and consistently
New ideas are encouraged and opportunity to express opinion
Interpretation & display change
IMPLICATIONS: • This type of change can be seen as disruptive.• Volunteers have strong opinions about their property, and feel disappointed
when changes are made with which they don’t agree.• It is easy for volunteers to then feel detached from decision making.• Their voice feels lost and their opinion insignificant.• Making them feel unvalued, treated unfairly, and as if staff are working to a
different goal.
• Fully integrating volunteers in the process is essential.• When managed well the concerns volunteers feel are often short lived.
5 principles from volunteering & the cause
• Volunteers feel involved in decision-making
• Volunteers feel valued and appreciated
• Staff and volunteers work together as one team
• Staff emphasise the ‘why’ behind the targets
• Time and space for reflection
Remember the change curve…
Denial
Anger
Bargaining
Depression
Acceptance
Em
otio
nal R
espo
nse
Time
Active
PassiveDenial
Anger
Bargaining
Depression
Acceptance
Em
otio
nal R
espo
nse
Time
Active
Passive
Managing periods of change
• Overall, there is evidence to suggest a major improvement across the organisation in bringing volunteers closer to the decision making process, by involving them in the plans for properties.
• Change management is on the whole good, with most drops in engagement part of the natural, emotional response process.