Nonprofit Learning Point

Topics and Trends in Volunteer Management

October 28, 2015

Katie Campbell, CVAAlison Jones-Nassar, CVA

Class Objectives

• Explore some trends and changing mindsets

• Understand some newer aspects of our role

• Learn how to integrate ethics into your work with volunteers

Who’s in the room?

• Organization you represent?

• # years of experience?

• 1 Glad-Gift: something you like to do and are good at doing

OR• 1 No-No: something you really do NOT

like to do

The Changing Landscape

TRENDS

What’s on your radar?

A Macro-View of Trends

• Position-Centered vs. Person-Centered• Business models that value engagement• Technology = scale, efficiency, choice• Realignment of profit and purpose• New methods of evaluation & metrics

Legacy Mindsets: Organizational

• Individual volunteers vs. team approaches

• Long-term placements vs. project-based work

• Status-quo comfort vs. innovation risk

Legacy Mindsets: Personal

• Individual volunteers vs. team approaches

• Long-term placements vs. project-based work

• Status-quo comfort vs. innovation risk

Spectrum of Service Language

Neighborliness, barter Self-help, mutual aid Social activism, reform movements Associations, clubs Workplace employee volunteer programs Internships

Stipended service corps In-kind service, Skills-based service Pro bono programs

Mandated community service Service learning

Evolution of Labels: Individuals

Lady Bountiful, Militia Captain Chairwoman, President, Fire Chief Community Organizer, Director of Vol. Services Director/Coordinator/Supervisor of Vols. Vol. Coordinator, Vol. Program Manager

Community Resource Manager Community Outreach Coordinator Manager of Volunteer Resources (CA) Volunteers Manager (UK)

Director of Vol. Engagement Vol. Project Leader, Service Leader

Competency “Hats”Council for Certification in Volunteer

Administration

Role Competency

Strategic Architect Plan for Strategic Volunteer Engagement

Articulate Ambassador Advocate for Volunteer InvolvementRelationship Builder Attract and Onboard a Volunteer

WorkforceTalent Cultivator Prepare Volunteers for their RolesData Manager Document Volunteer InvolvementChampion of Quality Manage Volunteer Performance and

Impact Passionate Leader Acknowledge, Celebrate and Sustain

Volunteer Involvement

Critical Hat Styles for Today!

Talent Manager

Facilitator of Change

Talent Management requires different mindset, different language, different LENS*!

*The Abundant Not-for-Profit: How Talent (Not Money) Will Transform Your Organization

The Traditional (Legacy Mindset) Volunteer Manager asks:

What can volunteers

do?Answers tend to be influenced by traditional/legacy mindsets:“Volunteers can only perform specific roles”“Volunteers are not as competent as paid staff”“Volunteers can’t meet high expectations”“Volunteers are not accountable”“Volunteers are not reliable”

The Talent Manager asks:How can we achieve our big goals by

engaging all the right people?

Talent Management involves deliberate and integrated processes for recruiting, developing, and retaining people with the best skills to increase business performance.

TREND: Talent Management

•Trend in the field of Human Resources

•Models can be quite technical & complicated

•Bottom line: “Matching the right people with the right jobs” – Sound familiar?

•“People” not “Volunteers”

•Paid/unpaid is secondary to skills & roles

The Traditional Volunteer Management Cycle

The Traditional Volunteer Management Cycle

• Isolated (one person responsible for all volunteers), not integrated

• “Program” mindset, not “Strategic Resource” mindset

• Position-centered: volunteers have to “fit” into pre-determined roles

• Minimal top-down support • Opportunities not aligned with strategic priorities• Value is measured in # of bodies & hours, not

mission delivery or social impact

The Integrated Talent Management Cycle

The Integrated Talent Management Cycle

• Workforce Planning: Informed by strategic priorities (alignment) & data analysis (accountability)

• Competency modeling: What gaps & obstacles prevent us from achieving our mission/services/strategic goals? What competencies are needed to overcome those gaps & obstacles?

• Placement consulting: Role parameters are collaboratively determined by Talent Manager & Volunteer (person-centered)

• Coaching & mentoring: talent & leadership development

• Organizational impacts: value based on contribution to mission delivery

Resources

The Abundant Not-for-Profit: How Talent (Not Money) Will Transform Your Organization – Colleen Kelly & Lynda Gerty• Chapter One: A Meaningful Experience • Chapter Two: What is a People Lens?

Volunteer Engagement 2.0• Chapter One: Big Shifts That Will Change Volunteerism For

The Better – Tobi Johnson• Chapter Three: Debunking The Myths of Volunteer

Engagement – Sarah Jane Rehnborg• Chapter Four: Rethinking The Status Quo – Evan Hochberg

& Mei Cobb

The Art of Facilitating Change

• Our collective history as pioneers

• Living on the fringe

• What are your organization’s roots?

It is in our DNA

• Alert to environmental shifts• Balancing “new” vs. “better”• Developing proactive responses

Canaries in the Mine

Shifting Organizational Culture

• Facilitator – not bulldozer!

• Educate, educate, educate

• Identify & recruit allies

• Anticipate & deal with resistance

How comfortable are these hats on YOUR head?

Talent Manager

Facilitator of Change

What can you do to make one or both of these hats more comfortable?

What small next steps might you take?

Resources

•Kotter International: The 8-Step Process for Leading Change

http://www.kotterinternational.com/the-8-step-process-for-leading-change/

•Switch: How to Change Things When Change Is Hard by Dan and Chip Heath

• Influencer: The New Science of Leading Change by Grenny, Patterson, Maxfield, McMillan & Switzler

Ethics is…

Ethical Organizations

Are accessible to diverse groups Operate ethically with all stakeholders Strive for excellence Maintain the public trust Sustain a helping environment Are at low risk for legal actions against it

Types of Ethics

Am I asking a “should” question?

Are values and beliefs involved?

Is it more complicated than a policy question?

Is there a downside to making the “correct” choice?

Yucky Situation or Ethical Dilemma?

Source: Josephson Institute of Ethics

Individual Options for Action

in the Workplace

Quit or Be Fired

Ethical Decision-Making Steps

Identify the facts. Evidence Situational context Multiple perspectives

Relevant policies

Determine the ethical issue. Which ethical values & principles are

involved? Where is the conflict?

Who will be most affected by your decision?

Ethical Decision-Making Steps

Explore the options. Harms and benefits

Legal implications Policy implications Connection to org. mission and values What is the path of least harm?

Make a decision and test it.

Act, with confidence and courage.

Testing Your Decision

Exploring Real-Life Scenarios

Where is the conflict between two or more values/principles?

What additional information is needed before responding or taking action?

What potential actions could be taken?

What might we learn from this? How could it be prevented in the future?

Ideas for “Exercising” Ethics

Develop or revisit an organizational code of ethics

Discuss ethics at staff and volunteer orientations

Use scenarios as a discussion starter

Ideas for “Exercising” Ethics

Devote time at staff or board meetings to focus on each ethical principle

Convene a training on ethical decision-making, and practice on examples from colleagues.

Find colleagues to serve as a “sounding board”

ResourcesIndependent Sector (sample codes)

www.independentsector.org

Professional Ethics in Volunteer Administration www.cvacert.org

How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living, By Rushworth M. Kidder

Josephson Institute of Ethics www.josephsoninstitute.org