ADVANTAGING YOUR AGENCY WHEN ASKING FOR VOLUNTEER COMMITMENT

[See the three most-recent prior posts for some initial thoughts on this subject.]

The 2022 Volunteer Match survey of over 1,000 US volunteers provides very useful data that can be used as guidance when we invite people to serve in our organizations and communities.

When asked to list the top two factors that helped people decide where to volunteer, the combined results were as follows:

1.    I feel strongly about the mission of the organization. 67.03%

2.    How the volunteer time fits into my schedule. 41.76%

3.    Growing new skills/experiences. 37.36%

4.    How great the need is for this volunteer service. 37.36%

5.    I enjoy the specific volunteer task. 35.26%

6.    Using special skills I have. 32.87%

7.    Opportunity to socialize. 30.77%

8.    Someone recommended the organization. 15.38%[i]

Mission, need, connection, and usefulness are all driving themes. Nonprofit agencies and human services organizations especially typically have a clear mission and mandate. Those missions and mandates are rooted in care for our neighbors, engagement in our communities, for the betterment—the flourishing—of all.

Recent data continues to show an uptick in volunteer involvement and in people’s desire to give more time. At the same time, many agencies and faith-based organizations continue to struggle to fill open serving positions.

I’d say that we’re failing in:

·         Effectively communicating our mission, vision, values, and purpose. Have we been so bent on keeping up with the latest snap, tweet, chat that we have failed to go back to the basics of who we are and why we exist and whom we serve—and be continuously “marketing” those messages?

·         Scheduling in such a way that people are excited to be involved without feeling overburdened and overwhelmed as they add a “must-do” instead of a “get-to-do” to their schedules?

·         Teaching new skills. What new expertise could someone gain/learn while helping in your ministry area? Are open positions solely the helping-behind-the-scenes things (nothing wrong with that if your people are all those who truly want to quietly serve)—or, can someone envision eventually co-leading with you or creating new curriculum/content or planning and executing a significant event or outreach or fundraising effort?

·         Clearly articulating the need/s in ways that intersect with each individual’s interests, passions, and desires. What “sells” isn’t our desperation for volunteers but our ministry missions/goals and how involvement can benefit those volunteering.

·         Involving existing volunteers in asking others to get involved. It’s long been a fact that satisfied servers are the best ones to engage others in the same kinds of service.

·         Personalizing our invitations—which requires getting to know each potential volunteer and asking about special skills and talents they hope to use and/or hone. If we learn of unique skills—even those that might not fit our current needs—how can we tap into those so that each person feels especially useful?

·         Connecting people with others as part of their service. Many want not only to make a difference but also to make friends, find mentors, feel like part of a family/community.

As we create volunteer opportunity descriptions (yes, you MUST have a job description for each position you hope to fill), we should also be keeping in mind the following list of skills that people (in the 2022 Volunteer Match survey[ii]) WANT to use when they serve—listed in descending order of mentions:

·         Caring/people skills (again, here human service and faith-based agencies should actually have the advantage!)

·         Creative skills

·         Specialty/business/technology skills (so often, nonprofits are far behind the curve in being up-to-date with technology. Many people are very well-versed in what is current and can be the ones to bring us up-to-speed.)

·         General physical labor

·         Professional and trade skills

·         Advocacy skills

As we seek to involve each person in meaningful service, we also need to be mindful of the fact that sometimes the person in front of us does not fit for our needs but could be better used serving in a different agency. If they love constructing things, refer them to a home-building agency; if they seem particularly suited to becoming a victim advocate, refer them to the local law enforcement agency for training. Be in regular communication with your fellow agency directors and volunteer managers—with the goal of growing your own awareness of local needs. Sending potential volunteers their way isn’t your loss—it strengthens your entire community.

Yes, being better communicators, more effective schedulers, increasing our flexibility, focusing on teaching/training, having a volunteer succession plan, involving others, getting to know our people well, building community, and helping with skill-building is a lot of work. But it’s important work. If you are an agency leader, your job is to expand and further your organizations mission, vision, and services by utilizing those who are available to you in an unpaid capacity. Their contributions are truly priceless!

[Continued in the next series of posts.]

 Shirley Giles Davis is a consultant, coach, facilitator who has worked with a diversity of teams, leaders, and organizations locally, nationally, and internationally for over 35 years. She specializes in collaborative dialogue around a variety of subjects, with the goal of assisting every client in identifying priorities, becoming increasingly self-aware and deepening other-awareness, pursuing goals, overcoming obstacles, leaning into strengths, growing to greater health and skill, finding clarity, and, ultimately, flourishing. Contact Shirley. 

Photo © Shirley Giles Davis.

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[i] https://solutions.volunteermatch.org/hubfs/

[ii] Ibid.