A fascinating read (from Jean Tomlin, Director of HR of LOCOG – see link) about the key enabling factors of the Olympic Gamesmakers initiative.

The first point to highlight is that LOCOG would be categorised as a ‘volunteer involving’ organisation (according to the 4 categories provided by Hill and Stevens, 2011 – IVR paper).

The four categories are presented as:

–          Volunteer led and run.

–          Paid-staff supported.

–          Volunteer supported.

–          Volunteer involving.

‘Volunteer-involving organisations’ tend to involve volunteers involved in operational and service delivery tasks. There is little or no volunteer involvement in management or strategic decision-making around volunteer management.

Therefore the lessons in Jean’s review above have direct applicability for volunteer involving organisations, and to some extent ‘volunteer-supported organisations’ (as some volunteers were recruited to team leader roles) . However, there is less applicability for ‘staff-supported organisations’ or ‘volunteer led and run organisations’

So in essence, the key points appear to include:

Vision

The vision was clear in that volunteers’ contributions would change the games from being good to being great. The vision was led from the top.

Core values

Volunteers and their contributions were seen as essential in the programme delivery; not just complementing the work of paid staff, but a critical success factor of the event.

Management resources for volunteer management

Recruitment, selection & matching, induction, training, support and recognition were invested in to ensure positive outcomes and valuable volunteering experiences.

Support for staff

Positive staff attitudes for volunteering and volunteers was seen as a key issue.

A strategy for developing staff knowledge and skills for managing volunteers was put in place and implemented.

Volunteer management framework

Central processes were delivered by the HR team, with role-specific selection/matching, training and support being devolved to project staff.

 

There are 3 (probably more) main challenges here for volunteer-involving to consider:

1. Volunteering programmes need leadership from the top to set the vision and promote the values.

2. Effective people management is needed across the organisation, to:

a) Develop the motivation and ability of the organisation’s staff to engage and support volunteers

b) Provide suitable opportunities for project staff to manage volunteers.

3. The central Volunteer Management function resides in the wider HR function, and needs to have a remit to inform the staff development policy and practice.

This last point, may on the face of it be quite scary for the volunteer management profession; particularly as nowhere in Jean’s report was there a reference to a Volunteer Manager…!

Also, to relate these challenges this to quite a few posts in the wider volunteer management community, which cite that the organisation doesn’t understand or value volunteers, and fails to resource volunteer management, the following points might be pertinent.

• If the volunteer manager feels the organisation doesn’t understand volunteering, they need to make it a priority to develop internal dialogue until there is a vision that volunteers’ contributions would change the services from being good to being great.

• The volunteer manager must talk with HR to create a staff development strategy that encourages effective engagement with volunteers.

The first point requires a grasping of the nettle, and the second point taps into encouraging discretionary effort of staff to engage with volunteers.

NB discretionary effort can be described as: paid staff volunteering their talent, their time, their intellect and creativity, and their commitment and loyalty to engaging and supporting volunteers. Herein lies the central common ground for HR and Volunteer Management…