The difference between non-profits, public organizations, and NGO's is more than their collective administrative and managerial structure.
The difference is power. Who has it, how they got it... and who doesn't have it. "Power" in all these organizations is attributable to two factors: 1) human capacity, and 2) revenue stream.
Volunteers, who are uncompensable in nonprofit organizations have a tremendous amount of power. Whether they're a Board member for a large, national nonprofit, or a grassroots, lower-level volunteer at a senior center-- people listen. Salaried people. Regulatory bodies. Licensing agents. The opinions of volunteers are sought out by all these entities for the volunteers' perspectives on organizational operations, marketing and messaging, and consumer services.
It seems that there is a disproportionately inverse relationship between organizational structure and function, as far as power goes. The often casual nature of an organization's volunteer structure belies its relative strength of power. Why is there such a linear staffing structure, defined by rules, regulations, policies, and procedures--when volunteers are often assembled into a non-descript pool of labeled people with few rules and fewer policies? Yet they wield more power as a leadership entity than the most highly organized and paid staff?
This is only one reason why I'm such a big fan of Job Descriptions for all volunteers, complete with some measures of accountability and performance monitoring and management. Volunteers-- even very powerful ones-- sometimes need to be 'fired.' Unless we take their roles seriously, acknowledge the tremendous power they have (especially in community relations), and put measures of responsibility and accountability in place... it doesn't matter what 'type' of organization you have. Powerful people will be left to run amok, and this is the last thing a responsible nonprofit leader needs or wants.
Barb, I haven't worked much with volunteers in any of the organizations I have been involved with (except the Boards), but I really like the idea of providing a "job description" and regular feedback to volunteers like you do paid employees. For one thing it elevates the "professional conduct" that is expected of them. It also helps you to make sure that you have a really good "fit" between the volunteer and the work they are being asked to do -- this can only enhance the satisfaction that both that volunteer and the agency feel regarding the relationship. Kerenda
ReplyDeleteI also think job descriptions are really important, because there are employees who will take advantage and everyone's responsibilities need to be clear!
ReplyDeleteAnd Kerenda's right, elevating professional conduct is beneficial for volunteers, and also for your agency. Volunteers end up being extensions of your agency, and we better hope they are representing well! :)
I think, on the other hand, to think about what volunteer wants and how to reward them are important for staff to do before recruiting. It would help to attract potential volunteers.
ReplyDeletePower is a key component when differentiating amongst groups and organizations. I believe power is a status achieved through confidence and accountability. I believe the amount of power unpaid volunteers have is a valuable assets. The influence that they have on organizations and the populations served is well powerful.
ReplyDeleteI do not question the fact that paid professionals are held more accountable than volunteers. Although, I can agree in some instances volunteers do need job descriptions and policies. However, I feel the beautiful thing about being a volunteer in my past experiences is the fact that I am differentiated. I still have to follow the rules and am accountable but there seems to be a different level of freedom. The role as a volunteer should be taken seriously and when it is the power and respect that is gained will benefit the individual and the organization.
At one time in my life, I supervised volunteers and interviewed them as if they were employees. They seemed to think this was strict as they were only volunteering. What they did not understand is they were representing the organization and dealing directly with our population being served. I addressed these concerns in various trainings were they learned more about the consumers and the history of the organization, which seemed to help. They seemed to feel more comfortable with knowing they were respected as an employee even though they were still volunteers. Many did not like the demands/responsibilities that were expected out of them as a volunteer but the ones that accepted the accountability and power had the greatest impact on our consumers.
Upon pondering this idea of power and as it pertains to volunteers I also feel as Kerenda does in that job descriptions for volunteers elevates the professional conduct amoung the volunteers. I feel that this is benefical in sustaining dedicated volunteers and also reinforces the importance of volunteers.
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