Today's workplace is a valuable source of volunteer resources. Working people face unique challenges for combining work and volunteer activities. While many corporations encourage employee volunteerism, volunteer mangers can increase their recruitment effectiveness by considering the following strategies. This information is based on a study of motivations for and barriers to volunteering at a major banking institution in Columbus, Ohio ( Merrill & Safrit, 1998).
Time:
Workplace volunteers must juggle the demands of home and family in a work environment of downsizing and "doing more with less." Individuals increasingly report an inability to make long-term commitments and voice concerns about time away from family/friends. Free time is family/friends time. Volunteer managers must continue to provide a variety of short-term, episodic volunteer opportunities to attract workplace volunteers. Walk-a-thons and fund raising events are often attractive options to corporate volunteer programs because they are short term and require a minimum of training or preparation for the employees.
Formal corporate volunteer programs continually seek group activities that encourage small or large groups of employees to work together on a one-time or short-term project. This minimizes the time commitments, but maximizes employee contributions. These activities are attractive to employers as help to foster a sense of camaraderie among employees.
Family Volunteering:
Workplace volunteers increasing express an interest in engaging other family members in volunteer activities. Time spend away from work is often designated "family time" and employees are reluctant to take on activities that increase their time away from the family. National corporate studies through the Points of Light Foundation indicate 60% of large corporations encouraged family participation in corporate volunteer actives within the past five years. Corporate volunteers report that volunteering as a family helps strengthen meaningful family time, allows parents to share values with children, and allows family members to see and appreciate one another in new settings/situations.
Volunteer administrators would be wise to explore ways in which they can engage families of all sizes and configurations in their volunteer activities. Family volunteering requires thoughtful planning and is not an option for every organization. "Family Friendly Volunteering: A Guide for Agencies" by Steve McCurley is available through the Points of Light Foundation (1800-272-8306)
Release time:
Release time for volunteer activities is a desirable concept but in reality most corporations find it difficult to set a company-wide policy on this issue. Some have an informal policy that allows employees some flexibility in their work schedule for work time volunteering, such as an extended lunch hour for classroom tutoring. Corporations may permit release time for officially endorsed volunteer activities such as Junior Achievement. Smaller companies however, often find it extremely difficult to release employees during working hours.
Volunteer managers may wish to identify businesses within the immediate neighborhood where travel time is minimal so employees can maximize their on-site volunteer time. Offer volunteer assignments that can be combined with lunch hours, or with shift changes. Consider rotating volunteers from one company so that an individual employee serves once every 6-8 weeks.
Volunteer information:
Employees like to have volunteer opportunity information available in the workplace. Literature, volunteer fairs, speakers, electronic postings, and an internal clearinghouse of volunteer opportunities are possible venues for sharing information. In many companies this information may be kept in the Community Relations office or the Human Resources office. Small companies may share information through bullet board postings or internal newsletters.
Volunteer managers should provide detailed, specific information when approaching corporate volunteer program representatives. Job descriptions should include accurate, realistic time requirements. They should provide a variety of volunteer opportunities, including short term or one time events, group and family projects. Specify training and orientation requirements. Identify skills that might be learned through the volunteer work.
Volunteer training and skill building:
Because time is a premium for workplace volunteers there is an interest in specific volunteer training that can be given at the work site. Lunch seminars on topics like mentoring, tutoring, and/or boardsmanship offer employees opportunities for volunteer training during the business day. Volunteer managers may wish to focus on personal skill development opportunities through volunteer activities. Working on committees or projects may foster teamwork and the development of leadership skills. Working with children and young adults can strengthen conflict management skills. Other types of activities may promote public speaking, writing or communication skills.
Corporate financial support:
Corporate "Dollars of Doers" programs are designed to support volunteer efforts by making cash contributions to nonprofits organization when employees contribute a specific number of hours of service. Employees often view this as a form of corporate recognition for their volunteer contributions. Other corporations may match employee financial contributions. Many smaller corporations find it easier to provide in-kind resources such as donated goods and services. Volunteer managers may wish to explore these corporate options and encourage the company volunteers to open doors and make contacts for additional resources.
Performance reviews:
Volunteer managers have traditionally thanked and recognized volunteers with plaques/certificates, personal letters of appreciation, articles in corporate newsletters, and through a variety of public recognition events. With consent from the volunteer, administrators might consider sending letters of commendation and documentation of service to a corporate volunteer's supervisor. Such letters should document leadership, teamwork, initiative and other pertinent skills and abilities. Additionally, volunteer managers may wish to assist volunteers in documenting their service, training and skills on resumes, applications and vitas.
Virtual volunteering
There is a growing interest in on-line volunteer information and virtual volunteer opportunities. Two on-line sites with good information on this topic are www.serviceleader.org and www.impactonline.org. Opportunities to serve as a tutor or mentor without leaving the worksite are attractive options for workplace volunteer programs. In today's electronic world it is possible to perform volunteer services without ever entering the non-profit agency. Newsletters, web page design and maintenance, and research can be done on-line. These create new challenges for recruiting, screening, supervising and recognizing volunteers that we may never meet in person.
Virtual volunteering presents unique management challenges as organizations strive to combine high tech approaches with human touch experiences. It is worth noting that while many of us may view this type of experience as highly impersonal and undesirable there is a growing world of cyber interaction that is neither impersonal nor undesirable. Young people today see the Internet as a highly personal and interactive medium. It may represent the beginning of a unique and exciting method for extending volunteerism to new and diverse audiences.
References:
Merrill, Mary, Safrit, R.D., 1998. An Empirical Study of Volunteerism Among Baby Boomers and Generation X Employees of Bank One, NA. (An unpublished paper presented at the 27th Annual Conference of The Association for research on Nonprofit Organizations and Voluntary Action, November 4-7, 1998)