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In this Voices, Kerry Martin explores the evolution and significance of TimeBanking, a concept that operates on a very core principle: For every hour of service that members provide to one another, they earn an hour that’s redeemable for another service for them.

Through stories from and about TimeBanking members, Martin reviews the nuts and bolts of this growing movement. He explains how TimeBanking has expanded to 40 countries, why individuals and organizations are included, and its growing symbolism as the “core of community.” As Martin writes, “TimeBank members open their hearts to not only help one another but also be helped by one another.”

Surveys have long raised questions about volunteer management practices. The problem with surveys, argues nonprofit management and leadership professor Mark A. Hager, is that “we can’t reliably know what’s really responsible for some trend or relationships we see in pairs of variables.”

In this quarter’s Research to Practice, Hager looks at a study involving disaster response volunteering with the American Red Cross. In this study, the authors actually ask dedicated volunteers about their satisfactions and dissatisfactions, and talk about them. Hager notes that “hearing real volunteers talk about their experiences can go a lot further in filling in some of the blanks left by survey research.”

With apologies to Sesame Street and its well-known song lyrics, “One of these things (is not like the others)” applies to the world of volunteer management, too. Consider organizational constructs like boards, councils, committees, and advisory groups. When it comes to your organization or specific project, which is most appropriate? How do you differentiate one from the next? How can volunteer administrators most effectively involve and activate members of these groups?

In this e-Volunteerism feature, academics and volunteer organizational experts Ken Culp, Harriett Edwards, and Jenny W. Jordan help answer these questions while working to clarify the many diverse angles to this topic.  

We're all trying to up our training game and learn best practices from those with demonstrated experience and excellence as trainers. Who better to learn from than e-Volunteerism’s very own Betty Stallings? The journal’s first editor of the Training Designs section, Stallings is a respected thought leader in volunteer engagement and training throughout the country and abroad.

As Stallings comes to the end of her training career, Erin Spink, the current Training Designs editor, interviewed Stallings and asked her to share not only her best training ideas but also additional tips, tricks, and recommendations to help today’s trainers grow in skills and knowledge. Stallings summarizes lessons from a lifetime of training experiences during her career as an international trainer, consultant, author, and keynote speaker who specialized in volunteerism, nonprofit fundraising, board development, and leadership. This opportunity to hear from one of the profession’s most revered trainers is not to be missed.

Virtual and remote activities are becoming more prevalent in the landscape of volunteer opportunities. However, most of the information or resources for volunteer managers continue to focus mainly on volunteering done on-site, alongside paid staff.  

In this feature article, author Michele Wiesner describes the highly successful volunteer program at Hire Heroes USA, where 85% of volunteer hours are dedicated to remote opportunities. As volunteer program director of Hire Heroes USA, Wiesner is an authority in how to engage with volunteers who never come into face-to-face contact with staff. Here, she shares lessons learned in working with remote and virtual volunteers, describes the relationship between the two, and explains how volunteer managers can think about engaging volunteers in new ways. The potential of remote and virtual volunteers, Wiesner notes, “is limitless.” 

Inquiry-based interpretation is a growing educational trend in zoos across the country.  But training zoo docents to become familiar and comfortable with this practice can prove challenging. It is critical to use existing research to develop an inquiry-focused training module that is fun, educational, and easily understood by the trainee.   

In this e-Volunteerism feature, Amy Yambor, the Coordinator of Volunteers at New York City’s famed Central Park Zoo, describes a new training module that focuses on inquiry-based interpretation. Introduced to Central Park Zoo volunteer trainees and active docents, the concept places them out in the zoo, participating specifically in group inquiry projects. Yambor explains that by having trainees participate in their own inquiry-based activities throughout their training, the volunteers begin to understand the value of this communication style. As volunteer management professionals, Yambor argues that the field must make every effort to be more effective when it comes to teaching inquiry as a communication tool.

Volunteer recognition is one of the few aspects of volunteer involvement about which we actually have quite a bit of reliable information. Mostly this is because volunteer recognition is simple to evaluate since recognition is, after all, in the eye of the receiver: “Does the volunteer feel appropriately recognized or not?” You can therefore evaluate recognition techniques through straightforward opinion studies, unlike other aspects of volunteer management that have seen far too many opinion-based surveys that reveal not much more than the ignorance of those responding to the questionnaire.

There are a number of interesting and useful studies about the most effective ways to recognize volunteers. In this issue of Research to Practice, Publishing Editor Emeritus Steve McCurley discusses one such study from Volunteer Canada. 

Today’s workplaces may have as many as five generations of workers, each raised in different times with different influences affecting their work styles. The same is true of volunteer programs. Organizations are now experiencing many different generations of volunteers working together, making for a very interesting and complex environment for volunteer management.

In this quarter’s Research to Practice, reviewer Laurie Mook looks at a study by Walden University’s Dr. Tonya Renee’ Howard, who interviewed five generations of volunteers (including Generation Z) and asked about their volunteer experiences with recruitment, recognition, and retention. Based on these in-depth interviews, Dr. Howard proposes generation-based volunteer management practices that all leaders of volunteers will find useful.