Volunteer Program/Resources Manager, Role of

As Managers of Volunteer Resources, Executive Directors and other leaders of volunteer programs in nonprofit organizations, you are dealing with one constant: CHANGE. To stay current with trends in the volunteerism field, technology advances, new management systems, etc., you are challenged to lead organizations in new directions and with methodology to engage volunteers to have the most impact. But, too often your desire to promote a change is met with subtle or not-so-subtle signs of resistance. As you suggest changes you might hear these and other laments from staff and volunteers:

So, how do we encourage a readiness for change and a motivation to implement and sustain it?

Change theory is the subject matter of hundreds of books and thousands of articles. It is not the intent of this training exercise to trivialize change or make it appear as something that can be resolved by simply filling in the blanks of a formula. Rather this training design features a tool which can be useful as a separate coaching guide or as an exercise in a more in-depth training session dealing with the complexity of change.

Interviewing is a lot like archery. The athletes who participate in that sport have their mind on one thing: hitting the bull’s-eye. Their strategy is to develop the skills to hit the bull’s-eye portion of the target every time. Your target when you interview is the kind of volunteer you want to place. And you need to develop the skills to hit that target as often as possible. Group interviewing, which is showcased in this article, will enable you to hit the bull’s-eye every time.

Traditionally, most volunteer interviews take place in a one-on-one situation between the candidate and a member of the volunteer program staff...The group interviewing process recommended here involves interviewing five volunteers simultaneously with two trained volunteer placement counselors conducting the interview. The philosophy of group interviewing, designing the group interview process, selecting and training volunteer placement counselors, the logistics of this system, and evaluation of interview efficacy are each be explored in this article.

Good, skilled people in the field of volunteer management are often unsuccessful because they function reactively in programs where there is little or no true commitment, understanding or support for developing and sustaining a healthy, cutting-edge volunteer program. Individuals leading volunteer programs must not only be excellent technicians but also be able to proactively influence individuals and systems to work effectively with volunteers. Betty Stallings takes you step-by-step through the process of developing your own persuasion strategy.

 

In the last edition of e-Volunteerism, we took a look at an innovative work exchange between Volunteer Program Managers from Australia and Canada.

This issue we continue our exploration of international work exchanges, taking a closer look at a program offering an international perspective to colleagues from the United Kingdom and the USA.

Andy Fryar (Convening Editor)
During 2000, a partnership between Community Service Volunteers (CSV) in the United Kingdom and the Minnesota Association of Volunteer Directors (MAVD) in the United States, achieved a long planned dream of participating in a work exchange of Volunteer Program Managers from both countries. e-Volunteerism asked three participants about the first exchange between the two organisations: Arnie Wickens, the Director of CSV Consulting in the United Kingdom; Sandy Bergeron, Past President of MAVD; and Melissa Eystad, e-Volunteerism Editor of the All-Volunteer Groups feature area and the initiator of this exchange project.

The fiasco of the United States Presidential Election 2000 in Florida made a mockery of a democracy's fundamental activity: voting.  Mountains of paperwork analyzing what went wrong with election technology or election laws have accumulated in election offices, legislatures and courtrooms around the nation. "Hanging chads" and "recounts" became household expressions - and justly so.  Some elections districts had error rates as high as 5 percent, far greater than President George W. Bush's margin of victory. Technological and legal issues clearly needed attention to revive Americans' flagging confidence in the elections system after the controversy, as post-election polls showed.

What most of the analysis by government task forces, academics and pundits largely has overlooked, however, has been the role poor poll worker management played in causing problems on Election Day. The evidence, which ranged from the comic to the shocking, was everywhere. In one case, a poll worker accidentally took a bag of ballots home after mistaking it for his laundry. Poll workers in other Florida voting districts improperly turned away voters from the polls, mishandled machinery that led to vote-calculation errors, or weren't able to instruct voters on how to properly operate voting machines. Incidents like these indicate that, in addition to modernizing election equipment and updating old laws, governments should take a cue from the business community in recognizing "people problems" in their organizations. "Senior executives are beginning to devote the necessary attention to understand the links between human activities and desired business outcomes," Jessica Korn of the Gallup Organization said:

In terms of elections, the "business outcomes" are reducing the number of errors made during elections and making voting as painless as possible for voters. And while the business world can help point out the malady, the volunteer community can shed light on actionable solutions. The nature of poll workers' jobs makes volunteer-management principles in four areas - attitude and motivation, recruitment, training, and evaluation - especially apropos for improving the election process.

After dispensing with some helpful definitions, this paper will describe common election routines and how to apply volunteer-management best practices. The goal isn't to lambaste elections administrators - many of whom have made admirable innovations in election management or face significant barriers to reform - but to suggest ways they might better meet the needs and expectations of the public.

e-Volunteerism is always on the lookout for new innovative programs, practices and initiatives to share with our readers. When we learnt recently of two international work exchanges among volunteer management practitioners, we were quick to speak to those involved.

In this issue we will take a look at a work exchange that took pace between two volunteer program managers from Canada and Australia. In our next issue will feature a new exchange program established between the USA and the United Kingdom.

How did the work exchange come about?

Rosie Williams (Australia)
I initiated the work exchange for a number of reasons. I wanted to have an adventure, to think and live outside the square I live in, to challenge myself and to gain new knowledge and skills. I considered a range of options to achieve this end and finally decided that a work exchange would give me a range of opportunities while minimising my risks considerably.

Judi Reed (Canada)
I responded to Rosie Williams' invitation after seeing her advertisement for an exchange partner on the Energize web site in September 1999. I was seeking education, but of an informal and experiential nature. The opportunity to work in another English speaking country and use my volunteer management skills seemed like a chance to learn, share, and grow.