The volunteer management cycle is the best practice model for the lifecycle of volunteer engagement and for many years has been the foundation of important best practices such as planning, screening, policy development, and onboarding and offboarding procedures that volunteer programs follow. It sets the framework for many of our best practices, policies, and procedures. 

The question is, is it up to date and reflective of the volunteer landscape of today and the ways that we should engage and support volunteers?  

The basic premise is that the volunteer management cycle conforms to the following cycle: 

I don’t believe that this cycle is reflective of today’s reality of managing a volunteer program. I believe that we need to be more proactive, transparent, technological, and strategic in how we plan, market, onboard, support and recognize volunteers and how we set up our volunteer programs.  

We need to look at the cycle in a different way, and below is a model that reflects the necessary shifts in the volunteer management lifecycle:  

So, let’s do a quick review of each section of the cycle. 

Strategic thinking and planning 

We need to look at our volunteer programs in a more strategic way and at how volunteers can make a huge impact on our communities and stakeholders. We need to set goals and objectives that make sense and are reflective of the organization’s needs but also reflect our volunteers’ needs as well as the changing environment in which the volunteer program operates. This needs to be a partnership and taking the time to plan and be proactive vs. reactive is key to success.  

Objectives and goals must be recognized at the leadership table so that we are seen as part of the changemakers for our organizations. Documents and plans should be shared with our senior leadership teams and boards to show how our volunteer programs can make an impact and help the bottom line.  

Risk management needs to include the virtual world of risk, including situations where you are not supervising/supporting onsite and are thus unable to see what the volunteer is doing.  New policies and procedures that reflect the virtual world of volunteering, including code of conduct in a virtual world, conflict resolution, appropriate phone or online etiquette, and clear identification of boundaries and grey zones are just a few that should be considered. 

Role design 

Role design needs to reflect the changing roles of volunteers, acknowledging the hybrid model. Role design needs to be flexible to allow for shifts from in-person to virtual volunteering, all while keeping the integrity of the role. Because this process addresses the development of the role, it is key to receive input from those who will be working directly in this position to ensure the seamless move from in-person to virtual could happen if required.  

As part of role design, we also need to look at what skills we can embrace from our volunteers.  There is a wealth of knowledge available through volunteerism – we just need to think outside the box in terms of how we can harness that knowledge to support our volunteer programs. 

Marketing  

Here is where I see the biggest need to adapt. We live in a world of social media, with instant gratification and 24-hour news cycles. And our approach to volunteer management has to reflect this. 

Recruitment should now be considered marketing and social media needs to be a huge focus. We have gone past the volunteer displays in libraries and community centres. We need to be ever-present on social media, reflecting the platforms that our potential volunteers are on. In my opinion, we are way behind here. We want volunteers to come to us…from anywhere in the world.  

We need a plan, and we need to make that plan a high– priority. Remember, this is not just about recruiting volunteers for specific positions. Our marketing efforts have the potential to reach many more people of various diverse and multigenerational audiences. We need to network, target markets, and make better use of our own website pages. We need to be salespeople and show the impact of what volunteers are doing, while also understanding what it is that volunteers want these days.  

I think the word recruitment is no longer reflective of what we are trying to achieve. We need to understand our markets and create a marketing strategy to connect with potential volunteers, and this involves both planning and measuring success. 

Selection and screening 

Selection and screening have not changed much but screening needs to be moved online. We should be using our websites as the first point of contact, putting our application forms and screening questions online. Even our orientation could go online! We have moved to a virtual world made up of online meetings and gatherings, and our volunteer programs need to embrace this change.  

Our selection process needs to be more of an information-gathering opportunity. Volunteers have been looking at ways to use their skills in a more meaningful way. The pandemic has left many people questioning priorities, and this is manifesting in the “quiet quitting” of volunteers. We need to address this in the selection and screening process. 

Onboarding

This is a broader term than orientation and training because it needs to be a fulsome introduction to the world of volunteering for your organization. It is not just getting an orientation, a handbook, a training session, and a check-in. Instead, it is about building a relationship. Yes, you’ll carry out orientation sessions about the organization and the volunteer role,  but you’ll also provide opportunities for feedback, questions, and suggestions from the volunteers as they travel through this part of the lifecycle.  This is an opportunity to learn from the volunteers, share stories, gain insight, shift the role if needed, and provide a meaningful support system. This area is a partnership with yourself, the volunteer, and the programs that they are engaged in. 

Retention 

This is also an area that needs some focus, direction, and change. We are supervising and supporting volunteers, so I think this is part of the process of retaining our volunteers. What that means is different for every organization, but I can say that it is a 360-degree relationship. It involves building tools and resources to provide support, opportunities for feedback, and education and re-evaluation or refocus of the role if necessary. This is where programs such as coaching and mentorship can have a huge impact on your volunteer retention and succession plan. 

Recognition and acknowledgement 

Recognition has the opportunity to be ongoing, educational, and celebratory, and to reach larger audiences more often. Recognition is not a one-size-fits-all plan. We need to ask what is important to our volunteers and acknowledge that different volunteers want different forms of recognition. We also need to address generational differences and provide recognition that is meaningful to each cohort. 

The new normal can include badges for accomplishments, micro-education for continuous learning, and skills upgrading to allow more volunteers to get involved more often. It is so much more than the annual event, National Volunteer Week, and other formal activities. It is a blend of formal and informal and you’ll need a plan to ensure that you are embedding recognition and acknowledgement in all that you do. We need to be able to celebrate often, tell the stories, and show the impact. Remember, recognition is also a great form of marketing. 

Offboarding  

This is an area that needs to be added to the cycle because we don’t really put any effort into ending the relationship with our volunteers. We don’t have a practice in place where we acknowledge the value of the end of the lifecycle and how that continues to have an impact on the volunteer’s mind even after they have left. We need to shine a light on offboarding, including thank-you conversations and opportunities for transparent feedback from the volunteers, so that we can always make improvements and be agile. 

Evaluation and reflection

Finally, evaluation and reflection 

How do we know how well we are doing? How do we know if we are making a difference? When do we take the time to reflect on our past performance and whether we have met our goals and objectives? What is the purpose of planning and executing if we don’t take the time to evaluate? 

We need to create a plan to evaluate our volunteer programming in meaningful ways, including both qualitative and quantitative data and stories. We need to show the impact in many ways, and we need to use our technology platforms to both gather the data and celebrate the successes with our communities.  

Our evaluation results should help frame the next iteration of our volunteer management cycle. If we are continuously learning from our experiences, we can be flexible and nimble.  

So, the question still stands: is your volunteer management lifecycle in need of a refresh or a reboot? Only by doing this reflection and continuously taking the time to learn and try new things will volunteer programs reflect the societal landscape that is changing quickly. 

Though I believe that the volunteer management lifecycle is a key element to the success of volunteer programs, I do believe that it needs a reboot. Hopefully, the insight provided here will help start the conversation among leaders in the field. 

For more information, questions or to book a workshop/webinar/presentation on this topic reach out to me anytime at lorigotliebconsulting@gmail.com. Also, check out my other workshops at www.lorigotliebconsulting.wordpress.com and check out my podcast at https://lorigotliebconsulting.podbean.com 

Lori Gotlieb is a volunteer management expert, consultant, and podcaster, as well as an internationally published author and workshop facilitator who has taught workshops to many diverse audiences across North America. Lori consults with organizations on volunteer and board management, resource and learning and strategic planning to name a few areas. Lori pushes the boundaries of volunteer management through her writing, consulting, and teaching.