You’ve heard it before and you’ll hear it again: Canadians are a giving bunch. With one of the largest nonprofit sectors in the world, it’s estimated Canadians volunteer approximately two billion hours yearly, and an average of 168 hours each.

What’s more, as both the Canada Survey of Giving, Volunteering and Participating 2007 (CSGVP) and Volunteer Canada’s recent “Bridging the Gap” report attest, about half of Canadians over the age of 15 currently call themselves volunteers.

The latter report also posits that volunteering is a two-way relationship that needs to meet the goals of the volunteer and the organization. That’s not always an easy task. For one thing, organizations often focus on what they need, while volunteers have personal goals they’re hoping the experience will help them meet. Bridging that gap can be tricky.

For instance, when one person in the equation has employment as their intended outcome, is that a boon, a challenge or a little bit of both for the relationship? For a long time now, the adopted viewpoint in the sector is that volunteering is the best route to a job. Anecdotal evidence affirms the truth in that statement. But how does that overarching goal fall in line with organizational objectives? Is it helpful or detrimental? Can it be a potential source of disappointment for those who don’t end up with work? And does the goal undermine in some way the pure altruistic tradition inherent in giving back?

Scratch my back, I scratch yours?

Volunteering with the goal of employment is nothing new, agrees Ruth MacKenzie, president and CEO of Volunteer Canada, who says it’s become more prevalent over the 25 plus years she’s been working in the sector. It comes down to the reciprocal nature of volunteering, one that seems to be ever-growing in importance.

“Whether it’s increased network or skills, a sense of wellbeing, it’s widely accepted to get something back from volunteer experience,” she says. And as people are increasingly — and understandably — looking for an edge on the professional front, volunteering helps demonstrate that you’re “part of the community and presenting yourself as whole person, with interests outside of work.”

Volunteering is also seen as a mechanism to gain skills and experience and to build some social capital to make people more marketable in the job market. “We are seeing that in a greater way,” affirms MacKenzie.

Becoming a better candidate

Take Rani Sanderson. In pursuit of a second career, the former filmmaker completed a Master’s of Environmental Studies. And, like many in the same position, she’s actively searching for work, a hunt filled with frustration and inspiration in equal measure. When asked why she’s turned to volunteering to help fulfill that mission, she replies emphatically, “You almost have to.” It gets your foot in the door, helps you better understand an organization and its unique machinations (and to determine whether it’s the right fit), and allows you to connect with people and network. Besides, if a job comes up, you’ll probably be one of the first to find out.

Even if a volunteer isn’t looking for work in the particular organization where they are volunteering, the experience is viewed as a significant stepping stone. “It helps me gain relevant experience in a certain area,” Sanderson says, adding it’s an especially important criterion for someone in her shoes who’s starting over. “Being a bit older, I feel I have a little less time than my fellow 20-year-old graduates,” she explains. “I need to make a whole new network and for me, the best way to do that is to get out there. And, in some cases, that’s volunteering.”

With that in mind, Sanderson volunteered at Regent Park Focus last summer. A well-respected media program for youth, Sanderson knew the connections she’d make at the organization could be helpful — as would putting their name on her resume. She volunteered with them again this summer.

Sanderson professes she didn’t really expect to get a job with Regent Park, saying, “I know everyone’s struggling for money these days.” But the opportunity, which required a few hours once a week during the summer months, helped her develop skills as a workshop facilitator at an organization she’s fond of, one that needed the help. “It was the right time and the right fit for me.”

She also volunteers with her city counsellor, explaining she not only supports his efforts, but the opportunity also has helped her make contacts and learn about city initiatives, an education that can always come in handy. “I learned how the city operates on certain levels that will help me when I do work in community engagement or development.”

Eyes wide open

Sanderson has had other volunteer experiences too and even manages volunteers through a part-time job at Jane’s Walk. She knows well the pros and pitfalls. For instance, sometimes organizations can take advantage of their volunteers’ goodwill.

“They say, ‘well if we could get someone for free, why should we hire anyone?'” explains Sanderson.

Volunteers then have to deal with the disappointment that, after spending all this time helping out, there’s no practical (read: job) payoff. It would, therefore, behoove an organization to be clear as to their motives. “People shouldn’t be taken for granted,” she says.

Of course the same can be said for volunteers. Communication is needed on both sides, says MacKenzie. There needs to be some honest dialogue as to why people want to volunteer. She adds it’s the exception, not the rule, that people get jobs in the place they volunteer and that needs to be understood from the start. But organizations need to be equally clear that an opportunity can still be significant in the way it imparts real skills and assists one’s search in the job market — somewhere. “You’ll be better positioned to find work or to get into university when you have some good volunteer experience on your resume.”

The buck starts here

Second Harvest might be an exception. Here, the director of communications, director of development, a major event manager and another staff member currently moving into programming from administration, all started off as volunteers with the organization. It comes as no surprise, then, when executive director Jo-Anne Sobie says, “Not only do we encourage volunteerism as a form of getting your employment network together, but we are hiring the people who are volunteering with us as well. Absolutely I would encourage it [volunteering to find jobs]”.

When asked why they may find themselves an exception to the rule, Sobie surmises, “I think part of it is, once people start volunteering with us, they don’t go away; this is just a great place.” And while most organizations are pretty flat-structured, Second Harvest makes it possible for volunteers to stick around long enough to get a job.

The organization certainly provides its fair share of volunteer opportunities. From the Scotiabank Toronto Waterfront Marathon in October to the Turkey Drive in November and December, from ongoing food sorting needs to the renowned Toronto Taste — for which they attract 400 volunteers alone — volunteer support is always needed.

What brings you here?

Sobie agrees, however, that honest dialogue is necessary. And be forewarned: you need to want more than just another notch on your CV. “If they’re just volunteering to get something on their resume and move forward, that’s probably not going to do them well. And that will probably come out during their volunteer period,” she says.”The risk is they won’t get a good reference.” But if you’re looking to build credibility, to demonstrate you know your stuff and are enthusiastic about what you can offer, then it will be a good experience no matter what.

To wit: Second Harvest recently brought on a volunteer on contract, someone on her way to her third career. She’s currently making good use of her sales experience with the hope of leveraging the contract into a job in development. Then there’s the volunteer from the Ryerson course in strategic planning for public and nonprofit organizations. He’s doing data entry and taking every opportunity to learn and network. “He’s going to get himself a job because he’s using his volunteering very effectively,” she says.

Be realistic

To be sure, there is potential for disappointment when volunteers come into the organization with great ideas, thinking the next great idea will come from them, Sobie says. They may have a very idealistic set of attitudes toward the job and then are shocked by the amount of actual work expected of them. “In this nonprofit business, it’s an eye opener for people,” she says. “But it’s better they understand what the real world is like before they take a job.”

You need to have a conversation about what you hope to get out of the volunteer experience. Are you looking to learn more about the organization? Learn more about fundraising? Food rescue? Honest dialogue can help organizations support their volunteers according to their needs and they need to be savvy about how they engage volunteers.

Mackenzie agrees. “It’s important for you to get to know volunteers and for them to know themselves and to engage with them in ways that are meaningful.”

Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She is also president of Elle Communications and can be reached at: info@ellecommunications.ca.