The Corporation for National and Community Service (CNCS) is close to becoming a questionable jobs program — aided and abetted by financially-strapped nonprofit organizations. What’s the evidence for this provocative assertion? Let’s start with some history.
In his brief spot on NPR recently, sports writer and commentator Frank Deford noted that 16,000 volunteers had been recruited to help at the 2014 Super Bowl in New Jersey slated for Feb. 2, 2014. Remarking on the millions of dollars involved in this commercial event, he asked: “Why would anybody volunteer to work for free for the Super Bowl? Would you volunteer to work free for Netflix or Disney World?”
Most would consider it a responsibility of executives to be well informed about the organizations they lead. They do not have to memorize every statistic, but ought to be able to speak knowledgeably about what services are being provided and to which clients or consumers, how much funding has been obtained and from what sources, the numbers and qualifications of employees.
‘Tis the season to say thank you to volunteers. With the impetus of National Volunteer Week the third week of April and the Conference on Volunteering and Service this month, students leaving as their semesters end, and various programs winding down for the summer (or gearing up), there’s a calendar full of volunteer recognition luncheons and dinner banquets.
The television news show "60 Minutes" aired a feature story this past November on “Children Helping Children.” It centered on Craig Kielburger, who at age 12 took action against child labor and exploitation in Pakistan, eventually recruiting his friends to the cause and founding Free the Children. Some 17 years later it is an international charity with more than 1.7 million youth involved in education and development programs in 45 countries.
It’s a paradox. In a bad economy, more people are in need of the services provided by nonprofits just as it gets harder to raise funds for those services. People see that volunteers are important and organizations try to recruit more of them.
Leaders of volunteers deal daily with all sorts of misconceptions that seem never to die, no matter how often they are challenged. These include perennial favorites, such as volunteers are free (and you get what you pay for), volunteers pose greater risks than paid personnel, and so on. Perhaps the biggest fallacy of all explains the others: It is the assumption that people automatically know how to work effectively with volunteers.
Solid initial training and informative continuing education sessions for volunteers boost recruitment, maintain enthusiasm, and increase retention. But skill development for volunteers is usually separated from training provided to employees.
A television show now in syndication, Numb3rs, revolved around two brothers, one an FBI agent and the other a mathematics professor. Every week, no matter the crime presented, the math whiz helped to solve the felony by applying game theory, chaos theory, and other mathematical calculations.
A television show now in syndication, Numb3rs, revolves around two brothers, one an FBI agent and the other a mathematics professor. Every week, no matter the crime presented, the math whiz helps to solve the felony by applying game theory, chaos theory, and other mathematical calculations. The series clearly demonstrated that no matter how skilled, experienced, or brave the FBI agents, someone with different talents and a new perspective could contribute to successful results. Which brings us to volunteers. One key to increased impact — and to resolving the ever-present tension between employees and volunteers — is consciously recruiting volunteers who, by design, are as unlike the paid work force as possible.