Serving up volunteer experiences that everyone can enjoy

We have known for some time that the landscape of volunteerism is evolving. It’s no longer just about giving time or having an obligation to an organization. Interested volunteers are increasingly looking for places where they can connect with others, find purpose and experience a sense of belonging. 

Jennifer Weichel, volunteer specialist at Michigan State University, summed it up recently in a course on volunteer retention by stating, “People are asking: ‘What will this mean for me, my family, my community?’ They want to know how their time will make a difference — not just for the cause, but for their own lives.” 

This shift in volunteer attitude and motivation requires us as volunteer managers to shift our perceptions and practices if we want to remain relevant and continue to expand our volunteer programs.  

When we serve up volunteer opportunities like a fixed menu, we are narrowing the field of who can be at the table. Growing a volunteer community in today’s landscape is complicated, but there are simple strategies we can take to serve up volunteer experiences that everyone can enjoy and where everyone participates in the party. 

Embrace short-term experiences

People may not want a full meal, but instead a cup of tea or snack.

Increasingly volunteers, especially younger volunteers, are looking for snack-sized, short-term opportunities where they can use their skills and talents to make a difference. In order to reach these volunteers, we need to redesign programs that may not have longevity built into them. 

One-day events, targeted campaigns or time-bound programs will not only reach new audiences but will also open pathways for new volunteers. Consider how you can reframe current offerings to adapt to smaller appetites.

Change your attitude on commitment

Some people come to the party for the meal, others just want to make a new connection. 

It’s time to accept that not everyone who serves on our behalf will be solely dedicated to our organization. Our job as volunteer managers is to build bridges that intersect an individual’s values and motivations with opportunities that are mutually beneficial. 

Volunteers serving in this landscape may be more transient, but it is not our job to control how long they volunteer; rather, it is our role to connect with them in a way that makes their volunteer experience a positive one. 

If volunteers leave our organization after one event or one year feeling empowered and satisfied, we have done our job. Recognize mutual interests and don’t be dissatisfied when someone leaves before dessert is served. 

Give more than you take

A good host serves their guests and ensures they leave the party happy and satisfied. 

Volunteer managers need to look for ways to ensure volunteers personally benefit from their experience. This could include:

• Communicating clearly about the skill development, training or field experiences volunteers will gain and can add to their resumes. These opportunities can help nurture a sense of value for your volunteer program. 

• Showing pride in the ways your volunteer experiences develop others. 

• Adjusting or designing new roles that target and enhance specific skills employers are seeking, such as task delegation, communication, leadership or financial responsibility. 

Your organization has more to offer than you may first realize. Creating diverse volunteer experiences and outcomes may challenge the traditional norms that volunteers expect, but over time it creates a richer and more vibrant program — like a thoughtfully prepared meal or a welcoming party.