Shifting Course: Why You Should Be Preparing For The New Volunteer

If you did a survey of hospital volunteer programs, you would discover the majority of them were formed in the early-to-mid 1950’s.    These programs were organized by GI Generation women, many of whom had worked and volunteered to support the war.  Once their soldiers returned, the women returned home too, raising children and putting their time, organizing skills, and energy into volunteering and raising funds for civic organizations…and community hospitals.

Many in the GI Generation were shaped by two world wars and a great depression, and so were their workplace values.  These are the values that have defined hospital volunteer programs for more than 50 years–serving on a regular-ongoing basis, performing repetitive, lower skilled, highly defined roles. An annual banquet and a pin for their service hours were standard and desirable forms of recognition.  A pink pinafore was a source of pride.  Now the youngest members of the GI Generation are 85 years of age.

What is your healthcare institution doing to create new systems and new opportunities for the next volunteer generation?

Your volunteer pool is dwindling and you are not alone.  But looking to younger volunteers to work in “old” systems won’t succeed.   This next generation says they prefer short-term commitments.  They want meaningful work and opportunities to use their professional skills.  They want autonomy, self-direction and lots of choice when volunteering.  They are time-poor and you are competing for their recreational time and time with friends and loved ones.  What they want in exchange is a valuable experience-reflective of their ideals, their skills, and their values!

By 2010, nearly 64 million Boomers will be poised to retire.  Because of the long-term effects of the current recession, many will have to work, but not all of them full time.  Research tells us almost two-thirds of Boomers plan to volunteer. Serving community becomes more important to them as they age.   They are willing to roll up their sleeves to solve society’s problems, but it may be between jobs or on a project basis.

What can you do to attract this next volunteer generation?   Consider…

• Hire a professional volunteer director–preferably one who has completed their Certified Administrator of Volunteer Services (CAVS) designation through the American Hospital Association.  Or support your existing director in getting certified.

• Give your volunteer director time and resources to create new volunteer management systems.

• Expand volunteer opportunities for highly skilled individuals.   Use words like pro bono consultant, team leader, virtual volunteer and entrepreneur words when marketing.

• Train employees to work with a more educated and professionally trained volunteer workforce.   Recognize and compensate them for doing so.

• Create a new range of incentives for a more diverse volunteer team.

Create a win-win for all

An AARP poll found that nearly 54% of volunteers and 48% of non-volunteers would give 15-hours a week if they were provided compensation such as reduced drug costs, gas, and small monthly stipends.   For individuals who have just lost a job and half of their retirement, a stipend (contract labor at below market wages) could create a win-win for all.  The poll also found that the 50+ volunteer workforce could be doubled through small inducements such as learning new things, making friends, and putting career skills to use.

Changing a half century-old volunteer management system requires time and strategic planning.  Current volunteers will need to be brought on board.  And, it will take time to find out what works, change what doesn’t, and make course corrections.

What are the benefits to you?

• Because they are “private citizens,” volunteers are free to advocate on your behalf.

• They extend the budget by providing time philanthropy, and, if managed effectively, can have a large impact on your ability to reach your mission.

• Volunteers have the luxury to concentrate their time and expertise on a particular issue, customer or service area.

• They are an abundant resource that can compliment your workforce.

• Volunteers are twice as likely to donate money as non-volunteers.

Healthcare volunteer programs have been making incremental changes for decades.  But shifting demographics and transformational changes now occurring in our country and healthcare institutions, have made it critical that hospitals make fundamental and meaningful changes in how volunteers are recruited, managed and supported.

Volunteers can improve your hospital’s effectiveness and services to both patients and your community.  Are you ready to succeed with this new talent pool?

ABC’s of Volunteer Retention

Recruiting and retaining volunteers is an on going challenge for most non-profit organizations.  Once THE place to volunteer, hospitals have seen an overall decline in the number of individuals who choose to volunteer their time in  auxiliaries and volunteer departments.  So when you do find those precious volunteers, keeping them should become a number one priority!

After careful thought and a little bit of research, it is my opinion that successful volunteer retention can be enhanced with a few simple steps.

A. Make your organization attractive. Shar McBee, in To Lead is To Serve, says that when you are feeling positive about your work (and your organization) it attracts others to participate.  On the other hand, when you feel overwhelmed or burdened, no one volunteers to join in.  A great exercise to rekindle a feeling of spirit at your next meeting is to have members break into pairs, and ask the following questions:

• What did you love about your volunteer work in the beginning?
• What was important about this work?
• What is challenging about it now?
• What is fun about it?

Take the feedback from this exercise and put it in your newsletters and promotional materials, post quotes and pictures of these folks on your bulletin board and website, and share it with the staff and friends of your hospital.  And then, watch as the energy of your organization goes up!

B. Create a great, big welcome mat! Individuals who “join”  volunteer organizations want to be able to network and build quality relationships that fulfill both their personal and professional needs. Cynthia D’Amour’s, How to Turn Generation Me into Active Members of Your Association, has some great tips on helping your new members make a successful entry:

• Create a new member welcome kit which includes a current directory, a welcome letter from your President or leader, details about membership benefits, a current newsletter and information on how to get involved in fundraising, special events, etc. Get it to your new members as soon as possible.

• Have enthusiastic volunteers call and personally welcome new volunteers to your organization.

• Don’t stop contacting them after the first month. Call again in three months. Survey them in six months to see how they are doing.

• Provide board members with a list of new volunteers at each board meeting. Discuss how to tap into their skills.

• Get board members to call individuals who come a few times and drop out. The feedback you get from these interviews will tell you if you need to shore up your systems and make course corrections.

C. Remember the WIIFM’s!

That’s right-the “what’s in it for me.”  In days past, hospital auxiliaries often had waiting lists.  If you wanted to be a member, you often had to start out in a job that did not necessarily match your interests or skills.  Today’s volunteer will remain if personal and professional development is honored and encouraged.

• Do your volunteers perform meaningful work?

• Do they have a chance to learn new skills or use the ones they have?

• If they chose, can volunteers move up–gaining increased responsibility?

• How much flexibility do you create in your scheduling? Do you have interesting work for individuals who have limited time?

Because of the increased competition for their time, volunteers are frequently reevaluating whether or not your organization is a worthy investment for them.  Therefore, helping your volunteers stay involved requires a bit of effort, a willingness to actively serve your new and old members, and regular communication from leadership.

Finally, if people are to give up free time to volunteer–away from friends and family–their work environment must be enjoyable.  I recently started a new job, and one of the main reasons that I took the position was because staff showed me great courtesy.  But most importantly, I could tell that they enjoyed their work and were committed to making a difference in the lives of the people they served.  I saw a lot of smiling faces.   As Shar McBee says, “nothing attracts like joyous heart!”