It’s often said by managers in voluntary organisations that their volunteers can’t be managed. And yet, if that is so, the organisation faces rudderless chaos. The direction in which the organisation travels, what it achieves and whether it has a future are therefore all in doubt. In short, the situation is unacceptable. Volunteers must be managed for the good of the organisation.
Volunteering is the provision of effort for the benefit of an organisation without financial reward. There will be reward for the volunteer, but it will be psychological. Despite the nature of the relationship, there should be an agreement. But the volunteering agreement must not be legally binding and will set out expectations. Here's how to write such agreements.
There’s a curious notion amongst managers of volunteers that a person changes when they move from being paid for the work they do to become a volunteer. But, the motivation is the same - it's just that older managers forget that the employment environment has changed. Today’s volunteers and employees are not so different.
Getting enough volunteers with the right skill-set is huge problem for volunteer-reliant organisations. Here we describe a simple three-step model that is useful in understanding the volunteer recruitment problem, and its solution. Managers of volunteers must continually engage in recruitment. Their aim must be to get ‘the right people in the right jobs, always’.
• Introduction to management - interventions, outcomes and the use of a feedback model to drive action.
• How firms come about and the role of entrepreneur, leader, manager, contractor and employee.
• Understanding contracts and the nature of the various contracts available to the manager.
• Introducing the psychological contract and the way social action changes contractual relations.
• Defining innovation and the role of innovation in achieving competitive advantage.
• Understanding how people come to innovate.
• Understanding why it's essential to get the right culture to have employees innovate.
• Defining culture and how to express and drive culture change.
• Determining how to achieve innovation in an organisation.