Responses to: Unskilled vs. Differently Skilled:
Maximize Volunteer Differences
Posted 12/2/00
Submitted by Dave Kneessi, Volunteer Coordinator, Children's Resource
Center, Ohio, USA
I have read with great interest opinions posted about this topic.
I wrote the first posted this month. I have to say one consistent
theme I have read are statements that begin with phrases like "organizations
must ..." and purport to have crystaline vision of how organizations
should view and value their volunteers. This seems to ignore the breadth
of what we are talking about. It tends to suggest that someone who
merely provides child care for a single mother so that the mother
may meet with a therapist is not of value - to that volunteer, that
mother, or that agency. This scenario and many like it happen daily
in our agency and all are very much valued. If the child presents
no major behavior problem there is no need for complex skills, just
an interest in positive interaction with the child for a brief amount
of time (and, of course, a clean backround check). As you rewrite
the conceptualization of volunteer roles please remember that some
things traditional may not meet your vision of a new world order for
volunteers, but still hold value for all parties in the transaction.
I don't take exeption with most of what I have read this month. But
I do invite you all to remember that some people still volunteer in
areas in which they have no skills yet help out where they can, simply
because it feels good for them and it helps their community. This
is still a valid and tremendously good thing even it does not meet
the complex needs of other organizations.
Posted 11//22/00
Submitted by Trevor Marshall, Consultant, Royal and SunAlliance Insurance,
Sussex, England
There is an organisation in the UK called Business in the Community
that attempts to match not for profit organisations' needs to the
volunteers put forward by the business community. They do this by
asking for role definitions and project defintitions and matching
them to the skills on offer. Having been on both sides of the fence,
the system works. I got a lot out of being match to an organisation
that "wanted" my skills and when I look for volunteers now, I work
with them to identify their unique skill set and see how we can use
it. Volunteers should be used in a position that matches their skills
and the needs of the organisation rather than matching a need to an
"unskilled" body.
Posted 11/15/00
Submitted by Jayne Cravens, Virtual Volunteering Project, Texas
Susan wrote "Because volunteers bring skills different from the paid
staff to problems already multidimensional, they force an 'interdisciplinary'
approach to finding solutions." This statement is an important one,
as it gets at the heart, IMO, of the REAL reason to involve volunteers.
It's not to save money, it's not to help staff, it's to create a collaborative,
"interdisciplinary" approach to meeting goals and objectives. And
it's yet another area where nonprofits can be stronger than the for-profit
sector in creating and sustaining positive effects in a community
or an environment. A related aside: I work a lot with teachers in
helping them involve volunteers in the classroom, and there is much
resentment from them when a volunteer (usually a high-level professional
from a corporation) wants to "help" in the classroom by actually teaching
a subject instead of the teacher. Of course, this volunteer would
never imagine of allowing a teacher to come in and do his or her job...
Posted 11/14/00
Submitted by Tripp Hudgins, Volunteer Coordinator, The Children's
Place Association, Illinois
I have to agree with the assessment of the misuse of the term "unskilled."
It does damage to the volunteer-agency relationship...but not necessarily
in the way one would think. I find that it inhibits more my ability
to utilize my volunteers effectively than it inhibits their energy
or skill sharing. My volunteers have been known to work through me,
even in spite of me, to accomplish a goal. I have learned to let go
a bit in this process. It is easy to forget that I am not the only
one with ownership in the agency. It may even be appropriate to say
that in some cases that my volunteers have more ownership in the agency
and its work than I do. I am the employee. I am not volunteering my
time here. I am setting up a volunteer task force where my more active
and informed volunteers get together to formulate creative solutions
to current programming needs. I find that this gives them more freedom
to do what they do best. I do MANAGE it, but the best managers hire
people who are smarter and more skilled that they, right? It's a thought.
Posted 11/10/00
Submitted by Helen Rusich, Volunteer Services, Terra Association,
Alberta, Canada
Regarding skilled vs. unskilled volunteers. I was fortunate to work
with an international development agency that employed approximately
12 staff and 2000 volunteers. This tended to shift the balance of
power and decision making onto the volunteers, in other words this
organization was heavily focused and run by volunteers. The level
of skill varied from one volunteer to another but the emphasis was
on giving volunteers training and a safe place to practice their "roles."
Volunteers did everything; recruitment, screening, interviewing,
training, ongoing support, evaluation and recognition of other volunteers.
Whenever I worked with a new regional board chair, I felt it was my
job to coach them into their two year position. As they began to understand
and learn their roles, they then advised me as a staff as to how things
would happen. I found this to be a great transition and worked with
several highly skilled volunteers many of whom were professionals
and gave of their time outside of their personal lives. The new recruits
were people interested in living and working in Third World countries.
After such an experience they would return to Canada and assist with
either the local chapter, regional, or national aspect of the organization.
This model of leadership development has spoiled me because I believe
volunteers can do anything. I find it difficult to now work in a more
traditional volunteer-based organization.
Posted 11/9/00
Submitted by Marsha Riddle, Director of Volunteer Services, North
Carolina USA
Volunteers and employees come in all descriptive packages. They are
young and old, wealthy and economically disadvantaged, skilled in
various ways, and have the ability to provide our organizations with
a wide variety of expertise to meet the needs of the organization.
As organizations and managers of volunteers, we must be able to identify
the needs, create the jobs, specify the skill required to do the job,
and recruit to task.
The doctors, pharmacists and nurses in our local Good Samaritan
Clinic who volunteer to meet the needs of people who are sick,without
insurance, off the street, or down and out and cannot afford medicine
are certainly skilled and licensed professionals. The volunteer managers
in that clinic have less training. Both are skilled in their jobs.
We are obligated to advocate strongly to change any language or system
which believes that the volunteer of today is unskilled. Volunteers,
our unpaid staff, and the paid staff of organization together meet
the needs of the organization and the persons they serve.
Posted 11/8/00
Submitted by Yvonne Norton Leung, Principle, Risk & Change, Nebraska,
USA
Time to look at the "new volunteer". Many are young and want to make
a positive contribution to their community but even more are older
and want to give back after years of high level professional work.
They require no remuneration but want to deliver professional services
and be respected for their knowledge. As people retire earlier and
live longer, what are nonprofits doing to provide a positive climate
for lawyers, accountants, nurses, teachers, CEO's and all the others
who want to build society and impact their grandchildren's world.
I would be interested in this focus. We have traditionally put such
people on boards but are now understanding we need to grow young board
leadership and future donors. Many older leaders want to contribute
their services as well as money and see the difference in their community.
These are not "report toos" or assistants. They are not just differently
abled but overabled and overqualified and terrify many volunteer organizations.
Posted 11/7/00
Submitted by Karen-Denise Cyr, Manager, Volunteer Resource Development
-Misericordia Health Centre, Winnipeg, Manitoba Canada
True involvement of "skilled" volunteers is possible. However, only
when we as volunteer administrators believe this is possible and then
are prepared to empower our colleagues to accept skilled volunteers
into their work settings. I begin by listening to the needs that our
paid staff have, and then encourage them to envision what their work
day would be like with the assistance of a volunteer who's skills
match their needs. We may not be able to recruit the volunteer immediately,
but at least we have a goal to work towards. Because the staff have
identified their own needs we have their buy-in to the process. To
some staff, this is exercise "pie in the sky" thinking, and at first
many don't believe that we could ever find a volunteer to help in
these capacities. When targeted recruitment efforts are successful
and we DO find that person, these placements are our most successful,
and mutually beneficial. I challenge each of you to bravely face and
unsurface the widely held perceptions that are held by staff in your
organizations. No one else is going to change the situation for you.
As the saying goes, the time has come for leadership...and you're
it"!
Posted 11/1/00
Submitted by Dave Kneessi, Volunteer Coordinator, Children's Resource
Center, Ohio - USA
Perhaps "entry level" might be a more acceptable term. I work in a
children's community mental health agency. Many of our volunteers
have some college and some kid experience but seldom any experience
with our specific client population. Many use our agency to gain such
experience. Or they seek to get an overview of how an agency such
as ours operates because they aspire to work in a tangentially associated
field in the future. To me to apply the term "unskilled" is not so
objectionable. If they are volunteering to obtain skills or knowledge
then they are at the time of engagement - unskilled. I understand
some of the problem with semantics here but I don't think most would
associate those traits, of illiteracy and incapability, when they
hear "unskilled."
