Volunteers, as we know, are essential for any not-for-profit organisation, and although important, can be seen as an add-on, or someone to fill the gaps. Whether this is a conscious thought and planned like that in the business model, or entirely subconscious, it happens.

Volunteers can no longer be the gap fillers for tasks that ‘someone’ has to do in order for your organisation to continue doing what it does. Even when you recognise the importance of your volunteers, and how you couldn’t do without them, in many cases, they’re not really ‘part’ of the business.

Often there’ll be a discord; an ‘us-and-them’ mentality between staff and volunteers, and board members may also see volunteers as people who come and go and fill a need when required. Thus, creating a culture where volunteers are an included as a key part of it, is necessary.

Support

Before you can make any sort of cultural change, you need to have both other leaders, for example managers and board members, as well as paid employees on board.

Cultural change is made much easier when leaders embrace it. Any resistance from managers, board members, and others in positions of leadership will create unnecessary barriers. These viewpoints filter down through both staff and volunteers, and can lead to additional resistance from the staff, and broaden the ‘us-and-them’ gap.

It’s important that you articulate the benefits of inclusion and cultural change for the organisation generally. Potentially more important is the need to address these changes from the perspective of other leaders, and of staff.

Training

One perspective to consider seriously is that of paid employees, who are likely to see the change as a threat to their jobs. Rather than simply changing policies and plans, it is vital that staff receive both professional and personal development training.

Effective communication, for example, is vital between staff and volunteers, and they need to work together closely. Depending on roles and requirements, consider providing training in leadership, project management, or communication skills.

Essentially, providing them with the skills and training they need will be of benefit for everyone, and enable a smoother change transition.

Inclusion and Involvement

Involving board members, staff, volunteers, and anyone else impacted by the change in the design and implementation phases will also assist. They are granted a sense of ownership and control. Asking them for ideas and suggestions, and getting them to come up with possible processes, or even plans for how things will operate moving forward will enhance these feelings.

The result is they’ll feel more valued, and less like they’re just being told what to do whether they like it or not.

All things considered, no one really likes change to occur, so the more comfortable everyone feels, the easier it will be. Leadership support is vital, and providing adequate training to remove any concerns about future roles or tasks creates a sense of comfort. Involving everyone in the pre-change process can provide additional insight, and perspective, as well as help smooth the transition.

Equally as important is the transition to change; baby-steps is preferred, as opposed to a whole of organisation change in one hit. There is an article from the JF Fixler Group entitled Creating a Sustainable Culture of Volunteer Engagement: A Case Study from the Lone Star State, that is worth a read to support blending volunteers into your business culture.