It is very tempting in a recession to change formerly staff-held jobs into volunteer ones. But is it right? Does it work? What are the pitfalls or the benefits?
Using volunteers to perform tasks or jobs that might otherwise be done by paid staff (often called job substitution) should only be part of an overall strategy for reducing costs during hard times. Here are some tips:
- Don't lay anyone off with the intention of substituting a volunteer for paid staff.
Such action is bound to cause other paid staff to fear for their positions and to resent and resist working with volunteers, fearing they might take their jobs. However, when there is natural attrition, or a general reorganization, use that opportunity to rethink how your organization is set up, and how you might reconfigure jobs so that some duties could be done by volunteers.
For instance, you have just promoted your receptionist to a administrative assistant position working with the development director. This leaves the receptionist job open. Could that position be filled by volunteers? One organization I visited recently limits the hours open to the public to five per day (10a.m.-3p.m.) and uses volunteers for the front desk. There is a different volunteer each day. That volunteer answers the phone, greets visitors, and performs an assortment of well-defined and documented clerical duties. At the end of the day, the volunteer uses a form to summarize the important things that occurred that day and any problems that may need to be resolved by the following day's volunteer.
This organization has most of the bugs worked out, and the volunteers are happy and loyal. There are now enough trained volunteers to have a couple of additional volunteers in the office who take care of other office tasks, helping the organization even more.
- Don't just use volunteers for the most routine tasks.
Many volunteers are happy to do clerical work or get mailings out of the door or run errands, but whenever there is a task that your staff would really like to do but there is no time, think about using a volunteer. A volunteer could be a volunteer coordinator, help write grants or research grant resources, be responsible for a newsletter, train other volunteers or even the staff, plan and implement special events, or a host of other things. Think creatively and look for volunteers that have special talents or experience.
- Consider finding and using "skilled" volunteers.
Skilled volunteers are usually specialists in those areas that a nonprofit is not, such as finance, human resources, or marketing. They are often employees at corporations, part of their employer's corporate social responsibility program. They are given time by their corporations to spend time working with nonprofits. During this recession, there are also skilled volunteers in between jobs who might be very interested in keeping their skills sharp and adding to their resumes.
Skilled volunteers cannot replace staff, but they can replace expensive outsourcing and outside consultants. They can help you reorganize, conduct an organizational audit, develop that data needed to help the board make organizational decisions, find ways to save money on essential services, or help staff focus on what is most important in their jobs.
Research has shown that nonprofits don't use skilled volunteers (also called pro bono work) as often as they should. Ask your local corporate foundations if they have a skilled volunteer program, or apply for a pro bono grant through the Taproot Foundation.
The Corporation for National & Community Service has a toolkit to help nonprofits get ready to use skills-based volunteers. You will need to register to access this resource. You can also post your openings for volunteers with professional skills at SmartVolunteer, an online matching service.
- Don't tolerate a caste system in your office.
I have seen offices where the paid managers went out to lunch daily, usually together, while the clerical staff and volunteers ate egg salad sandwiches in the break room, meanwhile holding down the fort until the managers returned. What a way to make clerical staff and volunteers feel like second-class citizens. Find ways to be inclusive and make everyone feel that they are vital to something very important.
- Broadcast your need for volunteers frequently, respond to possible volunteers immediately, and interview them thoroughly.
Volunteers have lots of opportunities at many organizations. Act quickly when they show an interest in yours, or they will go somewhere else. It is common for potential volunteers to receive poor vetting by nonprofit organizations. Either the volunteer manager is tone-deaf to what the volunteer says about his or her amount of time available (feeling overwhelmed is as frequent a reason for volunteer flight as feeling under utilized); or the volunteer receives a superficial interview that does not uncover abilities and experiences that could be clues in settling the volunteer into a rewarding situation.
- Keep an open mind about what kinds of jobs volunteers might fill.
Yes, you might have a list of basic roles that you are always shopping for, but when your interview reveals other possibilities, don't be bound by precedent and rules. Don't hesitate to create a volunteer job that fits that particular person, his talents, and interests. You might be able to relieve a paid staff member of some task and shift it to a volunteer. That should allow your paid staff the time to spend time on other pressing duties. It should never, however, expose a paid staff person to possible job loss.
The bottom line is that it is to no one's benefit to cut costs by deliberately cutting staff and replacing them with volunteers.
If staff must be cut, make sure your organization can survive without them by cutting programs to match. However, always think how you might be able to reorganize the work so that staff can engage in the most essential functions of their jobs; and how volunteers can be deployed to benefit both themselves and the organization. Blending volunteers and paid staff in a new way might be part of the solution for getting through these tough times.