Posted 6/28/01
Submitted by Sue Pickavance, Director of Volunteering;
Wales Council for Voluntary Action, Cardiff, South Wales, UK
Volunteering is promoted as a way of acquiring new skills and for
its capacity to improve peoples' employability. If we truly believe
this then we should be happy to encourage and support volunteers'
transition to paid positions. If we don't, aren't we simply saying
"you are good enough to volunteer but your work is not good enough
to be paid". Back in the 70s and 80s, I was involved in an organisation
whose whole purpose was to create paid work for volunteers and, despite
a few occasions, it worked exceedingly well. The occasions where it
did not work out were almost exclusively about people being employed
into posts which were beyond their capacity. The issue should be about
employing the best person for the job - whether or not they are volunteers.
Advantages include having people on board who understand and are sympathetic
to volunteering and to the aims of the organisation.
Posted 6/28/01
Submitted by Jonnina Benson, Volunteer and Community Development Coordinator,
Norman, Oklahoma
I am the volunteer coordinator of a youth services agency that provides
an emergency youth shelter. In the past seven years, we have been
fortunate to hire about 10 of our volunteer staff as full time employees.
In a field where employee turn over is very high, we have found that
those who come to us through volunteering are the highest retention
simply because they know what they are getting into before they start.
I credit the fact that our orientation/training manual is very close
to that of our agency's policies and procedures for employees. Our
paid staff feel pleased that they have the opportunity to help train
future professionals in their field.
Posted 6/25/01
Submitted by Ruth Lyte, The Friends, Ontario, Canada
I do not think you can say if you volunteer with us it will lead to
employment. But if you want to network, are in a new community or
want to try a new field, volunteering is a good way to learn new skills
or keep skills you have in use. We have hired volunteers if they have
applied for positions available within our organization.
Posted 6/25/01
Submitted by Sherri Batie, Programs Manger, Help,
Inc., Redding, CA, USA
Twice we have made volunteers paid staff in the recent past and both
times were disasters. Though our director was originally a volunteer
and that worked out. I was both a part time staff and volunteer. I
would like to caution people that the volunteer can change once they
become paid staff. The two I am referring to were excellent volunteers
but lousy staff. They turned out to both be huge procrastinators and
didn't take their jobs very seriously (though they did as volunteers
- go figure!)
Posted 6/19/01
Submitted by Nancy A. Boyett, Executive Director, Autism Society
of Western Kentucky, Kentucky, USA
I spent 8 years as a volunteer for the agency I currently hold a paid
position with. The Board of this organization saw this as a natural
flow to grow this agency. I think those who have a passion for the
cause they serve, whether it be through volunteerism or as an employee,
along with the business savvy necessary to keep a non-profit afloat,
can only continue in their respective roles to affect the agency in
a positive manner.
Posted 6/19/01
Submitted by Linda Duhon, Director of Consulting Services,
Community Resource Center, Denver, CO -- USA
This is a situation common to small and start-up organization which
I try to approach in a 'developmental' frame. Just as when an organization
is transitioning to another developmental stage it is crucial to success
to attend to such matters as job descriptions, roles and responsibilities,
accountability, communication, etc. so it is when a person 'transitions'
from volunteer to paid staff. Pay attention to the details and structure.
Otherwise it's a conflict waiting to happen.
Posted 6/18/01
Submitted by Kevin A. Laack, Hogan Family Foundation, California,
USA
I obtained my first career position at a VA Medical Center following
a brief stint as a volunteer while I was completing my Bachelor's
degree. Over the next couple of years, two other student volunteers
"followed in my footsteps" and obtained full-time employment in the
office where I worked. For several reasons, many of which have already
been discussed, I think it makes perfect sense for employers to hire
volunteers. However, based on my own experience and my observations
of my two fellow "ex-volunteers," I see at least two caveats:
First, employees tend to treat the volunteer-turned-employee with
a great deal of suspicion and, sometimes, hostility. I am not sure
why this behavior arises, but I think it has to do with the fact that
the new employee seems somehow disingenuous to the other staff because,
by converting from volunteer to employee status, he or she distinguishes
himself as someone with career ambitions, not simply an altruistic
worker bee. This can make some staff, especially the ones with job-related
insecurities, feel threatened.
Second, supervisors often expect the volunteer-turned-employee to
continue doing some work on a volunteer basis. Supervisors assume
that the ex-volunteer would be happy to not be compensated for a portion
of his or her work. Also, some employers seem to expect that the ex-volunteer
should continue to provide some volunteer services in an effort to
"repay" the employer for the paid position. Needless to say, this
is unfair to the ex-volunteer and puts him or her in the awkward position
of having to set boundaries while not appearing uncooperative.
Before accepting an offer of employment, I would encourage all volunteers
to make sure that these issues are explicitly discussed with the prospective
employer.
Posted 6/16/01
Submitted by Helen Rusich, Volunteer Services, Terra Association,
Alberta, Canada
My experience of hiring volunteers has been very successful mainly
because the role, responsibilities and expectations of the volunteer
position were quite different from the paid position. When someone
volunteers for 3 hours a week or even one day a week, they usually
have quite specific duties. When someone is hired for full-time employment,
their role and responsibilities are larger and more diverse. I hired
a student after her placement because she had the skills and knowledge
to work with the population (brain injury) we needed. There is some
debate as to whether placement students are volunteers. In the broadest
sense, I say they are. I was hired by an organization where I volunteered.
My volunteer role was specific to one program area. My position involved
managing a regional office. I completed my volunteer role one year
into my work position. I kept both roles separate. It was a challenge
but done carefully it is possible. After some years as a staff I then
again volunteered to help the local group with fundraising, making
it clear to the group of my limitations and where to draw the line.
It was a bit of a challenge but again it depends on accountability,
clarifying roles and responsibilities.
Posted 6/15/01
Submitted by George Thompson, , Delaware/USA
It sounds to me like you're blaming volunteers for problems that may
be the result of other factors, such as lack of organizational focus,
poor management decisions and the perennial culprit -- poor communication
of goals and expectations. Of course, some volunteers will not work
out, no matter what the circumstances. But that's how it works in
any organization. As someone seeking to switch from for-profit to
non-profit work myself, I've already been rejected because I didn't
have any non-profit experience. Although I don't expect a job to necessarily
follow a volunteer experience, I would hope, if not expect, that it
would be a plus -- not a minus -- to my being hired if the opportunity
arose. How can the non-profit sector grow effectively if there are
persistent doubts about those outside AND inside your own ranks?
Posted 6/15/01
Submitted by Sue York, volunteer, Army, VA
I have experienced both "sides of the coin" I have gone from volunteer
to paid staff and then, due to a move, from paid staff to volunteer
(in order to maintain some skills while becoming familiar with my
new community. The hardest was transitioning back to volunteering,
as I find the agenda I worked with as paid staff does not fit appropriately
into my duties in my volunteer position. On the other hand, the paid
staff are appreciative and responsive to any input given, so it is
a matter of developing appropriate boundaries on my part.
Posted 6/12/01
Submitted by Carol Friedland, CVA, Deputy Director, Mayor's
Voluntary Action Center, New York City USA
I got my job through volunteering at the Mayor's Voluntary Action
Center. That was 25 years so I guess it worked out OK. I applied when
I knew there was a job opening and since I had been doing some of
the work already and they knew me, I had an inside track. Since then
we have hired several people who have been volunteers or interns.
This is a very small office and we like to think that we treat all
of our personnel with respect. Knowing whether a new employee will
fit in has been very helpful and has usually served us well. MVAC
has its own distinctive environment that not everyone would enjoy.
Posted 6/8/01
Submitted anonymously
A recent (paid) project support person, who was previously a volunteer,
identified for herself that at the end of the clearly defined project,
she would take a few weeks off to readjust, attend to other parts
of her life, and come back (again) as a volunteer. Her self-awareness
was impressive and thought-provoking.
Posted 6/8/01
Submitted by MeChelle M. Callen, Director of Special PRograms,
Indiana
We have been "fortunate" that 12 of our former volunteers have become
paid staff members. Perhaps it is because some of our "volunteers"
are from programs such as AARP or Training Inc. (a Welfare-to-work
program) in which volunteers do internships here to gain experience
before going out to look for a job. We never tell people that volunteering
could get them a job, in fact we tell them that volunteering in no
way automatically makes them eligible for employment. The organization
looks at hiring volunteers as a great way to recruit for less money
than other forms of advertising and I look at it as a way to validate
that we have great volunteers. Only those actively searching for employment
on their own are even considered. We don't search out volunteers and
offer them jobs but rather let them know where the job board is if
they are interested. I think it is a win/win for our program and the
hospital!
Posted 6/7/01
Submitted by Linda Sifri, Volunteer Coordinator, Transportation, Washington
state
I would like to hear from folks who's volunteer job description is
very close to the paid staff job description. Our department management
has wanted to hire my volunteers to cover openings in our "off time"
schedules @ weekends and evenings when paid staff are not available.
I have explained that when the volunteer becomes paid staff they cannot
participate in the volunteer program. The real problem is that our
volunteers are proving to be so reliable and so committed to our program
and we are unable to fully utilize them due to concerns for the paid
staff positions. At what point can we turn to the volunteers when
the paid staff are not available? We are actively looking into this
issue and would appreciate any comments.
Posted 6/6/01
Submitted by Jon Irby, National Program Leader, 4-H, USDA
It strikes me that in an ideal situation or relationship with a volunteer
should be the same as with a salaried staff member. IF the organization
is open about its structure and requirements for different job roles,
then we should not be surprised if a volunteer decides to apply when
an opening occurs.
Posted 6/6/01
Submitted by Marsha Riddle
Our agency has had a active youth volunteer and service learning program
for over 35 years. About 1 out of 7 of the current staff began their
work as volunteers either as teenage volunteers, students or interns,
or adults who are discovering the world of work with persons with
severe and profound disabilities. The term "Volunteen" was coined
by the first group of youth volunteers in 1964. The director of the
agency has often referred to the fact that we work to "Grow our own
staff" in a community that sometimes lacks the luster of a larger
city or community.
Our efforts have always been to find the best staff and volunteers
possible to support the persons with disabilities we serve. When we
can support a volunteer in their decision to work for the agency,
we do so, particularly if their experience with us and ours with them
has been a positive one. When staff retire from our agency, we encourage
them to come back, to volunteer, to visit, and to be with us for special
events and activities. It is very difficult to explain to a person
with severe disabilities that you have work for them and supported
them in their needs for 30 years and then you just disappear from
their lives, never to return.
We strive to build a living and working community where all are respected
for what they can do at any given time in their relationship, either
as receivers or givers of service. The pay check as an employee is
only a small part of the personal and professional commitment needed
to make a difference in someone's life. The time we spend together
and the relationships developed over the years change in all types
of human services work. Today the Volunteens have wonderful understanding
supervisors because the supervisor once walked in their shoes and
can mentor them to be good volunteers today...and we hope excellent
staff tomorrow.
Posted 6/6/01
Submitted by Jan Masaokc, CompassPoint Nonprofit Services, California,
USA
Another great article from Susan. Thanks!
Posted 6/6/01
Submitted by Martha Evans, Volunteer and Training Program, Lane County
Department of Youth Services, Eugene, OR
We are a juvenile department in a city with a large university, a
small college and a community college. Many of our volunteers are
interested in a job in juvenile corrections. Volunteering is a method
to find out if they like these kids and this kind of work, to learn
job skills and to meet the staff in this facility. I always emphasize
that there are no guarantees or even "extra points," but that they
will have exposure to the kinds of topics that are included in employment
interviews. Additionally, this department wants to increase the diversity
of its workforce. That translates into my increasing the diversity
of the volunteer force so that there will be more knowledgeable, qualified
potential job applicants. Hiring volunteers as employees has always
been a win-win situation in this agency.
Posted 6/6/01
Submitted by Susan E. Koch, Director of Volunteer Services Luther
Crest Retirement Community, Allentown PA, USA
I am one person who has made the transition from volunteer to employee.
All of my working life I have been in retail and design and being
past fifty I thought I would retire from this field. But after dealing
with temperamental people, I wanted an outlet. I started to volunteer
on my day off and the feeling of helping someone was great. I volunteered
for almost two years and then I was asked if I would like to be employed.
I started off in the activity department as a part-time assistant.
Within a year I was employed full time. My transition was easy with
the help of the staff. While volunteering, I tried very hard to develop
a relationship with the staff and residents. When going into any project,
keep an open mind and be prepared for for surprises. Life is full
of surprises .I think more research should be done on this subject
before any judgment is given. I am now director of volunteer services
and I love every minute of my job.
Posted 6/6/01
Submitted by Georgia Bergen, Rutland Regional Medical Center, Vermont,
USA
I have had this happen several times and you are correct in saying
it can lead to a less than positive outcome. I make it clear when
interviewing prospective volunteers who are in the job market that
volunteering at this hospital should not be viewed as an avenue for
employment here. When volunteers are hired, it is usually for a part-time
and temporary positions. I ask the volunteer to sign a statement stating
they understand this position is temporary, with the expected duration
and that at the end of their employee status they can ask to be considered
again for a volunteer position. I also let the hiring department know
they chance permanently losing this person as a volunteer because
often a person will not want to resume a volunteer position after
having been a paid employee. As managers we want to advocate for our
volunteers, yet we realize there is the danger of losing them after
their hire. A tough position for a volunteer manager to be in!
Posted 6/6/01
Submitted by Lori A. Ropa, Sr. Section Services Representative, American
Water Works Association, Colorado, USA
Here's another caution for those organizations considering hiring
a volunteer as staff. Our association has sections (chapters), many
of whom have hired a staff person. Sometimes, sections have hired
volunteers as staff and it has worked out beautifully. They have a
good understanding of the organization and therefore a short learning
curve when it comes to knowing the profession. Other times, a volunteer
who wasn't doing a spectacular job as a volunteer, is hired. The results
are far less stellar. The section's expectation seems to be that if
this person is paid, he/she will take the job more seriously and perform
well. Certainly if he/she is not tied down to the commitments that
come with another employer, he/she can focus on the work of the association.
Unfortunately, this generally does not happen and the volunteer Board
of Trustees for the section is faced with a non-performing staff member.
This can lead to some very uncomfortable situations for all. I suppose
the bottom line here is that organizations should be sure that they
have chosen the most qualified person for the job, not just the most
convenient. If a volunteer is not performing as a volunteer, then
he/she probably won't perform as staff.
Posted 6/6/01
Submitted by Joani Shaver, Programs Assistant Supervisor, Sorenson
Multi-Cultural Center, Utah, USA
My experience has been a positive one regarding transitioning volunteers
into paid positions. I never hinted that volunteering for the organization
meant an "in" for future employment; however, when an opening became
available and I had a volunteer with the right combination of skills,
experience, and personality, I would encourage that person to apply
and oftentimes the person would be the best fit for the job. It was
a comfortable situation as an employer, because I was already familiar
with quality of work, commitment to the organization, and reliability.
Posted 6/6/01
Submitted by Joan Smith, Director of Volunteer Services, Catholic
Charities of St. Louis, St. Louis, MO USA
I once was a volunteer who became an Executive Director of the agency
I volunteered for. This particular agency was almost purely 'volunteer,'
so it worked out well. I've known a number of volunteers who became
staff members (especially directors of volunteers!) I think they continue
to see the agency in fresh ways. They tend to be the ones who remind
other staff members of the reason they are there. The benefit of hiring
a volunteer is more information before that person comes into the
position. This is the same benefit when a staff person takes on a
new position. Adjustments go on constantly, and a living organization
is always changing. Rather than lose out in fear of possible problems,
any problems should be met if they arise.
Posted 6/6/01
Submitted by Rebecca Lamb, Executive Director / Smith-McDowell House
Museum/ WNC Historical Assn., Asheville, NC USA
As a former volunteer who eventually became a "professional," I obviously
think that volunteers can make great employees. While I did not become
a volunteer to get a job, my volunteer experience exposed me to a
new career and encouraged me to go back to school for additional training.
I know many others who entered their chosen career the same way. Over
the years, I have hired several volunteers and have found them to
be great employees. I find that the same drive that made a dedicated
volunteer does make a very committed staff member. On a practical
note, if your organization is a small nonprofit, volunteers frequently
fill important staff functions. When funds do come available to make
the position a paid position, it would be very insulting to the person
that has been capability performing the job as a volunteer, to hire
another person to do the same job for pay. Despite any downside you
can think of to hiring a volunteer, you must remember the importance
of recognizing a volunteer for their efforts..
Posted 6/6/01
Submitted by Margo Ashmore, Consultant to several organizations,
Minnesota, USA
In Minneapolis neighborhood organizations designated to deliver "citizen
participation" it's common for hard-working volunteers to be chosen
as paid staff. The burnout time for most volunteers who have a balanced
life is two to four years (or single-issue based), so it's not uncommon
for the uncommonly interested volunteer to be the "only one left"
from their group of friends, when they take the position. They go
through a re-building time, a natural regulator against some of the
resentments that can happen when a volunteer starts to get paid. Their
history in the neighborhood makes for a smoother transition than hiring
an outsider, but it can perpetuate a certain clique assumption and
make it hard to do diversity outreach--unless that person is really
committed. Some personalities can do it. I felt I would be such a
personality, as outreach had been a hallmark of earlier efforts. When
I was (by one vote) turned down for a project manager job (being told
on the one hand that the job was too small for me, and by others that
the group felt threatened by all my connections) I then got hired
for several pathbreaking projects, both inside and out of the neighborhood.
I'm enjoying life immensely, and when people talk about creating a
job (and possibly hiring me) that I could have quickly created from
the original position, I have some real misgivings. Long story short,
I'd endorse the idea of a "break" for different life experience before
trying to go home again.
Posted 6/6/01
Submitted by Barbara Witte, Homebound & Vol. Coor., Fremont Public
Library, Illinois, USA
Our library has had some experience with this topic. We currently
have four employees who began as volunteers. One of those has become
a manager. In her work (before becoming a manager), her experience
as a volunteer helped her to appreciate the job the volunteers do.
However, along the way, one of the volunteers turned employees wanted
monetary compensation for the work she did as a volunteer since it
paralleled her work as an employee. We have since written a statement
that all volunteers must read and sign stating that their time as
a volunteer "is made willingly and without expectation of compensation
or future employment".
Posted 6/6/01
Submitted by Sister M. Peter Bernard, Holy Family Home & Shelter,
Inc., CT/USA
We have had both good and bad results from hiring volunteers. The
most difficult problem has been the "take over" attitude along with
"I will do things my way." This created a conflict with staff that
was hired from outside. On the other hand, there have been volunteers
that were hired that did well in the transition and proved a greater
asset to the organization.
Posted 6/2/01
Submitted by Cheryl Morehouse, Manager, Volunteer
& Community Services, Saint Joseph Hospital, Nebraska,
USA
Our hospital is located right next door to a university, so a large
portion of our volunteer force is dominated by students. I consider
it a wonderful event when a volunteer has been hired on by either
our hospital or the university, usually in a part-time or on-call
capacity. They are still part of our hospital "family", just in a
different role. Our volunteer office happens to be located right next
door to our human resource department. On our orientation tour, I
simply make mention of the job posting board by HR's door, and encourage
the new volunteer that if they, or someone they know, needs employment,
that our facility is a great place to work. I never imply that volunteering
can lead to guaranteed employment. I have never encountered any negative
attitudes between volunteers turned employees, or vice-versa, with
current staff. I think it's because everyone, from staff to volunteer,
realize we are all part of a team with a common purpose and goal,
and that leaves little room for petty attitudes.
Posted 6/1/01
Submitted by Lori Hoye-Logan, Volunteer Coordinator, Washington State,
USA
In our agency we have had quite a few volunteers become paid staff
members. Often, the success or failure of the action depends on what
the paid position entails. For instance, persons who come into the
agency as case aide volunteers will often garner the skills to become
community support specialists. Typically, they work in the same location
as their volunteer assignment and since paid staff are encouraged
to recognize only the pay grade rather than a skill grade positions
transfer well. Another category which is successful is our consumer
volunteers. The volunteer program has been instrumental in helping
persons suffering from mental illness to become active members of
society once again. The volunteer program is the second or third step
in the continuum of care with the fourth step being hired as a consumer
employee. Frankly, the problem areas have come when community volunteers,
those with no stated agenda for being here other than altruism, apply
for and are accepted for employment. I have seen too many in that
category look down on the volunteer staff as if they have suddenly
been elevated to a higher plane. I am very clear and have in our written
policies that volunteering at our agency does not guarantee or imply
the promise of paid employment. Each prospective volunteer signs a
statement of understanding which helps with the legal aspects. Each
person is also told however, that they are welcome to apply and compete
for openings as they occur. The jury is still out as to whether or
not this is a perfect system but it is working well so far.
