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Guest Blog: Volunteers as Staff: Where Labels and Titles Collide

volunteer staffIn 2010 alone, 47% of Canadians volunteered 2 billion hours, the equivalent of 1.1 million full-time work positions. Volunteers, who freely offer their services, have become an essential component of our communities and the modern workforce. In the nonprofit sector, we know all too well the benefit volunteers bring to our organizations. For many of us, they are indeed a necessity. But having volunteers work for our organizations can and does expose us to potential risks.

With the important part volunteers play, should we as agencies recruit, screen, and manage them, as we would staff? Or do they require something different?

This may sound like a daunting question. How would we even begin to tackle this? My initial strategy was to ask as many people as possible, so I asked volunteers, managers, and those in-between, this very question. I found there were just as many points of view as there were individuals who held them:

• Some agencies I spoke with (such as Distress Centre Calgary) identified having worked towards an integrated Human Resources model. Their rational was that many volunteers provide a front line service and need similar training, time, support, and supervision as employees. “Volunteers do not get the financial benefits. However, the volunteer is here to do a job, shows up, and does it to the best of their ability. Volunteers represent the agency just as much as staff, and expectations around service seem the same for both volunteers and staff”.

• A few volunteers stated they enjoy being on an equal footing with staff. This made them feel respected and important; a peer in the organization. Others felt a sense of safety being separate from paid workers, feeling almost exempt from punishment over mistakes or errors in procedure. “I feel volunteers are lower in the hierarchy overall, and that there’s less responsibility on the volunteer when being directed in my role.”

• A surprising number of respondents worried of a volunteer/staff “synergy.” When asked to clarify, these individuals said the treatment of some nonprofit staff leaves something to be desired and worry about comparisons being made between the kinds of support given to volunteers and to staff. “Essentially, volunteers are held in a place of esteem while staff is often not. All too often staff does not get the same support to the same degree.”

• Others found an already organic union blurring of the lines between staff and volunteers. “I volunteered for a program essentially run by volunteers. With some volunteer roles, you are doing the same tasks as a staff anyways.”

With such a wide range of experiences and opinions, what’s a nonprofit to do? Do we work actively towards formalizing the volunteer position? Do we establish rigid screening and feedback processes? Or do we play it by ear depending on the volunteer role and/or specific individual? Much to my chagrin, it looks like there is no definitive answer.

However, there are a plethora of references and materials out there for agencies wanting to take a stab at formalizing the volunteer role. They make a strong case that it’s in our best interest, as nonprofit organizations, to put volunteers and staff on a similar plane. Authors such as Judith Wilson, Michelle Gislason, and Linda Graff highlight that as the risk for the agency or the volunteer increases, so does the need for formalized processes. Conveniently, you can find these and many other resources on the Volunteer Alberta Resource Centre, or why not ask other nonprofits (such as Distress Centre Calgary) what is working for them.

Chloé McBean, Contact Centre Volunteer Team Lead
Distress Centre Calgary



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